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Side-by-side financial comparison of CMB.TECH NV (CMBT) and DT Midstream, Inc. (DTM). Click either name above to swap in a different company.
CMB.TECH NV is the larger business by last-quarter revenue ($592.8M vs $317.0M, roughly 1.9× DT Midstream, Inc.). DT Midstream, Inc. runs the higher net margin — 35.0% vs 32.3%, a 2.8% gap on every dollar of revenue. On growth, DT Midstream, Inc. posted the faster year-over-year revenue change (27.3% vs -34.6%).
CMB.TECH, before October 2024 known as Euronav, is a crude oil tanker transport company, which consists of VLCCs, Suezmaxes and FSOs.
Oneok, Inc. ONE-oak, stylized as ONEOK, is an American oil and gas midstream operator headquartered in Tulsa, Oklahoma. It provides the oil and gas industry with gathering, processing, fractionation, transportation, and storage services. The company is part of the Fortune 500 and S&P 500. Oneok was founded as Oklahoma Natural Gas Company in 1906, but it changed its corporate name to Oneok in 1980.
CMBT vs DTM — Head-to-Head
Income Statement — Q4 FY2024 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $592.8M | $317.0M |
| Net Profit | $191.2M | $111.0M |
| Gross Margin | — | — |
| Operating Margin | 46.4% | 49.2% |
| Net Margin | 32.3% | 35.0% |
| Revenue YoY | -34.6% | 27.3% |
| Net Profit YoY | -63.3% | 52.1% |
| EPS (diluted) | $1.01 | $1.07 |
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 | — | $317.0M | ||
| Q3 25 | — | $314.0M | ||
| Q2 25 | — | $309.0M | ||
| Q1 25 | — | $303.0M | ||
| Q4 24 | $592.8M | $249.0M | ||
| Q3 24 | — | $248.0M | ||
| Q2 24 | — | $244.0M | ||
| Q1 24 | — | $240.0M |
| Q4 25 | — | $111.0M | ||
| Q3 25 | — | $115.0M | ||
| Q2 25 | — | $107.0M | ||
| Q1 25 | — | $108.0M | ||
| Q4 24 | $191.2M | $73.0M | ||
| Q3 24 | — | $88.0M | ||
| Q2 24 | — | $96.0M | ||
| Q1 24 | — | $97.0M |
| Q4 25 | — | 49.2% | ||
| Q3 25 | — | 49.4% | ||
| Q2 25 | — | 50.2% | ||
| Q1 25 | — | 48.8% | ||
| Q4 24 | 46.4% | 45.4% | ||
| Q3 24 | — | 49.2% | ||
| Q2 24 | — | 53.3% | ||
| Q1 24 | — | 51.7% |
| Q4 25 | — | 35.0% | ||
| Q3 25 | — | 36.6% | ||
| Q2 25 | — | 34.6% | ||
| Q1 25 | — | 35.6% | ||
| Q4 24 | 32.3% | 29.3% | ||
| Q3 24 | — | 35.5% | ||
| Q2 24 | — | 39.3% | ||
| Q1 24 | — | 40.4% |
| Q4 25 | — | $1.07 | ||
| Q3 25 | — | $1.13 | ||
| Q2 25 | — | $1.04 | ||
| Q1 25 | — | $1.06 | ||
| Q4 24 | $1.01 | $0.73 | ||
| Q3 24 | — | $0.90 | ||
| Q2 24 | — | $0.98 | ||
| Q1 24 | — | $0.99 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $38.9M | $54.0M |
| Total DebtLower is stronger | $2.6B | — |
| Stockholders' EquityBook value | $1.2B | $4.7B |
| Total Assets | $3.9B | $10.1B |
| Debt / EquityLower = less leverage | 2.20× | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | — | $54.0M | ||
| Q3 25 | — | $98.0M | ||
| Q2 25 | — | $74.0M | ||
| Q1 25 | — | $83.0M | ||
| Q4 24 | $38.9M | $68.0M | ||
| Q3 24 | — | $77.0M | ||
| Q2 24 | — | $73.0M | ||
| Q1 24 | — | $41.0M |
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | $2.6B | $3.4B | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | — | $4.7B | ||
| Q3 25 | — | $4.7B | ||
| Q2 25 | — | $4.7B | ||
| Q1 25 | — | $4.6B | ||
| Q4 24 | $1.2B | $4.6B | ||
| Q3 24 | — | $4.2B | ||
| Q2 24 | — | $4.2B | ||
| Q1 24 | — | $4.2B |
| Q4 25 | — | $10.1B | ||
| Q3 25 | — | $10.1B | ||
| Q2 25 | — | $10.0B | ||
| Q1 25 | — | $9.9B | ||
| Q4 24 | $3.9B | $9.9B | ||
| Q3 24 | — | $8.6B | ||
| Q2 24 | — | $9.0B | ||
| Q1 24 | — | $9.0B |
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | 2.20× | 0.72× | ||
| 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 | $204.4M | $161.0M |
| Free Cash FlowOCF − Capex | — | $30.0M |
| FCF MarginFCF / Revenue | — | 9.5% |
| Capex IntensityCapex / Revenue | — | 41.3% |
| Cash ConversionOCF / Net Profit | 1.07× | 1.45× |
| TTM Free Cash FlowTrailing 4 quarters | — | $441.0M |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | — | $161.0M | ||
| Q3 25 | — | $274.0M | ||
| Q2 25 | — | $185.0M | ||
| Q1 25 | — | $247.0M | ||
| Q4 24 | $204.4M | $152.0M | ||
| Q3 24 | — | $205.0M | ||
| Q2 24 | — | $165.0M | ||
| Q1 24 | — | $241.0M |
| Q4 25 | — | $30.0M | ||
| Q3 25 | — | $131.0M | ||
| Q2 25 | — | $104.0M | ||
| Q1 25 | — | $176.0M | ||
| Q4 24 | — | $62.0M | ||
| Q3 24 | — | $124.0M | ||
| Q2 24 | — | $84.0M | ||
| Q1 24 | — | $143.0M |
| Q4 25 | — | 9.5% | ||
| Q3 25 | — | 41.7% | ||
| Q2 25 | — | 33.7% | ||
| Q1 25 | — | 58.1% | ||
| Q4 24 | — | 24.9% | ||
| Q3 24 | — | 50.0% | ||
| Q2 24 | — | 34.4% | ||
| Q1 24 | — | 59.6% |
| Q4 25 | — | 41.3% | ||
| Q3 25 | — | 45.5% | ||
| Q2 25 | — | 26.2% | ||
| Q1 25 | — | 23.4% | ||
| Q4 24 | — | 36.1% | ||
| Q3 24 | — | 32.7% | ||
| Q2 24 | — | 33.2% | ||
| Q1 24 | — | 40.8% |
| Q4 25 | — | 1.45× | ||
| Q3 25 | — | 2.38× | ||
| Q2 25 | — | 1.73× | ||
| Q1 25 | — | 2.29× | ||
| Q4 24 | 1.07× | 2.08× | ||
| Q3 24 | — | 2.33× | ||
| Q2 24 | — | 1.72× | ||
| Q1 24 | — | 2.48× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
CMBT
Segment breakdown not available.
DTM
| Pipeline Segment | $173.0M | 55% |
| Gathering Segment | $144.0M | 45% |
