vs
Side-by-side financial comparison of Creative Media & Community Trust Corp (CMCT) and Granite Point Mortgage Trust Inc. (GPMT). Click either name above to swap in a different company.
Granite Point Mortgage Trust Inc. is the larger business by last-quarter revenue ($29.1M vs $28.5M, roughly 1.0× Creative Media & Community Trust Corp). Granite Point Mortgage Trust Inc. runs the higher net margin — -81.9% vs -125.8%, a 43.8% gap on every dollar of revenue. On growth, Creative Media & Community Trust Corp posted the faster year-over-year revenue change (3.6% vs -24.9%). Over the past eight quarters, Granite Point Mortgage Trust Inc.'s revenue compounded faster (52.3% CAGR vs -8.5%).
Creative Media & Community Trust Corp is a U.S.-headquartered real estate investment trust operating two core segments: it owns, manages and develops creative media facilities including professional film and TV production studios, plus community-focused assets such as affordable housing, neighborhood healthcare centers and local commercial spaces, serving media operators and local communities nationwide.
Granite Point Mortgage Trust Inc. is a U.S.-based real estate finance company that primarily originates, manages and invests in senior secured commercial real estate debt instruments. Its core portfolio covers loans backed by multifamily, office, industrial, retail and other commercial property types across key U.S. regional markets, serving institutional and commercial real estate operator clients.
CMCT vs GPMT — Head-to-Head
Income Statement — Q4 FY2025 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $28.5M | $29.1M |
| Net Profit | $-11.4M | $-23.8M |
| Gross Margin | — | — |
| Operating Margin | -125.6% | -81.9% |
| Net Margin | -125.8% | -81.9% |
| Revenue YoY | 3.6% | -24.9% |
| Net Profit YoY | -11.4% | 38.7% |
| EPS (diluted) | $-3.89 | $-0.58 |
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 | $28.5M | $29.1M | ||
| Q3 25 | $26.2M | $33.7M | ||
| Q2 25 | $29.7M | $33.8M | ||
| Q1 25 | $32.3M | $35.1M | ||
| Q4 24 | $27.5M | $38.7M | ||
| Q3 24 | $28.6M | $44.3M | ||
| Q2 24 | $34.4M | $48.5M | ||
| Q1 24 | $34.0M | $12.5M |
| Q4 25 | $-11.4M | $-23.8M | ||
| Q3 25 | $-12.5M | $3.0M | ||
| Q2 25 | $-9.0M | $-13.4M | ||
| Q1 25 | $-6.1M | $-7.0M | ||
| Q4 24 | $-10.3M | $-38.8M | ||
| Q3 24 | $-10.4M | $-31.0M | ||
| Q2 24 | $-796.0K | $-63.1M | ||
| Q1 24 | $-3.7M | $-74.1M |
| Q4 25 | -125.6% | -81.9% | ||
| Q3 25 | -47.7% | 9.2% | ||
| Q2 25 | -30.3% | -39.5% | ||
| Q1 25 | -19.0% | -19.8% | ||
| Q4 24 | -128.8% | -100.3% | ||
| Q3 24 | -36.9% | -70.0% | ||
| Q2 24 | -1.6% | -130.1% | ||
| Q1 24 | -10.7% | -591.9% |
| Q4 25 | -125.8% | -81.9% | ||
| Q3 25 | -47.5% | 9.0% | ||
| Q2 25 | -30.3% | -39.5% | ||
| Q1 25 | -18.9% | -20.0% | ||
| Q4 24 | -129.8% | -100.3% | ||
| Q3 24 | -36.3% | -70.0% | ||
| Q2 24 | -2.3% | -130.1% | ||
| Q1 24 | -11.0% | -591.9% |
| Q4 25 | $-3.89 | $-0.58 | ||
| Q3 25 | $-23.52 | $-0.01 | ||
| Q2 25 | $-18.94 | $-0.35 | ||
| Q1 25 | $-20.73 | $-0.22 | ||
| Q4 24 | $97.71 | $-0.86 | ||
| Q3 24 | $-305.04 | $-0.69 | ||
| Q2 24 | $-98.64 | $-1.31 | ||
| Q1 24 | $-125.46 | $-1.53 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $15.4M | $66.0M |
| Total DebtLower is stronger | $509.8M | — |
| Stockholders' EquityBook value | $265.4M | $552.7M |
| Total Assets | $859.2M | $1.8B |
| Debt / EquityLower = less leverage | 1.92× | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $15.4M | $66.0M | ||
| Q3 25 | $17.3M | $62.7M | ||
| Q2 25 | $27.8M | $85.1M | ||
| Q1 25 | $19.8M | $85.7M | ||
| Q4 24 | $20.3M | $87.8M | ||
| Q3 24 | $18.5M | $113.5M | ||
| Q2 24 | $29.3M | $85.9M | ||
| Q1 24 | $21.3M | $155.2M |
| Q4 25 | $509.8M | — | ||
| Q3 25 | $527.8M | — | ||
| Q2 25 | $535.6M | — | ||
| Q1 25 | $512.7M | — | ||
| Q4 24 | $505.7M | — | ||
| Q3 24 | $478.3M | — | ||
| Q2 24 | $485.1M | — | ||
| Q1 24 | $472.8M | — |
| Q4 25 | $265.4M | $552.7M | ||
| Q3 25 | $281.9M | $582.0M | ||
| Q2 25 | $287.1M | $584.2M | ||
| Q1 25 | $293.0M | $604.7M | ||
| Q4 24 | $304.5M | $619.1M | ||
| Q3 24 | $321.0M | $667.8M | ||
| Q2 24 | $351.1M | $704.6M | ||
| Q1 24 | $369.9M | $774.1M |
| Q4 25 | $859.2M | $1.8B | ||
| Q3 25 | $871.8M | $1.8B | ||
| Q2 25 | $885.0M | $1.9B | ||
| Q1 25 | $882.3M | $2.0B | ||
| Q4 24 | $889.6M | $2.1B | ||
| Q3 24 | $868.0M | $2.3B | ||
| Q2 24 | $891.2M | $2.5B | ||
| Q1 24 | $887.5M | $2.7B |
| Q4 25 | 1.92× | — | ||
| Q3 25 | 1.87× | — | ||
| Q2 25 | 1.87× | — | ||
| Q1 25 | 1.75× | — | ||
| Q4 24 | 1.66× | — | ||
| Q3 24 | 1.49× | — | ||
| Q2 24 | 1.38× | — | ||
| Q1 24 | 1.28× | — |
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 | $5.8M | $2.7M |
| 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.
| Q4 25 | $5.8M | $2.7M | ||
| Q3 25 | $3.7M | $4.5M | ||
| Q2 25 | $-2.5M | $736.0K | ||
| Q1 25 | $1.2M | $-5.7M | ||
| Q4 24 | $17.0M | $8.8M | ||
| Q3 24 | $10.3M | $6.1M | ||
| Q2 24 | $3.9M | $987.0K | ||
| Q1 24 | $1.6M | $1.7M |
| Q4 25 | — | — | ||
| Q3 25 | — | 1.49× | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
