Take-Two Interactive vs Warner Music Group
Add, change or remove companies; up to four.
KIRA’s take AI analyst
I put Take-Two Interactive and Warner Music Group side by side, using each one’s latest annual report. Here is what stands out:
- Warner Music Group is the larger business, with $6.7B of revenue in fiscal 2025 against $6.7B for Take-Two Interactive.
- Take-Two Interactive grew revenue faster (18.2%, against 4.4%).
- Warner Music Group kept more of each dollar of sales as operating profit (10.4% operating margin, against −1.6%).
- Warner Music Group turned more of its sales into free cash flow (8.0% FCF margin, against 6.9%).
- Warner Music Group earned a higher return on the capital invested in it (12.2%, against −2.0%).
Who comes out ahead
Of the 9 measures where higher (or lower) is clearly better, how many each company leads.
Take-Two Interactive
TTWO
3/9
Revenue growth5-year growthGross margin
Warner Music Group
WMG
6/9
Operating marginNet marginFCF marginReturn on capitalReturn on equityNet debt / EBITDA
Side by side
Best in the row
| Latest fiscal year | TTWO FY26 | WMG FY25 |
|---|---|---|
| Size | ||
| Market cap | $37.9B | — |
| Revenue | $6.7B | $6.7B |
| Free cash flow | $462M | $539M |
| Net income | −$298M | $365M |
| Growth | ||
| Revenue growth | 18.2% | 4.4% |
| 5-year growth | 14.6% | 8.5% |
| Share count change | 5.0% | — |
| Profitability | ||
| Gross margin | 57.2% | 45.9% |
| Operating margin | −1.6% | 10.4% |
| Net margin | −4.5% | 5.4% |
| FCF margin | 6.9% | 8.0% |
| Return on capital | −2.0% | 12.2% |
| Return on equity | −10.6% | 62.7% |
| Balance sheet | ||
| Net debt | $529M | $3.8B |
| Net debt / EBITDA | 5.6x | 3.6x |
| Dividends and buybacks | $0.0M | $399M |
| Valuation & quality | ||
| P/E | — | — |
| Piotroski F-score | 7 | — |
Ten years
Revenue
Operating margin
Free cash flow
Return on capital
Each company's latest fiscal year; fiscal years end in different months. The best value in each row is highlighted where higher (or lower) is clearly better. Not investment advice.

