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Side-by-side financial comparison of Ceribell, Inc. (CBLL) and Good Times Restaurants Inc. (GTIM). Click either name above to swap in a different company.
Good Times Restaurants Inc. is the larger business by last-quarter revenue ($32.7M vs $24.8M, roughly 1.3× Ceribell, Inc.). Good Times Restaurants Inc. runs the higher net margin — 0.6% vs -54.6%, a 55.1% gap on every dollar of revenue. Good Times Restaurants Inc. produced more free cash flow last quarter ($1.2M vs $-11.0M).
Ceribell, Inc. develops and commercializes innovative portable neurodiagnostic medical devices, focused on rapid non-invasive electroencephalogram (EEG) solutions for seizure detection. Its core products serve hospital emergency departments, intensive care units, and long-term care facilities, with primary markets across North America and ongoing global expansion efforts.
Good Times is a Golden, Colorado–based fast-food restaurant specializing in premium burgers and frozen custard. As of July 2023, the chain operates 31 locations, down from 38 in 2015.
CBLL vs GTIM — Head-to-Head
Income Statement — Q4 FY2025 vs Q1 FY2026
| Metric | | |
|---|---|---|
| Revenue | $24.8M | $32.7M |
| Net Profit | $-13.5M | $181.0K |
| Gross Margin | 87.3% | — |
| Operating Margin | -58.9% | 0.9% |
| Net Margin | -54.6% | 0.6% |
| Revenue YoY | — | -10.0% |
| Net Profit YoY | — | 10.4% |
| EPS (diluted) | $-0.35 | $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.
| Q4 25 | $24.8M | $32.7M | ||
| Q3 25 | $22.6M | $37.0M | ||
| Q2 25 | $21.2M | $34.3M | ||
| Q1 25 | $20.5M | — | ||
| Q4 24 | — | $36.3M | ||
| Q3 24 | $17.2M | $35.8M | ||
| Q2 24 | — | $38.0M | ||
| Q1 24 | — | $35.4M |
| Q4 25 | $-13.5M | $181.0K | ||
| Q3 25 | $-13.5M | $1.5M | ||
| Q2 25 | $-13.6M | $-624.0K | ||
| Q1 25 | $-12.8M | — | ||
| Q4 24 | — | $164.0K | ||
| Q3 24 | $-10.4M | $230.0K | ||
| Q2 24 | — | $1.3M | ||
| Q1 24 | — | $618.0K |
| Q4 25 | 87.3% | — | ||
| Q3 25 | 88.3% | — | ||
| Q2 25 | 88.1% | — | ||
| Q1 25 | 87.9% | — | ||
| Q4 24 | — | — | ||
| Q3 24 | 87.3% | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | -58.9% | 0.9% | ||
| Q3 25 | -64.8% | 3.3% | ||
| Q2 25 | -70.5% | -1.5% | ||
| Q1 25 | -69.3% | — | ||
| Q4 24 | — | 0.2% | ||
| Q3 24 | -57.8% | -0.3% | ||
| Q2 24 | — | 3.2% | ||
| Q1 24 | — | 1.8% |
| Q4 25 | -54.6% | 0.6% | ||
| Q3 25 | -59.6% | 4.0% | ||
| Q2 25 | -64.4% | -1.8% | ||
| Q1 25 | -62.4% | — | ||
| Q4 24 | — | 0.5% | ||
| Q3 24 | -60.6% | 0.6% | ||
| Q2 24 | — | 3.5% | ||
| Q1 24 | — | 1.7% |
| Q4 25 | $-0.35 | $0.02 | ||
| Q3 25 | $-0.37 | $0.14 | ||
| Q2 25 | $-0.38 | $-0.06 | ||
| Q1 25 | $-0.36 | — | ||
| Q4 24 | — | $0.02 | ||
| Q3 24 | $-1.85 | $0.01 | ||
| Q2 24 | — | $0.12 | ||
| Q1 24 | — | $0.06 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $159.3M | — |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | $155.3M | $33.2M |
| Total Assets | $195.8M | $82.5M |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $159.3M | — | ||
| Q3 25 | $168.5M | — | ||
| Q2 25 | $177.4M | $2.7M | ||
| Q1 25 | $182.7M | — | ||
| Q4 24 | — | $3.0M | ||
| Q3 24 | $14.1M | $3.9M | ||
| Q2 24 | — | — | ||
| Q1 24 | — | $4.0M |
| Q4 25 | $155.3M | $33.2M | ||
| Q3 25 | $164.1M | $33.1M | ||
| Q2 25 | $172.2M | $31.6M | ||
| Q1 25 | $180.9M | — | ||
| Q4 24 | — | $32.4M | ||
| Q3 24 | $-136.0M | $32.4M | ||
| Q2 24 | — | $32.3M | ||
| Q1 24 | — | $31.6M |
| Q4 25 | $195.8M | $82.5M | ||
| Q3 25 | $199.5M | $85.8M | ||
| Q2 25 | $207.7M | $86.9M | ||
| Q1 25 | $213.5M | — | ||
| Q4 24 | — | $89.5M | ||
| Q3 24 | $47.1M | $87.1M | ||
| Q2 24 | — | $90.1M | ||
| Q1 24 | — | $89.0M |
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 | $-10.8M | $1.4M |
| Free Cash FlowOCF − Capex | $-11.0M | $1.2M |
| FCF MarginFCF / Revenue | -44.2% | 3.8% |
| Capex IntensityCapex / Revenue | 0.7% | 0.6% |
| Cash ConversionOCF / Net Profit | — | 7.85× |
| TTM Free Cash FlowTrailing 4 quarters | $-41.6M | $-72.0K |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $-10.8M | $1.4M | ||
| Q3 25 | $-11.1M | $1.3M | ||
| Q2 25 | $-7.5M | $714.0K | ||
| Q1 25 | $-11.4M | — | ||
| Q4 24 | — | $-518.0K | ||
| Q3 24 | — | $394.0K | ||
| Q2 24 | — | $3.2M | ||
| Q1 24 | — | $1.8M |
| Q4 25 | $-11.0M | $1.2M | ||
| Q3 25 | $-11.5M | $735.0K | ||
| Q2 25 | $-7.6M | $-105.0K | ||
| Q1 25 | $-11.6M | — | ||
| Q4 24 | — | $-1.9M | ||
| Q3 24 | — | $-466.0K | ||
| Q2 24 | — | $2.0M | ||
| Q1 24 | — | $1.2M |
| Q4 25 | -44.2% | 3.8% | ||
| Q3 25 | -50.8% | 2.0% | ||
| Q2 25 | -35.9% | -0.3% | ||
| Q1 25 | -56.4% | — | ||
| Q4 24 | — | -5.3% | ||
| Q3 24 | — | -1.3% | ||
| Q2 24 | — | 5.3% | ||
| Q1 24 | — | 3.2% |
| Q4 25 | 0.7% | 0.6% | ||
| Q3 25 | 1.6% | 1.4% | ||
| Q2 25 | 0.3% | 2.4% | ||
| Q1 25 | 0.7% | — | ||
| Q4 24 | — | 3.9% | ||
| Q3 24 | — | 2.4% | ||
| Q2 24 | — | 3.2% | ||
| Q1 24 | — | 1.7% |
| Q4 25 | — | 7.85× | ||
| Q3 25 | — | 0.85× | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | -3.16× | ||
| Q3 24 | — | 1.71× | ||
| Q2 24 | — | 2.44× | ||
| Q1 24 | — | 2.86× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
CBLL
| Products | $18.8M | 76% |
| Subscription | $6.0M | 24% |
GTIM
Segment breakdown not available.
