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Side-by-side financial comparison of DDC Enterprise Ltd (DDC) and Super League Enterprise, Inc. (SLE). Click either name above to swap in a different company.
DDC Enterprise Ltd is the larger business by last-quarter revenue ($5.4M vs $3.2M, roughly 1.7× Super League Enterprise, Inc.). DDC Enterprise Ltd runs the higher net margin — -123.3% vs -316.9%, a 193.6% gap on every dollar of revenue.
Super League Enterprise, Inc. is a global gaming and esports entertainment firm that creates interactive live events, original content, and community experiences for casual and core gaming audiences. It runs competitive gaming leagues, brand partnership activations, and digital media platforms, serving North America, Europe, and key Asia-Pacific markets.
DDC vs SLE — Head-to-Head
Income Statement — Q4 FY2025 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $5.4M | $3.2M |
| Net Profit | $-6.7M | $-10.1M |
| Gross Margin | 31.4% | 31.5% |
| Operating Margin | -90.0% | -100.8% |
| Net Margin | -123.3% | -316.9% |
| Revenue YoY | — | -6.6% |
| Net Profit YoY | — | -91.8% |
| EPS (diluted) | — | — |
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 | $3.2M | ||
| Q3 25 | — | $2.4M | ||
| Q2 25 | $2.2M | $3.0M | ||
| Q1 25 | — | $2.7M | ||
| Q4 24 | — | $3.4M | ||
| Q3 24 | — | $4.4M | ||
| Q2 24 | — | $4.1M | ||
| Q1 24 | — | $4.2M |
| Q4 25 | $-6.7M | $-10.1M | ||
| Q3 25 | — | $-3.6M | ||
| Q2 25 | $715.3K | $-2.8M | ||
| Q1 25 | — | $-4.2M | ||
| Q4 24 | — | $-5.3M | ||
| Q3 24 | — | $-3.6M | ||
| Q2 24 | — | $-2.5M | ||
| Q1 24 | — | $-5.3M |
| Q4 25 | 31.4% | 31.5% | ||
| Q3 25 | — | 44.6% | ||
| Q2 25 | 33.4% | 43.6% | ||
| Q1 25 | — | 44.0% | ||
| Q4 24 | — | 29.2% | ||
| Q3 24 | — | 38.9% | ||
| Q2 24 | — | 40.0% | ||
| Q1 24 | — | 41.1% |
| Q4 25 | -90.0% | -100.8% | ||
| Q3 25 | — | -125.9% | ||
| Q2 25 | 12.9% | -104.8% | ||
| Q1 25 | — | -133.6% | ||
| Q4 24 | — | -134.4% | ||
| Q3 24 | — | -77.9% | ||
| Q2 24 | — | -99.4% | ||
| Q1 24 | — | -109.4% |
| Q4 25 | -123.3% | -316.9% | ||
| Q3 25 | — | -147.0% | ||
| Q2 25 | 33.2% | -92.7% | ||
| Q1 25 | — | -155.6% | ||
| Q4 24 | — | -154.3% | ||
| Q3 24 | — | -82.0% | ||
| Q2 24 | — | -59.6% | ||
| Q1 24 | — | -125.0% |
| Q4 25 | — | — | ||
| Q3 25 | — | $-2.65 | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | $-21.47 | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
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 | $14.4M |
| Total DebtLower is stronger | $610.8K | — |
| Stockholders' EquityBook value | $71.2M | $17.5M |
| Total Assets | $199.6M | $21.9M |
| Debt / EquityLower = less leverage | 0.01× | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $21.7M | $14.4M | ||
| Q3 25 | — | $1.1M | ||
| Q2 25 | $3.5M | $475.0K | ||
| Q1 25 | — | $747.0K | ||
| Q4 24 | — | $1.3M | ||
| Q3 24 | — | $289.0K | ||
| Q2 24 | — | $1.7M | ||
| Q1 24 | — | $3.3M |
| Q4 25 | $610.8K | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | $71.2M | $17.5M | ||
| Q3 25 | — | $-2.0M | ||
| Q2 25 | $3.9M | $-4.1M | ||
| Q1 25 | — | $-3.5M | ||
| Q4 24 | — | $170.0K | ||
| Q3 24 | — | $3.5M | ||
| Q2 24 | — | $5.1M | ||
| Q1 24 | — | $6.0M |
| Q4 25 | $199.6M | $21.9M | ||
| Q3 25 | — | $8.7M | ||
| Q2 25 | $12.4M | $8.5M | ||
| Q1 25 | — | $9.8M | ||
| Q4 24 | — | $11.7M | ||
| Q3 24 | — | $12.6M | ||
| Q2 24 | — | $15.4M | ||
| Q1 24 | — | $18.6M |
| 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 | $-3.9M |
| 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 | $-3.9M | ||
| Q3 25 | — | $-2.8M | ||
| Q2 25 | — | $-1.8M | ||
| Q1 25 | — | $-2.2M | ||
| Q4 24 | — | $-3.3M | ||
| Q3 24 | — | $-2.1M | ||
| Q2 24 | — | $-2.3M | ||
| Q1 24 | — | $-3.7M |
| Q4 25 | $-39.7M | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | $-2.1M | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | -734.1% | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | -48.1% | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | 0.1% | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | 0.0% | ||
| Q3 24 | — | 0.5% | ||
| Q2 24 | — | 0.0% | ||
| Q1 24 | — | 0.0% |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
DDC
Segment breakdown not available.
SLE
| Advertising And Sponsorships | $1.8M | 57% |
| Publishing And Content Studio | $1.4M | 43% |
