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Side-by-side financial comparison of Creative Media & Community Trust Corp (CMCT) and TPG Mortgage Investment Trust, Inc. (MITT). Click either name above to swap in a different company.
Creative Media & Community Trust Corp is the larger business by last-quarter revenue ($28.5M vs $20.4M, roughly 1.4× TPG Mortgage Investment Trust, Inc.). TPG Mortgage Investment Trust, Inc. runs the higher net margin — 65.0% vs -125.8%, a 190.7% gap on every dollar of revenue. On growth, TPG Mortgage Investment Trust, Inc. posted the faster year-over-year revenue change (17.7% vs 3.6%). Over the past eight quarters, TPG Mortgage Investment Trust, Inc.'s revenue compounded faster (9.1% 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.
TPG Mortgage Investment Trust, Inc. is a real estate investment trust managed by global alternative asset firm TPG. It primarily invests in residential and commercial mortgage-backed securities, performing and non-performing mortgage loans, and other credit-linked real estate assets, with its core market being the United States. It generates returns via net interest income from holdings and strategic asset disposition gains.
CMCT vs MITT — Head-to-Head
Income Statement — Q4 FY2025 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $28.5M | $20.4M |
| Net Profit | $-11.4M | $13.3M |
| Gross Margin | — | — |
| Operating Margin | -125.6% | 67.1% |
| Net Margin | -125.8% | 65.0% |
| Revenue YoY | 3.6% | 17.7% |
| Net Profit YoY | -11.4% | -7.0% |
| EPS (diluted) | $-3.89 | $0.27 |
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 | $20.4M | ||
| Q3 25 | $26.2M | $19.5M | ||
| Q2 25 | $29.7M | $17.8M | ||
| Q1 25 | $32.3M | $18.8M | ||
| Q4 24 | $27.5M | $17.4M | ||
| Q3 24 | $28.6M | $14.9M | ||
| Q2 24 | $34.4M | $16.4M | ||
| Q1 24 | $34.0M | $17.2M |
| Q4 25 | $-11.4M | $13.3M | ||
| Q3 25 | $-12.5M | $20.0M | ||
| Q2 25 | $-9.0M | $3.9M | ||
| Q1 25 | $-6.1M | $11.5M | ||
| Q4 24 | $-10.3M | $14.3M | ||
| Q3 24 | $-10.4M | $16.6M | ||
| Q2 24 | $-796.0K | $3.9M | ||
| Q1 24 | $-3.7M | $20.9M |
| Q4 25 | -125.6% | 67.1% | ||
| Q3 25 | -47.7% | — | ||
| Q2 25 | -30.3% | 20.9% | ||
| Q1 25 | -19.0% | 54.6% | ||
| Q4 24 | -128.8% | 76.7% | ||
| Q3 24 | -36.9% | — | ||
| Q2 24 | -1.6% | 18.4% | ||
| Q1 24 | -10.7% | — |
| Q4 25 | -125.8% | 65.0% | ||
| Q3 25 | -47.5% | 102.5% | ||
| Q2 25 | -30.3% | 22.2% | ||
| Q1 25 | -18.9% | 60.9% | ||
| Q4 24 | -129.8% | 82.2% | ||
| Q3 24 | -36.3% | 111.3% | ||
| Q2 24 | -2.3% | 24.0% | ||
| Q1 24 | -11.0% | 121.6% |
| Q4 25 | $-3.89 | $0.27 | ||
| Q3 25 | $-23.52 | $0.47 | ||
| Q2 25 | $-18.94 | $-0.05 | ||
| Q1 25 | $-20.73 | $0.21 | ||
| Q4 24 | $97.71 | $0.30 | ||
| Q3 24 | $-305.04 | $0.40 | ||
| Q2 24 | $-98.64 | $-0.02 | ||
| Q1 24 | $-125.46 | $0.55 |
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 | $57.8M |
| Total DebtLower is stronger | $509.8M | — |
| Stockholders' EquityBook value | $265.4M | $560.7M |
| Total Assets | $859.2M | $8.7B |
| Debt / EquityLower = less leverage | 1.92× | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $15.4M | $57.8M | ||
| Q3 25 | $17.3M | $59.0M | ||
| Q2 25 | $27.8M | $88.7M | ||
| Q1 25 | $19.8M | $115.5M | ||
| Q4 24 | $20.3M | $118.7M | ||
| Q3 24 | $18.5M | $102.5M | ||
| Q2 24 | $29.3M | $120.9M | ||
| Q1 24 | $21.3M | $100.3M |
| 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 | $560.7M | ||
| Q3 25 | $281.9M | $559.8M | ||
| Q2 25 | $287.1M | $536.4M | ||
| Q1 25 | $293.0M | $543.9M | ||
| Q4 24 | $304.5M | $543.4M | ||
| Q3 24 | $321.0M | $540.1M | ||
| Q2 24 | $351.1M | $533.5M | ||
| Q1 24 | $369.9M | $539.6M |
| Q4 25 | $859.2M | $8.7B | ||
| Q3 25 | $871.8M | $9.0B | ||
| Q2 25 | $885.0M | $7.5B | ||
| Q1 25 | $882.3M | $7.3B | ||
| Q4 24 | $889.6M | $6.9B | ||
| Q3 24 | $868.0M | $7.0B | ||
| Q2 24 | $891.2M | $7.1B | ||
| Q1 24 | $887.5M | $6.4B |
| 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 | $59.6M |
| Free Cash FlowOCF − Capex | — | — |
| FCF MarginFCF / Revenue | — | — |
| Capex IntensityCapex / Revenue | — | — |
| Cash ConversionOCF / Net Profit | — | 4.48× |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $5.8M | $59.6M | ||
| Q3 25 | $3.7M | $17.4M | ||
| Q2 25 | $-2.5M | $11.5M | ||
| Q1 25 | $1.2M | $12.0M | ||
| Q4 24 | $17.0M | $55.8M | ||
| Q3 24 | $10.3M | $14.5M | ||
| Q2 24 | $3.9M | $13.7M | ||
| Q1 24 | $1.6M | $12.0M |
| Q4 25 | — | 4.48× | ||
| Q3 25 | — | 0.87× | ||
| Q2 25 | — | 2.92× | ||
| Q1 25 | — | 1.05× | ||
| Q4 24 | — | 3.91× | ||
| Q3 24 | — | 0.87× | ||
| Q2 24 | — | 3.50× | ||
| Q1 24 | — | 0.57× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
