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Side-by-side financial comparison of Chaince Digital Holdings Inc. (CD) and Nomadar Corp. (NOMA). Click either name above to swap in a different company.
Chaince Digital Holdings Inc. is the larger business by last-quarter revenue ($466.6K vs $378.1K, roughly 1.2× Nomadar Corp.). Nomadar Corp. runs the higher net margin — -131.2% vs -640.5%, a 509.3% gap on every dollar of revenue.
CD vs NOMA — Head-to-Head
Income Statement — Q2 FY2025 vs Q3 FY2025
| Metric | | |
|---|---|---|
| Revenue | $466.6K | $378.1K |
| Net Profit | $-3.0M | $-496.2K |
| Gross Margin | — | 80.8% |
| Operating Margin | -665.1% | -77.2% |
| Net Margin | -640.5% | -131.2% |
| Revenue YoY | — | — |
| Net Profit YoY | — | — |
| EPS (diluted) | $-0.05 | $-0.03 |
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 | $27.2M | — |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | $29.4M | $5.4M |
| Total Assets | $36.6M | $10.5M |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q3 25 | — | — | ||
| Q2 25 | $27.2M | — |
| Q3 25 | — | $5.4M | ||
| Q2 25 | $29.4M | — |
| Q3 25 | — | $10.5M | ||
| Q2 25 | $36.6M | — |
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 | $-1.3M | $-1.5M |
| 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.
| Q3 25 | — | $-1.5M | ||
| Q2 25 | $-1.3M | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
