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Side-by-side financial comparison of Bridger Aerospace Group Holdings, Inc. (BAER) and DDC Enterprise Ltd (DDC). Click either name above to swap in a different company.
Bridger Aerospace Group Holdings, Inc. is the larger business by last-quarter revenue ($8.5M vs $5.4M, roughly 1.6× DDC Enterprise Ltd). DDC Enterprise Ltd runs the higher net margin — -123.3% vs -177.2%, a 53.9% gap on every dollar of revenue. DDC Enterprise Ltd produced more free cash flow last quarter ($-39.7M vs $-78.4M).
Bridger Aerospace is an American aerospace company which provides aerial firefighting and wildfire management services. The company has supported firefighting efforts in 24 U.S. states and two Canadian provinces.
BAER vs DDC — Head-to-Head
Income Statement — Q4 FY2025 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $8.5M | $5.4M |
| Net Profit | $-15.1M | $-6.7M |
| Gross Margin | -65.1% | 31.4% |
| Operating Margin | -175.0% | -90.0% |
| Net Margin | -177.2% | -123.3% |
| Revenue YoY | -45.2% | — |
| Net Profit YoY | -17.9% | — |
| EPS (diluted) | $-0.26 | — |
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 | $8.5M | $5.4M | ||
| Q3 25 | $67.9M | — | ||
| Q2 25 | $30.8M | $2.2M | ||
| Q1 25 | $15.6M | — | ||
| Q4 24 | $15.6M | — | ||
| Q3 24 | $64.5M | — | ||
| Q2 24 | $13.0M | — | ||
| Q1 24 | $5.5M | — |
| Q4 25 | $-15.1M | $-6.7M | ||
| Q3 25 | $34.5M | — | ||
| Q2 25 | $308.0K | $715.3K | ||
| Q1 25 | $-15.5M | — | ||
| Q4 24 | $-12.8M | — | ||
| Q3 24 | $27.3M | — | ||
| Q2 24 | $-10.0M | — | ||
| Q1 24 | $-20.1M | — |
| Q4 25 | -65.1% | 31.4% | ||
| Q3 25 | 68.9% | — | ||
| Q2 25 | 39.2% | 33.4% | ||
| Q1 25 | -10.0% | — | ||
| Q4 24 | 1.2% | — | ||
| Q3 24 | 64.3% | — | ||
| Q2 24 | 24.2% | — | ||
| Q1 24 | — | — |
| Q4 25 | -175.0% | -90.0% | ||
| Q3 25 | 57.5% | — | ||
| Q2 25 | 18.0% | 12.9% | ||
| Q1 25 | -64.9% | — | ||
| Q4 24 | -48.0% | — | ||
| Q3 24 | 50.9% | — | ||
| Q2 24 | -36.5% | — | ||
| Q1 24 | -278.0% | — |
| Q4 25 | -177.2% | -123.3% | ||
| Q3 25 | 50.8% | — | ||
| Q2 25 | 1.0% | 33.2% | ||
| Q1 25 | -99.3% | — | ||
| Q4 24 | -82.4% | — | ||
| Q3 24 | 42.4% | — | ||
| Q2 24 | -76.7% | — | ||
| Q1 24 | -364.8% | — |
| Q4 25 | $-0.26 | — | ||
| Q3 25 | $0.37 | — | ||
| Q2 25 | $-0.12 | — | ||
| Q1 25 | $-0.41 | — | ||
| Q4 24 | $-0.24 | — | ||
| Q3 24 | $0.31 | — | ||
| Q2 24 | $-0.33 | — | ||
| Q1 24 | $-0.55 | — |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $31.4M | $21.7M |
| Total DebtLower is stronger | $222.5M | $610.8K |
| Stockholders' EquityBook value | $-342.6M | $71.2M |
| Total Assets | $330.3M | $199.6M |
| Debt / EquityLower = less leverage | — | 0.01× |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $31.4M | $21.7M | ||
| Q3 25 | $55.1M | — | ||
| Q2 25 | $17.0M | $3.5M | ||
| Q1 25 | $22.3M | — | ||
| Q4 24 | $39.3M | — | ||
| Q3 24 | $33.3M | — | ||
| Q2 24 | $8.5M | — | ||
| Q1 24 | $6.8M | — |
| Q4 25 | $222.5M | $610.8K | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | $208.4M | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | $-342.6M | $71.2M | ||
| Q3 25 | $-322.4M | — | ||
| Q2 25 | $-351.0M | $3.9M | ||
| Q1 25 | $-347.4M | — | ||
| Q4 24 | $-326.7M | — | ||
| Q3 24 | $-304.4M | — | ||
| Q2 24 | $-328.0M | — | ||
| Q1 24 | $-348.7M | — |
| Q4 25 | $330.3M | $199.6M | ||
| Q3 25 | $311.0M | — | ||
| Q2 25 | $279.0M | $12.4M | ||
| Q1 25 | $275.6M | — | ||
| Q4 24 | $290.8M | — | ||
| Q3 24 | $307.3M | — | ||
| Q2 24 | $281.7M | — | ||
| Q1 24 | $252.4M | — |
| Q4 25 | — | 0.01× | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| 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 | $-8.0M | $-39.7M |
| Free Cash FlowOCF − Capex | $-78.4M | $-39.7M |
| FCF MarginFCF / Revenue | -917.3% | -734.1% |
| Capex IntensityCapex / Revenue | 823.4% | 0.1% |
| Cash ConversionOCF / Net Profit | — | — |
| TTM Free Cash FlowTrailing 4 quarters | $-64.2M | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $-8.0M | $-39.7M | ||
| Q3 25 | $41.0M | — | ||
| Q2 25 | $1.4M | — | ||
| Q1 25 | $-17.7M | — | ||
| Q4 24 | $54.5M | — | ||
| Q3 24 | $200.0K | — | ||
| Q2 24 | $-22.6M | — | ||
| Q1 24 | $-22.8M | — |
| Q4 25 | $-78.4M | $-39.7M | ||
| Q3 25 | $34.6M | — | ||
| Q2 25 | $515.0K | — | ||
| Q1 25 | $-21.0M | — | ||
| Q4 24 | $53.5M | — | ||
| Q3 24 | $-951.0K | — | ||
| Q2 24 | $-23.6M | — | ||
| Q1 24 | $-23.7M | — |
| Q4 25 | -917.3% | -734.1% | ||
| Q3 25 | 51.0% | — | ||
| Q2 25 | 1.7% | — | ||
| Q1 25 | -134.0% | — | ||
| Q4 24 | 343.5% | — | ||
| Q3 24 | -1.5% | — | ||
| Q2 24 | -181.3% | — | ||
| Q1 24 | -430.7% | — |
| Q4 25 | 823.4% | 0.1% | ||
| Q3 25 | 9.3% | — | ||
| Q2 25 | 3.0% | — | ||
| Q1 25 | 21.2% | — | ||
| Q4 24 | 6.3% | — | ||
| Q3 24 | 1.8% | — | ||
| Q2 24 | 7.6% | — | ||
| Q1 24 | 17.4% | — |
| Q4 25 | — | — | ||
| Q3 25 | 1.19× | — | ||
| Q2 25 | 4.68× | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | 0.01× | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
