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Side-by-side financial comparison of DIAMOND HILL INVESTMENT GROUP INC (DHIL) and Seaport Entertainment Group Inc. (SEG). Click either name above to swap in a different company.
DIAMOND HILL INVESTMENT GROUP INC is the larger business by last-quarter revenue ($36.6M vs $29.5M, roughly 1.2× Seaport Entertainment Group Inc.). DIAMOND HILL INVESTMENT GROUP INC runs the higher net margin — 25.3% vs -125.0%, a 150.4% gap on every dollar of revenue.
Diamond Baseball Holdings (DBH) is an American sports ownership and management group that operates over 40 Minor League Baseball (MiLB) teams in the United States and Canada. DBH was established in 2021 by media conglomerate Endeavor and is a subsidiary of the investment firm Silver Lake.
DHIL vs SEG — Head-to-Head
Income Statement — Q4 FY2025 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $36.6M | $29.5M |
| Net Profit | $9.3M | $-36.9M |
| Gross Margin | — | — |
| Operating Margin | 16.9% | -120.5% |
| Net Margin | 25.3% | -125.0% |
| Revenue YoY | -6.6% | — |
| Net Profit YoY | 25.3% | — |
| EPS (diluted) | $3.42 | $-2.90 |
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 | $36.6M | $29.5M | ||
| Q3 25 | $37.4M | $45.0M | ||
| Q2 25 | $36.0M | $39.8M | ||
| Q1 25 | $37.1M | $16.1M | ||
| Q4 24 | $39.1M | — | ||
| Q3 24 | $39.0M | $39.4M | ||
| Q2 24 | $36.7M | $33.7M | ||
| Q1 24 | $36.3M | — |
| Q4 25 | $9.3M | $-36.9M | ||
| Q3 25 | $13.6M | $-33.2M | ||
| Q2 25 | $15.6M | $-14.8M | ||
| Q1 25 | $10.4M | $-31.9M | ||
| Q4 24 | $7.4M | — | ||
| Q3 24 | $14.6M | $-32.5M | ||
| Q2 24 | $8.1M | $-35.0M | ||
| Q1 24 | $13.0M | — |
| Q4 25 | 16.9% | -120.5% | ||
| Q3 25 | 26.0% | -75.2% | ||
| Q2 25 | 21.6% | -40.2% | ||
| Q1 25 | 35.2% | -203.5% | ||
| Q4 24 | 33.8% | — | ||
| Q3 24 | 26.2% | -51.0% | ||
| Q2 24 | 33.1% | -75.3% | ||
| Q1 24 | 22.9% | — |
| Q4 25 | 25.3% | -125.0% | ||
| Q3 25 | 36.2% | -73.7% | ||
| Q2 25 | 43.2% | -37.1% | ||
| Q1 25 | 27.9% | -198.4% | ||
| Q4 24 | 18.9% | — | ||
| Q3 24 | 37.5% | -82.5% | ||
| Q2 24 | 22.2% | -103.9% | ||
| Q1 24 | 35.9% | — |
| Q4 25 | $3.42 | $-2.90 | ||
| Q3 25 | $4.99 | $-2.61 | ||
| Q2 25 | $5.73 | $-1.16 | ||
| Q1 25 | $3.77 | $-2.51 | ||
| Q4 24 | $2.76 | — | ||
| Q3 24 | $5.35 | $-5.89 | ||
| Q2 24 | $2.93 | $-6.34 | ||
| Q1 24 | $4.62 | — |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | — | $77.8M |
| Total DebtLower is stronger | — | $38.3M |
| Stockholders' EquityBook value | $176.4M | $456.5M |
| Total Assets | $260.4M | $650.1M |
| Debt / EquityLower = less leverage | — | 0.08× |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | — | $77.8M | ||
| Q3 25 | — | $106.2M | ||
| Q2 25 | — | $123.3M | ||
| Q1 25 | — | $129.9M | ||
| Q4 24 | $41.6M | — | ||
| Q3 24 | — | $23.7M | ||
| Q2 24 | — | $3.3M | ||
| Q1 24 | — | — |
| Q4 25 | — | $38.3M | ||
| Q3 25 | — | $39.3M | ||
| Q2 25 | — | $100.6M | ||
| Q1 25 | — | $101.6M | ||
| Q4 24 | — | — | ||
| Q3 24 | — | $103.3M | ||
| Q2 24 | — | $157.1M | ||
| Q1 24 | — | — |
| Q4 25 | $176.4M | $456.5M | ||
| Q3 25 | $180.9M | $485.8M | ||
| Q2 25 | $171.6M | $517.9M | ||
| Q1 25 | $168.6M | $531.2M | ||
| Q4 24 | $162.3M | — | ||
| Q3 24 | $166.5M | $433.8M | ||
| Q2 24 | $156.5M | $380.7M | ||
| Q1 24 | $158.3M | — |
| Q4 25 | $260.4M | $650.1M | ||
| Q3 25 | $256.3M | $699.1M | ||
| Q2 25 | $261.0M | $717.2M | ||
| Q1 25 | $224.4M | $718.4M | ||
| Q4 24 | $245.1M | — | ||
| Q3 24 | $240.8M | $622.8M | ||
| Q2 24 | $213.1M | $610.1M | ||
| Q1 24 | $209.1M | — |
| Q4 25 | — | 0.08× | ||
| Q3 25 | — | 0.08× | ||
| Q2 25 | — | 0.19× | ||
| Q1 25 | — | 0.19× | ||
| Q4 24 | — | — | ||
| Q3 24 | — | 0.24× | ||
| Q2 24 | — | 0.41× | ||
| 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 | $-6.6M | $-23.1M |
| Free Cash FlowOCF − Capex | $-9.1M | — |
| FCF MarginFCF / Revenue | -24.8% | — |
| Capex IntensityCapex / Revenue | 6.7% | — |
| Cash ConversionOCF / Net Profit | -0.71× | — |
| TTM Free Cash FlowTrailing 4 quarters | $-34.3M | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $-6.6M | $-23.1M | ||
| Q3 25 | $-7.7M | $-5.3M | ||
| Q2 25 | $-5.0M | $-754.0K | ||
| Q1 25 | $-10.7M | $-20.5M | ||
| Q4 24 | $16.6M | — | ||
| Q3 24 | $18.5M | $-8.8M | ||
| Q2 24 | $19.2M | — | ||
| Q1 24 | $-12.3M | — |
| Q4 25 | $-9.1M | — | ||
| Q3 25 | $-8.3M | — | ||
| Q2 25 | $-5.7M | — | ||
| Q1 25 | $-11.3M | — | ||
| Q4 24 | $15.2M | — | ||
| Q3 24 | $18.3M | — | ||
| Q2 24 | $19.2M | — | ||
| Q1 24 | $-12.4M | — |
| Q4 25 | -24.8% | — | ||
| Q3 25 | -22.2% | — | ||
| Q2 25 | -15.8% | — | ||
| Q1 25 | -30.4% | — | ||
| Q4 24 | 38.9% | — | ||
| Q3 24 | 46.8% | — | ||
| Q2 24 | 52.4% | — | ||
| Q1 24 | -34.2% | — |
| Q4 25 | 6.7% | — | ||
| Q3 25 | 1.6% | — | ||
| Q2 25 | 2.0% | — | ||
| Q1 25 | 1.5% | — | ||
| Q4 24 | 3.5% | — | ||
| Q3 24 | 0.7% | — | ||
| Q2 24 | 0.0% | — | ||
| Q1 24 | 0.4% | — |
| Q4 25 | -0.71× | — | ||
| Q3 25 | -0.57× | — | ||
| Q2 25 | -0.32× | — | ||
| Q1 25 | -1.04× | — | ||
| Q4 24 | 2.25× | — | ||
| Q3 24 | 1.26× | — | ||
| Q2 24 | 2.36× | — | ||
| Q1 24 | -0.94× | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
DHIL
| Proprietary Funds | $26.0M | 71% |
| Separately Managed Accounts | $5.0M | 14% |
| Other Pooled Vehicles | $2.8M | 8% |
| Administration Revenuenetofrelatedexpense | $1.7M | 5% |
| Collective Investment Trusts | $1.4M | 4% |
SEG
| Sponsorships Events And Entertainment | $12.5M | 43% |
| Hospitality | $12.2M | 41% |
| Rental | $4.1M | 14% |
| Other | $631.0K | 2% |
