vs
Side-by-side financial comparison of AIRO Group Holdings, Inc. (AIRO) and CAPRICOR THERAPEUTICS, INC. (CAPR). Click either name above to swap in a different company.
CAPRICOR THERAPEUTICS, INC. is the larger business by last-quarter revenue ($11.1M vs $6.3M, roughly 1.8× AIRO Group Holdings, Inc.). CAPRICOR THERAPEUTICS, INC. runs the higher net margin — -63.9% vs -126.7%, a 62.8% gap on every dollar of revenue. AIRO Group Holdings, Inc. produced more free cash flow last quarter ($-6.7M vs $-15.3M).
Airo Aviation FZ-LLC was an Emirati aircraft manufacturer based in the Ras Al Khaimah Free Trade Zone. The company specialized in the manufacture of ultralight aircraft in the form of ready-to-fly aircraft for the European Fédération Aéronautique Internationale microlight category.
Capricor Therapeutics is a clinical-stage biotechnology company focused on discovering, developing and commercializing innovative biological therapies including cell and gene therapies for rare diseases, cardiovascular disorders and muscular conditions. It primarily operates in the U.S. market, addressing unmet medical needs for patient groups with limited treatment options.
AIRO vs CAPR — Head-to-Head
Income Statement — Q3 FY2025 vs Q4 FY2024
| Metric | | |
|---|---|---|
| Revenue | $6.3M | $11.1M |
| Net Profit | $-8.0M | $-7.1M |
| Gross Margin | 44.4% | — |
| Operating Margin | -190.7% | -69.1% |
| Net Margin | -126.7% | -63.9% |
| Revenue YoY | — | -7.9% |
| Net Profit YoY | — | -833.8% |
| EPS (diluted) | $-0.28 | $-0.11 |
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 | $6.3M | — | ||
| Q2 25 | $24.6M | — | ||
| Q4 24 | — | $11.1M | ||
| Q3 24 | — | $2.3M | ||
| Q2 24 | — | $4.0M | ||
| Q1 24 | — | $4.9M | ||
| Q4 23 | — | $12.1M | ||
| Q3 23 | — | $6.2M |
| Q3 25 | $-8.0M | — | ||
| Q2 25 | $5.9M | — | ||
| Q4 24 | — | $-7.1M | ||
| Q3 24 | — | $-12.6M | ||
| Q2 24 | — | $-11.0M | ||
| Q1 24 | — | $-9.8M | ||
| Q4 23 | — | $-762.1K | ||
| Q3 23 | — | $-6.4M |
| Q3 25 | 44.4% | — | ||
| Q2 25 | 61.2% | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — | ||
| Q4 23 | — | — | ||
| Q3 23 | — | — |
| Q3 25 | -190.7% | — | ||
| Q2 25 | -80.2% | — | ||
| Q4 24 | — | -69.1% | ||
| Q3 24 | — | -575.2% | ||
| Q2 24 | — | -291.9% | ||
| Q1 24 | — | -209.2% | ||
| Q4 23 | — | -10.6% | ||
| Q3 23 | — | -111.0% |
| Q3 25 | -126.7% | — | ||
| Q2 25 | 23.9% | — | ||
| Q4 24 | — | -63.9% | ||
| Q3 24 | — | -555.2% | ||
| Q2 24 | — | -277.0% | ||
| Q1 24 | — | -199.6% | ||
| Q4 23 | — | -6.3% | ||
| Q3 23 | — | -103.3% |
| Q3 25 | $-0.28 | — | ||
| Q2 25 | $0.30 | — | ||
| Q4 24 | — | $-0.11 | ||
| Q3 24 | — | $-0.38 | ||
| Q2 24 | — | $-0.35 | ||
| Q1 24 | — | $-0.31 | ||
| Q4 23 | — | $0.02 | ||
| Q3 23 | — | $-0.25 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | — | $151.5M |
| Total DebtLower is stronger | $5.1M | — |
| Stockholders' EquityBook value | $739.5M | $145.5M |
| Total Assets | $774.6M | $170.5M |
| Debt / EquityLower = less leverage | 0.01× | — |
8-quarter trend — quarters aligned by calendar period.
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q4 24 | — | $151.5M | ||
| Q3 24 | — | $85.0M | ||
| Q2 24 | — | $29.5M | ||
| Q1 24 | — | $39.9M | ||
| Q4 23 | — | $39.5M | ||
| Q3 23 | — | $28.5M |
| Q3 25 | $5.1M | — | ||
| Q2 25 | $8.9M | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — | ||
| Q4 23 | — | — | ||
| Q3 23 | — | — |
| Q3 25 | $739.5M | — | ||
| Q2 25 | $679.6M | — | ||
| Q4 24 | — | $145.5M | ||
| Q3 24 | — | $68.3M | ||
| Q2 24 | — | $11.5M | ||
| Q1 24 | — | $18.4M | ||
| Q4 23 | — | $22.6M | ||
| Q3 23 | — | $-1.8M |
| Q3 25 | $774.6M | — | ||
| Q2 25 | $747.8M | — | ||
| Q4 24 | — | $170.5M | ||
| Q3 24 | — | $93.0M | ||
| Q2 24 | — | $38.3M | ||
| Q1 24 | — | $49.4M | ||
| Q4 23 | — | $58.7M | ||
| Q3 23 | — | $37.2M |
| Q3 25 | 0.01× | — | ||
| Q2 25 | 0.01× | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — | ||
| Q4 23 | — | — | ||
| Q3 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 | $-5.8M | $-14.8M |
| Free Cash FlowOCF − Capex | $-6.7M | $-15.3M |
| FCF MarginFCF / Revenue | -106.7% | -137.3% |
| Capex IntensityCapex / Revenue | 15.0% | 4.4% |
| Cash ConversionOCF / Net Profit | — | — |
| TTM Free Cash FlowTrailing 4 quarters | — | $-41.2M |
8-quarter trend — quarters aligned by calendar period.
| Q3 25 | $-5.8M | — | ||
| Q2 25 | $-30.8M | — | ||
| Q4 24 | — | $-14.8M | ||
| Q3 24 | — | $-11.6M | ||
| Q2 24 | — | $-12.3M | ||
| Q1 24 | — | $-1.3M | ||
| Q4 23 | — | $-11.6M | ||
| Q3 23 | — | $-8.8M |
| Q3 25 | $-6.7M | — | ||
| Q2 25 | $-31.8M | — | ||
| Q4 24 | — | $-15.3M | ||
| Q3 24 | — | $-11.7M | ||
| Q2 24 | — | $-12.3M | ||
| Q1 24 | — | $-1.9M | ||
| Q4 23 | — | $-12.2M | ||
| Q3 23 | — | $-9.1M |
| Q3 25 | -106.7% | — | ||
| Q2 25 | -129.6% | — | ||
| Q4 24 | — | -137.3% | ||
| Q3 24 | — | -515.2% | ||
| Q2 24 | — | -310.9% | ||
| Q1 24 | — | -38.3% | ||
| Q4 23 | — | -100.5% | ||
| Q3 23 | — | -146.5% |
| Q3 25 | 15.0% | — | ||
| Q2 25 | 4.3% | — | ||
| Q4 24 | — | 4.4% | ||
| Q3 24 | — | 0.4% | ||
| Q2 24 | — | 1.5% | ||
| Q1 24 | — | 12.4% | ||
| Q4 23 | — | 4.6% | ||
| Q3 23 | — | 4.4% |
| Q3 25 | — | — | ||
| Q2 25 | -5.24× | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — | ||
| Q4 23 | — | — | ||
| Q3 23 | — | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
AIRO
| Transferred At Point In Time | $4.5M | 71% |
| Transferred Over Time | $1.8M | 29% |
CAPR
Segment breakdown not available.
