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Side-by-side financial comparison of AbCellera Biologics Inc. (ABCL) and Better Home & Finance Holding Co (BETR). Click either name above to swap in a different company.
AbCellera Biologics Inc. is the larger business by last-quarter revenue ($44.9M vs $44.3M, roughly 1.0× Better Home & Finance Holding Co). AbCellera Biologics Inc. runs the higher net margin — -19.9% vs -3349.0%, a 3329.1% gap on every dollar of revenue. On growth, AbCellera Biologics Inc. posted the faster year-over-year revenue change (788.4% vs 77.4%). AbCellera Biologics Inc. produced more free cash flow last quarter ($-44.6M vs $-167.8M). Over the past eight quarters, AbCellera Biologics Inc.'s revenue compounded faster (112.3% CAGR vs 41.1%).
AbCellera Biologics Inc. is a Vancouver, British Columbia-based biotechnology company that discovers and develops antibody therapeutics. The company is best known for its leading role in the Pandemic Prevention Platform, a project of DARPA's Biological Technologies Office. AbCellera utilizes a proprietary technology platform, which they claim can develop "medical countermeasures within 60 days." Its platform for single-cell screening was initially developed at the University of British Columbia.
Bajaj Finance Limited (BFL) is an Indian deposit-taking non-banking financial company (NBFC-UL) headquartered in Pune. It has 110.64 million customers and holds assets under management worth ₹462,250 crore (US$55 billion), as of September 2025.
ABCL vs BETR — Head-to-Head
Income Statement — Q4 FY2025 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $44.9M | $44.3M |
| Net Profit | $-8.9M | $-39.9M |
| Gross Margin | — | — |
| Operating Margin | -63.7% | -3376.8% |
| Net Margin | -19.9% | -3349.0% |
| Revenue YoY | 788.4% | 77.4% |
| Net Profit YoY | 73.9% | 32.6% |
| EPS (diluted) | $-0.03 | $-2.52 |
Green = leading value per metric. Periods may differ when fiscal calendars don't align.
8-Quarter Revenue & Profit Trend
Side-by-side quarterly history. Quarters aligned by calendar period so offset fiscal years line up.
| Q4 25 | $44.9M | $44.3M | ||
| Q3 25 | $9.0M | $43.9M | ||
| Q2 25 | $17.1M | $44.1M | ||
| Q1 25 | $4.2M | $32.6M | ||
| Q4 24 | $5.0M | $25.0M | ||
| Q3 24 | $6.5M | $29.0M | ||
| Q2 24 | $7.3M | $32.3M | ||
| Q1 24 | $10.0M | $22.3M |
| Q4 25 | $-8.9M | $-39.9M | ||
| Q3 25 | $-57.1M | $-39.1M | ||
| Q2 25 | $-34.7M | $-36.3M | ||
| Q1 25 | $-45.6M | $-50.6M | ||
| Q4 24 | — | $-59.2M | ||
| Q3 24 | $-51.1M | $-54.2M | ||
| Q2 24 | $-36.9M | $-41.4M | ||
| Q1 24 | $-40.6M | $-51.5M |
| Q4 25 | -63.7% | -3376.8% | ||
| Q3 25 | -851.8% | -88.9% | ||
| Q2 25 | -290.2% | -81.9% | ||
| Q1 25 | -1479.6% | -154.9% | ||
| Q4 24 | — | -1428.3% | ||
| Q3 24 | -1439.4% | -186.5% | ||
| Q2 24 | -1276.2% | -127.6% | ||
| Q1 24 | -551.5% | -230.8% |
| Q4 25 | -19.9% | -3349.0% | ||
| Q3 25 | -637.8% | -89.2% | ||
| Q2 25 | -203.3% | -82.2% | ||
| Q1 25 | -1077.2% | -155.3% | ||
| Q4 24 | — | -1437.5% | ||
| Q3 24 | -785.4% | -187.0% | ||
| Q2 24 | -504.3% | -128.2% | ||
| Q1 24 | -408.0% | -231.4% |
| Q4 25 | $-0.03 | $-2.52 | ||
| Q3 25 | $-0.19 | $-2.56 | ||
| Q2 25 | $-0.12 | $-2.39 | ||
| Q1 25 | $-0.15 | $-3.33 | ||
| Q4 24 | — | $-3.92 | ||
| Q3 24 | $-0.17 | $-3.58 | ||
| Q2 24 | $-0.13 | $-2.74 | ||
| Q1 24 | $-0.14 | $-3.41 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $128.5M | $203.4M |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | $966.9M | $37.2M |
| Total Assets | $1.4B | $1.5B |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $128.5M | $203.4M | ||
| Q3 25 | $83.2M | $205.8M | ||
| Q2 25 | $92.4M | $221.5M | ||
| Q1 25 | $159.3M | $228.0M | ||
| Q4 24 | $156.3M | $264.9M | ||
| Q3 24 | $126.6M | $262.1M | ||
| Q2 24 | $148.3M | $378.8M | ||
| Q1 24 | $123.6M | $482.6M |
| Q4 25 | $966.9M | $37.2M | ||
| Q3 25 | $964.0M | $41.9M | ||
| Q2 25 | $1.0B | $76.6M | ||
| Q1 25 | $1.0B | $-102.1M | ||
| Q4 24 | $1.1B | $-58.2M | ||
| Q3 24 | $1.1B | $388.0K | ||
| Q2 24 | $1.1B | $44.9M | ||
| Q1 24 | $1.1B | $76.3M |
| Q4 25 | $1.4B | $1.5B | ||
| Q3 25 | $1.4B | $1.4B | ||
| Q2 25 | $1.4B | $1.2B | ||
| Q1 25 | $1.3B | $1.0B | ||
| Q4 24 | $1.4B | $913.1M | ||
| Q3 24 | $1.4B | $845.2M | ||
| Q2 24 | $1.4B | $957.9M | ||
| Q1 24 | $1.5B | $841.6M |
Cash Flow & Capital Efficiency
How much cash each business actually produces after reinvestment. Cash flow is harder to manipulate than net income.
| Metric | | |
|---|---|---|
| Operating Cash FlowLast quarter | $-34.7M | $-166.6M |
| Free Cash FlowOCF − Capex | $-44.6M | $-167.8M |
| FCF MarginFCF / Revenue | -99.4% | -378.6% |
| Capex IntensityCapex / Revenue | 21.9% | 2.7% |
| Cash ConversionOCF / Net Profit | — | — |
| TTM Free Cash FlowTrailing 4 quarters | $-174.1M | $-277.9M |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $-34.7M | $-166.6M | ||
| Q3 25 | $-52.6M | $4.2M | ||
| Q2 25 | $-32.4M | $-56.3M | ||
| Q1 25 | $-11.6M | $-57.2M | ||
| Q4 24 | $-108.6M | $-380.0M | ||
| Q3 24 | $-28.9M | $-10.6M | ||
| Q2 24 | $-30.0M | $-220.6M | ||
| Q1 24 | $-41.7M | $-42.8M |
| Q4 25 | $-44.6M | $-167.8M | ||
| Q3 25 | $-61.5M | $4.0M | ||
| Q2 25 | $-45.8M | $-56.7M | ||
| Q1 25 | $-22.2M | $-57.4M | ||
| Q4 24 | $-187.0M | $-383.4M | ||
| Q3 24 | $-47.4M | $-11.7M | ||
| Q2 24 | $-50.1M | $-221.8M | ||
| Q1 24 | $-65.8M | $-43.3M |
| Q4 25 | -99.4% | -378.6% | ||
| Q3 25 | -687.0% | 9.1% | ||
| Q2 25 | -267.9% | -128.5% | ||
| Q1 25 | -524.0% | -176.3% | ||
| Q4 24 | -3702.8% | -1534.6% | ||
| Q3 24 | -728.4% | -40.5% | ||
| Q2 24 | -683.8% | -687.6% | ||
| Q1 24 | -661.5% | -194.5% |
| Q4 25 | 21.9% | 2.7% | ||
| Q3 25 | 99.7% | 0.5% | ||
| Q2 25 | 78.2% | 0.9% | ||
| Q1 25 | 251.1% | 0.6% | ||
| Q4 24 | 1552.7% | 13.6% | ||
| Q3 24 | 284.6% | 4.1% | ||
| Q2 24 | 274.6% | 3.9% | ||
| Q1 24 | 242.5% | 2.1% |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
