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Side-by-side financial comparison of FREQUENCY ELECTRONICS INC (FEIM) and FVCBankcorp, Inc. (FVCB). Click either name above to swap in a different company.
FREQUENCY ELECTRONICS INC is the larger business by last-quarter revenue ($17.1M vs $16.9M, roughly 1.0× FVCBankcorp, Inc.). On growth, FVCBankcorp, Inc. posted the faster year-over-year revenue change (4377.5% vs 8.3%). FVCBankcorp, Inc. produced more free cash flow last quarter ($23.8M vs $-1.1M). Over the past eight quarters, FVCBankcorp, Inc.'s revenue compounded faster (586.6% CAGR vs 11.8%).
Ultra Electronics Holdings is a British defence and security company. It was listed on the London Stock Exchange and was a constituent of the FTSE 250 Index until it was acquired by Cobham, which is itself owned by Advent International.
FVCBankcorp, Inc. is a Virginia-based U.S. bank holding company operating FVCbank, a community-focused financial institution. It provides a full range of personal and commercial banking products including deposit accounts, business and personal loans, mortgage services, and wealth management solutions, serving SMEs, professionals and individual consumers across the Mid-Atlantic region.
FEIM vs FVCB — Head-to-Head
Income Statement — Q2 FY2026 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $17.1M | $16.9M |
| Net Profit | $1.8M | — |
| Gross Margin | 38.2% | — |
| Operating Margin | 10.0% | 43.7% |
| Net Margin | 10.5% | — |
| Revenue YoY | 8.3% | 4377.5% |
| Net Profit YoY | -32.1% | — |
| EPS (diluted) | $0.18 | $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 | $17.1M | $16.9M | ||
| Q3 25 | $13.8M | $416.0K | ||
| Q2 25 | $20.0M | $15.8M | ||
| Q1 25 | $18.9M | $382.0K | ||
| Q4 24 | $15.8M | $378.0K | ||
| Q3 24 | $15.1M | $412.0K | ||
| Q2 24 | $15.6M | $415.0K | ||
| Q1 24 | $13.7M | $359.0K |
| Q4 25 | $1.8M | — | ||
| Q3 25 | $634.0K | $5.6M | ||
| Q2 25 | $3.2M | $5.7M | ||
| Q1 25 | $15.4M | $5.2M | ||
| Q4 24 | $2.7M | — | ||
| Q3 24 | $2.4M | $4.7M | ||
| Q2 24 | $2.6M | $4.2M | ||
| Q1 24 | $130.0K | $1.3M |
| Q4 25 | 38.2% | — | ||
| Q3 25 | 36.8% | — | ||
| Q2 25 | 37.5% | — | ||
| Q1 25 | 43.8% | — | ||
| Q4 24 | 48.2% | — | ||
| Q3 24 | 44.4% | — | ||
| Q2 24 | 40.3% | — | ||
| Q1 24 | 22.6% | — |
| Q4 25 | 10.0% | 43.7% | ||
| Q3 25 | 2.6% | — | ||
| Q2 25 | 16.4% | 45.9% | ||
| Q1 25 | 18.3% | — | ||
| Q4 24 | 16.5% | — | ||
| Q3 24 | 15.7% | — | ||
| Q2 24 | 16.0% | — | ||
| Q1 24 | -3.4% | — |
| Q4 25 | 10.5% | — | ||
| Q3 25 | 4.6% | 1341.1% | ||
| Q2 25 | 16.0% | 36.0% | ||
| Q1 25 | 81.4% | 1352.1% | ||
| Q4 24 | 16.8% | — | ||
| Q3 24 | 16.1% | 1133.3% | ||
| Q2 24 | 16.9% | 1001.2% | ||
| Q1 24 | 0.9% | 373.3% |
| Q4 25 | $0.18 | $0.31 | ||
| Q3 25 | $0.07 | $0.31 | ||
| Q2 25 | $0.33 | $0.31 | ||
| Q1 25 | $1.60 | $0.28 | ||
| Q4 24 | $0.28 | $0.27 | ||
| Q3 24 | $0.25 | $0.25 | ||
| Q2 24 | $0.28 | $0.23 | ||
| Q1 24 | $0.01 | $0.07 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $3.0M | — |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | $58.5M | $253.6M |
| Total Assets | $92.3M | $2.3B |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $3.0M | — | ||
| Q3 25 | $4.5M | — | ||
| Q2 25 | $4.7M | — | ||
| Q1 25 | $5.5M | — | ||
| Q4 24 | $9.7M | — | ||
| Q3 24 | $16.2M | — | ||
| Q2 24 | $18.3M | — | ||
| Q1 24 | $11.7M | — |
| Q4 25 | $58.5M | $253.6M | ||
| Q3 25 | $56.3M | $249.8M | ||
| Q2 25 | $55.6M | $243.2M | ||
| Q1 25 | $51.8M | $242.3M | ||
| Q4 24 | $36.2M | $235.4M | ||
| Q3 24 | $33.2M | $230.8M | ||
| Q2 24 | $39.8M | $226.5M | ||
| Q1 24 | $36.7M | $220.7M |
| Q4 25 | $92.3M | $2.3B | ||
| Q3 25 | $93.2M | $2.3B | ||
| Q2 25 | $93.7M | $2.2B | ||
| Q1 25 | $86.4M | $2.2B | ||
| Q4 24 | $77.8M | $2.2B | ||
| Q3 24 | $84.3M | $2.3B | ||
| Q2 24 | $83.3M | $2.3B | ||
| Q1 24 | $77.7M | $2.2B |
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 | $-523.0K | $23.9M |
| Free Cash FlowOCF − Capex | $-1.1M | $23.8M |
| FCF MarginFCF / Revenue | -6.6% | 140.7% |
| Capex IntensityCapex / Revenue | 3.6% | 0.3% |
| Cash ConversionOCF / Net Profit | -0.29× | — |
| TTM Free Cash FlowTrailing 4 quarters | $-5.5M | $40.0M |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $-523.0K | $23.9M | ||
| Q3 25 | $1.2M | $7.6M | ||
| Q2 25 | $-155.0K | $3.3M | ||
| Q1 25 | $-3.6M | $5.4M | ||
| Q4 24 | $3.8M | $18.2M | ||
| Q3 24 | $-1.5M | $4.7M | ||
| Q2 24 | $7.5M | $1.6M | ||
| Q1 24 | $4.2M | $7.2M |
| Q4 25 | $-1.1M | $23.8M | ||
| Q3 25 | $385.0K | $7.6M | ||
| Q2 25 | $-786.0K | $3.3M | ||
| Q1 25 | $-4.0M | $5.4M | ||
| Q4 24 | $3.3M | $18.1M | ||
| Q3 24 | $-1.8M | $4.6M | ||
| Q2 24 | $6.7M | $1.5M | ||
| Q1 24 | $3.9M | $7.1M |
| Q4 25 | -6.6% | 140.7% | ||
| Q3 25 | 2.8% | 1818.0% | ||
| Q2 25 | -3.9% | 20.8% | ||
| Q1 25 | -20.9% | 1413.6% | ||
| Q4 24 | 20.8% | 4786.0% | ||
| Q3 24 | -11.8% | 1121.8% | ||
| Q2 24 | 42.8% | 361.2% | ||
| Q1 24 | 28.4% | 1988.3% |
| Q4 25 | 3.6% | 0.3% | ||
| Q3 25 | 5.6% | 0.2% | ||
| Q2 25 | 3.2% | 0.1% | ||
| Q1 25 | 1.7% | 4.2% | ||
| Q4 24 | 3.3% | 37.3% | ||
| Q3 24 | 2.2% | 14.1% | ||
| Q2 24 | 5.3% | 12.8% | ||
| Q1 24 | 2.3% | 3.9% |
| Q4 25 | -0.29× | — | ||
| Q3 25 | 1.83× | 1.36× | ||
| Q2 25 | -0.05× | 0.58× | ||
| Q1 25 | -0.24× | 1.05× | ||
| Q4 24 | 1.44× | — | ||
| Q3 24 | -0.60× | 1.00× | ||
| Q2 24 | 2.85× | 0.37× | ||
| Q1 24 | 32.36× | 5.34× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
FEIM
| POC Revenue | $14.8M | 86% |
| POT Revenue | $2.3M | 13% |
FVCB
Segment breakdown not available.
