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Side-by-side financial comparison of Commercial Bancgroup, Inc. (CBK) and 1stdibs.com, Inc. (DIBS). Click either name above to swap in a different company.
Commercial Bancgroup, Inc. is the larger business by last-quarter revenue ($23.1M vs $23.0M, roughly 1.0× 1stdibs.com, Inc.). Commercial Bancgroup, Inc. runs the higher net margin — 41.3% vs -4.5%, a 45.9% gap on every dollar of revenue.
Commercial Bancgroup, Inc.CBKEarnings & Financial Report
Commercial Bancgroup, Inc. operates as a U.S. regional bank holding company that provides a full suite of retail and commercial banking products and services to individual consumers, small and medium-sized businesses, and local institutional clients. Its core offerings include deposit accounts, lending solutions, wealth management, and tailored financial advisory services for regional markets.
1stdibs.com, Inc. is an American e-commerce company. It has an online marketplace, which sells luxury items such as high-end furniture for interior design, fine art and jewelry. The company has been recognized for "pushing the antiques business into the 21st century." Originally, founded in Paris, it is headquartered in New York City.
CBK vs DIBS — Head-to-Head
Income Statement — Q1 FY2026 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $23.1M | $23.0M |
| Net Profit | $9.5M | $-1.0M |
| Gross Margin | — | 73.5% |
| Operating Margin | — | -10.1% |
| Net Margin | 41.3% | -4.5% |
| Revenue YoY | — | 0.9% |
| Net Profit YoY | 9.7% | 80.0% |
| EPS (diluted) | $0.69 | $-0.02 |
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.
| Q1 26 | $23.1M | — | ||
| Q4 25 | $23.5M | $23.0M | ||
| Q3 25 | $22.8M | $22.0M | ||
| Q2 25 | — | $22.1M | ||
| Q1 25 | — | $22.5M | ||
| Q4 24 | — | $22.8M | ||
| Q3 24 | — | $21.2M | ||
| Q2 24 | — | $22.2M |
| Q1 26 | $9.5M | — | ||
| Q4 25 | $9.9M | $-1.0M | ||
| Q3 25 | $9.5M | $-3.5M | ||
| Q2 25 | — | $-4.3M | ||
| Q1 25 | — | $-4.8M | ||
| Q4 24 | — | $-5.2M | ||
| Q3 24 | — | $-5.7M | ||
| Q2 24 | — | $-4.4M |
| Q1 26 | — | — | ||
| Q4 25 | — | 73.5% | ||
| Q3 25 | — | 74.3% | ||
| Q2 25 | — | 71.8% | ||
| Q1 25 | — | 72.4% | ||
| Q4 24 | — | 72.3% | ||
| Q3 24 | — | 71.0% | ||
| Q2 24 | — | 71.7% |
| Q1 26 | — | — | ||
| Q4 25 | — | -10.1% | ||
| Q3 25 | 53.8% | -21.3% | ||
| Q2 25 | — | -25.8% | ||
| Q1 25 | — | -27.7% | ||
| Q4 24 | — | -30.6% | ||
| Q3 24 | — | -34.9% | ||
| Q2 24 | — | -29.2% |
| Q1 26 | 41.3% | — | ||
| Q4 25 | 42.2% | -4.5% | ||
| Q3 25 | 41.4% | -16.0% | ||
| Q2 25 | — | -19.5% | ||
| Q1 25 | — | -21.3% | ||
| Q4 24 | — | -22.9% | ||
| Q3 24 | — | -26.8% | ||
| Q2 24 | — | -20.0% |
| Q1 26 | $0.69 | — | ||
| Q4 25 | $0.72 | $-0.02 | ||
| Q3 25 | $0.77 | $-0.10 | ||
| Q2 25 | — | $-0.12 | ||
| Q1 25 | — | $-0.14 | ||
| Q4 24 | — | $-0.14 | ||
| Q3 24 | — | $-0.15 | ||
| Q2 24 | — | $-0.12 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | — | $22.9M |
| Total DebtLower is stronger | $118.2M | — |
| Stockholders' EquityBook value | — | $93.6M |
| Total Assets | $2.3B | $132.1M |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | — | ||
| Q4 25 | — | $22.9M | ||
| Q3 25 | $154.8M | $19.9M | ||
| Q2 25 | — | $22.4M | ||
| Q1 25 | — | $20.3M | ||
| Q4 24 | — | $26.0M | ||
| Q3 24 | — | $22.0M | ||
| Q2 24 | — | $23.8M |
| Q1 26 | $118.2M | — | ||
| Q4 25 | $166.8M | — | ||
| Q3 25 | $100.1M | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
| Q1 26 | — | — | ||
| Q4 25 | — | $93.6M | ||
| Q3 25 | $245.2M | $94.0M | ||
| Q2 25 | — | $94.9M | ||
| Q1 25 | — | $96.2M | ||
| Q4 24 | — | $99.3M | ||
| Q3 24 | — | $107.2M | ||
| Q2 24 | — | $110.4M |
| Q1 26 | $2.3B | — | ||
| Q4 25 | $2.3B | $132.1M | ||
| Q3 25 | $2.2B | $135.2M | ||
| Q2 25 | — | $138.6M | ||
| Q1 25 | — | $142.5M | ||
| Q4 24 | — | $145.8M | ||
| Q3 24 | — | $154.4M | ||
| Q2 24 | — | $157.6M |
| Q1 26 | — | — | ||
| Q4 25 | — | — | ||
| Q3 25 | 0.41× | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 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 | — | $4.3M |
| Free Cash FlowOCF − Capex | — | $3.6M |
| FCF MarginFCF / Revenue | — | 15.7% |
| Capex IntensityCapex / Revenue | — | 2.9% |
| Cash ConversionOCF / Net Profit | — | — |
| TTM Free Cash FlowTrailing 4 quarters | — | $-3.2M |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | — | ||
| Q4 25 | — | $4.3M | ||
| Q3 25 | $28.0M | $-1.5M | ||
| Q2 25 | — | $-5.1M | ||
| Q1 25 | — | $-96.0K | ||
| Q4 24 | — | $2.8M | ||
| Q3 24 | — | $-3.0K | ||
| Q2 24 | — | $-2.6M |
| Q1 26 | — | — | ||
| Q4 25 | — | $3.6M | ||
| Q3 25 | $26.5M | $-1.5M | ||
| Q2 25 | — | $-5.2M | ||
| Q1 25 | — | $-143.0K | ||
| Q4 24 | — | $1.5M | ||
| Q3 24 | — | $-44.0K | ||
| Q2 24 | — | $-3.0M |
| Q1 26 | — | — | ||
| Q4 25 | — | 15.7% | ||
| Q3 25 | 115.8% | -6.8% | ||
| Q2 25 | — | -23.4% | ||
| Q1 25 | — | -0.6% | ||
| Q4 24 | — | 6.5% | ||
| Q3 24 | — | -0.2% | ||
| Q2 24 | — | -13.5% |
| Q1 26 | — | — | ||
| Q4 25 | — | 2.9% | ||
| Q3 25 | 6.7% | 0.1% | ||
| Q2 25 | — | 0.2% | ||
| Q1 25 | — | 0.2% | ||
| Q4 24 | — | 5.8% | ||
| Q3 24 | — | 0.2% | ||
| Q2 24 | — | 1.6% |
| Q1 26 | — | — | ||
| Q4 25 | — | — | ||
| Q3 25 | 2.96× | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
CBK
| Net Interest Income | $20.5M | 89% |
| Noninterest Income | $2.6M | 11% |
DIBS
Segment breakdown not available.
