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Side-by-side financial comparison of Dominari Holdings Inc. (DOMH) and COFFEE HOLDING CO INC (JVA). Click either name above to swap in a different company.
Dominari Holdings Inc. is the larger business by last-quarter revenue ($30.1M vs $27.7M, roughly 1.1× COFFEE HOLDING CO INC). COFFEE HOLDING CO INC runs the higher net margin — 2.9% vs -438.1%, a 441.0% gap on every dollar of revenue. On growth, Dominari Holdings Inc. posted the faster year-over-year revenue change (220.4% vs 30.8%). Over the past eight quarters, Dominari Holdings Inc.'s revenue compounded faster (369.1% CAGR vs 19.2%).
Black Rifle Coffee Company (BRCC) is a coffee company based in Salt Lake City, Utah, United States. Founded in 2014 by former U.S. Army Green Beret Evan Hafer, it gained national attention in 2017 after pledging to hire 10,000 veterans in response to Starbucks's pledge to hire 10,000 refugees.
DOMH vs JVA — Head-to-Head
Income Statement — Q4 FY2025 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $30.1M | $27.7M |
| Net Profit | $-131.8M | $811.5K |
| Gross Margin | — | 8.5% |
| Operating Margin | -8.9% | 2.8% |
| Net Margin | -438.1% | 2.9% |
| Revenue YoY | 220.4% | 30.8% |
| Net Profit YoY | -12426.2% | -35.7% |
| EPS (diluted) | $-6.94 | $0.15 |
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 | $30.1M | $27.7M | ||
| Q3 25 | $50.8M | $23.9M | ||
| Q2 25 | $34.1M | $23.3M | ||
| Q1 25 | $8.1M | $21.3M | ||
| Q4 24 | $9.4M | $21.2M | ||
| Q3 24 | $4.0M | $18.8M | ||
| Q2 24 | $6.2M | $19.0M | ||
| Q1 24 | $1.4M | $19.5M |
| Q4 25 | $-131.8M | $811.5K | ||
| Q3 25 | $125.2M | $-1.2M | ||
| Q2 25 | $16.6M | $644.1K | ||
| Q1 25 | $-32.5M | $1.2M | ||
| Q4 24 | $1.1M | $1.3M | ||
| Q3 24 | $-4.2M | $626.8K | ||
| Q2 24 | $-6.1M | $-21.8K | ||
| Q1 24 | $-5.4M | $351.0K |
| Q4 25 | — | 8.5% | ||
| Q3 25 | — | 12.2% | ||
| Q2 25 | — | 18.9% | ||
| Q1 25 | — | 26.9% | ||
| Q4 24 | — | 23.2% | ||
| Q3 24 | — | 20.9% | ||
| Q2 24 | — | 19.5% | ||
| Q1 24 | — | 17.8% |
| Q4 25 | -8.9% | 2.8% | ||
| Q3 25 | -3.1% | -4.6% | ||
| Q2 25 | -57.0% | 3.8% | ||
| Q1 25 | -394.6% | 7.5% | ||
| Q4 24 | 0.4% | 8.0% | ||
| Q3 24 | -79.1% | 3.8% | ||
| Q2 24 | -44.3% | -0.4% | ||
| Q1 24 | -205.2% | 3.2% |
| Q4 25 | -438.1% | 2.9% | ||
| Q3 25 | 246.4% | -5.0% | ||
| Q2 25 | 48.7% | 2.8% | ||
| Q1 25 | -400.5% | 5.4% | ||
| Q4 24 | 11.4% | 5.9% | ||
| Q3 24 | -104.2% | 3.3% | ||
| Q2 24 | -99.1% | -0.1% | ||
| Q1 24 | -398.0% | 1.8% |
| Q4 25 | $-6.94 | $0.15 | ||
| Q3 25 | $7.27 | $-0.21 | ||
| Q2 25 | $1.12 | $0.11 | ||
| Q1 25 | $-3.02 | $0.20 | ||
| Q4 24 | $0.21 | $0.22 | ||
| Q3 24 | $-0.67 | $0.11 | ||
| Q2 24 | $-1.01 | $0.00 | ||
| Q1 24 | $-0.91 | $0.06 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $80.5M | $701.9K |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | $69.4M | $27.6M |
| Total Assets | $112.9M | $42.0M |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $80.5M | $701.9K | ||
| Q3 25 | $176.2M | $979.8K | ||
| Q2 25 | $28.2M | $1.8M | ||
| Q1 25 | $18.9M | $2.4M | ||
| Q4 24 | $8.2M | $1.4M | ||
| Q3 24 | $7.2M | $3.1M | ||
| Q2 24 | $12.1M | $2.4M | ||
| Q1 24 | $7.1M | $2.4M |
| Q4 25 | $69.4M | $27.6M | ||
| Q3 25 | $210.2M | $26.8M | ||
| Q2 25 | $88.6M | $28.0M | ||
| Q1 25 | $42.4M | $27.3M | ||
| Q4 24 | $39.9M | $26.2M | ||
| Q3 24 | $38.3M | $24.9M | ||
| Q2 24 | $42.4M | $24.3M | ||
| Q1 24 | $47.7M | $24.3M |
| Q4 25 | $112.9M | $42.0M | ||
| Q3 25 | $223.4M | $45.9M | ||
| Q2 25 | $109.3M | $39.7M | ||
| Q1 25 | $52.3M | $38.9M | ||
| Q4 24 | $47.1M | $34.0M | ||
| Q3 24 | $43.4M | $33.1M | ||
| Q2 24 | $49.1M | $34.9M | ||
| Q1 24 | $52.2M | $37.6M |
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 | $22.7M | $377.7K |
| Free Cash FlowOCF − Capex | — | $265.4K |
| FCF MarginFCF / Revenue | — | 1.0% |
| Capex IntensityCapex / Revenue | — | 0.4% |
| Cash ConversionOCF / Net Profit | — | 0.47× |
| TTM Free Cash FlowTrailing 4 quarters | — | $-5.2M |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $22.7M | $377.7K | ||
| Q3 25 | $-4.9M | $-3.8M | ||
| Q2 25 | $-353.0K | $-1.2M | ||
| Q1 25 | $1.2M | $-401.9K | ||
| Q4 24 | $-16.7M | $222.0K | ||
| Q3 24 | $-4.7M | $1.8M | ||
| Q2 24 | $1.4M | $-1.2M | ||
| Q1 24 | $-8.6M | $4.6M |
| Q4 25 | — | $265.4K | ||
| Q3 25 | — | $-3.9M | ||
| Q2 25 | — | $-1.2M | ||
| Q1 25 | — | $-419.8K | ||
| Q4 24 | — | — | ||
| Q3 24 | — | $1.8M | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | — | 1.0% | ||
| Q3 25 | — | -16.3% | ||
| Q2 25 | — | -5.0% | ||
| Q1 25 | — | -2.0% | ||
| Q4 24 | — | — | ||
| Q3 24 | — | 9.4% | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | — | 0.4% | ||
| Q3 25 | — | 0.2% | ||
| Q2 25 | — | 0.1% | ||
| Q1 25 | — | 0.1% | ||
| Q4 24 | — | — | ||
| Q3 24 | — | 0.2% | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | — | 0.47× | ||
| Q3 25 | -0.04× | — | ||
| Q2 25 | -0.02× | -1.79× | ||
| Q1 25 | — | -0.35× | ||
| Q4 24 | -15.65× | 0.18× | ||
| Q3 24 | — | 2.90× | ||
| Q2 24 | — | — | ||
| Q1 24 | — | 13.09× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
DOMH
| Chief Operating Decision Maker | $30.1M | 100% |
| Commissions | $458.0K | 2% |
JVA
Segment breakdown not available.
