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Side-by-side financial comparison of ALEXANDERS INC (ALX) and GCL Global Holdings Ltd (GCL). Click either name above to swap in a different company.
GCL Global Holdings Ltd is the larger business by last-quarter revenue ($98.7M vs $53.3M, roughly 1.9× ALEXANDERS INC).
Alexander's, Inc. is a real estate investment trust that owns 7 properties in New York metropolitan area, including 731 Lexington Avenue, the headquarters of Bloomberg L.P. It is controlled by Vornado Realty Trust. It was founded by George Farkas and Louis Schwadron in 1928.
GCL Global Holdings Ltd is a leading clean energy enterprise focusing on R&D, production and operation of photovoltaic products, energy storage systems and low-carbon energy solutions. Its main markets cover Asia, Europe, North America, serving utility, commercial and residential distributed energy users across the globe.
ALX vs GCL — Head-to-Head
Income Statement — Q4 FY2025 vs Q3 FY2025
| Metric | | |
|---|---|---|
| Revenue | $53.3M | $98.7M |
| Net Profit | — | $-5.1M |
| Gross Margin | — | 11.0% |
| Operating Margin | — | -6.7% |
| Net Margin | — | -5.2% |
| Revenue YoY | -4.7% | — |
| Net Profit YoY | — | — |
| EPS (diluted) | $0.75 | $-0.04 |
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 | $53.3M | — | ||
| Q3 25 | $53.4M | $98.7M | ||
| Q2 25 | $51.6M | $142.1M | ||
| Q1 25 | $54.9M | — | ||
| Q4 24 | $55.9M | — | ||
| Q3 24 | $55.7M | $36.1M | ||
| Q2 24 | $53.4M | — | ||
| Q1 24 | $61.4M | — |
| Q4 25 | — | — | ||
| Q3 25 | $6.0M | $-5.1M | ||
| Q2 25 | $6.1M | $5.6M | ||
| Q1 25 | $12.3M | — | ||
| Q4 24 | — | — | ||
| Q3 24 | $6.7M | $-1.9M | ||
| Q2 24 | $8.4M | — | ||
| Q1 24 | $16.1M | — |
| Q4 25 | — | — | ||
| Q3 25 | — | 11.0% | ||
| Q2 25 | — | 15.0% | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | 16.2% | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | — | — | ||
| Q3 25 | — | -6.7% | ||
| Q2 25 | — | 2.3% | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | -5.6% | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | — | — | ||
| Q3 25 | 11.2% | -5.2% | ||
| Q2 25 | 11.9% | 3.9% | ||
| Q1 25 | 22.4% | — | ||
| Q4 24 | — | — | ||
| Q3 24 | 12.0% | -5.2% | ||
| Q2 24 | 15.7% | — | ||
| Q1 24 | 26.2% | — |
| Q4 25 | $0.75 | — | ||
| Q3 25 | $1.16 | $-0.04 | ||
| Q2 25 | $1.19 | $0.05 | ||
| Q1 25 | $2.40 | — | ||
| Q4 24 | $2.39 | — | ||
| Q3 24 | $1.30 | — | ||
| Q2 24 | $1.63 | — | ||
| Q1 24 | $3.14 | — |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $128.2M | $16.6M |
| Total DebtLower is stronger | — | $52.0M |
| Stockholders' EquityBook value | $109.2M | $33.1M |
| Total Assets | $1.1B | $159.9M |
| Debt / EquityLower = less leverage | — | 1.57× |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $128.2M | — | ||
| Q3 25 | $286.1M | $16.6M | ||
| Q2 25 | $313.0M | $18.2M | ||
| Q1 25 | $319.9M | — | ||
| Q4 24 | $338.5M | — | ||
| Q3 24 | $354.8M | $2.7M | ||
| Q2 24 | $410.9M | — | ||
| Q1 24 | $526.3M | — |
| Q4 25 | — | — | ||
| Q3 25 | — | $52.0M | ||
| Q2 25 | — | $11.9M | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | $109.2M | — | ||
| Q3 25 | $128.3M | $33.1M | ||
| Q2 25 | $145.4M | $35.9M | ||
| Q1 25 | $163.1M | — | ||
| Q4 24 | $176.9M | — | ||
| Q3 24 | $190.7M | $15.9M | ||
| Q2 24 | $212.5M | — | ||
| Q1 24 | $230.1M | — |
| Q4 25 | $1.1B | — | ||
| Q3 25 | $1.3B | $159.9M | ||
| Q2 25 | $1.3B | $101.6M | ||
| Q1 25 | $1.3B | — | ||
| Q4 24 | $1.3B | — | ||
| Q3 24 | $1.4B | $49.6M | ||
| Q2 24 | $1.5B | — | ||
| Q1 24 | $1.4B | — |
| Q4 25 | — | — | ||
| Q3 25 | — | 1.57× | ||
| Q2 25 | — | 0.33× | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
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 | $73.4M | $-4.8M |
| Free Cash FlowOCF − Capex | — | $-5.2M |
| FCF MarginFCF / Revenue | — | -5.3% |
| Capex IntensityCapex / Revenue | — | 0.4% |
| Cash ConversionOCF / Net Profit | — | — |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $73.4M | — | ||
| Q3 25 | $-9.3M | $-4.8M | ||
| Q2 25 | $43.6M | $-10.3M | ||
| Q1 25 | $15.7M | — | ||
| Q4 24 | $54.1M | — | ||
| Q3 24 | $-5.0M | $6.1M | ||
| Q2 24 | $11.5M | — | ||
| Q1 24 | $16.8M | — |
| Q4 25 | — | — | ||
| Q3 25 | — | $-5.2M | ||
| Q2 25 | — | $-10.5M | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | — | — | ||
| Q3 25 | — | -5.3% | ||
| Q2 25 | — | -7.4% | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | — | — | ||
| Q3 25 | — | 0.4% | ||
| Q2 25 | — | 0.1% | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | — | — | ||
| Q3 25 | -1.55× | — | ||
| Q2 25 | 7.12× | -1.84× | ||
| Q1 25 | 1.28× | — | ||
| Q4 24 | — | — | ||
| Q3 24 | -0.75× | — | ||
| Q2 24 | 1.37× | — | ||
| Q1 24 | 1.04× | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
