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Side-by-side financial comparison of dLocal Ltd (DLO) and BRC Group Holdings, Inc. (RILY). Click either name above to swap in a different company.
dLocal Ltd is the larger business by last-quarter revenue ($337.9M vs $188.3M, roughly 1.8× BRC Group Holdings, Inc.). BRC Group Holdings, Inc. runs the higher net margin — 47.9% vs 16.5%, a 31.5% gap on every dollar of revenue. On growth, dLocal Ltd posted the faster year-over-year revenue change (65.2% vs -21.9%).
dLocal Limited is a Uruguayan financial technology company. It provides cross-border payments connecting global merchants to emerging markets.
DLO vs RILY — Head-to-Head
Income Statement — Q4 FY2025 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $337.9M | $188.3M |
| Net Profit | $55.6M | $90.3M |
| Gross Margin | 34.3% | 79.5% |
| Operating Margin | 18.6% | 32.3% |
| Net Margin | 16.5% | 47.9% |
| Revenue YoY | 65.2% | -21.9% |
| Net Profit YoY | 87.3% | 1710.8% |
| EPS (diluted) | $0.18 | $2.78 |
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 | $337.9M | $188.3M | ||
| Q3 25 | $282.5M | $215.3M | ||
| Q2 25 | — | $188.2M | ||
| Q1 25 | — | $197.2M | ||
| Q4 24 | $204.5M | $241.0M | ||
| Q3 24 | $185.8M | $225.5M | ||
| Q2 24 | — | $256.0M | ||
| Q1 24 | — | $263.4M |
| Q4 25 | $55.6M | $90.3M | ||
| Q3 25 | $141.3M | $91.1M | ||
| Q2 25 | — | $139.5M | ||
| Q1 25 | — | $-10.0M | ||
| Q4 24 | $29.7M | $-5.6M | ||
| Q3 24 | $90.8M | $-284.4M | ||
| Q2 24 | — | $-433.6M | ||
| Q1 24 | — | $-49.2M |
| Q4 25 | 34.3% | 79.5% | ||
| Q3 25 | 36.5% | 83.7% | ||
| Q2 25 | — | 81.3% | ||
| Q1 25 | — | 81.4% | ||
| Q4 24 | 40.9% | 79.8% | ||
| Q3 24 | 42.1% | 82.1% | ||
| Q2 24 | — | 84.5% | ||
| Q1 24 | — | 85.3% |
| Q4 25 | 18.6% | 32.3% | ||
| Q3 25 | 19.7% | 30.4% | ||
| Q2 25 | — | 5.7% | ||
| Q1 25 | — | -31.2% | ||
| Q4 24 | 20.7% | -69.2% | ||
| Q3 24 | 22.1% | -36.4% | ||
| Q2 24 | — | -90.8% | ||
| Q1 24 | — | -6.1% |
| Q4 25 | 16.5% | 47.9% | ||
| Q3 25 | 50.0% | 42.3% | ||
| Q2 25 | — | 74.1% | ||
| Q1 25 | — | -5.1% | ||
| Q4 24 | 14.5% | -2.3% | ||
| Q3 24 | 48.9% | -126.1% | ||
| Q2 24 | — | -169.4% | ||
| Q1 24 | — | -18.7% |
| Q4 25 | $0.18 | $2.78 | ||
| Q3 25 | $0.17 | $2.91 | ||
| Q2 25 | — | $4.50 | ||
| Q1 25 | — | $-0.39 | ||
| Q4 24 | $0.09 | $-0.01 | ||
| Q3 24 | $0.09 | $-9.39 | ||
| Q2 24 | — | $-14.35 | ||
| Q1 24 | — | $-1.71 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $719.9M | $226.6M |
| Total DebtLower is stronger | $86.7M | $1.4B |
| Stockholders' EquityBook value | $569.4M | $-171.5M |
| Total Assets | $1.5B | $1.7B |
| Debt / EquityLower = less leverage | 0.15× | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $719.9M | $226.6M | ||
| Q3 25 | $604.5M | $184.2M | ||
| Q2 25 | — | $267.4M | ||
| Q1 25 | — | $138.3M | ||
| Q4 24 | $425.2M | $146.9M | ||
| Q3 24 | $560.5M | $159.2M | ||
| Q2 24 | — | $236.9M | ||
| Q1 24 | — | $190.7M |
| Q4 25 | $86.7M | $1.4B | ||
| Q3 25 | $63.1M | $1.3B | ||
| Q2 25 | — | $1.3B | ||
| Q1 25 | — | $1.4B | ||
| Q4 24 | $39.8M | $1.5B | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | $569.4M | $-171.5M | ||
| Q3 25 | $504.7M | $-260.5M | ||
| Q2 25 | — | $-351.7M | ||
| Q1 25 | — | $-496.8M | ||
| Q4 24 | $489.0M | $-488.2M | ||
| Q3 24 | $457.0M | $-497.6M | ||
| Q2 24 | — | $-218.3M | ||
| Q1 24 | — | $228.4M |
| Q4 25 | $1.5B | $1.7B | ||
| Q3 25 | $1.4B | $1.7B | ||
| Q2 25 | — | $1.5B | ||
| Q1 25 | — | $1.5B | ||
| Q4 24 | $1.2B | $1.8B | ||
| Q3 24 | — | $2.2B | ||
| Q2 24 | — | $3.2B | ||
| Q1 24 | — | $5.0B |
| Q4 25 | 0.15× | — | ||
| Q3 25 | 0.12× | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | 0.08× | — | ||
| 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 | $100.4M | $26.2M |
| Free Cash FlowOCF − Capex | $99.8M | — |
| FCF MarginFCF / Revenue | 29.5% | — |
| Capex IntensityCapex / Revenue | 0.2% | — |
| Cash ConversionOCF / Net Profit | 1.80× | 0.29× |
| TTM Free Cash FlowTrailing 4 quarters | $378.7M | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $100.4M | $26.2M | ||
| Q3 25 | $315.0M | $-60.6M | ||
| Q2 25 | — | $-25.6M | ||
| Q1 25 | — | $184.0K | ||
| Q4 24 | $-141.1M | $-2.7M | ||
| Q3 24 | $108.3M | $19.5M | ||
| Q2 24 | — | $111.5M | ||
| Q1 24 | — | $135.4M |
| Q4 25 | $99.8M | — | ||
| Q3 25 | $313.4M | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | $-141.6M | — | ||
| Q3 24 | $107.1M | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | 29.5% | — | ||
| Q3 25 | 110.9% | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | -69.2% | — | ||
| Q3 24 | 57.6% | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | 0.2% | — | ||
| Q3 25 | 0.6% | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | 0.2% | — | ||
| Q3 24 | 0.7% | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | 1.80× | 0.29× | ||
| Q3 25 | 2.23× | -0.66× | ||
| Q2 25 | — | -0.18× | ||
| Q1 25 | — | — | ||
| Q4 24 | -4.75× | — | ||
| Q3 24 | 1.19× | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
DLO
Segment breakdown not available.
RILY
| Transferred At Point In Time | $101.4M | 54% |
| Wealth Management Segment | $30.7M | 16% |
| Corporate Finance Consulting And Investment Banking Fees | $27.1M | 14% |
| Services And Fees | $24.8M | 13% |
| Commissions Fees And Reimbursed Expenses | $4.8M | 3% |
