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Side-by-side financial comparison of Crexendo, Inc. (CXDO) and Sachem Capital Corp. (SACH). Click either name above to swap in a different company.
Crexendo, Inc. is the larger business by last-quarter revenue ($18.1M vs $12.0M, roughly 1.5× Sachem Capital Corp.). Sachem Capital Corp. runs the higher net margin — 8.3% vs 6.7%, a 1.6% gap on every dollar of revenue. On growth, Crexendo, Inc. posted the faster year-over-year revenue change (11.2% vs -18.8%). Over the past eight quarters, Crexendo, Inc.'s revenue compounded faster (12.4% CAGR vs -13.4%).
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.
Sachem Capital Corp.SACHEarnings & Financial Report
Sachem Head Capital Management is an American value-oriented investment management firm based in New York City, managed by Scott Ferguson.
CXDO vs SACH — Head-to-Head
Income Statement — Q4 FY2025 vs Q3 FY2025
| Metric | | |
|---|---|---|
| Revenue | $18.1M | $12.0M |
| Net Profit | $1.2M | $997.0K |
| Gross Margin | — | — |
| Operating Margin | 6.3% | -3.1% |
| Net Margin | 6.7% | 8.3% |
| Revenue YoY | 11.2% | -18.8% |
| Net Profit YoY | 140.2% | 119.7% |
| EPS (diluted) | $0.03 | $0.00 |
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 | — | ||
| Q3 25 | $17.5M | $12.0M | ||
| Q2 25 | $16.6M | $10.8M | ||
| Q1 25 | $16.1M | $11.4M | ||
| Q4 24 | $16.2M | $10.8M | ||
| Q3 24 | $15.6M | $14.8M | ||
| Q2 24 | $14.7M | $15.1M | ||
| Q1 24 | $14.3M | $16.8M |
| Q4 25 | $1.2M | — | ||
| Q3 25 | $1.4M | $997.0K | ||
| Q2 25 | $1.2M | $1.9M | ||
| Q1 25 | $1.2M | $904.0K | ||
| Q4 24 | $507.0K | $-36.1M | ||
| Q3 24 | $148.0K | $-5.1M | ||
| Q2 24 | $588.0K | $-3.1M | ||
| Q1 24 | $434.0K | $4.7M |
| Q4 25 | 6.3% | — | ||
| Q3 25 | 7.5% | -3.1% | ||
| Q2 25 | 6.7% | 9.9% | ||
| Q1 25 | 7.2% | 9.0% | ||
| Q4 24 | 3.9% | -131.1% | ||
| Q3 24 | 0.9% | -32.6% | ||
| Q2 24 | 3.9% | -20.6% | ||
| Q1 24 | 3.4% | 25.4% |
| Q4 25 | 6.7% | — | ||
| Q3 25 | 8.3% | 8.3% | ||
| Q2 25 | 7.4% | 17.5% | ||
| Q1 25 | 7.3% | 7.9% | ||
| Q4 24 | 3.1% | -335.6% | ||
| Q3 24 | 0.9% | -34.2% | ||
| Q2 24 | 4.0% | -20.2% | ||
| Q1 24 | 3.0% | 27.8% |
| Q4 25 | $0.03 | — | ||
| Q3 25 | $0.05 | $0.00 | ||
| Q2 25 | $0.04 | $0.02 | ||
| Q1 25 | $0.04 | $0.00 | ||
| Q4 24 | $0.03 | $-0.79 | ||
| Q3 24 | $0.00 | $-0.13 | ||
| Q2 24 | $0.02 | $-0.09 | ||
| Q1 24 | $0.01 | $0.08 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | — | $12.6M |
| Total DebtLower is stronger | $114.0K | — |
| Stockholders' EquityBook value | $63.8M | $175.6M |
| Total Assets | $77.7M | $484.4M |
| Debt / EquityLower = less leverage | 0.00× | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | — | — | ||
| Q3 25 | — | $12.6M | ||
| Q2 25 | — | $23.5M | ||
| Q1 25 | — | $25.8M | ||
| Q4 24 | — | $19.6M | ||
| Q3 24 | — | $7.4M | ||
| Q2 24 | — | $12.4M | ||
| Q1 24 | — | $56.8M |
| Q4 25 | $114.0K | — | ||
| Q3 25 | $236.0K | — | ||
| Q2 25 | $356.0K | — | ||
| Q1 25 | $475.0K | $230.2M | ||
| Q4 24 | $592.0K | $230.2M | ||
| Q3 24 | $709.0K | $264.7M | ||
| Q2 24 | $823.0K | $264.7M | ||
| Q1 24 | $937.0K | $288.4M |
| Q4 25 | $63.8M | — | ||
| Q3 25 | $61.3M | $175.6M | ||
| Q2 25 | $58.3M | $177.9M | ||
| Q1 25 | $55.2M | $179.3M | ||
| Q4 24 | $51.4M | $181.7M | ||
| Q3 24 | $49.5M | $220.6M | ||
| Q2 24 | $48.2M | $230.2M | ||
| Q1 24 | $46.8M | $237.4M |
| Q4 25 | $77.7M | — | ||
| Q3 25 | $76.0M | $484.4M | ||
| Q2 25 | $71.4M | $501.8M | ||
| Q1 25 | $67.4M | $491.4M | ||
| Q4 24 | $64.9M | $492.0M | ||
| Q3 24 | $62.3M | $555.5M | ||
| Q2 24 | $59.6M | $586.3M | ||
| Q1 24 | $57.5M | $626.5M |
| Q4 25 | 0.00× | — | ||
| Q3 25 | 0.00× | — | ||
| Q2 25 | 0.01× | — | ||
| Q1 25 | 0.01× | 1.28× | ||
| Q4 24 | 0.01× | 1.27× | ||
| Q3 24 | 0.01× | 1.20× | ||
| Q2 24 | 0.02× | 1.15× | ||
| Q1 24 | 0.02× | 1.21× |
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 | $4.9M |
| Free Cash FlowOCF − Capex | — | — |
| FCF MarginFCF / Revenue | — | — |
| Capex IntensityCapex / Revenue | 0.0% | — |
| Cash ConversionOCF / Net Profit | 1.93× | 4.95× |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $2.3M | — | ||
| Q3 25 | $4.4M | $4.9M | ||
| Q2 25 | $1.3M | $501.0K | ||
| Q1 25 | $1.2M | $191.0K | ||
| Q4 24 | $2.2M | $12.9M | ||
| Q3 24 | $1.6M | $2.3M | ||
| Q2 24 | $2.7M | $7.0M | ||
| Q1 24 | $-166.0K | $4.2M |
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | $1.3M | — | ||
| Q1 25 | — | — | ||
| Q4 24 | $2.1M | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | 7.7% | — | ||
| Q1 25 | — | — | ||
| Q4 24 | 13.2% | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | 0.0% | — | ||
| Q3 25 | 0.0% | — | ||
| Q2 25 | 0.1% | — | ||
| Q1 25 | 0.0% | — | ||
| Q4 24 | 0.2% | — | ||
| Q3 24 | 0.0% | — | ||
| Q2 24 | 0.0% | — | ||
| Q1 24 | 0.0% | — |
| Q4 25 | 1.93× | — | ||
| Q3 25 | 3.05× | 4.95× | ||
| Q2 25 | 1.05× | 0.27× | ||
| Q1 25 | 1.06× | 0.21× | ||
| Q4 24 | 4.29× | — | ||
| Q3 24 | 10.95× | — | ||
| Q2 24 | 4.51× | — | ||
| Q1 24 | -0.38× | 0.90× |
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% |
SACH
Segment breakdown not available.
