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Side-by-side financial comparison of Comstock Holding Companies, Inc. (CHCI) and Gambling.com Group Ltd (GAMB). Click either name above to swap in a different company.
Comstock Holding Companies, Inc. is the larger business by last-quarter revenue ($23.9M vs $15.9M, roughly 1.5× Gambling.com Group Ltd). Comstock Holding Companies, Inc. runs the higher net margin — 56.3% vs 0.4%, a 56.0% gap on every dollar of revenue.
The Comstock Lode is a lode of silver ore located under the eastern slope of Mount Davidson, a peak in the Virginia Range in Virginia City, Nevada, which was the first major discovery of silver ore in the United States and named after Canadian miner Henry Comstock.
Gambling.com Group is a performance marketing and sports betting media company. The company provides digital marketing services for the online gambling industry.
CHCI vs GAMB — Head-to-Head
Income Statement — Q4 FY2025 vs Q2 FY2022
| Metric | | |
|---|---|---|
| Revenue | $23.9M | $15.9M |
| Net Profit | $13.5M | $56.0K |
| Gross Margin | 35.5% | 96.9% |
| Operating Margin | 32.4% | -14.1% |
| Net Margin | 56.3% | 0.4% |
| Revenue YoY | 41.5% | — |
| Net Profit YoY | 30.5% | — |
| EPS (diluted) | — | $0.00 |
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 | $23.9M | — | ||
| Q3 25 | $13.3M | — | ||
| Q2 25 | $13.0M | — | ||
| Q1 25 | $12.6M | — | ||
| Q4 24 | $16.9M | — | ||
| Q3 24 | $13.0M | — | ||
| Q2 24 | $10.8M | — | ||
| Q1 24 | $10.6M | — |
| Q4 25 | $13.5M | — | ||
| Q3 25 | $541.0K | — | ||
| Q2 25 | $1.4M | — | ||
| Q1 25 | $1.6M | — | ||
| Q4 24 | $10.3M | — | ||
| Q3 24 | $2.4M | — | ||
| Q2 24 | $946.0K | — | ||
| Q1 24 | $910.0K | — |
| Q4 25 | 35.5% | — | ||
| Q3 25 | 11.0% | — | ||
| Q2 25 | 19.0% | — | ||
| Q1 25 | 18.6% | — | ||
| Q4 24 | 33.4% | — | ||
| Q3 24 | 26.3% | — | ||
| Q2 24 | 17.2% | — | ||
| Q1 24 | 16.5% | — |
| Q4 25 | 32.4% | — | ||
| Q3 25 | 5.0% | — | ||
| Q2 25 | 13.7% | — | ||
| Q1 25 | 13.7% | — | ||
| Q4 24 | 30.1% | — | ||
| Q3 24 | 21.8% | — | ||
| Q2 24 | 11.4% | — | ||
| Q1 24 | 10.8% | — |
| Q4 25 | 56.3% | — | ||
| Q3 25 | 4.1% | — | ||
| Q2 25 | 11.1% | — | ||
| Q1 25 | 12.6% | — | ||
| Q4 24 | 61.1% | — | ||
| Q3 24 | 18.3% | — | ||
| Q2 24 | 8.8% | — | ||
| Q1 24 | 8.6% | — |
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | $0.09 | — |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $31.3M | $31.1M |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | $70.0M | $85.0M |
| Total Assets | $85.0M | $131.8M |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $31.3M | — | ||
| Q3 25 | $26.2M | — | ||
| Q2 25 | $30.5M | — | ||
| Q1 25 | $28.3M | — | ||
| Q4 24 | $28.8M | — | ||
| Q3 24 | $21.1M | — | ||
| Q2 24 | $17.4M | — | ||
| Q1 24 | $16.2M | — |
| Q4 25 | $70.0M | — | ||
| Q3 25 | $56.3M | — | ||
| Q2 25 | $55.5M | — | ||
| Q1 25 | $53.7M | — | ||
| Q4 24 | $52.4M | — | ||
| Q3 24 | $41.7M | — | ||
| Q2 24 | $39.2M | — | ||
| Q1 24 | $37.9M | — |
| Q4 25 | $85.0M | — | ||
| Q3 25 | $67.6M | — | ||
| Q2 25 | $65.2M | — | ||
| Q1 25 | $62.8M | — | ||
| Q4 24 | $64.9M | — | ||
| Q3 24 | $52.2M | — | ||
| Q2 24 | $48.6M | — | ||
| Q1 24 | $46.8M | — |
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 | $4.8M | $3.4M |
| Free Cash FlowOCF − Capex | — | — |
| FCF MarginFCF / Revenue | — | — |
| Capex IntensityCapex / Revenue | — | — |
| Cash ConversionOCF / Net Profit | 0.36× | 59.96× |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $4.8M | — | ||
| Q3 25 | $-3.2M | — | ||
| Q2 25 | $2.2M | — | ||
| Q1 25 | $582.0K | — | ||
| Q4 24 | $10.7M | — | ||
| Q3 24 | $3.9M | — | ||
| Q2 24 | $1.3M | — | ||
| Q1 24 | $-2.2M | — |
| Q4 25 | 0.36× | — | ||
| Q3 25 | -5.96× | — | ||
| Q2 25 | 1.51× | — | ||
| Q1 25 | 0.37× | — | ||
| Q4 24 | 1.03× | — | ||
| Q3 24 | 1.63× | — | ||
| Q2 24 | 1.35× | — | ||
| Q1 24 | -2.46× | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
CHCI
| Related Party | $22.1M | 92% |
| Nonrelated Party | $1.9M | 8% |
GAMB
| Performance Marketing | $12.3M | 77% |
| Sports | $3.8M | 24% |
