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Side-by-side financial comparison of BayCom Corp (BCML) and Seaport Entertainment Group Inc. (SEG). Click either name above to swap in a different company.
Seaport Entertainment Group Inc. is the larger business by last-quarter revenue ($29.5M vs $25.9M, roughly 1.1× BayCom Corp). BayCom Corp runs the higher net margin — 26.5% vs -125.0%, a 151.5% gap on every dollar of revenue.
BayCom Corp is a U.S.-headquartered bank holding company operating through its wholly owned subsidiary Bay Commercial Bank. It primarily serves small and medium-sized enterprises and retail customers across Northern California, offering commercial lending, deposit products, personal banking services, and localized wealth management solutions.
BCML vs SEG — Head-to-Head
Income Statement — Q4 FY2025 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $25.9M | $29.5M |
| Net Profit | $6.9M | $-36.9M |
| Gross Margin | — | — |
| Operating Margin | 36.6% | -120.5% |
| Net Margin | 26.5% | -125.0% |
| Revenue YoY | 9.4% | — |
| Net Profit YoY | 12.1% | — |
| EPS (diluted) | $0.63 | $-2.90 |
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 | $25.9M | $29.5M | ||
| Q3 25 | $25.7M | $45.0M | ||
| Q2 25 | $24.7M | $39.8M | ||
| Q1 25 | $24.3M | $16.1M | ||
| Q4 24 | $23.7M | — | ||
| Q3 24 | $25.6M | $39.4M | ||
| Q2 24 | $23.8M | $33.7M | ||
| Q1 24 | $24.5M | — |
| Q4 25 | $6.9M | $-36.9M | ||
| Q3 25 | $5.0M | $-33.2M | ||
| Q2 25 | $6.4M | $-14.8M | ||
| Q1 25 | $5.7M | $-31.9M | ||
| Q4 24 | $6.1M | — | ||
| Q3 24 | $6.0M | $-32.5M | ||
| Q2 24 | $5.6M | $-35.0M | ||
| Q1 24 | $5.9M | — |
| Q4 25 | 36.6% | -120.5% | ||
| Q3 25 | 26.3% | -75.2% | ||
| Q2 25 | 35.3% | -40.2% | ||
| Q1 25 | 31.6% | -203.5% | ||
| Q4 24 | 34.2% | — | ||
| Q3 24 | 32.4% | -51.0% | ||
| Q2 24 | 31.9% | -75.3% | ||
| Q1 24 | 33.3% | — |
| Q4 25 | 26.5% | -125.0% | ||
| Q3 25 | 19.5% | -73.7% | ||
| Q2 25 | 25.8% | -37.1% | ||
| Q1 25 | 23.4% | -198.4% | ||
| Q4 24 | 25.9% | — | ||
| Q3 24 | 23.5% | -82.5% | ||
| Q2 24 | 23.6% | -103.9% | ||
| Q1 24 | 24.0% | — |
| Q4 25 | $0.63 | $-2.90 | ||
| Q3 25 | $0.46 | $-2.61 | ||
| Q2 25 | $0.58 | $-1.16 | ||
| Q1 25 | $0.51 | $-2.51 | ||
| Q4 24 | $0.55 | — | ||
| Q3 24 | $0.54 | $-5.89 | ||
| Q2 24 | $0.50 | $-6.34 | ||
| Q1 24 | $0.51 | — |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | — | $77.8M |
| Total DebtLower is stronger | — | $38.3M |
| Stockholders' EquityBook value | $338.6M | $456.5M |
| Total Assets | $2.6B | $650.1M |
| Debt / EquityLower = less leverage | — | 0.08× |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | — | $77.8M | ||
| Q3 25 | — | $106.2M | ||
| Q2 25 | — | $123.3M | ||
| Q1 25 | — | $129.9M | ||
| Q4 24 | — | — | ||
| Q3 24 | — | $23.7M | ||
| Q2 24 | — | $3.3M | ||
| Q1 24 | — | — |
| Q4 25 | — | $38.3M | ||
| Q3 25 | — | $39.3M | ||
| Q2 25 | — | $100.6M | ||
| Q1 25 | — | $101.6M | ||
| Q4 24 | — | — | ||
| Q3 24 | — | $103.3M | ||
| Q2 24 | — | $157.1M | ||
| Q1 24 | — | — |
| Q4 25 | $338.6M | $456.5M | ||
| Q3 25 | $334.3M | $485.8M | ||
| Q2 25 | $330.6M | $517.9M | ||
| Q1 25 | $329.3M | $531.2M | ||
| Q4 24 | $324.4M | — | ||
| Q3 24 | $321.7M | $433.8M | ||
| Q2 24 | $315.3M | $380.7M | ||
| Q1 24 | $314.2M | — |
| Q4 25 | $2.6B | $650.1M | ||
| Q3 25 | $2.6B | $699.1M | ||
| Q2 25 | $2.6B | $717.2M | ||
| Q1 25 | $2.6B | $718.4M | ||
| Q4 24 | $2.7B | — | ||
| Q3 24 | $2.6B | $622.8M | ||
| Q2 24 | $2.6B | $610.1M | ||
| Q1 24 | $2.6B | — |
| Q4 25 | — | 0.08× | ||
| Q3 25 | — | 0.08× | ||
| Q2 25 | — | 0.19× | ||
| Q1 25 | — | 0.19× | ||
| Q4 24 | — | — | ||
| Q3 24 | — | 0.24× | ||
| Q2 24 | — | 0.41× | ||
| 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 | $31.8M | $-23.1M |
| Free Cash FlowOCF − Capex | $30.1M | — |
| FCF MarginFCF / Revenue | 116.2% | — |
| Capex IntensityCapex / Revenue | 6.7% | — |
| Cash ConversionOCF / Net Profit | 4.64× | — |
| TTM Free Cash FlowTrailing 4 quarters | $51.1M | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $31.8M | $-23.1M | ||
| Q3 25 | $7.3M | $-5.3M | ||
| Q2 25 | $6.4M | $-754.0K | ||
| Q1 25 | $9.3M | $-20.5M | ||
| Q4 24 | $30.4M | — | ||
| Q3 24 | $9.6M | $-8.8M | ||
| Q2 24 | $7.7M | — | ||
| Q1 24 | $5.1M | — |
| Q4 25 | $30.1M | — | ||
| Q3 25 | $6.2M | — | ||
| Q2 25 | $5.6M | — | ||
| Q1 25 | $9.1M | — | ||
| Q4 24 | $28.7M | — | ||
| Q3 24 | $9.4M | — | ||
| Q2 24 | $7.4M | — | ||
| Q1 24 | $3.9M | — |
| Q4 25 | 116.2% | — | ||
| Q3 25 | 24.3% | — | ||
| Q2 25 | 22.8% | — | ||
| Q1 25 | 37.6% | — | ||
| Q4 24 | 121.1% | — | ||
| Q3 24 | 36.6% | — | ||
| Q2 24 | 31.2% | — | ||
| Q1 24 | 16.1% | — |
| Q4 25 | 6.7% | — | ||
| Q3 25 | 4.3% | — | ||
| Q2 25 | 3.0% | — | ||
| Q1 25 | 0.6% | — | ||
| Q4 24 | 7.2% | — | ||
| Q3 24 | 1.0% | — | ||
| Q2 24 | 1.0% | — | ||
| Q1 24 | 4.7% | — |
| Q4 25 | 4.64× | — | ||
| Q3 25 | 1.47× | — | ||
| Q2 25 | 1.00× | — | ||
| Q1 25 | 1.63× | — | ||
| Q4 24 | 4.96× | — | ||
| Q3 24 | 1.60× | — | ||
| Q2 24 | 1.37× | — | ||
| Q1 24 | 0.86× | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
BCML
Segment breakdown not available.
SEG
| Sponsorships Events And Entertainment | $12.5M | 43% |
| Hospitality | $12.2M | 41% |
| Rental | $4.1M | 14% |
| Other | $631.0K | 2% |
