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Side-by-side financial comparison of AIR INDUSTRIES GROUP (AIRI) and Gambling.com Group Ltd (GAMB). Click either name above to swap in a different company.
Gambling.com Group Ltd is the larger business by last-quarter revenue ($15.9M vs $12.8M, roughly 1.2× AIR INDUSTRIES GROUP). AIR INDUSTRIES GROUP runs the higher net margin — 1.2% vs 0.4%, a 0.8% gap on every dollar of revenue.
Mitsubishi Heavy Industries, Ltd. is a Japanese multinational engineering, electrical equipment and electronics corporation headquartered in Tokyo, Japan. MHI is one of the core companies of the Mitsubishi Group and its automobile division is the predecessor of Mitsubishi Motors.
Gambling.com Group is a performance marketing and sports betting media company. The company provides digital marketing services for the online gambling industry.
AIRI vs GAMB — Head-to-Head
Income Statement — Q4 FY2025 vs Q2 FY2022
| Metric | | |
|---|---|---|
| Revenue | $12.8M | $15.9M |
| Net Profit | $149.0K | $56.0K |
| Gross Margin | 14.3% | 96.9% |
| Operating Margin | 0.7% | -14.1% |
| Net Margin | 1.2% | 0.4% |
| Revenue YoY | -14.1% | — |
| Net Profit YoY | 126.9% | — |
| EPS (diluted) | $0.08 | $0.00 |
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 | $12.8M | — | ||
| Q3 25 | $10.3M | — | ||
| Q2 25 | $12.7M | — | ||
| Q1 25 | $12.1M | — | ||
| Q4 24 | $14.9M | — | ||
| Q3 24 | $12.6M | — | ||
| Q2 24 | $13.6M | — | ||
| Q1 24 | $14.1M | — |
| Q4 25 | $149.0K | — | ||
| Q3 25 | $-44.0K | — | ||
| Q2 25 | $-422.0K | — | ||
| Q1 25 | $-988.0K | — | ||
| Q4 24 | $-554.0K | — | ||
| Q3 24 | $-404.0K | — | ||
| Q2 24 | $298.0K | — | ||
| Q1 24 | $-706.0K | — |
| Q4 25 | 14.3% | — | ||
| Q3 25 | 22.3% | — | ||
| Q2 25 | 16.0% | — | ||
| Q1 25 | 16.8% | — | ||
| Q4 24 | 16.4% | — | ||
| Q3 24 | 15.5% | — | ||
| Q2 24 | 19.5% | — | ||
| Q1 24 | 13.6% | — |
| Q4 25 | 0.7% | — | ||
| Q3 25 | 3.1% | — | ||
| Q2 25 | 0.1% | — | ||
| Q1 25 | -6.1% | — | ||
| Q4 24 | -0.7% | — | ||
| Q3 24 | 0.5% | — | ||
| Q2 24 | 5.5% | — | ||
| Q1 24 | -1.8% | — |
| Q4 25 | 1.2% | — | ||
| Q3 25 | -0.4% | — | ||
| Q2 25 | -3.3% | — | ||
| Q1 25 | -8.1% | — | ||
| Q4 24 | -3.7% | — | ||
| Q3 24 | -3.2% | — | ||
| Q2 24 | 2.2% | — | ||
| Q1 24 | -5.0% | — |
| Q4 25 | $0.08 | — | ||
| Q3 25 | $-0.01 | — | ||
| Q2 25 | $-0.11 | — | ||
| Q1 25 | $-0.27 | — | ||
| Q4 24 | $-0.16 | — | ||
| Q3 24 | $-0.12 | — | ||
| Q2 24 | $0.08 | — | ||
| Q1 24 | $-0.21 | — |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | — | $31.1M |
| Total DebtLower is stronger | $5.9M | — |
| Stockholders' EquityBook value | $19.2M | $85.0M |
| Total Assets | $58.3M | $131.8M |
| Debt / EquityLower = less leverage | 0.30× | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | $186.0K | — | ||
| Q2 24 | — | — | ||
| Q1 24 | $225.0K | — |
| Q4 25 | $5.9M | — | ||
| Q3 25 | — | — | ||
| Q2 25 | $6.4M | — | ||
| Q1 25 | $6.6M | — | ||
| Q4 24 | $5.2M | — | ||
| Q3 24 | $5.4M | — | ||
| Q2 24 | — | — | ||
| Q1 24 | $4.9M | — |
| Q4 25 | $19.2M | — | ||
| Q3 25 | $18.8M | — | ||
| Q2 25 | $15.3M | — | ||
| Q1 25 | $15.3M | — | ||
| Q4 24 | $14.9M | — | ||
| Q3 24 | $14.7M | — | ||
| Q2 24 | $14.9M | — | ||
| Q1 24 | $14.5M | — |
| Q4 25 | $58.3M | — | ||
| Q3 25 | $58.0M | — | ||
| Q2 25 | $50.4M | — | ||
| Q1 25 | $48.4M | — | ||
| Q4 24 | $51.0M | — | ||
| Q3 24 | $50.4M | — | ||
| Q2 24 | — | — | ||
| Q1 24 | $50.3M | — |
| Q4 25 | 0.30× | — | ||
| Q3 25 | — | — | ||
| Q2 25 | 0.42× | — | ||
| Q1 25 | 0.43× | — | ||
| Q4 24 | 0.35× | — | ||
| Q3 24 | 0.37× | — | ||
| Q2 24 | — | — | ||
| Q1 24 | 0.33× | — |
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 | $-598.0K | $3.4M |
| Free Cash FlowOCF − Capex | $-902.0K | — |
| FCF MarginFCF / Revenue | -7.0% | — |
| Capex IntensityCapex / Revenue | 2.4% | — |
| Cash ConversionOCF / Net Profit | -4.01× | 59.96× |
| TTM Free Cash FlowTrailing 4 quarters | $-4.7M | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $-598.0K | — | ||
| Q3 25 | $-2.6M | — | ||
| Q2 25 | $345.0K | — | ||
| Q1 25 | $1.5M | — | ||
| Q4 24 | $-184.0K | — | ||
| Q3 24 | $174.0K | — | ||
| Q2 24 | $566.0K | — | ||
| Q1 24 | $-232.0K | — |
| Q4 25 | $-902.0K | — | ||
| Q3 25 | $-3.5M | — | ||
| Q2 25 | $-551.0K | — | ||
| Q1 25 | $308.0K | — | ||
| Q4 24 | $-985.0K | — | ||
| Q3 24 | $-95.0K | — | ||
| Q2 24 | $-554.0K | — | ||
| Q1 24 | $-343.0K | — |
| Q4 25 | -7.0% | — | ||
| Q3 25 | -34.2% | — | ||
| Q2 25 | -4.4% | — | ||
| Q1 25 | 2.5% | — | ||
| Q4 24 | -6.6% | — | ||
| Q3 24 | -0.8% | — | ||
| Q2 24 | -4.1% | — | ||
| Q1 24 | -2.4% | — |
| Q4 25 | 2.4% | — | ||
| Q3 25 | 8.8% | — | ||
| Q2 25 | 7.1% | — | ||
| Q1 25 | 10.0% | — | ||
| Q4 24 | 5.4% | — | ||
| Q3 24 | 2.1% | — | ||
| Q2 24 | 8.3% | — | ||
| Q1 24 | 0.8% | — |
| Q4 25 | -4.01× | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | 1.90× | — | ||
| Q1 24 | — | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
AIRI
| Military | $7.4M | 58% |
| Other | $5.4M | 42% |
GAMB
| Performance Marketing | $12.3M | 77% |
| Sports | $3.8M | 24% |
