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Side-by-side financial comparison of DDC Enterprise Ltd (DDC) and Healthcare Triangle, Inc. (HCTI). Click either name above to swap in a different company.
DDC Enterprise Ltd is the larger business by last-quarter revenue ($5.4M vs $3.1M, roughly 1.7× Healthcare Triangle, Inc.). DDC Enterprise Ltd runs the higher net margin — -123.3% vs -143.4%, a 20.0% gap on every dollar of revenue.
Healthcare Triangle, Inc. is a healthcare technology firm that delivers cloud-native data management platforms, AI-powered clinical analytics, and digital workflow solutions. It serves U.S. healthcare providers, payers, and life science organizations, supporting clinical decision-making, care coordination, and operational efficiency across the care continuum.
DDC vs HCTI — Head-to-Head
Income Statement — Q4 FY2025 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $5.4M | $3.1M |
| Net Profit | $-6.7M | $-4.5M |
| Gross Margin | 31.4% | — |
| Operating Margin | -90.0% | -141.4% |
| Net Margin | -123.3% | -143.4% |
| Revenue YoY | — | 43.4% |
| Net Profit YoY | — | -234.0% |
| EPS (diluted) | — | $-151.13 |
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 | $5.4M | $3.1M | ||
| Q3 25 | — | $3.5M | ||
| Q2 25 | $2.2M | $3.6M | ||
| Q1 25 | — | $3.7M | ||
| Q4 24 | — | $2.2M | ||
| Q3 24 | — | $2.4M | ||
| Q2 24 | — | $3.0M | ||
| Q1 24 | — | $4.1M |
| Q4 25 | $-6.7M | $-4.5M | ||
| Q3 25 | — | $-1.9M | ||
| Q2 25 | $715.3K | $-1.4M | ||
| Q1 25 | — | $-1.7M | ||
| Q4 24 | — | $-1.3M | ||
| Q3 24 | — | $-1.2M | ||
| Q2 24 | — | $-1.5M | ||
| Q1 24 | — | $-1.9M |
| Q4 25 | 31.4% | — | ||
| Q3 25 | — | — | ||
| Q2 25 | 33.4% | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | -90.0% | -141.4% | ||
| Q3 25 | — | -74.3% | ||
| Q2 25 | 12.9% | -38.2% | ||
| Q1 25 | — | -37.7% | ||
| Q4 24 | — | -22.5% | ||
| Q3 24 | — | -48.4% | ||
| Q2 24 | — | -46.2% | ||
| Q1 24 | — | -41.7% |
| Q4 25 | -123.3% | -143.4% | ||
| Q3 25 | — | -54.6% | ||
| Q2 25 | 33.2% | -38.4% | ||
| Q1 25 | — | -45.9% | ||
| Q4 24 | — | -61.6% | ||
| Q3 24 | — | -51.8% | ||
| Q2 24 | — | -50.6% | ||
| Q1 24 | — | -45.3% |
| Q4 25 | — | $-151.13 | ||
| Q3 25 | — | $-0.42 | ||
| Q2 25 | — | $-0.58 | ||
| Q1 25 | — | $-0.17 | ||
| Q4 24 | — | $-16783.38 | ||
| Q3 24 | — | $-54.78 | ||
| Q2 24 | — | $-70.72 | ||
| Q1 24 | — | $-0.42 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $21.7M | $7.6M |
| Total DebtLower is stronger | $610.8K | — |
| Stockholders' EquityBook value | $71.2M | $9.9M |
| Total Assets | $199.6M | $22.7M |
| Debt / EquityLower = less leverage | 0.01× | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $21.7M | $7.6M | ||
| Q3 25 | — | $1.6M | ||
| Q2 25 | $3.5M | — | ||
| Q1 25 | — | $6.8M | ||
| Q4 24 | — | $20.0K | ||
| Q3 24 | — | $28.0K | ||
| Q2 24 | — | $29.0K | ||
| Q1 24 | — | $301.0K |
| Q4 25 | $610.8K | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | $888.0K |
| Q4 25 | $71.2M | $9.9M | ||
| Q3 25 | — | $8.7M | ||
| Q2 25 | $3.9M | $10.2M | ||
| Q1 25 | — | $8.6M | ||
| Q4 24 | — | $-5.1M | ||
| Q3 24 | — | $-1.8M | ||
| Q2 24 | — | $-646.0K | ||
| Q1 24 | — | $-511.0K |
| Q4 25 | $199.6M | $22.7M | ||
| Q3 25 | — | $13.8M | ||
| Q2 25 | $12.4M | $14.6M | ||
| Q1 25 | — | $11.8M | ||
| Q4 24 | — | $2.0M | ||
| Q3 24 | — | $4.8M | ||
| Q2 24 | — | $6.0M | ||
| Q1 24 | — | $6.9M |
| Q4 25 | 0.01× | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 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 | $-39.7M | $-6.8M |
| Free Cash FlowOCF − Capex | $-39.7M | — |
| FCF MarginFCF / Revenue | -734.1% | — |
| Capex IntensityCapex / Revenue | 0.1% | — |
| Cash ConversionOCF / Net Profit | — | — |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $-39.7M | $-6.8M | ||
| Q3 25 | — | $-1.5M | ||
| Q2 25 | — | $-2.6M | ||
| Q1 25 | — | $-5.6M | ||
| Q4 24 | — | $-811.0K | ||
| Q3 24 | — | $715.0K | ||
| Q2 24 | — | $-935.0K | ||
| Q1 24 | — | $-50.0K |
| Q4 25 | $-39.7M | — | ||
| Q3 25 | — | $-1.5M | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | -734.1% | — | ||
| Q3 25 | — | -43.0% | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | 0.1% | — | ||
| Q3 25 | — | 0.1% | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| 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
DDC
Segment breakdown not available.
HCTI
| Software Services | $2.4M | 78% |
| Managed Services And Support | $609.0K | 19% |
| Other | $88.0K | 3% |
