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Side-by-side financial comparison of Accel Entertainment, Inc. (ACEL) and Nomadar Corp. (NOMA). Click either name above to swap in a different company.
Accel Entertainment, Inc. is the larger business by last-quarter revenue ($341.4M vs $378.1K, roughly 903.1× Nomadar Corp.). Accel Entertainment, Inc. runs the higher net margin — 4.7% vs -131.2%, a 136.0% gap on every dollar of revenue.
Legendary Entertainment, LLC is an American mass media and film production company based in Burbank, California, founded by Thomas Tull in 2000. The company has often collaborated with the major studios, including Warner Bros. Pictures, Universal Pictures, Sony Pictures and Paramount Pictures, as well as streaming services such as Netflix and Hulu.
ACEL vs NOMA — Head-to-Head
Income Statement — Q4 2025 vs Q3 2025
| Metric | | |
|---|---|---|
| Revenue | $341.4M | $378.1K |
| Net Profit | $16.2M | $-496.2K |
| Gross Margin | — | 80.8% |
| Operating Margin | 8.7% | -77.2% |
| Net Margin | 4.7% | -131.2% |
| Revenue YoY | 7.5% | — |
| Net Profit YoY | 93.3% | — |
| EPS (diluted) | $0.19 | $-0.03 |
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 | $341.4M | — | ||
| Q3 25 | $329.7M | $378.1K | ||
| Q2 25 | $335.9M | — | ||
| Q1 25 | $323.9M | — | ||
| Q4 24 | $317.5M | — | ||
| Q3 24 | $302.2M | — | ||
| Q2 24 | $309.4M | — | ||
| Q1 24 | $301.8M | — |
| Q4 25 | $16.2M | — | ||
| Q3 25 | $13.4M | $-496.2K | ||
| Q2 25 | $7.3M | — | ||
| Q1 25 | $14.6M | — | ||
| Q4 24 | $8.4M | — | ||
| Q3 24 | $4.9M | — | ||
| Q2 24 | $14.6M | — | ||
| Q1 24 | $7.4M | — |
| Q4 25 | — | — | ||
| Q3 25 | — | 80.8% | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | 8.7% | — | ||
| Q3 25 | 7.7% | -77.2% | ||
| Q2 25 | 8.0% | — | ||
| Q1 25 | 8.0% | — | ||
| Q4 24 | 6.5% | — | ||
| Q3 24 | 7.2% | — | ||
| Q2 24 | 7.3% | — | ||
| Q1 24 | 8.5% | — |
| Q4 25 | 4.7% | — | ||
| Q3 25 | 4.1% | -131.2% | ||
| Q2 25 | 2.2% | — | ||
| Q1 25 | 4.5% | — | ||
| Q4 24 | 2.6% | — | ||
| Q3 24 | 1.6% | — | ||
| Q2 24 | 4.7% | — | ||
| Q1 24 | 2.5% | — |
| Q4 25 | $0.19 | — | ||
| Q3 25 | $0.16 | $-0.03 | ||
| Q2 25 | $0.08 | — | ||
| Q1 25 | $0.17 | — | ||
| Q4 24 | $0.09 | — | ||
| Q3 24 | $0.06 | — | ||
| Q2 24 | $0.17 | — | ||
| Q1 24 | $0.09 | — |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $296.6M | — |
| Total DebtLower is stronger | $607.4M | — |
| Stockholders' EquityBook value | $269.7M | $5.4M |
| Total Assets | $1.1B | $10.5M |
| Debt / EquityLower = less leverage | 2.25× | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $296.6M | — | ||
| Q3 25 | $290.2M | — | ||
| Q2 25 | $264.6M | — | ||
| Q1 25 | $271.9M | — | ||
| Q4 24 | $281.3M | — | ||
| Q3 24 | $265.1M | — | ||
| Q2 24 | $254.9M | — | ||
| Q1 24 | $253.9M | — |
| Q4 25 | $607.4M | — | ||
| Q3 25 | $595.4M | — | ||
| Q2 25 | $595.5M | — | ||
| Q1 25 | $580.7M | — | ||
| Q4 24 | $595.4M | — | ||
| Q3 24 | $554.1M | — | ||
| Q2 24 | $565.7M | — | ||
| Q1 24 | $539.9M | — |
| Q4 25 | $269.7M | — | ||
| Q3 25 | $267.1M | $5.4M | ||
| Q2 25 | $260.5M | — | ||
| Q1 25 | $259.1M | — | ||
| Q4 24 | $255.0M | — | ||
| Q3 24 | $206.7M | — | ||
| Q2 24 | $209.1M | — | ||
| Q1 24 | $202.1M | — |
| Q4 25 | $1.1B | — | ||
| Q3 25 | $1.1B | $10.5M | ||
| Q2 25 | $1.1B | — | ||
| Q1 25 | $1.0B | — | ||
| Q4 24 | $1.0B | — | ||
| Q3 24 | $950.2M | — | ||
| Q2 24 | $950.3M | — | ||
| Q1 24 | $919.1M | — |
| Q4 25 | 2.25× | — | ||
| Q3 25 | 2.23× | — | ||
| Q2 25 | 2.29× | — | ||
| Q1 25 | 2.24× | — | ||
| Q4 24 | 2.33× | — | ||
| Q3 24 | 2.68× | — | ||
| Q2 24 | 2.71× | — | ||
| Q1 24 | 2.67× | — |
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 | $31.1M | $-1.5M |
| Free Cash FlowOCF − Capex | $16.0M | — |
| FCF MarginFCF / Revenue | 4.7% | — |
| Capex IntensityCapex / Revenue | 4.4% | — |
| Cash ConversionOCF / Net Profit | 1.92× | — |
| TTM Free Cash FlowTrailing 4 quarters | $62.0M | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $31.1M | — | ||
| Q3 25 | $55.2M | $-1.5M | ||
| Q2 25 | $19.8M | — | ||
| Q1 25 | $44.8M | — | ||
| Q4 24 | $13.5M | — | ||
| Q3 24 | $50.1M | — | ||
| Q2 24 | $28.9M | — | ||
| Q1 24 | $28.8M | — |
| Q4 25 | $16.0M | — | ||
| Q3 25 | $34.2M | — | ||
| Q2 25 | $-6.2M | — | ||
| Q1 25 | $18.0M | — | ||
| Q4 24 | $2.1M | — | ||
| Q3 24 | $33.1M | — | ||
| Q2 24 | $11.4M | — | ||
| Q1 24 | $8.1M | — |
| Q4 25 | 4.7% | — | ||
| Q3 25 | 10.4% | — | ||
| Q2 25 | -1.9% | — | ||
| Q1 25 | 5.6% | — | ||
| Q4 24 | 0.7% | — | ||
| Q3 24 | 11.0% | — | ||
| Q2 24 | 3.7% | — | ||
| Q1 24 | 2.7% | — |
| Q4 25 | 4.4% | — | ||
| Q3 25 | 6.4% | — | ||
| Q2 25 | 7.8% | — | ||
| Q1 25 | 8.3% | — | ||
| Q4 24 | 3.6% | — | ||
| Q3 24 | 5.6% | — | ||
| Q2 24 | 5.7% | — | ||
| Q1 24 | 6.8% | — |
| Q4 25 | 1.92× | — | ||
| Q3 25 | 4.13× | — | ||
| Q2 25 | 2.71× | — | ||
| Q1 25 | 3.06× | — | ||
| Q4 24 | 1.62× | — | ||
| Q3 24 | 10.23× | — | ||
| Q2 24 | 1.98× | — | ||
| Q1 24 | 3.88× | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
ACEL
| Video Gaming | $319.1M | 93% |
| ATM Fees And Other Revenue | $13.5M | 4% |
| Amusement | $5.3M | 2% |
| Manufacturing | $3.6M | 1% |
NOMA
Segment breakdown not available.
