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Side-by-side financial comparison of 美国国际集团 (AII) and AIR LEASE CORP (AL), based on the latest 10-Q / 10-K filings. Click either name above to swap in a different company.
AIR LEASE CORP is the larger business by last-quarter revenue ($140.8M vs $68.1M, roughly 2.1× 美国国际集团). AIR LEASE CORP runs the higher net margin — 30.7% vs 128.5%, a 97.8% gap on every dollar of revenue. AIR LEASE CORP produced more free cash flow last quarter ($342.1M vs $50.2M).
美国国际集团（AIG）是一家美国跨国金融保险集团，业务遍及全球80多个国家和地区，截至2023年共有雇员25200人。集团核心业务分为三大板块：一般保险、人寿与退休服务，另设有一家独立的科技赋能子公司。
航空租赁公司（ALC）是2010年成立的美国飞机租赁企业，由史蒂文·F·乌德瓦-哈齐执掌运营。公司直接向波音、空客、巴航工业、ATR采购全新商用飞机，为全球各地航空公司客户提供专业的飞机租赁及融资服务。
AII vs AL — Head-to-Head
Income Statement — Q4 2025 vs Q4 2025
| Metric | | |
|---|---|---|
| Revenue | $68.1M | $140.8M |
| Net Profit | $20.9M | $180.9M |
| Gross Margin | — | — |
| Operating Margin | 43.0% | — |
| Net Margin | 30.7% | 128.5% |
| Revenue YoY | — | 90.4% |
| Net Profit YoY | — | 60.2% |
| EPS (diluted) | $0.58 | $1.49 |
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 | $68.1M | $140.8M | ||
| Q3 25 | $62.0M | $44.5M | ||
| Q2 25 | $74.5M | $53.0M | ||
| Q1 25 | $71.9M | $92.9M | ||
| Q4 24 | — | $74.0M | ||
| Q3 24 | — | $65.0M | ||
| Q2 24 | — | $57.8M | ||
| Q1 24 | — | $49.0M |
| Q4 25 | $20.9M | $180.9M | ||
| Q3 25 | $13.2M | $146.5M | ||
| Q2 25 | $27.5M | $385.2M | ||
| Q1 25 | $38.1M | $375.8M | ||
| Q4 24 | — | $112.9M | ||
| Q3 24 | — | $104.0M | ||
| Q2 24 | — | $102.9M | ||
| Q1 24 | — | $107.9M |
| Q4 25 | 43.0% | — | ||
| Q3 25 | 30.3% | — | ||
| Q2 25 | 32.3% | — | ||
| Q1 25 | 59.7% | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | 30.7% | 128.5% | ||
| Q3 25 | 21.2% | 329.2% | ||
| Q2 25 | 36.9% | 726.9% | ||
| Q1 25 | 53.0% | 404.5% | ||
| Q4 24 | — | 152.7% | ||
| Q3 24 | — | 160.0% | ||
| Q2 24 | — | 178.2% | ||
| Q1 24 | — | 220.2% |
| Q4 25 | $0.58 | $1.49 | ||
| Q3 25 | $0.67 | $1.21 | ||
| Q2 25 | $1.62 | $3.33 | ||
| Q1 25 | $2.78 | $3.26 | ||
| Q4 24 | — | $0.83 | ||
| Q3 24 | — | $0.82 | ||
| Q2 24 | — | $0.81 | ||
| Q1 24 | — | $0.87 |
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 | $222.0M | $466.4M |
| Total DebtLower is stronger | $618.0K | $19.7B |
| Stockholders' EquityBook value | $337.0M | $8.5B |
| Total Assets | $1.2B | $32.9B |
| Debt / EquityLower = less leverage | 0.00× | 2.33× |
8-quarter trend — quarters aligned by calendar period so offset fiscal years match up.
| Q4 25 | $222.0M | $466.4M | ||
| Q3 25 | $171.9M | $452.2M | ||
| Q2 25 | $259.6M | $454.8M | ||
| Q1 25 | $236.4M | $456.6M | ||
| Q4 24 | — | $472.6M | ||
| Q3 24 | — | $460.8M | ||
| Q2 24 | — | $454.1M | ||
| Q1 24 | — | $554.4M |
| Q4 25 | $618.0K | $19.7B | ||
| Q3 25 | $721.0K | $20.2B | ||
| Q2 25 | $824.0K | $20.3B | ||
| Q1 25 | $926.0K | $19.9B | ||
| Q4 24 | — | $20.2B | ||
| Q3 24 | — | $20.2B | ||
| Q2 24 | — | $19.7B | ||
| Q1 24 | — | $19.5B |
| Q4 25 | $337.0M | $8.5B | ||
| Q3 25 | $315.9M | $8.3B | ||
| Q2 25 | $301.9M | $8.2B | ||
| Q1 25 | $186.1M | $7.9B | ||
| Q4 24 | — | $7.5B | ||
| Q3 24 | — | $7.7B | ||
| Q2 24 | — | $7.3B | ||
| Q1 24 | — | $7.2B |
| Q4 25 | $1.2B | $32.9B | ||
| Q3 25 | $1.4B | $33.4B | ||
| Q2 25 | $1.6B | $33.3B | ||
| Q1 25 | $1.1B | $32.4B | ||
| Q4 24 | — | $32.3B | ||
| Q3 24 | — | $32.2B | ||
| Q2 24 | — | $31.0B | ||
| Q1 24 | — | $30.9B |
| Q4 25 | 0.00× | 2.33× | ||
| Q3 25 | 0.00× | 2.42× | ||
| Q2 25 | 0.00× | 2.47× | ||
| Q1 25 | 0.00× | 2.53× | ||
| Q4 24 | — | 2.68× | ||
| Q3 24 | — | 2.63× | ||
| Q2 24 | — | 2.69× | ||
| Q1 24 | — | 2.69× |
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 | $50.2M | $414.1M |
| Free Cash FlowOCF − Capex | $50.2M | $342.1M |
| FCF MarginFCF / Revenue | 73.7% | 242.9% |
| Capex IntensityCapex / Revenue; lower = less reinvestment burden | 0.0% | 51.1% |
| Cash ConversionOCF / Net Profit; >1× = earnings back up with cash | 2.41× | 2.29× |
| TTM Free Cash FlowTrailing 4 quarters | $133.1M | $1.5B |
8-quarter trend — quarters aligned by calendar period so offset fiscal years match up.
| Q4 25 | $50.2M | $414.1M | ||
| Q3 25 | $-7.5M | $458.6M | ||
| Q2 25 | $27.4M | $473.6M | ||
| Q1 25 | $68.1M | $388.3M | ||
| Q4 24 | — | $430.0M | ||
| Q3 24 | — | $461.9M | ||
| Q2 24 | — | $413.8M | ||
| Q1 24 | — | $371.3M |
| Q4 25 | $50.2M | $342.1M | ||
| Q3 25 | $-11.9M | $412.3M | ||
| Q2 25 | $26.9M | $427.1M | ||
| Q1 25 | $68.0M | $315.5M | ||
| Q4 24 | — | $326.8M | ||
| Q3 24 | — | $369.8M | ||
| Q2 24 | — | $346.4M | ||
| Q1 24 | — | $246.8M |
| Q4 25 | 73.7% | 242.9% | ||
| Q3 25 | -19.2% | 926.6% | ||
| Q2 25 | 36.1% | 806.0% | ||
| Q1 25 | 94.6% | 339.5% | ||
| Q4 24 | — | 441.8% | ||
| Q3 24 | — | 569.1% | ||
| Q2 24 | — | 599.5% | ||
| Q1 24 | — | 503.8% |
| Q4 25 | 0.0% | 51.1% | ||
| Q3 25 | 7.2% | 104.1% | ||
| Q2 25 | 0.6% | 87.8% | ||
| Q1 25 | 0.2% | 78.4% | ||
| Q4 24 | — | 139.6% | ||
| Q3 24 | — | 141.7% | ||
| Q2 24 | — | 116.7% | ||
| Q1 24 | — | 254.3% |
| Q4 25 | 2.41× | 2.29× | ||
| Q3 25 | -0.57× | 3.13× | ||
| Q2 25 | 1.00× | 1.23× | ||
| Q1 25 | 1.79× | 1.03× | ||
| Q4 24 | — | 3.81× | ||
| Q3 24 | — | 4.44× | ||
| Q2 24 | — | 4.02× | ||
| Q1 24 | — | 3.44× |
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.
