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Side-by-side financial comparison of Braemar Hotels & Resorts Inc. (BHR) and SUPERIOR GROUP OF COMPANIES, INC. (SGC). Click either name above to swap in a different company.
Braemar Hotels & Resorts Inc. is the larger business by last-quarter revenue ($165.6M vs $146.6M, roughly 1.1× SUPERIOR GROUP OF COMPANIES, INC.). SUPERIOR GROUP OF COMPANIES, INC. runs the higher net margin — 2.4% vs -20.3%, a 22.7% gap on every dollar of revenue. On growth, SUPERIOR GROUP OF COMPANIES, INC. posted the faster year-over-year revenue change (0.8% vs -4.5%). SUPERIOR GROUP OF COMPANIES, INC. produced more free cash flow last quarter ($17.9M vs $-37.1M). Over the past eight quarters, SUPERIOR GROUP OF COMPANIES, INC.'s revenue compounded faster (2.7% CAGR vs -13.1%).
Braemar Hotels & Resorts Inc. is a publicly traded real estate investment trust focused on owning and operating premium luxury hotel and resort properties primarily across the United States. It caters to upscale leisure travelers, corporate event planners, and premium business guests, generating revenue via accommodation bookings, on-site amenities, and event hosting.
Superior Coach was a coachbuilder in the American automotive industry. Founded in 1909 as the Garford Motor Truck Company, Superior is best known for constructing bodies for professional cars (hearses) and school buses. Following major downturns in both segments in the late 1970s, Superior was liquidated by its parent company in 1980. From 1925 to 1980, the company was based in Lima, Ohio.
BHR vs SGC — Head-to-Head
Income Statement — Q4 FY2025 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $165.6M | $146.6M |
| Net Profit | $-33.6M | $3.5M |
| Gross Margin | — | 36.9% |
| Operating Margin | -7.3% | 2.8% |
| Net Margin | -20.3% | 2.4% |
| Revenue YoY | -4.5% | 0.8% |
| Net Profit YoY | -80.1% | 65.8% |
| EPS (diluted) | $-0.67 | $0.23 |
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 | $165.6M | $146.6M | ||
| Q3 25 | $143.6M | $138.5M | ||
| Q2 25 | $179.1M | $144.0M | ||
| Q1 25 | $215.8M | $137.1M | ||
| Q4 24 | $173.3M | $145.4M | ||
| Q3 24 | $148.4M | $149.7M | ||
| Q2 24 | $187.6M | $131.7M | ||
| Q1 24 | $219.1M | $138.8M |
| Q4 25 | $-33.6M | $3.5M | ||
| Q3 25 | $5.7M | $2.7M | ||
| Q2 25 | $-5.5M | $1.6M | ||
| Q1 25 | $11.0M | $-758.0K | ||
| Q4 24 | $-18.7M | $2.1M | ||
| Q3 24 | $12.6M | $5.4M | ||
| Q2 24 | $-11.6M | $600.0K | ||
| Q1 24 | $15.9M | $3.9M |
| Q4 25 | — | 36.9% | ||
| Q3 25 | — | 38.3% | ||
| Q2 25 | — | 38.4% | ||
| Q1 25 | — | 36.8% | ||
| Q4 24 | — | 37.1% | ||
| Q3 24 | — | 40.4% | ||
| Q2 24 | — | 38.5% | ||
| Q1 24 | — | 39.8% |
| Q4 25 | -7.3% | 2.8% | ||
| Q3 25 | 20.8% | 2.3% | ||
| Q2 25 | 10.0% | 1.3% | ||
| Q1 25 | 17.0% | -0.7% | ||
| Q4 24 | 2.2% | 1.7% | ||
| Q3 24 | 47.4% | 4.4% | ||
| Q2 24 | 6.5% | 0.5% | ||
| Q1 24 | 19.4% | 3.3% |
| Q4 25 | -20.3% | 2.4% | ||
| Q3 25 | 4.0% | 2.0% | ||
| Q2 25 | -3.1% | 1.1% | ||
| Q1 25 | 5.1% | -0.6% | ||
| Q4 24 | -10.8% | 1.4% | ||
| Q3 24 | 8.5% | 3.6% | ||
| Q2 24 | -6.2% | 0.5% | ||
| Q1 24 | 7.3% | 2.8% |
| Q4 25 | $-0.67 | $0.23 | ||
| Q3 25 | $-0.12 | $0.18 | ||
| Q2 25 | $-0.24 | $0.10 | ||
| Q1 25 | $-0.04 | $-0.05 | ||
| Q4 24 | $-0.47 | $0.12 | ||
| Q3 24 | $-0.02 | $0.33 | ||
| Q2 24 | $-0.33 | $0.04 | ||
| Q1 24 | $0.05 | $0.24 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $124.4M | $23.7M |
| Total DebtLower is stronger | $1.1B | $94.1M |
| Stockholders' EquityBook value | $138.7M | $192.8M |
| Total Assets | $1.9B | $421.8M |
| Debt / EquityLower = less leverage | 7.96× | 0.49× |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $124.4M | $23.7M | ||
| Q3 25 | $116.3M | $16.7M | ||
| Q2 25 | $80.2M | $21.0M | ||
| Q1 25 | $81.7M | $19.8M | ||
| Q4 24 | $135.5M | $18.8M | ||
| Q3 24 | $168.7M | $18.4M | ||
| Q2 24 | $114.6M | $13.4M | ||
| Q1 24 | $137.1M | $22.0M |
| Q4 25 | $1.1B | $94.1M | ||
| Q3 25 | $1.2B | $100.0M | ||
| Q2 25 | $1.2B | $99.3M | ||
| Q1 25 | $1.2B | $95.7M | ||
| Q4 24 | $1.2B | $86.0M | ||
| Q3 24 | $1.2B | — | ||
| Q2 24 | $1.1B | — | ||
| Q1 24 | $1.2B | — |
| Q4 25 | $138.7M | $192.8M | ||
| Q3 25 | $211.9M | $193.8M | ||
| Q2 25 | $225.1M | $192.1M | ||
| Q1 25 | $238.9M | $194.4M | ||
| Q4 24 | $240.7M | $198.9M | ||
| Q3 24 | $276.9M | $199.5M | ||
| Q2 24 | $282.3M | $200.9M | ||
| Q1 24 | $307.3M | $200.8M |
| Q4 25 | $1.9B | $421.8M | ||
| Q3 25 | $2.0B | $415.3M | ||
| Q2 25 | $2.1B | $423.3M | ||
| Q1 25 | $2.1B | $411.0M | ||
| Q4 24 | $2.1B | $415.1M | ||
| Q3 24 | $2.2B | $407.4M | ||
| Q2 24 | $2.2B | $400.3M | ||
| Q1 24 | $2.3B | $408.5M |
| Q4 25 | 7.96× | 0.49× | ||
| Q3 25 | 5.50× | 0.52× | ||
| Q2 25 | 5.38× | 0.52× | ||
| Q1 25 | 5.03× | 0.49× | ||
| Q4 24 | 5.03× | 0.43× | ||
| Q3 24 | 4.36× | — | ||
| Q2 24 | 4.00× | — | ||
| Q1 24 | 3.98× | — |
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 | $40.8M | $18.4M |
| Free Cash FlowOCF − Capex | $-37.1M | $17.9M |
| FCF MarginFCF / Revenue | -22.4% | 12.2% |
| Capex IntensityCapex / Revenue | 47.1% | 0.4% |
| Cash ConversionOCF / Net Profit | — | 5.32× |
| TTM Free Cash FlowTrailing 4 quarters | $-59.2M | $15.8M |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $40.8M | $18.4M | ||
| Q3 25 | $-5.8M | $-1.7M | ||
| Q2 25 | $23.0M | $4.9M | ||
| Q1 25 | $15.1M | $-2.0M | ||
| Q4 24 | $66.8M | $8.9M | ||
| Q3 24 | $9.0K | $8.2M | ||
| Q2 24 | $24.1M | $6.9M | ||
| Q1 24 | $36.0M | $9.4M |
| Q4 25 | $-37.1M | $17.9M | ||
| Q3 25 | $-27.3M | $-2.4M | ||
| Q2 25 | $5.3M | $3.3M | ||
| Q1 25 | $-159.0K | $-3.1M | ||
| Q4 24 | $-3.8M | $7.4M | ||
| Q3 24 | $-15.6M | $7.3M | ||
| Q2 24 | $8.2M | $5.6M | ||
| Q1 24 | $12.7M | $8.8M |
| Q4 25 | -22.4% | 12.2% | ||
| Q3 25 | -19.0% | -1.7% | ||
| Q2 25 | 3.0% | 2.3% | ||
| Q1 25 | -0.1% | -2.3% | ||
| Q4 24 | -2.2% | 5.1% | ||
| Q3 24 | -10.5% | 4.9% | ||
| Q2 24 | 4.4% | 4.2% | ||
| Q1 24 | 5.8% | 6.3% |
| Q4 25 | 47.1% | 0.4% | ||
| Q3 25 | 15.0% | 0.5% | ||
| Q2 25 | 9.9% | 1.1% | ||
| Q1 25 | 7.1% | 0.8% | ||
| Q4 24 | 40.7% | 1.0% | ||
| Q3 24 | 10.5% | 0.6% | ||
| Q2 24 | 8.5% | 1.0% | ||
| Q1 24 | 10.7% | 0.5% |
| Q4 25 | — | 5.32× | ||
| Q3 25 | -1.00× | -0.61× | ||
| Q2 25 | — | 3.18× | ||
| Q1 25 | 1.38× | — | ||
| Q4 24 | — | 4.28× | ||
| Q3 24 | 0.00× | 1.52× | ||
| Q2 24 | — | 11.42× | ||
| Q1 24 | 2.26× | 2.41× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
BHR
| Occupancy | $97.4M | 59% |
| Food And Beverage | $45.5M | 28% |
| Hotel Other | $22.6M | 14% |
SGC
| Branded Products | $96.9M | 66% |
| Healthcare Apparel | $28.8M | 20% |
| Contact Centers | $21.7M | 15% |
