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Side-by-side financial comparison of Commercial Vehicle Group, Inc. (CVGI) and GOLDEN ENTERTAINMENT, INC. (GDEN). Click either name above to swap in a different company.
GOLDEN ENTERTAINMENT, INC. is the larger business by last-quarter revenue ($155.6M vs $154.8M, roughly 1.0× Commercial Vehicle Group, Inc.). On growth, GOLDEN ENTERTAINMENT, INC. posted the faster year-over-year revenue change (-5.2% vs -5.2%). Commercial Vehicle Group, Inc. produced more free cash flow last quarter ($8.7M vs $-4.4M). Over the past eight quarters, GOLDEN ENTERTAINMENT, INC.'s revenue compounded faster (-5.4% CAGR vs -10.8%).
WABCO Holdings, Inc. was a U.S.-based provider of electronic braking, stability, suspension and transmission automation systems for heavy-duty commercial vehicles. In 2007, the Vehicle Control Systems was spun off as WABCO Holdings Inc., an American provider of electronic braking, stability, suspension and transmission automation systems for heavy-duty commercial vehicles. Their products are present in many commercial vehicles such as trucks, buses, trailers and off-highway vehicles but they ...
Golden Entertainment, Inc. is an American gambling company based in Enterprise, Nevada that operates casinos and taverns. It was formed in 2015 by the merger of Golden Gaming and Lakes Entertainment. It is the largest tavern operator in Nevada. In October 2017, the company completed an $850 million acquisition of American Casino & Entertainment Properties. The company now has eight casino resorts, all located in Southern Nevada.
CVGI vs GDEN — Head-to-Head
Income Statement — Q4 FY2025 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $154.8M | $155.6M |
| Net Profit | — | $-8.5M |
| Gross Margin | 9.7% | 92.5% |
| Operating Margin | -1.2% | -1.5% |
| Net Margin | — | -5.5% |
| Revenue YoY | -5.2% | -5.2% |
| Net Profit YoY | — | -386.0% |
| EPS (diluted) | — | $-0.31 |
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 | $154.8M | $155.6M | ||
| Q3 25 | $152.5M | $154.8M | ||
| Q2 25 | $172.0M | $163.6M | ||
| Q1 25 | $169.8M | $160.8M | ||
| Q4 24 | $163.3M | $164.2M | ||
| Q3 24 | $171.8M | $161.2M | ||
| Q2 24 | $193.7M | $167.3M | ||
| Q1 24 | $194.6M | $174.0M |
| Q4 25 | — | $-8.5M | ||
| Q3 25 | $-7.1M | $-4.7M | ||
| Q2 25 | $-4.8M | $4.6M | ||
| Q1 25 | $-4.3M | $2.5M | ||
| Q4 24 | — | $3.0M | ||
| Q3 24 | $9.5M | $5.2M | ||
| Q2 24 | $-1.6M | $623.0K | ||
| Q1 24 | $2.9M | $42.0M |
| Q4 25 | 9.7% | 92.5% | ||
| Q3 25 | 10.5% | 92.8% | ||
| Q2 25 | 11.4% | 93.1% | ||
| Q1 25 | 10.5% | 92.7% | ||
| Q4 24 | 8.0% | 96.3% | ||
| Q3 24 | 9.6% | 93.0% | ||
| Q2 24 | 10.6% | 93.2% | ||
| Q1 24 | 11.9% | 89.9% |
| Q4 25 | -1.2% | -1.5% | ||
| Q3 25 | -0.7% | 0.6% | ||
| Q2 25 | 0.5% | 7.3% | ||
| Q1 25 | 0.8% | 6.9% | ||
| Q4 24 | -3.2% | 7.1% | ||
| Q3 24 | -0.6% | 4.2% | ||
| Q2 24 | 0.5% | 8.1% | ||
| Q1 24 | 2.3% | 46.0% |
| Q4 25 | — | -5.5% | ||
| Q3 25 | -4.6% | -3.0% | ||
| Q2 25 | -2.8% | 2.8% | ||
| Q1 25 | -2.5% | 1.6% | ||
| Q4 24 | — | 1.8% | ||
| Q3 24 | 5.5% | 3.2% | ||
| Q2 24 | -0.8% | 0.4% | ||
| Q1 24 | 1.5% | 24.1% |
| Q4 25 | — | $-0.31 | ||
| Q3 25 | — | $-0.18 | ||
| Q2 25 | — | $0.17 | ||
| Q1 25 | — | $0.09 | ||
| Q4 24 | — | $0.14 | ||
| Q3 24 | — | $0.18 | ||
| Q2 24 | $-0.05 | $0.02 | ||
| Q1 24 | $0.09 | $1.37 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | — | $55.3M |
| Total DebtLower is stronger | $104.9M | $426.6M |
| Stockholders' EquityBook value | $133.4M | $420.9M |
| Total Assets | $391.7M | $1.0B |
| Debt / EquityLower = less leverage | 0.79× | 1.01× |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | — | $55.3M | ||
| Q3 25 | — | $58.3M | ||
| Q2 25 | — | $52.3M | ||
| Q1 25 | — | $50.5M | ||
| Q4 24 | — | $57.7M | ||
| Q3 24 | — | $68.6M | ||
| Q2 24 | — | $88.6M | ||
| Q1 24 | — | $404.3M |
| Q4 25 | $104.9M | $426.6M | ||
| Q3 25 | $108.2M | $417.3M | ||
| Q2 25 | $118.2M | $423.3M | ||
| Q1 25 | $117.4M | $399.3M | ||
| Q4 24 | $135.5M | $405.3M | ||
| Q3 24 | $128.8M | $386.3M | ||
| Q2 24 | $142.0M | $388.2M | ||
| Q1 24 | $155.7M | $660.9M |
| Q4 25 | $133.4M | $420.9M | ||
| Q3 25 | $136.5M | $434.2M | ||
| Q2 25 | $142.6M | $443.3M | ||
| Q1 25 | $136.7M | $462.0M | ||
| Q4 24 | $135.6M | $474.2M | ||
| Q3 24 | $179.3M | $513.1M | ||
| Q2 24 | $169.6M | $539.0M | ||
| Q1 24 | $175.5M | $569.6M |
| Q4 25 | $391.7M | $1.0B | ||
| Q3 25 | $400.3M | $1.0B | ||
| Q2 25 | $429.8M | $1.0B | ||
| Q1 25 | $419.8M | $1.1B | ||
| Q4 24 | $424.6M | $1.1B | ||
| Q3 24 | $495.3M | $1.1B | ||
| Q2 24 | $503.2M | $1.2B | ||
| Q1 24 | $509.2M | $1.5B |
| Q4 25 | 0.79× | 1.01× | ||
| Q3 25 | 0.79× | 0.96× | ||
| Q2 25 | 0.83× | 0.95× | ||
| Q1 25 | 0.86× | 0.86× | ||
| Q4 24 | 1.00× | 0.85× | ||
| Q3 24 | 0.72× | 0.75× | ||
| Q2 24 | 0.84× | 0.72× | ||
| Q1 24 | 0.89× | 1.16× |
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 | $12.3M | $10.2M |
| Free Cash FlowOCF − Capex | $8.7M | $-4.4M |
| FCF MarginFCF / Revenue | 5.6% | -2.8% |
| Capex IntensityCapex / Revenue | 2.3% | 9.4% |
| Cash ConversionOCF / Net Profit | — | — |
| TTM Free Cash FlowTrailing 4 quarters | $34.0M | $35.6M |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $12.3M | $10.2M | ||
| Q3 25 | $-1.7M | $26.9M | ||
| Q2 25 | $18.9M | $17.4M | ||
| Q1 25 | $15.2M | $28.6M | ||
| Q4 24 | $-26.6M | $22.5M | ||
| Q3 24 | $-17.1M | $22.5M | ||
| Q2 24 | $12.6M | $21.5M | ||
| Q1 24 | $-2.4M | $25.8M |
| Q4 25 | $8.7M | $-4.4M | ||
| Q3 25 | $-3.5M | $19.3M | ||
| Q2 25 | $17.4M | $4.0M | ||
| Q1 25 | $11.4M | $16.6M | ||
| Q4 24 | $-30.6M | $14.3M | ||
| Q3 24 | $-20.3M | $14.7M | ||
| Q2 24 | $6.4M | $3.9M | ||
| Q1 24 | $-7.4M | $9.5M |
| Q4 25 | 5.6% | -2.8% | ||
| Q3 25 | -2.3% | 12.5% | ||
| Q2 25 | 10.1% | 2.4% | ||
| Q1 25 | 6.7% | 10.4% | ||
| Q4 24 | -18.7% | 8.7% | ||
| Q3 24 | -11.8% | 9.1% | ||
| Q2 24 | 3.3% | 2.3% | ||
| Q1 24 | -3.8% | 5.5% |
| Q4 25 | 2.3% | 9.4% | ||
| Q3 25 | 1.2% | 4.9% | ||
| Q2 25 | 0.9% | 8.2% | ||
| Q1 25 | 2.2% | 7.4% | ||
| Q4 24 | 2.4% | 5.0% | ||
| Q3 24 | 1.9% | 4.9% | ||
| Q2 24 | 3.2% | 10.5% | ||
| Q1 24 | 2.6% | 9.3% |
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | 3.76× | ||
| Q1 25 | — | 11.43× | ||
| Q4 24 | — | 7.57× | ||
| Q3 24 | -1.79× | 4.36× | ||
| Q2 24 | — | 34.51× | ||
| Q1 24 | -0.80× | 0.61× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
CVGI
| Global Seating | $70.7M | 46% |
| Global Electrical Systems | $49.7M | 32% |
| Trim Systems And Components | $34.4M | 22% |
GDEN
| Nevada Casino Resorts | $90.2M | 58% |
| Nevada Locals Casinos | $37.4M | 24% |
| Nevada Taverns | $27.7M | 18% |
