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Side-by-side financial comparison of FULTON FINANCIAL CORP (FULT) and LendingClub Corp (LC), based on the latest 10-Q / 10-K filings. Click either name above to swap in a different company.
FULTON FINANCIAL CORP is the larger business by last-quarter revenue ($336.2M vs $266.5M, roughly 1.3× LendingClub Corp). On growth, LendingClub Corp posted the faster year-over-year revenue change (22.7% vs 4.2%). Over the past eight quarters, FULTON FINANCIAL CORP's revenue compounded faster (72.3% CAGR vs 21.4%).
富尔顿金融公司是美国的区域性金融服务控股企业，总部位于宾夕法尼亚州兰开斯特市，主要为当地及周边区域提供多元化的金融相关服务，在区域金融市场拥有稳定的业务布局。
LendingClub Corp是总部位于美国加利福尼亚州旧金山的金融服务企业，是全球首家将旗下产品作为证券完成注册的P2P借贷平台，同时支持贷款在二级市场交易。巅峰时期它是全球规模最大的P2P借贷平台，截至2015年12月31日，平台累计促成贷款发放额达159.8亿美元。
FULT vs LC — Head-to-Head
Income Statement — Q1 2026 vs Q4 2025
| Metric | | |
|---|---|---|
| Revenue | $336.2M | $266.5M |
| Net Profit | $94.8M | — |
| Gross Margin | — | — |
| Operating Margin | — | 18.8% |
| Net Margin | 28.2% | — |
| Revenue YoY | 4.2% | 22.7% |
| Net Profit YoY | -4.3% | — |
| EPS (diluted) | $0.55 | $0.36 |
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.
| Q1 26 | $336.2M | — | ||
| Q4 25 | $70.0M | $266.5M | ||
| Q3 25 | $70.4M | $266.2M | ||
| Q2 25 | $69.1M | $248.4M | ||
| Q1 25 | $67.2M | $217.7M | ||
| Q4 24 | $65.9M | $217.2M | ||
| Q3 24 | $59.7M | $201.9M | ||
| Q2 24 | $113.3M | $187.2M |
| Q1 26 | $94.8M | — | ||
| Q4 25 | $99.0M | — | ||
| Q3 25 | $100.5M | $44.3M | ||
| Q2 25 | $99.2M | $38.2M | ||
| Q1 25 | $93.0M | $11.7M | ||
| Q4 24 | $68.6M | — | ||
| Q3 24 | $63.2M | $14.5M | ||
| Q2 24 | $95.0M | $14.9M |
| Q1 26 | — | — | ||
| Q4 25 | — | 18.8% | ||
| Q3 25 | — | 21.5% | ||
| Q2 25 | — | 21.7% | ||
| Q1 25 | — | 7.2% | ||
| Q4 24 | — | 5.1% | ||
| Q3 24 | — | 8.9% | ||
| Q2 24 | 91.1% | 10.4% |
| Q1 26 | 28.2% | — | ||
| Q4 25 | 141.4% | — | ||
| Q3 25 | 142.7% | 16.6% | ||
| Q2 25 | 143.5% | 15.4% | ||
| Q1 25 | 138.3% | 5.4% | ||
| Q4 24 | 104.1% | — | ||
| Q3 24 | 105.9% | 7.2% | ||
| Q2 24 | 83.8% | 8.0% |
| Q1 26 | $0.55 | — | ||
| Q4 25 | $0.53 | $0.36 | ||
| Q3 25 | $0.53 | $0.37 | ||
| Q2 25 | $0.53 | $0.33 | ||
| Q1 25 | $0.49 | $0.10 | ||
| Q4 24 | $0.36 | $0.08 | ||
| Q3 24 | $0.33 | $0.13 | ||
| Q2 24 | $0.52 | $0.13 |
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 | — | — |
| Total DebtLower is stronger | — | $0 |
| Stockholders' EquityBook value | $3.5B | $1.5B |
| Total Assets | $32.2B | $11.6B |
| Debt / EquityLower = less leverage | — | 0.00× |
8-quarter trend — quarters aligned by calendar period so offset fiscal years match up.
| Q1 26 | — | — | ||
| Q4 25 | — | $0 | ||
| Q3 25 | — | $0 | ||
| Q2 25 | — | $0 | ||
| Q1 25 | — | $0 | ||
| Q4 24 | — | $0 | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
| Q1 26 | $3.5B | — | ||
| Q4 25 | $3.5B | $1.5B | ||
| Q3 25 | $3.4B | $1.5B | ||
| Q2 25 | $3.3B | $1.4B | ||
| Q1 25 | $3.3B | $1.4B | ||
| Q4 24 | $3.2B | $1.3B | ||
| Q3 24 | $3.2B | $1.3B | ||
| Q2 24 | $3.1B | $1.3B |
| Q1 26 | $32.2B | — | ||
| Q4 25 | $32.1B | $11.6B | ||
| Q3 25 | $32.0B | $11.1B | ||
| Q2 25 | $32.0B | $10.8B | ||
| Q1 25 | $32.1B | $10.5B | ||
| Q4 24 | $32.1B | $10.6B | ||
| Q3 24 | $32.2B | $11.0B | ||
| Q2 24 | $31.8B | $9.6B |
| Q1 26 | — | — | ||
| Q4 25 | — | 0.00× | ||
| Q3 25 | — | 0.00× | ||
| Q2 25 | — | 0.00× | ||
| Q1 25 | — | 0.00× | ||
| Q4 24 | — | 0.00× | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
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 | — | $-903.8M |
| Free Cash FlowOCF − Capex | — | $-919.3M |
| FCF MarginFCF / Revenue | — | -345.0% |
| Capex IntensityCapex / Revenue; lower = less reinvestment burden | — | 5.8% |
| Cash ConversionOCF / Net Profit; >1× = earnings back up with cash | — | — |
| TTM Free Cash FlowTrailing 4 quarters | — | $-2.9B |
8-quarter trend — quarters aligned by calendar period so offset fiscal years match up.
| Q1 26 | — | — | ||
| Q4 25 | $96.0M | $-903.8M | ||
| Q3 25 | $116.1M | $-770.8M | ||
| Q2 25 | $91.7M | $-713.1M | ||
| Q1 25 | $703.0K | $-339.3M | ||
| Q4 24 | $127.9M | $-185.4M | ||
| Q3 24 | $-32.4M | $-669.8M | ||
| Q2 24 | $168.1M | $-932.5M |
| Q1 26 | — | — | ||
| Q4 25 | — | $-919.3M | ||
| Q3 25 | — | $-791.8M | ||
| Q2 25 | — | $-803.8M | ||
| Q1 25 | — | $-352.3M | ||
| Q4 24 | — | $-202.6M | ||
| Q3 24 | — | $-682.3M | ||
| Q2 24 | — | $-945.3M |
| Q1 26 | — | — | ||
| Q4 25 | — | -345.0% | ||
| Q3 25 | — | -297.4% | ||
| Q2 25 | — | -323.5% | ||
| Q1 25 | — | -161.8% | ||
| Q4 24 | — | -93.3% | ||
| Q3 24 | — | -338.0% | ||
| Q2 24 | — | -504.9% |
| Q1 26 | — | — | ||
| Q4 25 | — | 5.8% | ||
| Q3 25 | — | 7.9% | ||
| Q2 25 | — | 36.5% | ||
| Q1 25 | — | 6.0% | ||
| Q4 24 | — | 7.9% | ||
| Q3 24 | — | 6.2% | ||
| Q2 24 | — | 6.9% |
| Q1 26 | — | — | ||
| Q4 25 | 0.97× | — | ||
| Q3 25 | 1.16× | -17.41× | ||
| Q2 25 | 0.92× | -18.68× | ||
| Q1 25 | 0.01× | -29.07× | ||
| Q4 24 | 1.86× | — | ||
| Q3 24 | -0.51× | -46.33× | ||
| Q2 24 | 1.77× | -62.57× |
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
FULT
Segment breakdown not available.
LC
| Lending Club Bank | $162.8M | 61% |
| Other | $82.3M | 31% |
| Servicing Fees | $12.8M | 5% |
| Lending Club Corporation | $8.5M | 3% |
