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Side-by-side financial comparison of CMB.TECH NV (CMBT) and High-Trend International Group (HTCO). Click either name above to swap in a different company.
CMB.TECH NV is the larger business by last-quarter revenue ($592.8M vs $99.4M, roughly 6.0× High-Trend International Group). CMB.TECH NV runs the higher net margin — 32.3% vs -13.4%, a 45.6% gap on every dollar of revenue. On growth, High-Trend International Group posted the faster year-over-year revenue change (185.2% 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.
Motor Trend Group, LLC is a media company that specializes in enthusiast brands, such as Motor Trend and Hot Rod. Headquartered in El Segundo, California, it was a subsidiary of the TNT Sports division of Warner Bros. Discovery (WBD) until being sold to Hearst Communications in 2024.
CMBT vs HTCO — Head-to-Head
Income Statement — Q4 2024 vs Q2 2025
| Metric | | |
|---|---|---|
| Revenue | $592.8M | $99.4M |
| Net Profit | $191.2M | $-13.3M |
| Gross Margin | — | 4.0% |
| Operating Margin | 46.4% | -12.5% |
| Net Margin | 32.3% | -13.4% |
| Revenue YoY | -34.6% | 185.2% |
| Net Profit YoY | -63.3% | -1624.0% |
| EPS (diluted) | $1.01 | $-3.29 |
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.
| Q2 25 | — | $99.4M | ||
| Q4 24 | $592.8M | — | ||
| Q2 24 | — | $34.9M | ||
| Q4 23 | $905.9M | — |
| Q2 25 | — | $-13.3M | ||
| Q4 24 | $191.2M | — | ||
| Q2 24 | — | $-771.7K | ||
| Q4 23 | $521.2M | — |
| Q2 25 | — | 4.0% | ||
| Q4 24 | — | — | ||
| Q2 24 | — | 7.0% | ||
| Q4 23 | — | — |
| Q2 25 | — | -12.5% | ||
| Q4 24 | 46.4% | — | ||
| Q2 24 | — | 0.4% | ||
| Q4 23 | 63.4% | — |
| Q2 25 | — | -13.4% | ||
| Q4 24 | 32.3% | — | ||
| Q2 24 | — | -2.2% | ||
| Q4 23 | 57.5% | — |
| Q2 25 | — | $-3.29 | ||
| Q4 24 | $1.01 | — | ||
| Q2 24 | — | $-0.37 | ||
| Q4 23 | $2.58 | — |
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 | $13.2M |
| Total DebtLower is stronger | $2.6B | $1.0M |
| Stockholders' EquityBook value | $1.2B | $21.2M |
| Total Assets | $3.9B | $41.7M |
| Debt / EquityLower = less leverage | 2.20× | 0.05× |
8-quarter trend — quarters aligned by calendar period.
| Q2 25 | — | $13.2M | ||
| Q4 24 | $38.9M | — | ||
| Q2 24 | — | $3.4M | ||
| Q4 23 | $429.4M | — |
| Q2 25 | — | $1.0M | ||
| Q4 24 | $2.6B | — | ||
| Q2 24 | — | $2.0M | ||
| Q4 23 | $930.7M | — |
| Q2 25 | — | $21.2M | ||
| Q4 24 | $1.2B | — | ||
| Q2 24 | — | $-5.3M | ||
| Q4 23 | $2.4B | — |
| Q2 25 | — | $41.7M | ||
| Q4 24 | $3.9B | — | ||
| Q2 24 | — | $13.4M | ||
| Q4 23 | $3.4B | — |
| Q2 25 | — | 0.05× | ||
| Q4 24 | 2.20× | — | ||
| Q2 24 | — | — | ||
| Q4 23 | 0.39× | — |
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 | $6.5M |
| Free Cash FlowOCF − Capex | — | $6.5M |
| FCF MarginFCF / Revenue | — | 6.6% |
| Capex IntensityCapex / Revenue | — | 0.0% |
| Cash ConversionOCF / Net Profit | 1.07× | — |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q2 25 | — | $6.5M | ||
| Q4 24 | $204.4M | — | ||
| Q2 24 | — | $-3.5M | ||
| Q4 23 | $435.8M | — |
| Q2 25 | — | $6.5M | ||
| Q4 24 | — | — | ||
| Q2 24 | — | — | ||
| Q4 23 | $65.6M | — |
| Q2 25 | — | 6.6% | ||
| Q4 24 | — | — | ||
| Q2 24 | — | — | ||
| Q4 23 | 7.2% | — |
| Q2 25 | — | 0.0% | ||
| Q4 24 | — | — | ||
| Q2 24 | — | — | ||
| Q4 23 | 40.9% | — |
| Q2 25 | — | — | ||
| Q4 24 | 1.07× | — | ||
| Q2 24 | — | — | ||
| Q4 23 | 0.84× | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
