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Side-by-side financial comparison of Falcon's Beyond Global, Inc. (FBYD) and GOLDEN ENTERTAINMENT, INC. (GDEN). Click either name above to swap in a different company.
GOLDEN ENTERTAINMENT, INC. is the larger business by last-quarter revenue ($155.6M vs $6.6M, roughly 23.6× Falcon's Beyond Global, Inc.). Falcon's Beyond Global, Inc. runs the higher net margin — -4.5% vs -5.5%, a 1.0% gap on every dollar of revenue. On growth, Falcon's Beyond Global, Inc. posted the faster year-over-year revenue change (383.5% vs -5.2%). Falcon's Beyond Global, Inc. produced more free cash flow last quarter ($-4.3M vs $-4.4M). Over the past eight quarters, Falcon's Beyond Global, Inc.'s revenue compounded faster (108.4% CAGR vs -5.4%).
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.
Golden Entertainment, Inc. is an American gambling company based in Enterprise, Nevada that operates casinos and taverns. It was formed in 2015 by the merger of Golden Gaming and Lakes Entertainment. It is the largest tavern operator in Nevada. In October 2017, the company completed an $850 million acquisition of American Casino & Entertainment Properties. The company now has eight casino resorts, all located in Southern Nevada.
FBYD vs GDEN — Head-to-Head
Income Statement — Q4 2025 vs Q4 2025
| Metric | | |
|---|---|---|
| Revenue | $6.6M | $155.6M |
| Net Profit | $-296.0K | $-8.5M |
| Gross Margin | — | 92.5% |
| Operating Margin | -30.9% | -1.5% |
| Net Margin | -4.5% | -5.5% |
| Revenue YoY | 383.5% | -5.2% |
| Net Profit YoY | 97.5% | -386.0% |
| EPS (diluted) | $-0.01 | $-0.31 |
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 | $155.6M | ||
| Q3 25 | $4.1M | $154.8M | ||
| Q2 25 | $2.5M | $163.6M | ||
| Q1 25 | $1.7M | $160.8M | ||
| Q4 24 | $1.4M | $164.2M | ||
| Q3 24 | $2.1M | $161.2M | ||
| Q2 24 | $1.8M | $167.3M | ||
| Q1 24 | $1.5M | $174.0M |
| Q4 25 | $-296.0K | $-8.5M | ||
| Q3 25 | $-10.4M | $-4.7M | ||
| Q2 25 | $25.1M | $4.6M | ||
| Q1 25 | $-8.1M | $2.5M | ||
| Q4 24 | $-11.9M | $3.0M | ||
| Q3 24 | $39.3M | $5.2M | ||
| Q2 24 | $8.0M | $623.0K | ||
| Q1 24 | $114.0M | $42.0M |
| Q4 25 | — | 92.5% | ||
| Q3 25 | — | 92.8% | ||
| Q2 25 | — | 93.1% | ||
| Q1 25 | — | 92.7% | ||
| Q4 24 | — | 96.3% | ||
| Q3 24 | — | 93.0% | ||
| Q2 24 | — | 93.2% | ||
| Q1 24 | — | 89.9% |
| Q4 25 | -30.9% | -1.5% | ||
| Q3 25 | -90.9% | 0.6% | ||
| Q2 25 | -53.0% | 7.3% | ||
| Q1 25 | -371.1% | 6.9% | ||
| Q4 24 | -335.6% | 7.1% | ||
| Q3 24 | -118.9% | 4.2% | ||
| Q2 24 | -195.9% | 8.1% | ||
| Q1 24 | -350.5% | 46.0% |
| Q4 25 | -4.5% | -5.5% | ||
| Q3 25 | -256.8% | -3.0% | ||
| Q2 25 | 985.2% | 2.8% | ||
| Q1 25 | -473.8% | 1.6% | ||
| Q4 24 | -871.7% | 1.8% | ||
| Q3 24 | 1899.5% | 3.2% | ||
| Q2 24 | 446.5% | 0.4% | ||
| Q1 24 | 7521.4% | 24.1% |
| Q4 25 | $-0.01 | $-0.31 | ||
| Q3 25 | $-0.13 | $-0.18 | ||
| Q2 25 | $0.30 | $0.17 | ||
| Q1 25 | $-0.13 | $0.09 | ||
| Q4 24 | $-0.25 | $0.14 | ||
| Q3 24 | $0.39 | $0.18 | ||
| Q2 24 | $0.00 | $0.02 | ||
| Q1 24 | $1.27 | $1.37 |
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 | $55.3M |
| Total DebtLower is stronger | $15.6M | $426.6M |
| Stockholders' EquityBook value | $11.9M | $420.9M |
| Total Assets | $66.7M | $1.0B |
| Debt / EquityLower = less leverage | 1.31× | 1.01× |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $1.9M | $55.3M | ||
| Q3 25 | $4.3M | $58.3M | ||
| Q2 25 | $26.1M | $52.3M | ||
| Q1 25 | $1.1M | $50.5M | ||
| Q4 24 | $825.0K | $57.7M | ||
| Q3 24 | $828.0K | $68.6M | ||
| Q2 24 | $1.7M | $88.6M | ||
| Q1 24 | $1.1M | $404.3M |
| Q4 25 | $15.6M | $426.6M | ||
| Q3 25 | — | $417.3M | ||
| Q2 25 | — | $423.3M | ||
| Q1 25 | — | $399.3M | ||
| Q4 24 | $41.2M | $405.3M | ||
| Q3 24 | $10.3M | $386.3M | ||
| Q2 24 | $15.7M | $388.2M | ||
| Q1 24 | $15.1M | $660.9M |
| Q4 25 | $11.9M | $420.9M | ||
| Q3 25 | $9.2M | $434.2M | ||
| Q2 25 | $414.0K | $443.3M | ||
| Q1 25 | $-11.6M | $462.0M | ||
| Q4 24 | $-9.0M | $474.2M | ||
| Q3 24 | $-1.4M | $513.1M | ||
| Q2 24 | $-44.7M | $539.0M | ||
| Q1 24 | $-61.7M | $569.6M |
| Q4 25 | $66.7M | $1.0B | ||
| Q3 25 | $66.8M | $1.0B | ||
| Q2 25 | $89.2M | $1.0B | ||
| Q1 25 | $56.7M | $1.1B | ||
| Q4 24 | $61.2M | $1.1B | ||
| Q3 24 | $66.5M | $1.1B | ||
| Q2 24 | $65.9M | $1.2B | ||
| Q1 24 | $67.8M | $1.5B |
| Q4 25 | 1.31× | 1.01× | ||
| Q3 25 | — | 0.96× | ||
| Q2 25 | — | 0.95× | ||
| Q1 25 | — | 0.86× | ||
| Q4 24 | — | 0.85× | ||
| Q3 24 | — | 0.75× | ||
| Q2 24 | — | 0.72× | ||
| Q1 24 | — | 1.16× |
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 | $10.2M |
| Free Cash FlowOCF − Capex | $-4.3M | $-4.4M |
| FCF MarginFCF / Revenue | -66.0% | -2.8% |
| Capex IntensityCapex / Revenue | 0.3% | 9.4% |
| Cash ConversionOCF / Net Profit | — | — |
| TTM Free Cash FlowTrailing 4 quarters | — | $35.6M |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $-4.3M | $10.2M | ||
| Q3 25 | $-13.3M | $26.9M | ||
| Q2 25 | $-7.9M | $17.4M | ||
| Q1 25 | $945.0K | $28.6M | ||
| Q4 24 | $-3.8M | $22.5M | ||
| Q3 24 | $-2.4M | $22.5M | ||
| Q2 24 | $-2.6M | $21.5M | ||
| Q1 24 | $-3.8M | $25.8M |
| Q4 25 | $-4.3M | $-4.4M | ||
| Q3 25 | $-13.4M | $19.3M | ||
| Q2 25 | — | $4.0M | ||
| Q1 25 | $853.0K | $16.6M | ||
| Q4 24 | $-3.8M | $14.3M | ||
| Q3 24 | $-2.4M | $14.7M | ||
| Q2 24 | $-2.6M | $3.9M | ||
| Q1 24 | $-3.8M | $9.5M |
| Q4 25 | -66.0% | -2.8% | ||
| Q3 25 | -329.6% | 12.5% | ||
| Q2 25 | — | 2.4% | ||
| Q1 25 | 49.9% | 10.4% | ||
| Q4 24 | -278.7% | 8.7% | ||
| Q3 24 | -114.9% | 9.1% | ||
| Q2 24 | -145.6% | 2.3% | ||
| Q1 24 | -248.8% | 5.5% |
| Q4 25 | 0.3% | 9.4% | ||
| Q3 25 | 1.0% | 4.9% | ||
| Q2 25 | 0.0% | 8.2% | ||
| Q1 25 | 5.4% | 7.4% | ||
| Q4 24 | 0.1% | 5.0% | ||
| Q3 24 | 0.2% | 4.9% | ||
| Q2 24 | 0.1% | 10.5% | ||
| Q1 24 | 0.3% | 9.3% |
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | -0.31× | 3.76× | ||
| Q1 25 | — | 11.43× | ||
| Q4 24 | — | 7.57× | ||
| Q3 24 | -0.06× | 4.36× | ||
| Q2 24 | -0.33× | 34.51× | ||
| Q1 24 | -0.03× | 0.61× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
FBYD
Segment breakdown not available.
GDEN
| Nevada Casino Resorts | $90.2M | 58% |
| Nevada Locals Casinos | $37.4M | 24% |
| Nevada Taverns | $27.7M | 18% |
