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Side-by-side financial comparison of Dominari Holdings Inc. (DOMH) and Seaport Entertainment Group Inc. (SEG). Click either name above to swap in a different company.
Dominari Holdings Inc. is the larger business by last-quarter revenue ($30.1M vs $29.5M, roughly 1.0× Seaport Entertainment Group Inc.). Seaport Entertainment Group Inc. runs the higher net margin — -125.0% vs -438.1%, a 313.1% gap on every dollar of revenue.
DOMH vs SEG — Head-to-Head
Income Statement — Q4 FY2025 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $30.1M | $29.5M |
| Net Profit | $-131.8M | $-36.9M |
| Gross Margin | — | — |
| Operating Margin | -8.9% | -120.5% |
| Net Margin | -438.1% | -125.0% |
| Revenue YoY | 220.4% | — |
| Net Profit YoY | -12426.2% | — |
| EPS (diluted) | $-6.94 | $-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 | $30.1M | $29.5M | ||
| Q3 25 | $50.8M | $45.0M | ||
| Q2 25 | $34.1M | $39.8M | ||
| Q1 25 | $8.1M | $16.1M | ||
| Q4 24 | $9.4M | — | ||
| Q3 24 | $4.0M | $39.4M | ||
| Q2 24 | $6.2M | $33.7M | ||
| Q1 24 | $1.4M | — |
| Q4 25 | $-131.8M | $-36.9M | ||
| Q3 25 | $125.2M | $-33.2M | ||
| Q2 25 | $16.6M | $-14.8M | ||
| Q1 25 | $-32.5M | $-31.9M | ||
| Q4 24 | $1.1M | — | ||
| Q3 24 | $-4.2M | $-32.5M | ||
| Q2 24 | $-6.1M | $-35.0M | ||
| Q1 24 | $-5.4M | — |
| Q4 25 | -8.9% | -120.5% | ||
| Q3 25 | -3.1% | -75.2% | ||
| Q2 25 | -57.0% | -40.2% | ||
| Q1 25 | -394.6% | -203.5% | ||
| Q4 24 | 0.4% | — | ||
| Q3 24 | -79.1% | -51.0% | ||
| Q2 24 | -44.3% | -75.3% | ||
| Q1 24 | -205.2% | — |
| Q4 25 | -438.1% | -125.0% | ||
| Q3 25 | 246.4% | -73.7% | ||
| Q2 25 | 48.7% | -37.1% | ||
| Q1 25 | -400.5% | -198.4% | ||
| Q4 24 | 11.4% | — | ||
| Q3 24 | -104.2% | -82.5% | ||
| Q2 24 | -99.1% | -103.9% | ||
| Q1 24 | -398.0% | — |
| Q4 25 | $-6.94 | $-2.90 | ||
| Q3 25 | $7.27 | $-2.61 | ||
| Q2 25 | $1.12 | $-1.16 | ||
| Q1 25 | $-3.02 | $-2.51 | ||
| Q4 24 | $0.21 | — | ||
| Q3 24 | $-0.67 | $-5.89 | ||
| Q2 24 | $-1.01 | $-6.34 | ||
| Q1 24 | $-0.91 | — |
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 | $77.8M |
| Total DebtLower is stronger | — | $38.3M |
| Stockholders' EquityBook value | $69.4M | $456.5M |
| Total Assets | $112.9M | $650.1M |
| Debt / EquityLower = less leverage | — | 0.08× |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $80.5M | $77.8M | ||
| Q3 25 | $176.2M | $106.2M | ||
| Q2 25 | $28.2M | $123.3M | ||
| Q1 25 | $18.9M | $129.9M | ||
| Q4 24 | $8.2M | — | ||
| Q3 24 | $7.2M | $23.7M | ||
| Q2 24 | $12.1M | $3.3M | ||
| Q1 24 | $7.1M | — |
| 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 | $69.4M | $456.5M | ||
| Q3 25 | $210.2M | $485.8M | ||
| Q2 25 | $88.6M | $517.9M | ||
| Q1 25 | $42.4M | $531.2M | ||
| Q4 24 | $39.9M | — | ||
| Q3 24 | $38.3M | $433.8M | ||
| Q2 24 | $42.4M | $380.7M | ||
| Q1 24 | $47.7M | — |
| Q4 25 | $112.9M | $650.1M | ||
| Q3 25 | $223.4M | $699.1M | ||
| Q2 25 | $109.3M | $717.2M | ||
| Q1 25 | $52.3M | $718.4M | ||
| Q4 24 | $47.1M | — | ||
| Q3 24 | $43.4M | $622.8M | ||
| Q2 24 | $49.1M | $610.1M | ||
| Q1 24 | $52.2M | — |
| 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 | $22.7M | $-23.1M |
| Free Cash FlowOCF − Capex | — | — |
| FCF MarginFCF / Revenue | — | — |
| Capex IntensityCapex / Revenue | — | — |
| Cash ConversionOCF / Net Profit | — | — |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $22.7M | $-23.1M | ||
| Q3 25 | $-4.9M | $-5.3M | ||
| Q2 25 | $-353.0K | $-754.0K | ||
| Q1 25 | $1.2M | $-20.5M | ||
| Q4 24 | $-16.7M | — | ||
| Q3 24 | $-4.7M | $-8.8M | ||
| Q2 24 | $1.4M | — | ||
| Q1 24 | $-8.6M | — |
| Q4 25 | — | — | ||
| Q3 25 | -0.04× | — | ||
| Q2 25 | -0.02× | — | ||
| Q1 25 | — | — | ||
| Q4 24 | -15.65× | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
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% |
SEG
| Sponsorships Events And Entertainment | $12.5M | 43% |
| Hospitality | $12.2M | 41% |
| Rental | $4.1M | 14% |
| Other | $631.0K | 2% |
