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Side-by-side financial comparison of Critical Metals Corp. (CRML) and Roper Technologies (ROP). Click either name above to swap in a different company.
Roper Technologies is the larger business by last-quarter revenue ($2.1B vs $359.9K, roughly 5822.6× Critical Metals Corp.). Roper Technologies runs the higher net margin — 15.8% vs -5262.2%, a 5278.0% gap on every dollar of revenue. Roper Technologies produced more free cash flow last quarter ($507.0M vs $-2.6M).
Metlen Energy & Metals is a global industrial and energy company operating two business Sectors: Energy and Metallurgy. It is listed on the London Stock Exchange and is a constituent of the FTSE 100 Index
Roper Technologies, Inc. is a holding company that owns companies in the technology sector.
CRML vs ROP — Head-to-Head
Income Statement — Q4 2024 vs Q1 2026
| Metric | | |
|---|---|---|
| Revenue | $359.9K | $2.1B |
| Net Profit | $-18.9M | $331.0M |
| Gross Margin | — | 69.4% |
| Operating Margin | — | 27.2% |
| Net Margin | -5262.2% | 15.8% |
| Revenue YoY | — | 11.3% |
| Net Profit YoY | — | 842.6% |
| EPS (diluted) | $-0.21 | $4.87 |
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.
| Q1 26 | — | $2.1B | ||
| Q4 25 | — | $2.1B | ||
| Q3 25 | — | $2.0B | ||
| Q2 25 | — | $1.9B | ||
| Q1 25 | — | $1.9B | ||
| Q4 24 | $359.9K | $1.9B | ||
| Q3 24 | — | $1.8B | ||
| Q2 24 | — | $1.7B |
| Q1 26 | — | $331.0M | ||
| Q4 25 | — | $428.4M | ||
| Q3 25 | — | $398.5M | ||
| Q2 25 | — | $378.3M | ||
| Q1 25 | — | $331.1M | ||
| Q4 24 | $-18.9M | $462.3M | ||
| Q3 24 | — | $367.9M | ||
| Q2 24 | — | $337.1M |
| Q1 26 | — | 69.4% | ||
| Q4 25 | — | 69.5% | ||
| Q3 25 | — | 69.5% | ||
| Q2 25 | — | 69.2% | ||
| Q1 25 | — | 68.7% | ||
| Q4 24 | — | 68.3% | ||
| Q3 24 | — | 69.2% | ||
| Q2 24 | — | 69.5% |
| Q1 26 | — | 27.2% | ||
| Q4 25 | — | 28.6% | ||
| Q3 25 | — | 28.4% | ||
| Q2 25 | — | 28.2% | ||
| Q1 25 | — | 27.9% | ||
| Q4 24 | — | 28.0% | ||
| Q3 24 | — | 28.1% | ||
| Q2 24 | — | 28.8% |
| Q1 26 | — | 15.8% | ||
| Q4 25 | — | 20.8% | ||
| Q3 25 | — | 19.8% | ||
| Q2 25 | — | 19.5% | ||
| Q1 25 | — | 17.6% | ||
| Q4 24 | -5262.2% | 24.6% | ||
| Q3 24 | — | 20.8% | ||
| Q2 24 | — | 19.6% |
| Q1 26 | — | $4.87 | ||
| Q4 25 | — | $3.97 | ||
| Q3 25 | — | $3.68 | ||
| Q2 25 | — | $3.49 | ||
| Q1 25 | — | $3.06 | ||
| Q4 24 | $-0.21 | $4.29 | ||
| Q3 24 | — | $3.40 | ||
| Q2 24 | — | $3.12 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $149.5K | $382.9M |
| Total DebtLower is stronger | — | $9.7B |
| Stockholders' EquityBook value | $77.1M | $18.8B |
| Total Assets | $146.3M | $34.6B |
| Debt / EquityLower = less leverage | — | 0.52× |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | $382.9M | ||
| Q4 25 | — | $297.4M | ||
| Q3 25 | — | $320.0M | ||
| Q2 25 | — | $242.4M | ||
| Q1 25 | — | $372.8M | ||
| Q4 24 | $149.5K | $188.2M | ||
| Q3 24 | — | $269.6M | ||
| Q2 24 | — | $251.5M |
| Q1 26 | — | $9.7B | ||
| Q4 25 | — | $9.3B | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | $7.6B | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
| Q1 26 | — | $18.8B | ||
| Q4 25 | — | $19.9B | ||
| Q3 25 | — | $20.0B | ||
| Q2 25 | — | $19.6B | ||
| Q1 25 | — | $19.2B | ||
| Q4 24 | $77.1M | $18.9B | ||
| Q3 24 | — | $18.5B | ||
| Q2 24 | — | $18.1B |
| Q1 26 | — | $34.6B | ||
| Q4 25 | — | $34.6B | ||
| Q3 25 | — | $34.6B | ||
| Q2 25 | — | $33.2B | ||
| Q1 25 | — | $31.4B | ||
| Q4 24 | $146.3M | $31.3B | ||
| Q3 24 | — | $31.6B | ||
| Q2 24 | — | $29.8B |
| Q1 26 | — | 0.52× | ||
| Q4 25 | — | 0.47× | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | 0.40× | ||
| Q3 24 | — | — | ||
| Q2 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 | $-2.6M | — |
| Free Cash FlowOCF − Capex | $-2.6M | $507.0M |
| FCF MarginFCF / Revenue | -719.7% | 24.2% |
| Capex IntensityCapex / Revenue | 0.3% | 0.5% |
| Cash ConversionOCF / Net Profit | — | — |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | — | ||
| Q4 25 | — | $738.0M | ||
| Q3 25 | — | $869.5M | ||
| Q2 25 | — | $404.1M | ||
| Q1 25 | — | $528.7M | ||
| Q4 24 | $-2.6M | $722.2M | ||
| Q3 24 | — | $755.4M | ||
| Q2 24 | — | $384.1M |
| Q1 26 | — | $507.0M | ||
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | $-2.6M | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
| Q1 26 | — | 24.2% | ||
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | -719.7% | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
| Q1 26 | — | 0.5% | ||
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | 0.3% | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
| Q1 26 | — | — | ||
| Q4 25 | — | 1.72× | ||
| Q3 25 | — | 2.18× | ||
| Q2 25 | — | 1.07× | ||
| Q1 25 | — | 1.60× | ||
| Q4 24 | — | 1.56× | ||
| Q3 24 | — | 2.05× | ||
| Q2 24 | — | 1.14× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
