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Side-by-side financial comparison of CareCloud, Inc. (CCLD) and HERITAGE COMMERCE CORP (HTBK). Click either name above to swap in a different company.
HERITAGE COMMERCE CORP is the larger business by last-quarter revenue ($53.6M vs $34.4M, roughly 1.6× CareCloud, Inc.). On growth, CareCloud, Inc. posted the faster year-over-year revenue change (21.9% vs 15.6%). HERITAGE COMMERCE CORP produced more free cash flow last quarter ($61.3M vs $6.6M). Over the past eight quarters, CareCloud, Inc.'s revenue compounded faster (15.1% CAGR vs 12.8%).
CareCloud, Inc. is a publicly traded American healthcare information technology company that provides services, to healthcare providers and hospitals. The Company maintains its headquarters in Somerset, New Jersey, and employs approximately 4,000 workers worldwide.
The United States Chamber of Commerce (USCC) is a business association advocacy group and is the largest lobbying group in the United States. The group was founded in April 23, 1912, out of local chambers of commerce at the urging of President William Howard Taft and his secretary of commerce and labor Charles Nagel. President Taft's belief was that the "government needed to deal with a group that could speak with authority for the interests of business."
CCLD vs HTBK — Head-to-Head
Income Statement — Q4 FY2025 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $34.4M | $53.6M |
| Net Profit | — | $15.1M |
| Gross Margin | — | — |
| Operating Margin | 9.1% | 41.0% |
| Net Margin | — | 28.2% |
| Revenue YoY | 21.9% | 15.6% |
| Net Profit YoY | — | 42.3% |
| EPS (diluted) | $0.06 | $0.25 |
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 | $34.4M | $53.6M | ||
| Q3 25 | $31.1M | $50.0M | ||
| Q2 25 | $27.4M | $47.8M | ||
| Q1 25 | $27.6M | $46.1M | ||
| Q4 24 | $28.2M | $46.4M | ||
| Q3 24 | $28.5M | $42.2M | ||
| Q2 24 | $28.1M | $41.7M | ||
| Q1 24 | $26.0M | $42.1M |
| Q4 25 | — | $15.1M | ||
| Q3 25 | $3.1M | $14.7M | ||
| Q2 25 | $2.9M | $6.4M | ||
| Q1 25 | $1.9M | $11.6M | ||
| Q4 24 | — | $10.6M | ||
| Q3 24 | $3.1M | $10.5M | ||
| Q2 24 | $1.7M | $9.2M | ||
| Q1 24 | $-241.0K | $10.2M |
| Q4 25 | 9.1% | 41.0% | ||
| Q3 25 | 10.3% | 41.1% | ||
| Q2 25 | 10.9% | 18.7% | ||
| Q1 25 | 7.3% | 35.4% | ||
| Q4 24 | 12.2% | 31.8% | ||
| Q3 24 | 11.4% | 34.3% | ||
| Q2 24 | 8.1% | 31.3% | ||
| Q1 24 | 0.5% | 34.2% |
| Q4 25 | — | 28.2% | ||
| Q3 25 | 9.8% | 29.4% | ||
| Q2 25 | 10.6% | 13.4% | ||
| Q1 25 | 7.0% | 25.2% | ||
| Q4 24 | — | 22.9% | ||
| Q3 24 | 10.9% | 24.9% | ||
| Q2 24 | 6.0% | 22.1% | ||
| Q1 24 | -0.9% | 24.1% |
| Q4 25 | $0.06 | $0.25 | ||
| Q3 25 | $0.04 | $0.24 | ||
| Q2 25 | $0.04 | $0.10 | ||
| Q1 25 | $-0.04 | $0.19 | ||
| Q4 24 | $0.00 | $0.17 | ||
| Q3 24 | $-0.04 | $0.17 | ||
| Q2 24 | $-0.14 | $0.15 | ||
| Q1 24 | $-0.10 | $0.17 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | — | — |
| Total DebtLower is stronger | $1.2M | — |
| Stockholders' EquityBook value | $59.5M | $708.6M |
| Total Assets | $87.6M | $5.8B |
| Debt / EquityLower = less leverage | 0.02× | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $1.2M | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | $336.0K | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | $59.5M | $708.6M | ||
| Q3 25 | $57.8M | $700.0M | ||
| Q2 25 | $56.1M | $694.7M | ||
| Q1 25 | $54.2M | $696.2M | ||
| Q4 24 | $49.8M | $689.7M | ||
| Q3 24 | $46.5M | $685.4M | ||
| Q2 24 | $43.2M | $679.2M | ||
| Q1 24 | $41.4M | $676.3M |
| Q4 25 | $87.6M | $5.8B | ||
| Q3 25 | $90.6M | $5.6B | ||
| Q2 25 | $75.2M | $5.5B | ||
| Q1 25 | $73.6M | $5.5B | ||
| Q4 24 | $71.6M | $5.6B | ||
| Q3 24 | $70.7M | $5.6B | ||
| Q2 24 | $74.0M | $5.3B | ||
| Q1 24 | $76.9M | $5.3B |
| Q4 25 | 0.02× | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | 0.01× | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| 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 | $8.7M | $61.7M |
| Free Cash FlowOCF − Capex | $6.6M | $61.3M |
| FCF MarginFCF / Revenue | 19.0% | 114.3% |
| Capex IntensityCapex / Revenue | 6.2% | 0.7% |
| Cash ConversionOCF / Net Profit | — | 4.08× |
| TTM Free Cash FlowTrailing 4 quarters | $23.8M | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $8.7M | $61.7M | ||
| Q3 25 | $7.4M | $18.9M | ||
| Q2 25 | $7.4M | $8.0M | ||
| Q1 25 | $5.1M | $14.8M | ||
| Q4 24 | $5.2M | $39.0M | ||
| Q3 24 | $7.1M | $5.3M | ||
| Q2 24 | $4.3M | $10.5M | ||
| Q1 24 | $4.1M | $7.3M |
| Q4 25 | $6.6M | $61.3M | ||
| Q3 25 | $6.5M | $18.8M | ||
| Q2 25 | $6.2M | — | ||
| Q1 25 | $4.5M | — | ||
| Q4 24 | $4.3M | $37.3M | ||
| Q3 24 | $6.7M | $4.9M | ||
| Q2 24 | $4.2M | $9.9M | ||
| Q1 24 | $3.8M | $6.9M |
| Q4 25 | 19.0% | 114.3% | ||
| Q3 25 | 20.9% | 37.7% | ||
| Q2 25 | 22.8% | — | ||
| Q1 25 | 16.2% | — | ||
| Q4 24 | 15.2% | 80.5% | ||
| Q3 24 | 23.6% | 11.6% | ||
| Q2 24 | 14.8% | 23.6% | ||
| Q1 24 | 14.5% | 16.4% |
| Q4 25 | 6.2% | 0.7% | ||
| Q3 25 | 2.8% | 0.1% | ||
| Q2 25 | 4.2% | — | ||
| Q1 25 | 2.3% | — | ||
| Q4 24 | 3.3% | 3.5% | ||
| Q3 24 | 1.2% | 1.0% | ||
| Q2 24 | 0.5% | 1.6% | ||
| Q1 24 | 1.1% | 1.0% |
| Q4 25 | — | 4.08× | ||
| Q3 25 | 2.41× | 1.28× | ||
| Q2 25 | 2.55× | 1.25× | ||
| Q1 25 | 2.62× | 1.28× | ||
| Q4 24 | — | 3.67× | ||
| Q3 24 | 2.26× | 0.50× | ||
| Q2 24 | 2.56× | 1.14× | ||
| Q1 24 | — | 0.72× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
CCLD
| Healthcare IT | $31.0M | 90% |
| Medical Practice Management | $3.4M | 10% |
HTBK
Segment breakdown not available.
