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Side-by-side financial comparison of Black Rock Coffee Bar, Inc. (BRCB) and Namib Minerals (NAMM). Click either name above to swap in a different company.
Black Rock Coffee Bar, Inc. is the larger business by last-quarter revenue ($51.5M vs $41.9M, roughly 1.2× Namib Minerals). Namib Minerals produced more free cash flow last quarter ($7.4M vs $-25.8M).
Black Rock Coffee Bar, Inc. is a U.S.-based specialty coffee retail chain that offers handcrafted premium coffee beverages, energy drinks, baked goods, and light snacks. It operates in-store and drive-thru locations primarily across western U.S. states, prioritizing high-quality customizable products and community-focused consumer experiences.
Namib Minerals is a Namibia-based natural resources firm focused on exploration, development and extraction of high-demand mineral deposits including uranium, copper and lithium. It operates across licensed southern African sites, supplying raw materials to global clean energy, construction and electronics manufacturing sectors.
BRCB vs NAMM — Head-to-Head
Income Statement — Q3 FY2025 vs Q2 FY2025
| Metric | | |
|---|---|---|
| Revenue | $51.5M | $41.9M |
| Net Profit | $-712.0K | — |
| Gross Margin | — | 45.7% |
| Operating Margin | -12.4% | 29.8% |
| Net Margin | -1.4% | — |
| Revenue YoY | — | — |
| Net Profit YoY | — | — |
| EPS (diluted) | $-0.05 | — |
Green = leading value per metric. Periods may differ when fiscal calendars don't align.
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $32.6M | — |
| Total DebtLower is stronger | $20.0M | — |
| Stockholders' EquityBook value | $43.0M | — |
| Total Assets | $323.2M | — |
| Debt / EquityLower = less leverage | 0.46× | — |
8-quarter trend — quarters aligned by calendar period.
| Q3 25 | $32.6M | — | ||
| Q2 25 | — | — |
| Q3 25 | $20.0M | — | ||
| Q2 25 | — | — |
| Q3 25 | $43.0M | — | ||
| Q2 25 | — | — |
| Q3 25 | $323.2M | — | ||
| Q2 25 | — | — |
| Q3 25 | 0.46× | — | ||
| Q2 25 | — | — |
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 | $-2.9M | $11.4M |
| Free Cash FlowOCF − Capex | $-25.8M | $7.4M |
| FCF MarginFCF / Revenue | -50.2% | 17.6% |
| Capex IntensityCapex / Revenue | 44.5% | 9.6% |
| Cash ConversionOCF / Net Profit | — | — |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q3 25 | $-2.9M | — | ||
| Q2 25 | — | $11.4M |
| Q3 25 | $-25.8M | — | ||
| Q2 25 | — | $7.4M |
| Q3 25 | -50.2% | — | ||
| Q2 25 | — | 17.6% |
| Q3 25 | 44.5% | — | ||
| Q2 25 | — | 9.6% |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
