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Side-by-side financial comparison of Xiao-I Corp (AIXI) and Farmland Partners Inc. (FPI). Click either name above to swap in a different company.
Farmland Partners Inc. is the larger business by last-quarter revenue ($20.7M vs $11.5M, roughly 1.8× Xiao-I Corp). Farmland Partners Inc. runs the higher net margin — 103.4% vs -263.9%, a 367.3% gap on every dollar of revenue.
Xiao-i is a Chinese cognitive artificial intelligence enterprise founded in 2001.
Farmland Industries was the largest agricultural cooperative in North America when it eventually sold all of its assets in 2002–04. During its 74-year history, Farmland served its farmer membership as a diversified, integrated organization, playing a significant role in agricultural markets both domestically and worldwide.
AIXI vs FPI — Head-to-Head
Income Statement — Q2 FY2025 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $11.5M | $20.7M |
| Net Profit | $-30.4M | $21.4M |
| Gross Margin | 58.1% | — |
| Operating Margin | -254.9% | — |
| Net Margin | -263.9% | 103.4% |
| Revenue YoY | — | -3.5% |
| Net Profit YoY | — | -63.5% |
| EPS (diluted) | — | $0.44 |
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 | — | $20.7M | ||
| Q3 25 | — | $11.3M | ||
| Q2 25 | $11.5M | $10.0M | ||
| Q1 25 | — | $10.3M | ||
| Q4 24 | — | $21.5M | ||
| Q3 24 | — | $13.3M | ||
| Q2 24 | $33.0M | $11.4M | ||
| Q1 24 | — | $12.0M |
| Q4 25 | — | $21.4M | ||
| Q3 25 | — | $483.0K | ||
| Q2 25 | $-30.4M | $7.6M | ||
| Q1 25 | — | $2.0M | ||
| Q4 24 | — | $58.7M | ||
| Q3 24 | — | $1.8M | ||
| Q2 24 | $-15.5M | $-2.0M | ||
| Q1 24 | — | $1.4M |
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | 58.1% | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | 64.5% | — | ||
| Q1 24 | — | — |
| Q4 25 | — | — | ||
| Q3 25 | — | 4.3% | ||
| Q2 25 | -254.9% | 78.2% | ||
| Q1 25 | — | 20.6% | ||
| Q4 24 | — | — | ||
| Q3 24 | — | 13.9% | ||
| Q2 24 | -45.0% | -17.9% | ||
| Q1 24 | — | 11.9% |
| Q4 25 | — | 103.4% | ||
| Q3 25 | — | 4.3% | ||
| Q2 25 | -263.9% | 76.3% | ||
| Q1 25 | — | 19.9% | ||
| Q4 24 | — | 273.6% | ||
| Q3 24 | — | 13.5% | ||
| Q2 24 | -47.2% | -17.5% | ||
| Q1 24 | — | 11.5% |
| Q4 25 | — | $0.44 | ||
| Q3 25 | — | $0.00 | ||
| Q2 25 | — | $0.14 | ||
| Q1 25 | — | $0.03 | ||
| Q4 24 | — | $1.09 | ||
| Q3 24 | — | $0.02 | ||
| Q2 24 | $-0.64 | $-0.06 | ||
| Q1 24 | — | $0.01 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $5.0M | — |
| Total DebtLower is stronger | — | $161.6M |
| Stockholders' EquityBook value | — | $467.4M |
| Total Assets | $82.4M | $719.1M |
| Debt / EquityLower = less leverage | — | 0.35× |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | $5.0M | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | $1.8M | — | ||
| Q1 24 | — | — |
| Q4 25 | — | $161.6M | ||
| Q3 25 | — | $170.4M | ||
| Q2 25 | — | $193.4M | ||
| Q1 25 | — | $202.6M | ||
| Q4 24 | — | $204.6M | ||
| Q3 24 | — | $394.0M | ||
| Q2 24 | — | $393.0M | ||
| Q1 24 | — | $383.0M |
| Q4 25 | — | $467.4M | ||
| Q3 25 | — | $457.3M | ||
| Q2 25 | — | $473.5M | ||
| Q1 25 | — | $492.2M | ||
| Q4 24 | — | $494.6M | ||
| Q3 24 | — | $519.4M | ||
| Q2 24 | — | $521.5M | ||
| Q1 24 | — | $526.7M |
| Q4 25 | — | $719.1M | ||
| Q3 25 | — | $738.5M | ||
| Q2 25 | $82.4M | $776.7M | ||
| Q1 25 | — | $810.5M | ||
| Q4 24 | — | $869.6M | ||
| Q3 24 | — | $1.0B | ||
| Q2 24 | $87.6M | $1.0B | ||
| Q1 24 | — | $1.0B |
| Q4 25 | — | 0.35× | ||
| Q3 25 | — | 0.37× | ||
| Q2 25 | — | 0.41× | ||
| Q1 25 | — | 0.41× | ||
| Q4 24 | — | 0.41× | ||
| Q3 24 | — | 0.76× | ||
| Q2 24 | — | 0.75× | ||
| Q1 24 | — | 0.73× |
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 | $-2.3M | $17.4M |
| Free Cash FlowOCF − Capex | — | — |
| FCF MarginFCF / Revenue | — | — |
| Capex IntensityCapex / Revenue | — | — |
| Cash ConversionOCF / Net Profit | — | 0.81× |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | — | $17.4M | ||
| Q3 25 | — | $-2.0M | ||
| Q2 25 | $-2.3M | $-2.2M | ||
| Q1 25 | — | $6.4M | ||
| Q4 24 | — | $16.1M | ||
| Q3 24 | — | $-4.3M | ||
| Q2 24 | — | $-6.1M | ||
| Q1 24 | — | $11.9M |
| Q4 25 | — | 0.81× | ||
| Q3 25 | — | -4.04× | ||
| Q2 25 | — | -0.29× | ||
| Q1 25 | — | 3.12× | ||
| Q4 24 | — | 0.27× | ||
| Q3 24 | — | -2.39× | ||
| Q2 24 | — | — | ||
| Q1 24 | — | 8.66× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
