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Side-by-side financial comparison of 3D SYSTEMS CORP (DDD) and SILICOM LTD. (SILC). Click either name above to swap in a different company.
3D SYSTEMS CORP is the larger business by last-quarter revenue ($106.3M vs $61.9M, roughly 1.7× SILICOM LTD.). 3D SYSTEMS CORP runs the higher net margin — -18.4% vs -18.5%, a 0.2% gap on every dollar of revenue. On growth, SILICOM LTD. posted the faster year-over-year revenue change (6.6% vs -4.3%). SILICOM LTD. produced more free cash flow last quarter ($-3.3M vs $-16.6M).
3D Systems Corporation is an American company based in Rock Hill, South Carolina, that engineers, manufactures, and sells 3D printers, 3D printing materials, 3D printed parts, and application engineering services. The company creates product concept models, precision and functional prototypes, master patterns for tooling, as well as production parts for direct digital manufacturing. It uses proprietary processes to fabricate physical objects using input from computer-aided design and manufact...
Silicom Ltd. is a publicly traded company, headquartered in Israel, that specializes in the design, manufacture and marketing of connectivity solutions for a range of servers and server-based systems. Its shares are listed on the NASDAQ Global Market and on the Tel Aviv Stock Exchange. Silicom is a member of the RAD Group family of companies.
DDD vs SILC — Head-to-Head
Income Statement — Q4 FY2025 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $106.3M | $61.9M |
| Net Profit | $-19.5M | $-11.5M |
| Gross Margin | 30.8% | 30.6% |
| Operating Margin | -21.3% | -19.8% |
| Net Margin | -18.4% | -18.5% |
| Revenue YoY | -4.3% | 6.6% |
| Net Profit YoY | 41.7% | 16.3% |
| EPS (diluted) | $0.04 | $-2.01 |
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 | $106.3M | $61.9M | ||
| Q3 25 | $91.2M | — | ||
| Q2 25 | $94.8M | — | ||
| Q1 25 | $94.5M | — | ||
| Q4 24 | $111.0M | $58.1M | ||
| Q3 24 | $112.9M | — | ||
| Q2 24 | $113.3M | — | ||
| Q1 24 | $102.9M | — |
| Q4 25 | $-19.5M | $-11.5M | ||
| Q3 25 | $-18.1M | — | ||
| Q2 25 | $104.4M | — | ||
| Q1 25 | $-37.0M | — | ||
| Q4 24 | $-33.5M | $-13.7M | ||
| Q3 24 | $-178.6M | — | ||
| Q2 24 | $-27.3M | — | ||
| Q1 24 | $-16.0M | — |
| Q4 25 | 30.8% | 30.6% | ||
| Q3 25 | 32.3% | — | ||
| Q2 25 | 38.1% | — | ||
| Q1 25 | 34.6% | — | ||
| Q4 24 | 31.0% | 28.6% | ||
| Q3 24 | 36.9% | — | ||
| Q2 24 | 41.6% | — | ||
| Q1 24 | 39.8% | — |
| Q4 25 | -21.3% | -19.8% | ||
| Q3 25 | -23.4% | — | ||
| Q2 25 | -16.2% | — | ||
| Q1 25 | -38.9% | — | ||
| Q4 24 | -27.4% | -22.8% | ||
| Q3 24 | -160.0% | — | ||
| Q2 24 | -23.3% | — | ||
| Q1 24 | -38.7% | — |
| Q4 25 | -18.4% | -18.5% | ||
| Q3 25 | -19.8% | — | ||
| Q2 25 | 110.1% | — | ||
| Q1 25 | -39.1% | — | ||
| Q4 24 | -30.1% | -23.6% | ||
| Q3 24 | -158.2% | — | ||
| Q2 24 | -24.1% | — | ||
| Q1 24 | -15.5% | — |
| Q4 25 | $0.04 | $-2.01 | ||
| Q3 25 | $-0.14 | — | ||
| Q2 25 | $0.57 | — | ||
| Q1 25 | $-0.28 | — | ||
| Q4 24 | $-0.26 | $-2.28 | ||
| Q3 24 | $-1.35 | — | ||
| Q2 24 | $-0.21 | — | ||
| Q1 24 | $-0.12 | — |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $95.6M | $42.1M |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | $240.4M | $117.5M |
| Total Assets | $521.7M | $152.2M |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $95.6M | $42.1M | ||
| Q3 25 | $95.5M | — | ||
| Q2 25 | $116.4M | — | ||
| Q1 25 | $135.0M | — | ||
| Q4 24 | $171.3M | $72.1M | ||
| Q3 24 | $190.0M | — | ||
| Q2 24 | $192.7M | — | ||
| Q1 24 | $212.0M | — |
| Q4 25 | $240.4M | $117.5M | ||
| Q3 25 | $221.1M | — | ||
| Q2 25 | $241.2M | — | ||
| Q1 25 | $145.6M | — | ||
| Q4 24 | $176.2M | $127.8M | ||
| Q3 24 | $218.0M | — | ||
| Q2 24 | $381.7M | — | ||
| Q1 24 | $408.4M | — |
| Q4 25 | $521.7M | $152.2M | ||
| Q3 25 | $554.5M | — | ||
| Q2 25 | $587.8M | — | ||
| Q1 25 | $583.4M | — | ||
| Q4 24 | $608.8M | $150.4M | ||
| Q3 24 | $658.3M | — | ||
| Q2 24 | $821.5M | — | ||
| Q1 24 | $857.2M | — |
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 | $-14.7M | $-2.2M |
| Free Cash FlowOCF − Capex | $-16.6M | $-3.3M |
| FCF MarginFCF / Revenue | -15.7% | -5.4% |
| Capex IntensityCapex / Revenue | 1.8% | 1.9% |
| Cash ConversionOCF / Net Profit | — | — |
| TTM Free Cash FlowTrailing 4 quarters | $-97.8M | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $-14.7M | $-2.2M | ||
| Q3 25 | $-13.5M | — | ||
| Q2 25 | $-25.8M | — | ||
| Q1 25 | $-33.8M | — | ||
| Q4 24 | $-7.8M | $18.3M | ||
| Q3 24 | $-801.0K | — | ||
| Q2 24 | $-10.8M | — | ||
| Q1 24 | $-25.5M | — |
| Q4 25 | $-16.6M | $-3.3M | ||
| Q3 25 | $-15.8M | — | ||
| Q2 25 | $-28.8M | — | ||
| Q1 25 | $-36.6M | — | ||
| Q4 24 | $-13.1M | $17.4M | ||
| Q3 24 | $-4.4M | — | ||
| Q2 24 | $-14.7M | — | ||
| Q1 24 | $-28.7M | — |
| Q4 25 | -15.7% | -5.4% | ||
| Q3 25 | -17.3% | — | ||
| Q2 25 | -30.4% | — | ||
| Q1 25 | -38.7% | — | ||
| Q4 24 | -11.8% | 29.9% | ||
| Q3 24 | -3.9% | — | ||
| Q2 24 | -13.0% | — | ||
| Q1 24 | -27.9% | — |
| Q4 25 | 1.8% | 1.9% | ||
| Q3 25 | 2.5% | — | ||
| Q2 25 | 3.1% | — | ||
| Q1 25 | 3.0% | — | ||
| Q4 24 | 4.8% | 1.6% | ||
| Q3 24 | 3.2% | — | ||
| Q2 24 | 3.5% | — | ||
| Q1 24 | 3.1% | — |
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | -0.25× | — | ||
| 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
DDD
| Products | $62.6M | 59% |
| Services | $43.7M | 41% |
SILC
Segment breakdown not available.
