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Side-by-side financial comparison of Claros Mortgage Trust, Inc. (CMTG) and Curbline Properties Corp. (CURB). Click either name above to swap in a different company.
Curbline Properties Corp. is the larger business by last-quarter revenue ($54.1M vs $46.7M, roughly 1.2× Claros Mortgage Trust, Inc.). Curbline Properties Corp. runs the higher net margin — 17.6% vs -468.9%, a 486.6% gap on every dollar of revenue.
Claros Mortgage Trust, Inc. is a U.S.-based real estate investment trust that invests in diversified mortgage-related assets, including residential and commercial mortgage loans and mortgage-backed securities. It pursues stable, risk-adjusted long-term returns for shareholders via rigorous asset evaluation and active portfolio management.
CMTG vs CURB — Head-to-Head
Income Statement — Q4 2025 vs Q4 2025
| Metric | | |
|---|---|---|
| Revenue | $46.7M | $54.1M |
| Net Profit | $-219.2M | $9.6M |
| Gross Margin | — | — |
| Operating Margin | — | 17.8% |
| Net Margin | -468.9% | 17.6% |
| Revenue YoY | -22.4% | — |
| Net Profit YoY | -117.7% | — |
| EPS (diluted) | $-1.56 | $0.08 |
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 | $46.7M | $54.1M | ||
| Q3 25 | $46.1M | $48.6M | ||
| Q2 25 | $51.6M | $41.4M | ||
| Q1 25 | $43.4M | $38.7M | ||
| Q4 24 | $60.2M | — | ||
| Q3 24 | $64.9M | $29.8M | ||
| Q2 24 | $64.5M | — | ||
| Q1 24 | $58.8M | — |
| Q4 25 | $-219.2M | $9.6M | ||
| Q3 25 | $-9.5M | $9.4M | ||
| Q2 25 | $-181.7M | $10.4M | ||
| Q1 25 | $-78.6M | $10.6M | ||
| Q4 24 | $-100.7M | — | ||
| Q3 24 | $-56.2M | $-15.4M | ||
| Q2 24 | $-11.6M | — | ||
| Q1 24 | $-52.8M | — |
| Q4 25 | — | 17.8% | ||
| Q3 25 | — | 19.3% | ||
| Q2 25 | — | 25.3% | ||
| Q1 25 | — | 27.6% | ||
| Q4 24 | — | — | ||
| Q3 24 | — | -51.8% | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | -468.9% | 17.6% | ||
| Q3 25 | -20.7% | 19.2% | ||
| Q2 25 | -351.9% | 25.1% | ||
| Q1 25 | -181.3% | 27.3% | ||
| Q4 24 | -167.2% | — | ||
| Q3 24 | -86.7% | -51.8% | ||
| Q2 24 | -17.9% | — | ||
| Q1 24 | -89.7% | — |
| Q4 25 | $-1.56 | $0.08 | ||
| Q3 25 | $-0.07 | $0.09 | ||
| Q2 25 | $-1.30 | $0.10 | ||
| Q1 25 | $-0.56 | $0.10 | ||
| Q4 24 | $-0.72 | — | ||
| Q3 24 | $-0.40 | $-0.15 | ||
| Q2 24 | $-0.09 | — | ||
| Q1 24 | $-0.39 | — |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $173.2M | $289.6M |
| Total DebtLower is stronger | $3.2B | $423.2M |
| Stockholders' EquityBook value | $1.5B | $1.9B |
| Total Assets | $4.7B | $2.5B |
| Debt / EquityLower = less leverage | 2.06× | 0.22× |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $173.2M | $289.6M | ||
| Q3 25 | $339.5M | $430.1M | ||
| Q2 25 | $209.2M | $429.9M | ||
| Q1 25 | $127.8M | $594.0M | ||
| Q4 24 | $99.1M | — | ||
| Q3 24 | $113.9M | $2.5M | ||
| Q2 24 | $148.2M | — | ||
| Q1 24 | $232.5M | — |
| Q4 25 | $3.2B | $423.2M | ||
| Q3 25 | $3.7B | $396.4M | ||
| Q2 25 | $4.0B | $99.1M | ||
| Q1 25 | $4.7B | $99.0M | ||
| Q4 24 | $4.9B | — | ||
| Q3 24 | $5.1B | — | ||
| Q2 24 | $5.3B | — | ||
| Q1 24 | $5.5B | — |
| Q4 25 | $1.5B | $1.9B | ||
| Q3 25 | $1.7B | $1.9B | ||
| Q2 25 | $1.8B | $1.9B | ||
| Q1 25 | $1.9B | $1.9B | ||
| Q4 24 | $2.0B | — | ||
| Q3 24 | $2.1B | $1.1B | ||
| Q2 24 | $2.2B | — | ||
| Q1 24 | $2.2B | — |
| Q4 25 | $4.7B | $2.5B | ||
| Q3 25 | $5.4B | $2.4B | ||
| Q2 25 | $5.8B | $2.1B | ||
| Q1 25 | $6.7B | $2.1B | ||
| Q4 24 | $7.0B | — | ||
| Q3 24 | $7.3B | $1.2B | ||
| Q2 24 | $7.6B | — | ||
| Q1 24 | $7.8B | — |
| Q4 25 | 2.06× | 0.22× | ||
| Q3 25 | 2.09× | 0.21× | ||
| Q2 25 | 2.29× | 0.05× | ||
| Q1 25 | 2.42× | 0.05× | ||
| Q4 24 | 2.44× | — | ||
| Q3 24 | 2.44× | — | ||
| Q2 24 | 2.46× | — | ||
| Q1 24 | 2.47× | — |
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 | $2.4M | $25.9M |
| Free Cash FlowOCF − Capex | — | — |
| FCF MarginFCF / Revenue | — | — |
| Capex IntensityCapex / Revenue | — | — |
| Cash ConversionOCF / Net Profit | — | 2.71× |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $2.4M | $25.9M | ||
| Q3 25 | $8.8M | $39.2M | ||
| Q2 25 | $-5.8M | $34.2M | ||
| Q1 25 | $-35.8M | $25.4M | ||
| Q4 24 | $18.3M | — | ||
| Q3 24 | $39.2M | — | ||
| Q2 24 | $5.5M | — | ||
| Q1 24 | $21.5M | — |
| Q4 25 | — | 2.71× | ||
| Q3 25 | — | 4.19× | ||
| Q2 25 | — | 3.28× | ||
| Q1 25 | — | 2.40× | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
CMTG
| Real Estate Owned Portfolio | $34.2M | 73% |
| Other | $11.1M | 24% |
| Mixed Use Property Fixed Rents | $1.4M | 3% |
CURB
Segment breakdown not available.
