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Side-by-side financial comparison of Forafric Global PLC (AFRI) and Tokyo Lifestyle Co., Ltd. (TKLF). Click either name above to swap in a different company.
Tokyo Lifestyle Co., Ltd. is the larger business by last-quarter revenue ($190.4M vs $159.7M, roughly 1.2× Forafric Global PLC).
Forafric Global PLC is an Africa-focused agribusiness operating across the full agricultural value chain, covering staple food production, processing, and distribution. Its core markets are North and West Africa, supplying grain, vegetable oil and essential food commodities to consumer, retail and industrial clients.
Ten Lifestyle Group is a global travel and lifestyle concierge company founded in 1998 by Alex Cheatle and Andrew Long. The company's headquarters is based in London with 22 global offices in major cities including New York, Dubai, Hong Kong, Singapore and Tokyo. Alex Cheatle is the company's Chief Executive Officer (CEO).
AFRI vs TKLF — Head-to-Head
Income Statement — Q2 FY2025 vs Q2 FY2026
| Metric | | |
|---|---|---|
| Revenue | $159.7M | $190.4M |
| Net Profit | $-12.0M | — |
| Gross Margin | 10.7% | — |
| Operating Margin | -2.5% | — |
| Net Margin | -7.5% | — |
| Revenue YoY | — | — |
| Net Profit YoY | — | — |
| EPS (diluted) | — | — |
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.
| Q3 25 | — | $190.4M | ||
| Q2 25 | $159.7M | — | ||
| Q2 24 | $145.6M | — | ||
| Q2 23 | $155.0M | — |
| Q3 25 | — | — | ||
| Q2 25 | $-12.0M | — | ||
| Q2 24 | $-8.6M | — | ||
| Q2 23 | $-8.4M | — |
| Q3 25 | — | — | ||
| Q2 25 | 10.7% | — | ||
| Q2 24 | 9.4% | — | ||
| Q2 23 | 9.7% | — |
| Q3 25 | — | — | ||
| Q2 25 | -2.5% | — | ||
| Q2 24 | -0.9% | — | ||
| Q2 23 | — | — |
| Q3 25 | — | — | ||
| Q2 25 | -7.5% | — | ||
| Q2 24 | -5.9% | — | ||
| Q2 23 | -5.4% | — |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $12.2M | — |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | $5.3M | $43.0M |
| Total Assets | $246.1M | — |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q3 25 | — | — | ||
| Q2 25 | $12.2M | — | ||
| Q2 24 | $16.4M | — | ||
| Q2 23 | $24.8M | — |
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q2 24 | $18.4M | — | ||
| Q2 23 | — | — |
| Q3 25 | — | $43.0M | ||
| Q2 25 | $5.3M | — | ||
| Q2 24 | $16.3M | — | ||
| Q2 23 | $45.0M | — |
| Q3 25 | — | — | ||
| Q2 25 | $246.1M | — | ||
| Q2 24 | $287.1M | — | ||
| Q2 23 | $307.2M | — |
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q2 24 | 1.13× | — | ||
| Q2 23 | — | — |
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 | $706.0K | — |
| Free Cash FlowOCF − Capex | $146.0K | — |
| FCF MarginFCF / Revenue | 0.1% | — |
| Capex IntensityCapex / Revenue | 0.4% | — |
| Cash ConversionOCF / Net Profit | — | — |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q3 25 | — | — | ||
| Q2 25 | $706.0K | — | ||
| Q2 24 | $10.5M | — | ||
| Q2 23 | — | — |
| Q3 25 | — | — | ||
| Q2 25 | $146.0K | — | ||
| Q2 24 | $6.4M | — | ||
| Q2 23 | — | — |
| Q3 25 | — | — | ||
| Q2 25 | 0.1% | — | ||
| Q2 24 | 4.4% | — | ||
| Q2 23 | — | — |
| Q3 25 | — | — | ||
| Q2 25 | 0.4% | — | ||
| Q2 24 | 2.8% | — | ||
| Q2 23 | — | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
AFRI
| Sales to external customers, Total | $159.7M | 100% |
| Couscous & Pasta | $934.0K | 1% |
| Soft Wheat | $393.0K | 0% |
TKLF
Segment breakdown not available.
