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Side-by-side financial comparison of Accel Entertainment, Inc. (ACEL) and Century Communities, Inc. (CCS), based on the latest 10-Q / 10-K filings. Click either name above to swap in a different company.
Century Communities, Inc. is the larger business by last-quarter revenue ($1.2B vs $341.4M, roughly 3.6× Accel Entertainment, Inc.). Accel Entertainment, Inc. runs the higher net margin — 4.7% vs 2.9%, a 1.8% gap on every dollar of revenue. On growth, Accel Entertainment, Inc. posted the faster year-over-year revenue change (7.5% vs -3.1%). Century Communities, Inc. produced more free cash flow last quarter ($202.6M vs $16.0M). Over the past eight quarters, Century Communities, Inc.'s revenue compounded faster (14.0% CAGR vs 6.4%).
Legendary Entertainment, LLC is an American mass media and film production company based in Burbank, California, founded by Thomas Tull in 2000. The company has often collaborated with the major studios, including Warner Bros. Pictures, Universal Pictures, Sony Pictures and Paramount Pictures, as well as streaming services such as Netflix and Hulu.
20th Century Animation, Inc. is an American animation studio located in Century City, Los Angeles, until its lease with Fox Corporation ended and it was relocated to the Walt Disney Studios in Burbank. Walt Disney Studios Motion Pictures distributes and markets the films produced by this studio in theatrical markets. Formed in February 1994, it is organized as a division and label of 20th Century Studios, a subsidiary of the Walt Disney Studios, and is tasked with producing animated feature-l...
ACEL vs CCS — Head-to-Head
Income Statement — Q4 2025 vs Q4 2025
| Metric | | |
|---|---|---|
| Revenue | $341.4M | $1.2B |
| Net Profit | $16.2M | $36.0M |
| Gross Margin | — | — |
| Operating Margin | 8.7% | 3.8% |
| Net Margin | 4.7% | 2.9% |
| Revenue YoY | 7.5% | -3.1% |
| Net Profit YoY | 93.3% | -65.0% |
| EPS (diluted) | $0.19 | $1.21 |
Green = leading value per metric. Periods may differ when fiscal calendars don't align — see 8-quarter trend below.
8-Quarter Revenue & Profit Trend
Side-by-side quarterly history — bar widths are scaled to the larger of the two companies so you can eyeball the size gap and growth trajectory without doing math. Quarters aligned by calendar period (report date) so offset fiscal years line up.
| Q4 25 | $341.4M | $1.2B | ||
| Q3 25 | $329.7M | $980.3M | ||
| Q2 25 | $335.9M | $1.0B | ||
| Q1 25 | $323.9M | $903.2M | ||
| Q4 24 | $317.5M | $1.3B | ||
| Q3 24 | $302.2M | $1.1B | ||
| Q2 24 | $309.4M | $1.0B | ||
| Q1 24 | $301.8M | $948.5M |
| Q4 25 | $16.2M | $36.0M | ||
| Q3 25 | $13.4M | $37.4M | ||
| Q2 25 | $7.3M | $34.9M | ||
| Q1 25 | $14.6M | $39.4M | ||
| Q4 24 | $8.4M | $102.7M | ||
| Q3 24 | $4.9M | $83.0M | ||
| Q2 24 | $14.6M | $83.7M | ||
| Q1 24 | $7.4M | $64.3M |
| Q4 25 | 8.7% | 3.8% | ||
| Q3 25 | 7.7% | 4.9% | ||
| Q2 25 | 8.0% | 4.7% | ||
| Q1 25 | 8.0% | 5.8% | ||
| Q4 24 | 6.5% | 10.6% | ||
| Q3 24 | 7.2% | 9.7% | ||
| Q2 24 | 7.3% | 10.6% | ||
| Q1 24 | 8.5% | 8.9% |
| Q4 25 | 4.7% | 2.9% | ||
| Q3 25 | 4.1% | 3.8% | ||
| Q2 25 | 2.2% | 3.5% | ||
| Q1 25 | 4.5% | 4.4% | ||
| Q4 24 | 2.6% | 8.1% | ||
| Q3 24 | 1.6% | 7.3% | ||
| Q2 24 | 4.7% | 8.1% | ||
| Q1 24 | 2.5% | 6.8% |
| Q4 25 | $0.19 | $1.21 | ||
| Q3 25 | $0.16 | $1.25 | ||
| Q2 25 | $0.08 | $1.14 | ||
| Q1 25 | $0.17 | $1.26 | ||
| Q4 24 | $0.09 | $3.20 | ||
| Q3 24 | $0.06 | $2.59 | ||
| Q2 24 | $0.17 | $2.61 | ||
| Q1 24 | $0.09 | $2.00 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest filing — the kind of financial-strength check premium terminals charge for.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $296.6M | $109.4M |
| Total DebtLower is stronger | $607.4M | — |
| Stockholders' EquityBook value | $269.7M | $2.6B |
| Total Assets | $1.1B | $4.5B |
| Debt / EquityLower = less leverage | 2.25× | — |
8-quarter trend — quarters aligned by calendar period so offset fiscal years match up.
| Q4 25 | $296.6M | $109.4M | ||
| Q3 25 | $290.2M | $130.1M | ||
| Q2 25 | $264.6M | $93.2M | ||
| Q1 25 | $271.9M | $100.3M | ||
| Q4 24 | $281.3M | $150.0M | ||
| Q3 24 | $265.1M | $149.2M | ||
| Q2 24 | $254.9M | $106.7M | ||
| Q1 24 | $253.9M | $122.8M |
| Q4 25 | $607.4M | — | ||
| Q3 25 | $595.4M | — | ||
| Q2 25 | $595.5M | — | ||
| Q1 25 | $580.7M | — | ||
| Q4 24 | $595.4M | — | ||
| Q3 24 | $554.1M | — | ||
| Q2 24 | $565.7M | — | ||
| Q1 24 | $539.9M | — |
| Q4 25 | $269.7M | $2.6B | ||
| Q3 25 | $267.1M | $2.6B | ||
| Q2 25 | $260.5M | $2.6B | ||
| Q1 25 | $259.1M | $2.6B | ||
| Q4 24 | $255.0M | $2.6B | ||
| Q3 24 | $206.7M | $2.5B | ||
| Q2 24 | $209.1M | $2.5B | ||
| Q1 24 | $202.1M | $2.4B |
| Q4 25 | $1.1B | $4.5B | ||
| Q3 25 | $1.1B | $4.7B | ||
| Q2 25 | $1.1B | $4.6B | ||
| Q1 25 | $1.0B | $4.6B | ||
| Q4 24 | $1.0B | $4.5B | ||
| Q3 24 | $950.2M | $4.8B | ||
| Q2 24 | $950.3M | $4.3B | ||
| Q1 24 | $919.1M | $4.1B |
| Q4 25 | 2.25× | — | ||
| Q3 25 | 2.23× | — | ||
| Q2 25 | 2.29× | — | ||
| Q1 25 | 2.24× | — | ||
| Q4 24 | 2.33× | — | ||
| Q3 24 | 2.68× | — | ||
| Q2 24 | 2.71× | — | ||
| Q1 24 | 2.67× | — |
Cash Flow & Capital Efficiency
How much cash each business actually produces after reinvestment. Net income can be massaged; cash flow is harder to fake.
| Metric | | |
|---|---|---|
| Operating Cash FlowLast quarter | $31.1M | $210.7M |
| Free Cash FlowOCF − Capex | $16.0M | $202.6M |
| FCF MarginFCF / Revenue | 4.7% | 16.4% |
| Capex IntensityCapex / Revenue; lower = less reinvestment burden | 4.4% | 0.7% |
| Cash ConversionOCF / Net Profit; >1× = earnings back up with cash | 1.92× | 5.86× |
| TTM Free Cash FlowTrailing 4 quarters | $62.0M | $124.3M |
8-quarter trend — quarters aligned by calendar period so offset fiscal years match up.
| Q4 25 | $31.1M | $210.7M | ||
| Q3 25 | $55.2M | $-10.0M | ||
| Q2 25 | $19.8M | $-11.0M | ||
| Q1 25 | $44.8M | $-36.6M | ||
| Q4 24 | $13.5M | $299.7M | ||
| Q3 24 | $50.1M | $-95.5M | ||
| Q2 24 | $28.9M | $-100.1M | ||
| Q1 24 | $28.8M | $21.6M |
| Q4 25 | $16.0M | $202.6M | ||
| Q3 25 | $34.2M | $-20.8M | ||
| Q2 25 | $-6.2M | $-17.6M | ||
| Q1 25 | $18.0M | $-40.0M | ||
| Q4 24 | $2.1M | $290.6M | ||
| Q3 24 | $33.1M | $-101.9M | ||
| Q2 24 | $11.4M | $-117.6M | ||
| Q1 24 | $8.1M | $15.7M |
| Q4 25 | 4.7% | 16.4% | ||
| Q3 25 | 10.4% | -2.1% | ||
| Q2 25 | -1.9% | -1.8% | ||
| Q1 25 | 5.6% | -4.4% | ||
| Q4 24 | 0.7% | 22.8% | ||
| Q3 24 | 11.0% | -9.0% | ||
| Q2 24 | 3.7% | -11.3% | ||
| Q1 24 | 2.7% | 1.7% |
| Q4 25 | 4.4% | 0.7% | ||
| Q3 25 | 6.4% | 1.1% | ||
| Q2 25 | 7.8% | 0.7% | ||
| Q1 25 | 8.3% | 0.4% | ||
| Q4 24 | 3.6% | 0.7% | ||
| Q3 24 | 5.6% | 0.6% | ||
| Q2 24 | 5.7% | 1.7% | ||
| Q1 24 | 6.8% | 0.6% |
| Q4 25 | 1.92× | 5.86× | ||
| Q3 25 | 4.13× | -0.27× | ||
| Q2 25 | 2.71× | -0.32× | ||
| Q1 25 | 3.06× | -0.93× | ||
| Q4 24 | 1.62× | 2.92× | ||
| Q3 24 | 10.23× | -1.15× | ||
| Q2 24 | 1.98× | -1.20× | ||
| Q1 24 | 3.88× | 0.34× |
Financial Flow Comparison
Sankey diagram of revenue → gross profit → operating profit → net profit for each company. Charts shown full-width and stacked so both segment hierarchies are readable side-by-side on desktop and mobile.
Revenue Breakdown by Segment
ACEL
| Video Gaming | $319.1M | 93% |
| ATM Fees And Other Revenue | $13.5M | 4% |
| Amusement | $5.3M | 2% |
| Manufacturing | $3.6M | 1% |
CCS
| Century Complete | $272.6M | 22% |
| Mountain | $244.9M | 20% |
| West | $233.0M | 19% |
| Southeast | $200.0M | 16% |
| Texas | $161.4M | 13% |
| Other | $97.2M | 8% |
| Financial Services Segment | $24.5M | 2% |
