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Side-by-side financial comparison of EMPIRE PETROLEUM CORP (EP) and Magyar Bancorp, Inc. (MGYR). Click either name above to swap in a different company.
Magyar Bancorp, Inc. is the larger business by last-quarter revenue ($8.9M vs $7.1M, roughly 1.3× EMPIRE PETROLEUM CORP). Magyar Bancorp, Inc. runs the higher net margin — 35.4% vs -835.1%, a 870.6% gap on every dollar of revenue. On growth, Magyar Bancorp, Inc. posted the faster year-over-year revenue change (19.0% vs -30.0%).
The Iraq Petroleum Company (IPC), formerly known as the Turkish Petroleum Company (TPC), is an oil company that had a virtual monopoly on all oil exploration and production in Iraq between 1925 and 1961. It was jointly owned by some of the world's largest oil companies and headquartered in London, England.
Magyar Bank is a bank based in New Brunswick, New Jersey with branches in Central Jersey.
EP vs MGYR — Head-to-Head
Income Statement — Q4 FY2025 vs Q1 FY2026
| Metric | | |
|---|---|---|
| Revenue | $7.1M | $8.9M |
| Net Profit | $-59.0M | $3.1M |
| Gross Margin | — | — |
| Operating Margin | -834.5% | 48.3% |
| Net Margin | -835.1% | 35.4% |
| Revenue YoY | -30.0% | 19.0% |
| Net Profit YoY | -1306.0% | 50.4% |
| EPS (diluted) | $-1.74 | $0.50 |
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 | $7.1M | $8.9M | ||
| Q3 25 | $9.4M | — | ||
| Q2 25 | $8.8M | — | ||
| Q1 25 | $9.0M | — | ||
| Q4 24 | $10.1M | — | ||
| Q3 24 | $11.4M | — | ||
| Q2 24 | $12.8M | $7.2M | ||
| Q1 24 | $9.4M | $7.5M |
| Q4 25 | $-59.0M | $3.1M | ||
| Q3 25 | $-3.8M | — | ||
| Q2 25 | $-5.1M | — | ||
| Q1 25 | $-4.2M | — | ||
| Q4 24 | $-4.2M | — | ||
| Q3 24 | $-3.6M | — | ||
| Q2 24 | $-4.4M | $1.7M | ||
| Q1 24 | $-4.0M | $1.9M |
| Q4 25 | -834.5% | 48.3% | ||
| Q3 25 | -37.8% | — | ||
| Q2 25 | -56.0% | — | ||
| Q1 25 | -43.9% | — | ||
| Q4 24 | -38.9% | — | ||
| Q3 24 | -30.0% | — | ||
| Q2 24 | -15.0% | 30.5% | ||
| Q1 24 | -46.8% | 32.1% |
| Q4 25 | -835.1% | 35.4% | ||
| Q3 25 | -40.9% | — | ||
| Q2 25 | -57.8% | — | ||
| Q1 25 | -46.9% | — | ||
| Q4 24 | -41.6% | — | ||
| Q3 24 | -32.0% | — | ||
| Q2 24 | -34.3% | 23.5% | ||
| Q1 24 | -42.3% | 25.1% |
| Q4 25 | $-1.74 | $0.50 | ||
| Q3 25 | $-0.11 | — | ||
| Q2 25 | $-0.15 | — | ||
| Q1 25 | $-0.12 | — | ||
| Q4 24 | $-0.12 | — | ||
| Q3 24 | $-0.12 | — | ||
| Q2 24 | $-0.15 | $0.27 | ||
| Q1 24 | $-0.15 | $0.30 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $1.2M | $34.1M |
| Total DebtLower is stronger | — | $49.1M |
| Stockholders' EquityBook value | $-4.6M | $121.7M |
| Total Assets | $65.9M | $1.0B |
| Debt / EquityLower = less leverage | — | 0.40× |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $1.2M | $34.1M | ||
| Q3 25 | $4.6M | — | ||
| Q2 25 | $2.3M | — | ||
| Q1 25 | $1.1M | — | ||
| Q4 24 | $2.3M | — | ||
| Q3 24 | $3.1M | — | ||
| Q2 24 | $9.3M | $49.0M | ||
| Q1 24 | $3.5M | $50.0M |
| Q4 25 | — | $49.1M | ||
| Q3 25 | $15.2M | — | ||
| Q2 25 | $14.6M | — | ||
| Q1 25 | $11.6M | — | ||
| Q4 24 | $11.3M | — | ||
| Q3 24 | $8.5M | — | ||
| Q2 24 | $8.5M | — | ||
| Q1 24 | $8.5M | — |
| Q4 25 | $-4.6M | $121.7M | ||
| Q3 25 | $53.7M | — | ||
| Q2 25 | $54.5M | — | ||
| Q1 25 | $59.1M | — | ||
| Q4 24 | $62.8M | — | ||
| Q3 24 | $56.5M | — | ||
| Q2 24 | $58.7M | $109.0M | ||
| Q1 24 | $31.7M | $107.6M |
| Q4 25 | $65.9M | $1.0B | ||
| Q3 25 | $123.0M | — | ||
| Q2 25 | $124.7M | — | ||
| Q1 25 | $123.7M | — | ||
| Q4 24 | $123.9M | — | ||
| Q3 24 | $121.2M | — | ||
| Q2 24 | $119.9M | $944.4M | ||
| Q1 24 | $100.1M | $928.6M |
| Q4 25 | — | 0.40× | ||
| Q3 25 | 0.28× | — | ||
| Q2 25 | 0.27× | — | ||
| Q1 25 | 0.20× | — | ||
| Q4 24 | 0.18× | — | ||
| Q3 24 | 0.15× | — | ||
| Q2 24 | 0.15× | — | ||
| Q1 24 | 0.27× | — |
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 | $-2.8M | $3.7M |
| Free Cash FlowOCF − Capex | — | $3.7M |
| FCF MarginFCF / Revenue | — | 41.4% |
| Capex IntensityCapex / Revenue | — | 0.0% |
| Cash ConversionOCF / Net Profit | — | 1.17× |
| TTM Free Cash FlowTrailing 4 quarters | — | $8.7M |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $-2.8M | $3.7M | ||
| Q3 25 | $330.0K | — | ||
| Q2 25 | $-3.1M | — | ||
| Q1 25 | $1.6M | — | ||
| Q4 24 | $-8.8M | — | ||
| Q3 24 | $12.8M | — | ||
| Q2 24 | $-1.8M | $1.7M | ||
| Q1 24 | $3.9M | $553.0K |
| Q4 25 | — | $3.7M | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | $1.5M | ||
| Q1 24 | — | $428.0K |
| Q4 25 | — | 41.4% | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | 21.5% | ||
| Q1 24 | — | 5.7% |
| Q4 25 | — | 0.0% | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | 2.0% | ||
| Q1 24 | — | 1.7% |
| Q4 25 | — | 1.17× | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | 1.00× | ||
| Q1 24 | — | 0.29× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
