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Side-by-side financial comparison of DDC Enterprise Ltd (DDC) and Seven Hills Realty Trust (SEVN). Click either name above to swap in a different company.
Seven Hills Realty Trust is the larger business by last-quarter revenue ($7.3M vs $5.4M, roughly 1.4× DDC Enterprise Ltd). Seven Hills Realty Trust runs the higher net margin — 65.6% vs -123.3%, a 189.0% gap on every dollar of revenue.
Seven Hills Realty Trust is a publicly traded real estate investment trust focused on originating, underwriting and managing senior secured mortgage loans backed by commercial real estate assets across the United States. Its core target segments include multifamily residential, industrial, and high-quality commercial office properties.
DDC vs SEVN — Head-to-Head
Income Statement — Q4 FY2025 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $5.4M | $7.3M |
| Net Profit | $-6.7M | $4.8M |
| Gross Margin | 31.4% | — |
| Operating Margin | -90.0% | 65.7% |
| Net Margin | -123.3% | 65.6% |
| Revenue YoY | — | -4.8% |
| Net Profit YoY | — | -1.7% |
| EPS (diluted) | — | $0.29 |
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 | $7.3M | ||
| Q3 25 | — | $7.1M | ||
| Q2 25 | $2.2M | $7.4M | ||
| Q1 25 | — | $7.6M | ||
| Q4 24 | — | $7.7M | ||
| Q3 24 | — | $8.9M | ||
| Q2 24 | — | $9.4M | ||
| Q1 24 | — | $9.4M |
| Q4 25 | $-6.7M | $4.8M | ||
| Q3 25 | — | $3.4M | ||
| Q2 25 | $715.3K | $2.7M | ||
| Q1 25 | — | $4.5M | ||
| Q4 24 | — | $4.9M | ||
| Q3 24 | — | $3.5M | ||
| Q2 24 | — | $4.2M | ||
| Q1 24 | — | $5.2M |
| Q4 25 | 31.4% | — | ||
| Q3 25 | — | — | ||
| Q2 25 | 33.4% | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | -90.0% | 65.7% | ||
| Q3 25 | — | 48.3% | ||
| Q2 25 | 12.9% | 36.2% | ||
| Q1 25 | — | 59.8% | ||
| Q4 24 | — | 63.6% | ||
| Q3 24 | — | 39.4% | ||
| Q2 24 | — | 45.2% | ||
| Q1 24 | — | 55.9% |
| Q4 25 | -123.3% | 65.6% | ||
| Q3 25 | — | 48.4% | ||
| Q2 25 | 33.2% | 36.2% | ||
| Q1 25 | — | 59.7% | ||
| Q4 24 | — | 63.6% | ||
| Q3 24 | — | 39.3% | ||
| Q2 24 | — | 45.1% | ||
| Q1 24 | — | 55.9% |
| Q4 25 | — | $0.29 | ||
| Q3 25 | — | $0.23 | ||
| Q2 25 | — | $0.18 | ||
| Q1 25 | — | $0.30 | ||
| Q4 24 | — | $0.34 | ||
| Q3 24 | — | $0.23 | ||
| Q2 24 | — | $0.28 | ||
| Q1 24 | — | $0.35 |
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 | $123.5M |
| Total DebtLower is stronger | $610.8K | — |
| Stockholders' EquityBook value | $71.2M | $328.7M |
| Total Assets | $199.6M | $820.9M |
| Debt / EquityLower = less leverage | 0.01× | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $21.7M | $123.5M | ||
| Q3 25 | — | $77.5M | ||
| Q2 25 | $3.5M | $46.0M | ||
| Q1 25 | — | $41.6M | ||
| Q4 24 | — | $70.8M | ||
| Q3 24 | — | $82.2M | ||
| Q2 24 | — | $69.6M | ||
| Q1 24 | — | $93.3M |
| Q4 25 | $610.8K | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | $71.2M | $328.7M | ||
| Q3 25 | — | $266.5M | ||
| Q2 25 | $3.9M | $267.0M | ||
| Q1 25 | — | $268.9M | ||
| Q4 24 | — | $269.3M | ||
| Q3 24 | — | $269.5M | ||
| Q2 24 | — | $271.1M | ||
| Q1 24 | — | $271.6M |
| Q4 25 | $199.6M | $820.9M | ||
| Q3 25 | — | $700.8M | ||
| Q2 25 | $12.4M | $687.4M | ||
| Q1 25 | — | $714.4M | ||
| Q4 24 | — | $692.8M | ||
| Q3 24 | — | $652.6M | ||
| Q2 24 | — | $694.9M | ||
| Q1 24 | — | $697.7M |
| 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 | $15.0M |
| Free Cash FlowOCF − Capex | $-39.7M | — |
| FCF MarginFCF / Revenue | -734.1% | — |
| Capex IntensityCapex / Revenue | 0.1% | — |
| Cash ConversionOCF / Net Profit | — | 3.14× |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $-39.7M | $15.0M | ||
| Q3 25 | — | $3.2M | ||
| Q2 25 | — | $5.0M | ||
| Q1 25 | — | $3.7M | ||
| Q4 24 | — | $20.1M | ||
| Q3 24 | — | $7.3M | ||
| Q2 24 | — | $4.2M | ||
| Q1 24 | — | $4.7M |
| Q4 25 | $-39.7M | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | -734.1% | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | 0.1% | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | — | 3.14× | ||
| Q3 25 | — | 0.92× | ||
| Q2 25 | — | 1.86× | ||
| Q1 25 | — | 0.81× | ||
| Q4 24 | — | 4.12× | ||
| Q3 24 | — | 2.10× | ||
| Q2 24 | — | 1.00× | ||
| Q1 24 | — | 0.90× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
