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Side-by-side financial comparison of Falcon's Beyond Global, Inc. (FBYD) and Gambling.com Group Ltd (GAMB). Click either name above to swap in a different company.
Gambling.com Group Ltd is the larger business by last-quarter revenue ($15.9M vs $6.6M, roughly 2.4× Falcon's Beyond Global, Inc.). Gambling.com Group Ltd runs the higher net margin — 0.4% vs -4.5%, a 4.8% gap on every dollar of revenue.
500 Global is an early-stage venture fund and seed accelerator founded in 2010 by Dave McClure and Christine Tsai. The fund admitted a first "class" of twelve startups to its incubator office in Mountain View, California in February 2011. They expanded to a second class of 21 in June 2011 and a third class of 34 in October 2011. 500 Global has $2.3 billion in assets under management (AUM) as of March 2024.
Gambling.com Group is a performance marketing and sports betting media company. The company provides digital marketing services for the online gambling industry.
FBYD vs GAMB — Head-to-Head
Income Statement — Q4 2025 vs Q2 2022
| Metric | | |
|---|---|---|
| Revenue | $6.6M | $15.9M |
| Net Profit | $-296.0K | $56.0K |
| Gross Margin | — | 96.9% |
| Operating Margin | -30.9% | -14.1% |
| Net Margin | -4.5% | 0.4% |
| Revenue YoY | 383.5% | — |
| Net Profit YoY | 97.5% | — |
| EPS (diluted) | $-0.01 | $0.00 |
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 | $6.6M | — | ||
| Q3 25 | $4.1M | — | ||
| Q2 25 | $2.5M | — | ||
| Q1 25 | $1.7M | — | ||
| Q4 24 | $1.4M | — | ||
| Q3 24 | $2.1M | — | ||
| Q2 24 | $1.8M | — | ||
| Q1 24 | $1.5M | — |
| Q4 25 | $-296.0K | — | ||
| Q3 25 | $-10.4M | — | ||
| Q2 25 | $25.1M | — | ||
| Q1 25 | $-8.1M | — | ||
| Q4 24 | $-11.9M | — | ||
| Q3 24 | $39.3M | — | ||
| Q2 24 | $8.0M | — | ||
| Q1 24 | $114.0M | — |
| Q4 25 | -30.9% | — | ||
| Q3 25 | -90.9% | — | ||
| Q2 25 | -53.0% | — | ||
| Q1 25 | -371.1% | — | ||
| Q4 24 | -335.6% | — | ||
| Q3 24 | -118.9% | — | ||
| Q2 24 | -195.9% | — | ||
| Q1 24 | -350.5% | — |
| Q4 25 | -4.5% | — | ||
| Q3 25 | -256.8% | — | ||
| Q2 25 | 985.2% | — | ||
| Q1 25 | -473.8% | — | ||
| Q4 24 | -871.7% | — | ||
| Q3 24 | 1899.5% | — | ||
| Q2 24 | 446.5% | — | ||
| Q1 24 | 7521.4% | — |
| Q4 25 | $-0.01 | — | ||
| Q3 25 | $-0.13 | — | ||
| Q2 25 | $0.30 | — | ||
| Q1 25 | $-0.13 | — | ||
| Q4 24 | $-0.25 | — | ||
| Q3 24 | $0.39 | — | ||
| Q2 24 | $0.00 | — | ||
| Q1 24 | $1.27 | — |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $1.9M | $31.1M |
| Total DebtLower is stronger | $15.6M | — |
| Stockholders' EquityBook value | $11.9M | $85.0M |
| Total Assets | $66.7M | $131.8M |
| Debt / EquityLower = less leverage | 1.31× | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $1.9M | — | ||
| Q3 25 | $4.3M | — | ||
| Q2 25 | $26.1M | — | ||
| Q1 25 | $1.1M | — | ||
| Q4 24 | $825.0K | — | ||
| Q3 24 | $828.0K | — | ||
| Q2 24 | $1.7M | — | ||
| Q1 24 | $1.1M | — |
| Q4 25 | $15.6M | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | $41.2M | — | ||
| Q3 24 | $10.3M | — | ||
| Q2 24 | $15.7M | — | ||
| Q1 24 | $15.1M | — |
| Q4 25 | $11.9M | — | ||
| Q3 25 | $9.2M | — | ||
| Q2 25 | $414.0K | — | ||
| Q1 25 | $-11.6M | — | ||
| Q4 24 | $-9.0M | — | ||
| Q3 24 | $-1.4M | — | ||
| Q2 24 | $-44.7M | — | ||
| Q1 24 | $-61.7M | — |
| Q4 25 | $66.7M | — | ||
| Q3 25 | $66.8M | — | ||
| Q2 25 | $89.2M | — | ||
| Q1 25 | $56.7M | — | ||
| Q4 24 | $61.2M | — | ||
| Q3 24 | $66.5M | — | ||
| Q2 24 | $65.9M | — | ||
| Q1 24 | $67.8M | — |
| Q4 25 | 1.31× | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| 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 | $-4.3M | $3.4M |
| Free Cash FlowOCF − Capex | $-4.3M | — |
| FCF MarginFCF / Revenue | -66.0% | — |
| Capex IntensityCapex / Revenue | 0.3% | — |
| Cash ConversionOCF / Net Profit | — | 59.96× |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $-4.3M | — | ||
| Q3 25 | $-13.3M | — | ||
| Q2 25 | $-7.9M | — | ||
| Q1 25 | $945.0K | — | ||
| Q4 24 | $-3.8M | — | ||
| Q3 24 | $-2.4M | — | ||
| Q2 24 | $-2.6M | — | ||
| Q1 24 | $-3.8M | — |
| Q4 25 | $-4.3M | — | ||
| Q3 25 | $-13.4M | — | ||
| Q2 25 | — | — | ||
| Q1 25 | $853.0K | — | ||
| Q4 24 | $-3.8M | — | ||
| Q3 24 | $-2.4M | — | ||
| Q2 24 | $-2.6M | — | ||
| Q1 24 | $-3.8M | — |
| Q4 25 | -66.0% | — | ||
| Q3 25 | -329.6% | — | ||
| Q2 25 | — | — | ||
| Q1 25 | 49.9% | — | ||
| Q4 24 | -278.7% | — | ||
| Q3 24 | -114.9% | — | ||
| Q2 24 | -145.6% | — | ||
| Q1 24 | -248.8% | — |
| Q4 25 | 0.3% | — | ||
| Q3 25 | 1.0% | — | ||
| Q2 25 | 0.0% | — | ||
| Q1 25 | 5.4% | — | ||
| Q4 24 | 0.1% | — | ||
| Q3 24 | 0.2% | — | ||
| Q2 24 | 0.1% | — | ||
| Q1 24 | 0.3% | — |
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | -0.31× | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | -0.06× | — | ||
| Q2 24 | -0.33× | — | ||
| Q1 24 | -0.03× | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
FBYD
Segment breakdown not available.
GAMB
| Performance Marketing | $12.3M | 77% |
| Amortization Of Intangible Assets | $1.7M | 11% |
| External Marketing Expenses | $1.3M | 8% |
| Other | $614.0K | 4% |
