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Side-by-side financial comparison of Crexendo, Inc. (CXDO) and PARKE BANCORP, INC. (PKBK). Click either name above to swap in a different company.
PARKE BANCORP, INC. is the larger business by last-quarter revenue ($22.7M vs $18.1M, roughly 1.3× Crexendo, Inc.). PARKE BANCORP, INC. runs the higher net margin — 48.8% vs 6.7%, a 42.0% gap on every dollar of revenue. On growth, PARKE BANCORP, INC. posted the faster year-over-year revenue change (35.7% vs 11.2%). Over the past eight quarters, PARKE BANCORP, INC.'s revenue compounded faster (22.6% CAGR vs 12.4%).
Crexendo, Inc. is a U.S.-headquartered cloud communications technology provider. It delivers unified communications as a service (UCaaS), contact center solutions, business VoIP services, and collaborative work tools, primarily catering to small and medium-sized enterprises operating in the North American market.
Parke Bancorp, Inc. is a U.S. regional bank holding company operating Parke Bank. It offers commercial and retail banking services including deposit products, mortgage loans, small business financing and personal lending, primarily serving customers across New Jersey and the Philadelphia metropolitan area.
CXDO vs PKBK — Head-to-Head
Income Statement — Q4 FY2025 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $18.1M | $22.7M |
| Net Profit | $1.2M | $11.1M |
| Gross Margin | — | — |
| Operating Margin | 6.3% | 64.2% |
| Net Margin | 6.7% | 48.8% |
| Revenue YoY | 11.2% | 35.7% |
| Net Profit YoY | 140.2% | 49.8% |
| EPS (diluted) | $0.03 | $0.93 |
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 | $18.1M | $22.7M | ||
| Q3 25 | $17.5M | $21.0M | ||
| Q2 25 | $16.6M | $18.7M | ||
| Q1 25 | $16.1M | $17.4M | ||
| Q4 24 | $16.2M | $16.8M | ||
| Q3 24 | $15.6M | $15.6M | ||
| Q2 24 | $14.7M | $15.5M | ||
| Q1 24 | $14.3M | $15.1M |
| Q4 25 | $1.2M | $11.1M | ||
| Q3 25 | $1.4M | $10.6M | ||
| Q2 25 | $1.2M | $8.3M | ||
| Q1 25 | $1.2M | $7.8M | ||
| Q4 24 | $507.0K | $7.4M | ||
| Q3 24 | $148.0K | $7.5M | ||
| Q2 24 | $588.0K | $6.5M | ||
| Q1 24 | $434.0K | $6.2M |
| Q4 25 | 6.3% | 64.2% | ||
| Q3 25 | 7.5% | 64.2% | ||
| Q2 25 | 6.7% | 59.0% | ||
| Q1 25 | 7.2% | 59.1% | ||
| Q4 24 | 3.9% | 58.0% | ||
| Q3 24 | 0.9% | 60.2% | ||
| Q2 24 | 3.9% | 56.7% | ||
| Q1 24 | 3.4% | 55.4% |
| Q4 25 | 6.7% | 48.8% | ||
| Q3 25 | 8.3% | 50.6% | ||
| Q2 25 | 7.4% | 44.3% | ||
| Q1 25 | 7.3% | 44.6% | ||
| Q4 24 | 3.1% | 44.2% | ||
| Q3 24 | 0.9% | 48.1% | ||
| Q2 24 | 4.0% | 41.6% | ||
| Q1 24 | 3.0% | 40.7% |
| Q4 25 | $0.03 | $0.93 | ||
| Q3 25 | $0.05 | $0.89 | ||
| Q2 25 | $0.04 | $0.69 | ||
| Q1 25 | $0.04 | $0.65 | ||
| Q4 24 | $0.03 | $0.61 | ||
| Q3 24 | $0.00 | $0.62 | ||
| Q2 24 | $0.02 | $0.53 | ||
| Q1 24 | $0.01 | $0.51 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | — | — |
| Total DebtLower is stronger | $114.0K | — |
| Stockholders' EquityBook value | $63.8M | $324.5M |
| Total Assets | $77.7M | $2.2B |
| Debt / EquityLower = less leverage | 0.00× | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $114.0K | — | ||
| Q3 25 | $236.0K | — | ||
| Q2 25 | $356.0K | — | ||
| Q1 25 | $475.0K | — | ||
| Q4 24 | $592.0K | — | ||
| Q3 24 | $709.0K | — | ||
| Q2 24 | $823.0K | — | ||
| Q1 24 | $937.0K | — |
| Q4 25 | $63.8M | $324.5M | ||
| Q3 25 | $61.3M | $314.8M | ||
| Q2 25 | $58.3M | $312.2M | ||
| Q1 25 | $55.2M | $305.9M | ||
| Q4 24 | $51.4M | $300.1M | ||
| Q3 24 | $49.5M | $296.5M | ||
| Q2 24 | $48.2M | $292.8M | ||
| Q1 24 | $46.8M | $288.4M |
| Q4 25 | $77.7M | $2.2B | ||
| Q3 25 | $76.0M | $2.2B | ||
| Q2 25 | $71.4M | $2.2B | ||
| Q1 25 | $67.4M | $2.1B | ||
| Q4 24 | $64.9M | $2.1B | ||
| Q3 24 | $62.3M | $2.1B | ||
| Q2 24 | $59.6M | $2.0B | ||
| Q1 24 | $57.5M | $2.0B |
| Q4 25 | 0.00× | — | ||
| Q3 25 | 0.00× | — | ||
| Q2 25 | 0.01× | — | ||
| Q1 25 | 0.01× | — | ||
| Q4 24 | 0.01× | — | ||
| Q3 24 | 0.01× | — | ||
| Q2 24 | 0.02× | — | ||
| Q1 24 | 0.02× | — |
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 | $2.3M | $39.6M |
| Free Cash FlowOCF − Capex | — | $39.0M |
| FCF MarginFCF / Revenue | — | 171.3% |
| Capex IntensityCapex / Revenue | 0.0% | 2.6% |
| Cash ConversionOCF / Net Profit | 1.93× | 3.57× |
| TTM Free Cash FlowTrailing 4 quarters | — | $63.5M |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $2.3M | $39.6M | ||
| Q3 25 | $4.4M | $11.4M | ||
| Q2 25 | $1.3M | $6.8M | ||
| Q1 25 | $1.2M | $7.0M | ||
| Q4 24 | $2.2M | $35.2M | ||
| Q3 24 | $1.6M | $9.4M | ||
| Q2 24 | $2.7M | $8.9M | ||
| Q1 24 | $-166.0K | $8.3M |
| Q4 25 | — | $39.0M | ||
| Q3 25 | — | $11.2M | ||
| Q2 25 | $1.3M | $6.7M | ||
| Q1 25 | — | $6.6M | ||
| Q4 24 | $2.1M | $35.0M | ||
| Q3 24 | — | $9.4M | ||
| Q2 24 | — | $8.9M | ||
| Q1 24 | — | $8.3M |
| Q4 25 | — | 171.3% | ||
| Q3 25 | — | 53.5% | ||
| Q2 25 | 7.7% | 35.8% | ||
| Q1 25 | — | 38.0% | ||
| Q4 24 | 13.2% | 209.1% | ||
| Q3 24 | — | 60.0% | ||
| Q2 24 | — | 57.1% | ||
| Q1 24 | — | 55.1% |
| Q4 25 | 0.0% | 2.6% | ||
| Q3 25 | 0.0% | 0.5% | ||
| Q2 25 | 0.1% | 0.3% | ||
| Q1 25 | 0.0% | 2.2% | ||
| Q4 24 | 0.2% | 0.7% | ||
| Q3 24 | 0.0% | 0.1% | ||
| Q2 24 | 0.0% | 0.2% | ||
| Q1 24 | 0.0% | 0.1% |
| Q4 25 | 1.93× | 3.57× | ||
| Q3 25 | 3.05× | 1.07× | ||
| Q2 25 | 1.05× | 0.82× | ||
| Q1 25 | 1.06× | 0.90× | ||
| Q4 24 | 4.29× | 4.75× | ||
| Q3 24 | 10.95× | 1.25× | ||
| Q2 24 | 4.51× | 1.38× | ||
| Q1 24 | -0.38× | 1.36× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
CXDO
| Services | $8.6M | 48% |
| Software Solution Segment | $8.3M | 46% |
| Products | $1.1M | 6% |
PKBK
Segment breakdown not available.
