vs
Side-by-side financial comparison of ASIA PACIFIC WIRE & CABLE CORP LTD (APWC) and CAMTEK LTD (CAMT). Click either name above to swap in a different company.
CAMTEK LTD is the larger business by last-quarter revenue ($242.0M vs $225.3M, roughly 1.1× ASIA PACIFIC WIRE & CABLE CORP LTD).
Disney Networks Group Asia Pacific was a Hong Kong–based commercial broadcasting company operating multiple specialty television channels. The company was founded in 1991 by Hong Kong - Canadian businessman Richard Li.
Camtek Ltd is a leading global developer and manufacturer of high-precision inspection and metrology systems for the semiconductor, printed circuit board, and advanced packaging industries. Its solutions support process control, defect detection, and yield optimization for clients across Asia, North America, and Europe.
APWC vs CAMT — Head-to-Head
Income Statement — Q2 FY2022 vs Q2 FY2025
| Metric | | |
|---|---|---|
| Revenue | $225.3M | $242.0M |
| Net Profit | — | $68.0M |
| Gross Margin | 7.9% | 50.9% |
| Operating Margin | 2.2% | 26.7% |
| Net Margin | — | 28.1% |
| 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.
| Q2 25 | — | $242.0M | ||
| Q2 24 | — | $199.6M | ||
| Q2 22 | $225.3M | — |
| Q2 25 | — | $68.0M | ||
| Q2 24 | — | $52.8M | ||
| Q2 22 | — | — |
| Q2 25 | — | 50.9% | ||
| Q2 24 | — | 48.1% | ||
| Q2 22 | 7.9% | — |
| Q2 25 | — | 26.7% | ||
| Q2 24 | — | 23.6% | ||
| Q2 22 | 2.2% | — |
| Q2 25 | — | 28.1% | ||
| Q2 24 | — | 26.4% | ||
| Q2 22 | — | — |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | — | $232.0M |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | — | $626.5M |
| Total Assets | — | $974.7M |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q2 25 | — | $232.0M | ||
| Q2 24 | — | $109.8M | ||
| Q2 22 | — | — |
| Q2 25 | — | $626.5M | ||
| Q2 24 | — | $475.4M | ||
| Q2 22 | — | — |
| Q2 25 | — | $974.7M | ||
| Q2 24 | — | $796.2M | ||
| Q2 22 | — | — |
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 | — | $47.1M |
| Free Cash FlowOCF − Capex | — | — |
| FCF MarginFCF / Revenue | — | — |
| Capex IntensityCapex / Revenue | — | — |
| Cash ConversionOCF / Net Profit | — | 0.69× |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q2 25 | — | $47.1M | ||
| Q2 24 | — | $70.1M | ||
| Q2 22 | — | — |
| Q2 25 | — | 0.69× | ||
| Q2 24 | — | 1.33× | ||
| Q2 22 | — | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
