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Side-by-side financial comparison of McCormick & Company (MKC) and TreeHouse Foods, Inc. (THS), based on the latest 10-Q / 10-K filings. Click either name above to swap in a different company.
McCormick & Company is the larger business by last-quarter revenue ($1.9B vs $840.3M, roughly 2.2× TreeHouse Foods, Inc.). McCormick & Company runs the higher net margin — 12.2% vs -31.6%, a 43.9% gap on every dollar of revenue. On growth, McCormick & Company posted the faster year-over-year revenue change (2.9% vs 0.1%). Over the past eight quarters, McCormick & Company's revenue compounded faster (7.5% CAGR vs -3.9%).
McCormick & Company, Incorporated is an American food company that manufactures, markets, and distributes spices, seasoning mixes, condiments, and other flavoring products to retail outlets, food manufacturers, and food service businesses.
TreeHouse Foods Inc. is a multinational food processing company specializing in producing private label packaged foods headquartered in Oak Brook, Illinois. Created in 2005 and consisting entirely of acquisitions, in 2010 the company had sales of $2 billion and employed over 4,000 people at 20 facilities. Food Processing magazine named TreeHouse Foods their 2010 Processor of the Year, calling them "the biggest company you never heard of". In 2015, the company was the 37th-largest food and bev...
MKC vs THS — Head-to-Head
Income Statement — Q4 2025 vs Q3 2025
| Metric | | |
|---|---|---|
| Revenue | $1.9B | $840.3M |
| Net Profit | $226.6M | $-265.8M |
| Gross Margin | 38.9% | 18.8% |
| Operating Margin | 16.8% | -30.2% |
| Net Margin | 12.2% | -31.6% |
| Revenue YoY | 2.9% | 0.1% |
| Net Profit YoY | 5.3% | -7717.6% |
| EPS (diluted) | $0.84 | $-5.26 |
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 | $1.9B | — | ||
| Q3 25 | $1.7B | $840.3M | ||
| Q2 25 | $1.7B | $798.0M | ||
| Q1 25 | $1.6B | $792.0M | ||
| Q4 24 | $1.8B | $905.7M | ||
| Q3 24 | $1.7B | $839.1M | ||
| Q2 24 | $1.6B | $788.5M | ||
| Q1 24 | $1.6B | $820.7M |
| Q4 25 | $226.6M | — | ||
| Q3 25 | $225.5M | $-265.8M | ||
| Q2 25 | $175.0M | $-2.9M | ||
| Q1 25 | $162.3M | $-31.8M | ||
| Q4 24 | $215.2M | $58.7M | ||
| Q3 24 | $223.1M | $-3.4M | ||
| Q2 24 | $184.2M | $-16.7M | ||
| Q1 24 | $166.0M | $-11.7M |
| Q4 25 | 38.9% | — | ||
| Q3 25 | 37.4% | 18.8% | ||
| Q2 25 | 37.5% | 17.4% | ||
| Q1 25 | 37.6% | 14.5% | ||
| Q4 24 | 40.2% | 19.5% | ||
| Q3 24 | 38.7% | 15.6% | ||
| Q2 24 | 37.7% | 16.3% | ||
| Q1 24 | 37.4% | 13.6% |
| Q4 25 | 16.8% | — | ||
| Q3 25 | 16.7% | -30.2% | ||
| Q2 25 | 14.8% | 3.4% | ||
| Q1 25 | 14.0% | -0.7% | ||
| Q4 24 | 17.0% | 8.9% | ||
| Q3 24 | 17.1% | 3.8% | ||
| Q2 24 | 14.2% | -0.5% | ||
| Q1 24 | 14.6% | -0.6% |
| Q4 25 | 12.2% | — | ||
| Q3 25 | 13.1% | -31.6% | ||
| Q2 25 | 10.5% | -0.4% | ||
| Q1 25 | 10.1% | -4.0% | ||
| Q4 24 | 12.0% | 6.5% | ||
| Q3 24 | 13.3% | -0.4% | ||
| Q2 24 | 11.2% | -2.1% | ||
| Q1 24 | 10.4% | -1.4% |
| Q4 25 | $0.84 | — | ||
| Q3 25 | $0.84 | $-5.26 | ||
| Q2 25 | $0.65 | $-0.06 | ||
| Q1 25 | $0.60 | $-0.63 | ||
| Q4 24 | $0.79 | $1.12 | ||
| Q3 24 | $0.83 | $-0.07 | ||
| Q2 24 | $0.68 | $-0.32 | ||
| Q1 24 | $0.62 | $-0.22 |
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 | $95.9M | $21.0M |
| Total DebtLower is stronger | $3.6B | $1.5B |
| Stockholders' EquityBook value | $5.7B | $1.3B |
| Total Assets | $13.2B | $3.8B |
| Debt / EquityLower = less leverage | 0.63× | 1.18× |
8-quarter trend — quarters aligned by calendar period so offset fiscal years match up.
| Q4 25 | $95.9M | — | ||
| Q3 25 | $94.9M | $21.0M | ||
| Q2 25 | $124.1M | $17.1M | ||
| Q1 25 | $102.8M | $16.4M | ||
| Q4 24 | $186.1M | $289.6M | ||
| Q3 24 | $200.8M | $102.0M | ||
| Q2 24 | $166.3M | $105.8M | ||
| Q1 24 | $178.0M | $191.8M |
| Q4 25 | $3.6B | — | ||
| Q3 25 | $3.9B | $1.5B | ||
| Q2 25 | $3.9B | $1.5B | ||
| Q1 25 | $3.9B | $1.4B | ||
| Q4 24 | $3.9B | $1.4B | ||
| Q3 24 | $3.4B | $1.4B | ||
| Q2 24 | $4.1B | $1.4B | ||
| Q1 24 | $4.1B | $1.4B |
| Q4 25 | $5.7B | — | ||
| Q3 25 | $5.8B | $1.3B | ||
| Q2 25 | $5.6B | $1.5B | ||
| Q1 25 | $5.4B | $1.5B | ||
| Q4 24 | $5.3B | $1.5B | ||
| Q3 24 | $5.4B | $1.6B | ||
| Q2 24 | $5.3B | $1.6B | ||
| Q1 24 | $5.2B | $1.6B |
| Q4 25 | $13.2B | — | ||
| Q3 25 | $13.2B | $3.8B | ||
| Q2 25 | $13.2B | $4.0B | ||
| Q1 25 | $12.9B | $3.9B | ||
| Q4 24 | $13.1B | $4.0B | ||
| Q3 24 | $13.2B | $4.0B | ||
| Q2 24 | $13.0B | $3.9B | ||
| Q1 24 | $12.9B | $4.0B |
| Q4 25 | 0.63× | — | ||
| Q3 25 | 0.67× | 1.18× | ||
| Q2 25 | 0.69× | 0.98× | ||
| Q1 25 | 0.71× | 0.93× | ||
| Q4 24 | 0.73× | 0.90× | ||
| Q3 24 | 0.63× | 0.90× | ||
| Q2 24 | 0.77× | 0.90× | ||
| Q1 24 | 0.79× | 0.87× |
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 | $542.0M | $38.2M |
| Free Cash FlowOCF − Capex | — | — |
| FCF MarginFCF / Revenue | — | — |
| Capex IntensityCapex / Revenue; lower = less reinvestment burden | — | — |
| Cash ConversionOCF / Net Profit; >1× = earnings back up with cash | 2.39× | — |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period so offset fiscal years match up.
| Q4 25 | $542.0M | — | ||
| Q3 25 | $258.8M | $38.2M | ||
| Q2 25 | $45.9M | $-47.2M | ||
| Q1 25 | $115.5M | $-53.5M | ||
| Q4 24 | $458.7M | $296.2M | ||
| Q3 24 | $161.7M | $41.4M | ||
| Q2 24 | $163.1M | $-19.4M | ||
| Q1 24 | $138.4M | $-52.4M |
| Q4 25 | — | — | ||
| Q3 25 | $206.1M | — | ||
| Q2 25 | $-2.4M | — | ||
| Q1 25 | $78.4M | — | ||
| Q4 24 | — | — | ||
| Q3 24 | $102.7M | — | ||
| Q2 24 | $94.8M | $-42.2M | ||
| Q1 24 | $76.4M | $-80.7M |
| Q4 25 | — | — | ||
| Q3 25 | 11.9% | — | ||
| Q2 25 | -0.1% | — | ||
| Q1 25 | 4.9% | — | ||
| Q4 24 | — | — | ||
| Q3 24 | 6.1% | — | ||
| Q2 24 | 5.8% | -5.4% | ||
| Q1 24 | 4.8% | -9.8% |
| Q4 25 | — | — | ||
| Q3 25 | 3.1% | — | ||
| Q2 25 | 2.9% | — | ||
| Q1 25 | 2.3% | — | ||
| Q4 24 | — | — | ||
| Q3 24 | 3.5% | — | ||
| Q2 24 | 4.2% | 2.9% | ||
| Q1 24 | 3.9% | 3.4% |
| Q4 25 | 2.39× | — | ||
| Q3 25 | 1.15× | — | ||
| Q2 25 | 0.26× | — | ||
| Q1 25 | 0.71× | — | ||
| Q4 24 | 2.13× | 5.05× | ||
| Q3 24 | 0.72× | — | ||
| Q2 24 | 0.89× | — | ||
| Q1 24 | 0.83× | — |
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
MKC
| Consumer | $1.1B | 61% |
| Flavor Solutions | $723.1M | 39% |
THS
| Retail Grocery Customers | $670.6M | 80% |
| Food Away From Home And Other | $85.3M | 10% |
| Co Manufacturing | $84.4M | 10% |
