vs
Side-by-side financial comparison of Franklin BSP Realty Trust, Inc. (FBRT) and GRID DYNAMICS HOLDINGS, INC. (GDYN). Click either name above to swap in a different company.
GRID DYNAMICS HOLDINGS, INC. is the larger business by last-quarter revenue ($104.1M vs $81.1M, roughly 1.3× Franklin BSP Realty Trust, Inc.). Franklin BSP Realty Trust, Inc. runs the higher net margin — 22.7% vs -1.4%, a 24.1% gap on every dollar of revenue. On growth, Franklin BSP Realty Trust, Inc. posted the faster year-over-year revenue change (25.8% vs 3.7%). Over the past eight quarters, Franklin BSP Realty Trust, Inc.'s revenue compounded faster (22.6% CAGR vs 12.0%).
Franklin BSP Realty Trust, Inc. is a publicly traded real estate investment trust (REIT) focused on originating, investing in, and managing a diversified portfolio of commercial real estate debt assets, including first mortgage loans, mezzanine financing and other credit-related real estate products. It operates primarily in the U.S. market, targeting consistent risk-adjusted returns and stable income distributions for investors.
Escape Dynamics, Inc. was a Colorado-based technology company that operated 2010–2015 focused on bringing to market single-stage-to-orbit reusable electromagnetically powered spaceplanes.
FBRT vs GDYN — Head-to-Head
Income Statement — Q4 FY2025 vs Q1 FY2026
| Metric | | |
|---|---|---|
| Revenue | $81.1M | $104.1M |
| Net Profit | $18.4M | $-1.5M |
| Gross Margin | — | 34.8% |
| Operating Margin | — | 61.7% |
| Net Margin | 22.7% | -1.4% |
| Revenue YoY | 25.8% | 3.7% |
| Net Profit YoY | -39.1% | -150.6% |
| EPS (diluted) | $0.13 | $-0.02 |
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.
| Q1 26 | — | $104.1M | ||
| Q4 25 | $81.1M | $106.2M | ||
| Q3 25 | $89.5M | $104.2M | ||
| Q2 25 | $49.3M | $101.1M | ||
| Q1 25 | $50.1M | $100.4M | ||
| Q4 24 | $64.5M | $100.3M | ||
| Q3 24 | $54.0M | $87.4M | ||
| Q2 24 | $50.9M | $83.0M |
| Q1 26 | — | $-1.5M | ||
| Q4 25 | $18.4M | $306.0K | ||
| Q3 25 | $17.3M | $1.2M | ||
| Q2 25 | $23.2M | $5.3M | ||
| Q1 25 | $24.1M | $2.9M | ||
| Q4 24 | $30.2M | $4.5M | ||
| Q3 24 | $31.6M | $4.3M | ||
| Q2 24 | $-2.2M | $-817.0K |
| Q1 26 | — | 34.8% | ||
| Q4 25 | — | 34.0% | ||
| Q3 25 | — | 33.3% | ||
| Q2 25 | — | 34.1% | ||
| Q1 25 | — | 36.8% | ||
| Q4 24 | — | 36.9% | ||
| Q3 24 | — | 37.4% | ||
| Q2 24 | — | 35.6% |
| Q1 26 | — | 61.7% | ||
| Q4 25 | — | 0.5% | ||
| Q3 25 | — | -0.2% | ||
| Q2 25 | — | -0.1% | ||
| Q1 25 | — | -2.0% | ||
| Q4 24 | — | 1.3% | ||
| Q3 24 | — | 2.4% | ||
| Q2 24 | — | 0.0% |
| Q1 26 | — | -1.4% | ||
| Q4 25 | 22.7% | 0.3% | ||
| Q3 25 | 19.3% | 1.1% | ||
| Q2 25 | 47.1% | 5.2% | ||
| Q1 25 | 48.0% | 2.9% | ||
| Q4 24 | 46.8% | 4.5% | ||
| Q3 24 | 58.5% | 4.9% | ||
| Q2 24 | -4.3% | -1.0% |
| Q1 26 | — | $-0.02 | ||
| Q4 25 | $0.13 | $0.01 | ||
| Q3 25 | $0.12 | $0.01 | ||
| Q2 25 | $0.19 | $0.06 | ||
| Q1 25 | $0.20 | $0.03 | ||
| Q4 24 | $0.28 | $0.06 | ||
| Q3 24 | $0.30 | $0.05 | ||
| Q2 24 | $-0.11 | $-0.01 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $167.3M | $327.5M |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | $1.4B | $530.1M |
| Total Assets | $6.1B | $605.0M |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | $327.5M | ||
| Q4 25 | $167.3M | $342.1M | ||
| Q3 25 | $116.7M | $338.6M | ||
| Q2 25 | $414.1M | $336.8M | ||
| Q1 25 | $215.4M | $325.5M | ||
| Q4 24 | $184.4M | $334.7M | ||
| Q3 24 | $346.2M | $231.3M | ||
| Q2 24 | $94.8M | $256.0M |
| Q1 26 | — | $530.1M | ||
| Q4 25 | $1.4B | $542.1M | ||
| Q3 25 | $1.5B | $537.7M | ||
| Q2 25 | $1.5B | $532.2M | ||
| Q1 25 | $1.5B | $517.4M | ||
| Q4 24 | $1.5B | $517.8M | ||
| Q3 24 | $1.5B | $400.2M | ||
| Q2 24 | $1.5B | $388.4M |
| Q1 26 | — | $605.0M | ||
| Q4 25 | $6.1B | $612.9M | ||
| Q3 25 | $6.2B | $613.2M | ||
| Q2 25 | $5.6B | $608.9M | ||
| Q1 25 | $5.7B | $590.9M | ||
| Q4 24 | $6.0B | $592.2M | ||
| Q3 24 | $6.3B | $477.3M | ||
| Q2 24 | $6.3B | $443.6M |
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 | $291.9M | — |
| Free Cash FlowOCF − Capex | — | — |
| FCF MarginFCF / Revenue | — | — |
| Capex IntensityCapex / Revenue | — | — |
| Cash ConversionOCF / Net Profit | 15.88× | — |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | — | ||
| Q4 25 | $291.9M | $9.9M | ||
| Q3 25 | $-148.1M | $7.0M | ||
| Q2 25 | $11.8M | $14.4M | ||
| Q1 25 | $116.2M | $9.4M | ||
| Q4 24 | $57.2M | $7.1M | ||
| Q3 24 | $97.4M | $9.2M | ||
| Q2 24 | $1.9M | $10.7M |
| Q1 26 | — | — | ||
| Q4 25 | — | $6.1M | ||
| Q3 25 | — | $2.9M | ||
| Q2 25 | — | $10.2M | ||
| Q1 25 | — | $6.0M | ||
| Q4 24 | — | $4.4M | ||
| Q3 24 | — | $5.9M | ||
| Q2 24 | — | $8.0M |
| Q1 26 | — | — | ||
| Q4 25 | — | 5.7% | ||
| Q3 25 | — | 2.8% | ||
| Q2 25 | — | 10.1% | ||
| Q1 25 | — | 6.0% | ||
| Q4 24 | — | 4.4% | ||
| Q3 24 | — | 6.8% | ||
| Q2 24 | — | 9.7% |
| Q1 26 | — | — | ||
| Q4 25 | — | 3.6% | ||
| Q3 25 | — | 3.9% | ||
| Q2 25 | — | 4.1% | ||
| Q1 25 | — | 3.3% | ||
| Q4 24 | — | 2.6% | ||
| Q3 24 | — | 3.7% | ||
| Q2 24 | — | 3.2% |
| Q1 26 | — | — | ||
| Q4 25 | 15.88× | 32.34× | ||
| Q3 25 | -8.56× | 5.92× | ||
| Q2 25 | 0.51× | 2.73× | ||
| Q1 25 | 4.83× | 3.21× | ||
| Q4 24 | 1.90× | 1.56× | ||
| Q3 24 | 3.08× | 2.15× | ||
| Q2 24 | — | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
FBRT
| New Point Holdings JVLLC | $77.3M | 95% |
| Other | $2.1M | 3% |
| Office Building | $1.7M | 2% |
GDYN
Segment breakdown not available.
