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Side-by-side financial comparison of CMB.TECH NV (CMBT) and Grand Canyon Education, Inc. (LOPE). Click either name above to swap in a different company.
CMB.TECH NV is the larger business by last-quarter revenue ($592.8M vs $308.1M, roughly 1.9× Grand Canyon Education, Inc.). CMB.TECH NV runs the higher net margin — 32.3% vs 28.1%, a 4.1% gap on every dollar of revenue. On growth, Grand Canyon Education, Inc. posted the faster year-over-year revenue change (5.3% 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.
Grand Canyon Education, Inc. (GCE) is an American for-profit corporation that provides services to universities, specializing in program development, online education, and operational support. Formerly affiliated with Grand Canyon University (GCU), a Christian university in Arizona, GCE became a separate publicly traded company in 2008.
CMBT vs LOPE — Head-to-Head
Income Statement — Q4 FY2024 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $592.8M | $308.1M |
| Net Profit | $191.2M | $86.7M |
| Gross Margin | — | — |
| Operating Margin | 46.4% | 35.1% |
| Net Margin | 32.3% | 28.1% |
| Revenue YoY | -34.6% | 5.3% |
| Net Profit YoY | -63.3% | 5.9% |
| EPS (diluted) | $1.01 | $3.13 |
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 | — | $308.1M | ||
| Q3 25 | — | $261.1M | ||
| Q2 25 | — | $247.5M | ||
| Q1 25 | — | $289.3M | ||
| Q4 24 | $592.8M | $292.6M | ||
| Q3 24 | — | $238.3M | ||
| Q2 24 | — | $227.5M | ||
| Q1 24 | — | $274.7M |
| Q4 25 | — | $86.7M | ||
| Q3 25 | — | $16.3M | ||
| Q2 25 | — | $41.5M | ||
| Q1 25 | — | $71.6M | ||
| Q4 24 | $191.2M | $81.9M | ||
| Q3 24 | — | $41.5M | ||
| Q2 24 | — | $34.9M | ||
| Q1 24 | — | $68.0M |
| Q4 25 | — | 35.1% | ||
| Q3 25 | — | 6.9% | ||
| Q2 25 | — | 20.9% | ||
| Q1 25 | — | 30.4% | ||
| Q4 24 | 46.4% | 34.2% | ||
| Q3 24 | — | 20.2% | ||
| Q2 24 | — | 18.8% | ||
| Q1 24 | — | 30.8% |
| Q4 25 | — | 28.1% | ||
| Q3 25 | — | 6.2% | ||
| Q2 25 | — | 16.8% | ||
| Q1 25 | — | 24.8% | ||
| Q4 24 | 32.3% | 28.0% | ||
| Q3 24 | — | 17.4% | ||
| Q2 24 | — | 15.3% | ||
| Q1 24 | — | 24.8% |
| Q4 25 | — | $3.13 | ||
| Q3 25 | — | $0.58 | ||
| Q2 25 | — | $1.48 | ||
| Q1 25 | — | $2.52 | ||
| Q4 24 | $1.01 | $2.83 | ||
| Q3 24 | — | $1.42 | ||
| Q2 24 | — | $1.19 | ||
| Q1 24 | — | $2.29 |
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 | $111.8M |
| Total DebtLower is stronger | $2.6B | — |
| Stockholders' EquityBook value | $1.2B | $746.9M |
| Total Assets | $3.9B | $992.3M |
| Debt / EquityLower = less leverage | 2.20× | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | — | $111.8M | ||
| Q3 25 | — | $97.3M | ||
| Q2 25 | — | $192.3M | ||
| Q1 25 | — | $144.5M | ||
| Q4 24 | $38.9M | $324.6M | ||
| Q3 24 | — | $263.6M | ||
| Q2 24 | — | $241.3M | ||
| Q1 24 | — | $196.2M |
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | $2.6B | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | — | $746.9M | ||
| Q3 25 | — | $758.0M | ||
| Q2 25 | — | $778.0M | ||
| Q1 25 | — | $780.7M | ||
| Q4 24 | $1.2B | $783.9M | ||
| Q3 24 | — | $764.1M | ||
| Q2 24 | — | $759.2M | ||
| Q1 24 | — | $759.4M |
| Q4 25 | — | $992.3M | ||
| Q3 25 | — | $1.0B | ||
| Q2 25 | — | $1.0B | ||
| Q1 25 | — | $1.0B | ||
| Q4 24 | $3.9B | $1.0B | ||
| Q3 24 | — | $992.9M | ||
| Q2 24 | — | $992.7M | ||
| Q1 24 | — | $1.0B |
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | 2.20× | — | ||
| 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 | $130.5M |
| Free Cash FlowOCF − Capex | — | $122.9M |
| FCF MarginFCF / Revenue | — | 39.9% |
| Capex IntensityCapex / Revenue | — | 2.5% |
| Cash ConversionOCF / Net Profit | 1.07× | 1.50× |
| TTM Free Cash FlowTrailing 4 quarters | — | $238.6M |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | — | $130.5M | ||
| Q3 25 | — | $-48.6M | ||
| Q2 25 | — | $124.0M | ||
| Q1 25 | — | $67.6M | ||
| Q4 24 | $204.4M | $135.8M | ||
| Q3 24 | — | $-29.4M | ||
| Q2 24 | — | $98.6M | ||
| Q1 24 | — | $85.0M |
| Q4 25 | — | $122.9M | ||
| Q3 25 | — | $-58.3M | ||
| Q2 25 | — | $115.4M | ||
| Q1 25 | — | $58.7M | ||
| Q4 24 | — | $126.1M | ||
| Q3 24 | — | $-39.0M | ||
| Q2 24 | — | $89.6M | ||
| Q1 24 | — | $76.0M |
| Q4 25 | — | 39.9% | ||
| Q3 25 | — | -22.3% | ||
| Q2 25 | — | 46.6% | ||
| Q1 25 | — | 20.3% | ||
| Q4 24 | — | 43.1% | ||
| Q3 24 | — | -16.3% | ||
| Q2 24 | — | 39.4% | ||
| Q1 24 | — | 27.7% |
| Q4 25 | — | 2.5% | ||
| Q3 25 | — | 3.7% | ||
| Q2 25 | — | 3.5% | ||
| Q1 25 | — | 3.1% | ||
| Q4 24 | — | 3.3% | ||
| Q3 24 | — | 4.0% | ||
| Q2 24 | — | 3.9% | ||
| Q1 24 | — | 3.3% |
| Q4 25 | — | 1.50× | ||
| Q3 25 | — | -2.99× | ||
| Q2 25 | — | 2.98× | ||
| Q1 25 | — | 0.94× | ||
| Q4 24 | 1.07× | 1.66× | ||
| Q3 24 | — | -0.71× | ||
| Q2 24 | — | 2.83× | ||
| Q1 24 | — | 1.25× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
