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Side-by-side financial comparison of Chaince Digital Holdings Inc. (CD) and iSpecimen Inc. (ISPC). Click either name above to swap in a different company.

iSpecimen Inc. is the larger business by last-quarter revenue ($713.1K vs $466.6K, roughly 1.5× Chaince Digital Holdings Inc.). iSpecimen Inc. runs the higher net margin — -146.9% vs -640.5%, a 493.7% gap on every dollar of revenue.

Specimen Products is a Chicago-based manufacturer of custom guitars, tube amplifiers, and audio horn speakers led by luthier Ian Schneller. Specimen Products also offers courses in guitar and tube amplifier design, construction, and repair through their Chicago School of Guitar Making. The Specimen workshop offers repair services to the general public, making use of their collection of parts from rare and vintage manufacturers.

CD vs ISPC — Head-to-Head

Bigger by revenue
ISPC
ISPC
1.5× larger
ISPC
$713.1K
$466.6K
CD
Higher net margin
ISPC
ISPC
493.7% more per $
ISPC
-146.9%
-640.5%
CD

Income Statement — Q2 FY2025 vs Q2 FY2025

Metric
CD
CD
ISPC
ISPC
Revenue
$466.6K
$713.1K
Net Profit
$-3.0M
$-1.0M
Gross Margin
44.4%
Operating Margin
-665.1%
-255.4%
Net Margin
-640.5%
-146.9%
Revenue YoY
-75.1%
Net Profit YoY
50.3%
EPS (diluted)
$-0.05
$-0.42

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.

Revenue
CD
CD
ISPC
ISPC
Q2 25
$466.6K
$713.1K
Q1 25
$1.1M
Q4 24
$1.5M
Q3 24
$2.7M
Q2 24
$2.9M
Q1 24
$2.3M
Q4 23
$2.6M
Q3 23
$2.8M
Net Profit
CD
CD
ISPC
ISPC
Q2 25
$-3.0M
$-1.0M
Q1 25
$-1.7M
Q4 24
$-6.0M
Q3 24
$-1.4M
Q2 24
$-2.1M
Q1 24
$-2.9M
Q4 23
$-3.1M
Q3 23
$-2.1M
Gross Margin
CD
CD
ISPC
ISPC
Q2 25
44.4%
Q1 25
42.4%
Q4 24
13.5%
Q3 24
43.4%
Q2 24
51.9%
Q1 24
58.4%
Q4 23
44.6%
Q3 23
49.9%
Operating Margin
CD
CD
ISPC
ISPC
Q2 25
-665.1%
-255.4%
Q1 25
-154.9%
Q4 24
-395.8%
Q3 24
-64.1%
Q2 24
-76.2%
Q1 24
-131.0%
Q4 23
-111.5%
Q3 23
-79.0%
Net Margin
CD
CD
ISPC
ISPC
Q2 25
-640.5%
-146.9%
Q1 25
-156.8%
Q4 24
-409.8%
Q3 24
-54.1%
Q2 24
-73.6%
Q1 24
-126.7%
Q4 23
-119.3%
Q3 23
-76.0%
EPS (diluted)
CD
CD
ISPC
ISPC
Q2 25
$-0.05
$-0.42
Q1 25
$-0.71
Q4 24
$-5.40
Q3 24
$-2.10
Q2 24
$-3.72
Q1 24
$-6.36
Q4 23
$-19.23
Q3 23
$-4.66

Balance Sheet & Financial Strength

Snapshot of each company's liquidity, leverage and book value from the latest quarter.

Metric
CD
CD
ISPC
ISPC
Cash + ST InvestmentsLiquidity on hand
$27.2M
Total DebtLower is stronger
Stockholders' EquityBook value
$29.4M
$622.0K
Total Assets
$36.6M
$6.0M
Debt / EquityLower = less leverage

8-quarter trend — quarters aligned by calendar period.

Cash + ST Investments
CD
CD
ISPC
ISPC
Q2 25
$27.2M
Q1 25
Q4 24
$1.9M
Q3 24
$1.8M
Q2 24
$2.2M
Q1 24
$2.1M
Q4 23
$2.3M
Q3 23
$2.7M
Stockholders' Equity
CD
CD
ISPC
ISPC
Q2 25
$29.4M
$622.0K
Q1 25
$1.7M
Q4 24
$3.3M
Q3 24
$4.7M
Q2 24
$6.1M
Q1 24
$6.8M
Q4 23
$9.7M
Q3 23
$12.7M
Total Assets
CD
CD
ISPC
ISPC
Q2 25
$36.6M
$6.0M
Q1 25
$6.8M
Q4 24
$9.4M
Q3 24
$11.3M
Q2 24
$11.9M
Q1 24
$12.5M
Q4 23
$15.8M
Q3 23
$16.3M

Cash Flow & Capital Efficiency

How much cash each business actually produces after reinvestment. Cash flow is harder to manipulate than net income.

Metric
CD
CD
ISPC
ISPC
Operating Cash FlowLast quarter
$-1.3M
$-192.2K
Free Cash FlowOCF − Capex
FCF MarginFCF / Revenue
Capex IntensityCapex / Revenue
Cash ConversionOCF / Net Profit
TTM Free Cash FlowTrailing 4 quarters

8-quarter trend — quarters aligned by calendar period.

Operating Cash Flow
CD
CD
ISPC
ISPC
Q2 25
$-1.3M
$-192.2K
Q1 25
$-1.1M
Q4 24
$-3.6M
Q3 24
$-1.1M
Q2 24
$-1.5M
Q1 24
$-2.1M
Q4 23
$345.1K
Q3 23
$-1.6M
Free Cash Flow
CD
CD
ISPC
ISPC
Q2 25
Q1 25
Q4 24
$-3.6M
Q3 24
$-1.1M
Q2 24
Q1 24
$-2.1M
Q4 23
Q3 23
$-1.6M
FCF Margin
CD
CD
ISPC
ISPC
Q2 25
Q1 25
Q4 24
-242.7%
Q3 24
-41.1%
Q2 24
Q1 24
-90.9%
Q4 23
Q3 23
-59.0%
Capex Intensity
CD
CD
ISPC
ISPC
Q2 25
Q1 25
Q4 24
0.5%
Q3 24
0.5%
Q2 24
0.0%
Q1 24
0.4%
Q4 23
0.0%
Q3 23
0.2%

Financial Flow Comparison

Revenue → gross profit → operating profit → net profit for each company.

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