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Side-by-side financial comparison of DDC Enterprise Ltd (DDC) and Vital Farms, Inc. (VITL). Click either name above to swap in a different company.
Vital Farms, Inc. is the larger business by last-quarter revenue ($213.6M vs $5.4M, roughly 39.5× DDC Enterprise Ltd). Vital Farms, Inc. runs the higher net margin — 7.6% vs -123.3%, a 131.0% gap on every dollar of revenue. Vital Farms, Inc. produced more free cash flow last quarter ($-32.1M vs $-39.7M).
Vital Tomosi Dairy Limited is a dairy processing company in Uganda. The company is a joint venture between Vital Capital Fund, "an impact investing fund primarily focused on Sub-Saharan Africa", and "Tomosi Dairy Farms, a Ugandan producer of dairy products".
DDC vs VITL — Head-to-Head
Income Statement — Q4 2025 vs Q4 2025
| Metric | | |
|---|---|---|
| Revenue | $5.4M | $213.6M |
| Net Profit | $-6.7M | $16.3M |
| Gross Margin | 31.4% | 35.8% |
| Operating Margin | -90.0% | 10.0% |
| Net Margin | -123.3% | 7.6% |
| Revenue YoY | — | 28.7% |
| Net Profit YoY | — | 54.3% |
| EPS (diluted) | — | $0.35 |
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 | $213.6M | ||
| Q3 25 | — | $198.9M | ||
| Q2 25 | $2.2M | $184.8M | ||
| Q1 25 | — | $162.2M | ||
| Q4 24 | — | $166.0M | ||
| Q3 24 | — | $145.0M | ||
| Q2 24 | — | $147.4M | ||
| Q1 24 | — | $147.9M |
| Q4 25 | $-6.7M | $16.3M | ||
| Q3 25 | — | $16.4M | ||
| Q2 25 | $715.3K | $16.6M | ||
| Q1 25 | — | $16.9M | ||
| Q4 24 | — | $10.6M | ||
| Q3 24 | — | $7.4M | ||
| Q2 24 | — | $16.3M | ||
| Q1 24 | — | $19.0M |
| Q4 25 | 31.4% | 35.8% | ||
| Q3 25 | — | 37.7% | ||
| Q2 25 | 33.4% | 38.9% | ||
| Q1 25 | — | 38.5% | ||
| Q4 24 | — | 36.1% | ||
| Q3 24 | — | 36.9% | ||
| Q2 24 | — | 39.1% | ||
| Q1 24 | — | 39.8% |
| Q4 25 | -90.0% | 10.0% | ||
| Q3 25 | — | 10.8% | ||
| Q2 25 | 12.9% | 12.9% | ||
| Q1 25 | — | 13.4% | ||
| Q4 24 | — | 7.8% | ||
| Q3 24 | — | 6.4% | ||
| Q2 24 | — | 11.6% | ||
| Q1 24 | — | 16.3% |
| Q4 25 | -123.3% | 7.6% | ||
| Q3 25 | — | 8.3% | ||
| Q2 25 | 33.2% | 9.0% | ||
| Q1 25 | — | 10.4% | ||
| Q4 24 | — | 6.4% | ||
| Q3 24 | — | 5.1% | ||
| Q2 24 | — | 11.1% | ||
| Q1 24 | — | 12.9% |
| Q4 25 | — | $0.35 | ||
| Q3 25 | — | $0.36 | ||
| Q2 25 | — | $0.36 | ||
| Q1 25 | — | $0.37 | ||
| Q4 24 | — | $0.23 | ||
| Q3 24 | — | $0.16 | ||
| Q2 24 | — | $0.36 | ||
| Q1 24 | — | $0.43 |
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 | $48.8M |
| Total DebtLower is stronger | $610.8K | — |
| Stockholders' EquityBook value | $71.2M | $351.3M |
| Total Assets | $199.6M | $518.7M |
| Debt / EquityLower = less leverage | 0.01× | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $21.7M | $48.8M | ||
| Q3 25 | — | $93.8M | ||
| Q2 25 | $3.5M | $108.2M | ||
| Q1 25 | — | $156.3M | ||
| Q4 24 | — | $150.6M | ||
| Q3 24 | — | $149.5M | ||
| Q2 24 | — | $133.2M | ||
| Q1 24 | — | $113.8M |
| Q4 25 | $610.8K | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | $71.2M | $351.3M | ||
| Q3 25 | — | $331.2M | ||
| Q2 25 | $3.9M | $309.8M | ||
| Q1 25 | — | $288.9M | ||
| Q4 24 | — | $269.3M | ||
| Q3 24 | — | $253.4M | ||
| Q2 24 | — | $238.4M | ||
| Q1 24 | — | $213.3M |
| Q4 25 | $199.6M | $518.7M | ||
| Q3 25 | — | $481.5M | ||
| Q2 25 | $12.4M | $430.8M | ||
| Q1 25 | — | $376.9M | ||
| Q4 24 | — | $359.3M | ||
| Q3 24 | — | $344.7M | ||
| Q2 24 | — | $320.5M | ||
| Q1 24 | — | $300.2M |
| 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 | $5.8M |
| Free Cash FlowOCF − Capex | $-39.7M | $-32.1M |
| FCF MarginFCF / Revenue | -734.1% | -15.1% |
| Capex IntensityCapex / Revenue | 0.1% | 17.8% |
| Cash ConversionOCF / Net Profit | — | 0.35× |
| TTM Free Cash FlowTrailing 4 quarters | — | $-48.2M |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $-39.7M | $5.8M | ||
| Q3 25 | — | $23.4M | ||
| Q2 25 | — | $-761.0K | ||
| Q1 25 | — | $5.3M | ||
| Q4 24 | — | $14.8M | ||
| Q3 24 | — | $10.0M | ||
| Q2 24 | — | $16.1M | ||
| Q1 24 | — | $23.9M |
| Q4 25 | $-39.7M | $-32.1M | ||
| Q3 25 | — | $-10.6M | ||
| Q2 25 | — | $-7.6M | ||
| Q1 25 | — | $2.1M | ||
| Q4 24 | — | $-3.4M | ||
| Q3 24 | — | $6.4M | ||
| Q2 24 | — | $10.5M | ||
| Q1 24 | — | $22.6M |
| Q4 25 | -734.1% | -15.1% | ||
| Q3 25 | — | -5.3% | ||
| Q2 25 | — | -4.1% | ||
| Q1 25 | — | 1.3% | ||
| Q4 24 | — | -2.0% | ||
| Q3 24 | — | 4.4% | ||
| Q2 24 | — | 7.2% | ||
| Q1 24 | — | 15.3% |
| Q4 25 | 0.1% | 17.8% | ||
| Q3 25 | — | 17.1% | ||
| Q2 25 | — | 3.7% | ||
| Q1 25 | — | 1.9% | ||
| Q4 24 | — | 10.9% | ||
| Q3 24 | — | 2.5% | ||
| Q2 24 | — | 3.8% | ||
| Q1 24 | — | 0.9% |
| Q4 25 | — | 0.35× | ||
| Q3 25 | — | 1.43× | ||
| Q2 25 | — | -0.05× | ||
| Q1 25 | — | 0.31× | ||
| Q4 24 | — | 1.40× | ||
| Q3 24 | — | 1.34× | ||
| Q2 24 | — | 0.99× | ||
| Q1 24 | — | 1.26× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
DDC
Segment breakdown not available.
VITL
| Eggs And Egg Related Products | $205.8M | 96% |
| Butter And Butter Related Products | $7.7M | 4% |
