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Side-by-side financial comparison of ARK RESTAURANTS CORP (ARKR) and HERITAGE COMMERCE CORP (HTBK). Click either name above to swap in a different company.
HERITAGE COMMERCE CORP is the larger business by last-quarter revenue ($53.6M vs $40.7M, roughly 1.3× ARK RESTAURANTS CORP). HERITAGE COMMERCE CORP runs the higher net margin — 28.2% vs 2.2%, a 26.0% gap on every dollar of revenue. On growth, HERITAGE COMMERCE CORP posted the faster year-over-year revenue change (15.6% vs -9.4%). HERITAGE COMMERCE CORP produced more free cash flow last quarter ($61.3M vs $-1.8M). Over the past eight quarters, HERITAGE COMMERCE CORP's revenue compounded faster (12.8% CAGR vs -1.8%).
ARK Restaurants Corp operates a diversified portfolio of dining establishments across the United States, spanning casual dining, fast-casual, and upscale fine dining segments. Its offerings include American comfort food, BBQ, seafood, and Italian cuisine, serving local community patrons and tourist visitors across dozens of locations in multiple states.
The United States Chamber of Commerce (USCC) is a business association advocacy group and is the largest lobbying group in the United States. The group was founded in April 23, 1912, out of local chambers of commerce at the urging of President William Howard Taft and his secretary of commerce and labor Charles Nagel. President Taft's belief was that the "government needed to deal with a group that could speak with authority for the interests of business."
ARKR vs HTBK — Head-to-Head
Income Statement — Q1 FY2026 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $40.7M | $53.6M |
| Net Profit | $896.0K | $15.1M |
| Gross Margin | — | — |
| Operating Margin | 2.7% | 41.0% |
| Net Margin | 2.2% | 28.2% |
| Revenue YoY | -9.4% | 15.6% |
| Net Profit YoY | -71.7% | 42.3% |
| EPS (diluted) | $0.25 | $0.25 |
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 | $40.7M | $53.6M | ||
| Q3 25 | $37.3M | $50.0M | ||
| Q2 25 | $43.7M | $47.8M | ||
| Q1 25 | $39.7M | $46.1M | ||
| Q4 24 | $45.0M | $46.4M | ||
| Q3 24 | $43.4M | $42.2M | ||
| Q2 24 | $50.4M | $41.7M | ||
| Q1 24 | $42.3M | $42.1M |
| Q4 25 | $896.0K | $15.1M | ||
| Q3 25 | $-1.9M | $14.7M | ||
| Q2 25 | $-3.5M | $6.4M | ||
| Q1 25 | $-9.3M | $11.6M | ||
| Q4 24 | $3.2M | $10.6M | ||
| Q3 24 | $-4.5M | $10.5M | ||
| Q2 24 | $640.0K | $9.2M | ||
| Q1 24 | $-1.4M | $10.2M |
| Q4 25 | 2.7% | 41.0% | ||
| Q3 25 | -4.6% | 41.1% | ||
| Q2 25 | -7.8% | 18.7% | ||
| Q1 25 | -11.6% | 35.4% | ||
| Q4 24 | 12.6% | 31.8% | ||
| Q3 24 | -12.7% | 34.3% | ||
| Q2 24 | 1.6% | 31.3% | ||
| Q1 24 | -2.8% | 34.2% |
| Q4 25 | 2.2% | 28.2% | ||
| Q3 25 | -5.1% | 29.4% | ||
| Q2 25 | -7.9% | 13.4% | ||
| Q1 25 | -23.3% | 25.2% | ||
| Q4 24 | 7.0% | 22.9% | ||
| Q3 24 | -10.3% | 24.9% | ||
| Q2 24 | 1.3% | 22.1% | ||
| Q1 24 | -3.4% | 24.1% |
| Q4 25 | $0.25 | $0.25 | ||
| Q3 25 | $-0.53 | $0.24 | ||
| Q2 25 | $-0.96 | $0.10 | ||
| Q1 25 | $-2.57 | $0.19 | ||
| Q4 24 | $0.88 | $0.17 | ||
| Q3 24 | $-1.24 | $0.17 | ||
| Q2 24 | $0.18 | $0.15 | ||
| Q1 24 | $-0.40 | $0.17 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $9.1M | — |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | $33.7M | $708.6M |
| Total Assets | $130.4M | $5.8B |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $9.1M | — | ||
| Q3 25 | $11.3M | — | ||
| Q2 25 | $12.3M | — | ||
| Q1 25 | $11.1M | — | ||
| Q4 24 | $13.1M | — | ||
| Q3 24 | $10.3M | — | ||
| Q2 24 | $11.5M | — | ||
| Q1 24 | $10.4M | — |
| Q4 25 | $33.7M | $708.6M | ||
| Q3 25 | $32.7M | $700.0M | ||
| Q2 25 | $34.7M | $694.7M | ||
| Q1 25 | $38.1M | $696.2M | ||
| Q4 24 | $47.3M | $689.7M | ||
| Q3 24 | $44.1M | $685.4M | ||
| Q2 24 | $48.9M | $679.2M | ||
| Q1 24 | $49.7M | $676.3M |
| Q4 25 | $130.4M | $5.8B | ||
| Q3 25 | $133.5M | $5.6B | ||
| Q2 25 | $136.3M | $5.5B | ||
| Q1 25 | $141.9M | $5.5B | ||
| Q4 24 | $154.6M | $5.6B | ||
| Q3 24 | $156.0M | $5.6B | ||
| Q2 24 | $166.5M | $5.3B | ||
| Q1 24 | $169.6M | $5.3B |
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 | $-550.0K | $61.7M |
| Free Cash FlowOCF − Capex | $-1.8M | $61.3M |
| FCF MarginFCF / Revenue | -4.4% | 114.3% |
| Capex IntensityCapex / Revenue | 3.1% | 0.7% |
| Cash ConversionOCF / Net Profit | -0.61× | 4.08× |
| TTM Free Cash FlowTrailing 4 quarters | $-1.3M | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $-550.0K | $61.7M | ||
| Q3 25 | $633.0K | $18.9M | ||
| Q2 25 | $1.9M | $8.0M | ||
| Q1 25 | $612.0K | $14.8M | ||
| Q4 24 | $-1.3M | $39.0M | ||
| Q3 24 | $728.0K | $5.3M | ||
| Q2 24 | $3.2M | $10.5M | ||
| Q1 24 | $208.0K | $7.3M |
| Q4 25 | $-1.8M | $61.3M | ||
| Q3 25 | $-989.0K | $18.8M | ||
| Q2 25 | $1.2M | — | ||
| Q1 25 | $290.0K | — | ||
| Q4 24 | $-2.0M | $37.3M | ||
| Q3 24 | $-482.0K | $4.9M | ||
| Q2 24 | $2.5M | $9.9M | ||
| Q1 24 | $-148.0K | $6.9M |
| Q4 25 | -4.4% | 114.3% | ||
| Q3 25 | -2.6% | 37.7% | ||
| Q2 25 | 2.7% | — | ||
| Q1 25 | 0.7% | — | ||
| Q4 24 | -4.4% | 80.5% | ||
| Q3 24 | -1.1% | 11.6% | ||
| Q2 24 | 5.0% | 23.6% | ||
| Q1 24 | -0.4% | 16.4% |
| Q4 25 | 3.1% | 0.7% | ||
| Q3 25 | 4.3% | 0.1% | ||
| Q2 25 | 1.5% | — | ||
| Q1 25 | 0.8% | — | ||
| Q4 24 | 1.4% | 3.5% | ||
| Q3 24 | 2.8% | 1.0% | ||
| Q2 24 | 1.2% | 1.6% | ||
| Q1 24 | 0.8% | 1.0% |
| Q4 25 | -0.61× | 4.08× | ||
| Q3 25 | — | 1.28× | ||
| Q2 25 | — | 1.25× | ||
| Q1 25 | — | 1.28× | ||
| Q4 24 | -0.43× | 3.67× | ||
| Q3 24 | — | 0.50× | ||
| Q2 24 | 4.94× | 1.14× | ||
| Q1 24 | — | 0.72× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
