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Side-by-side financial comparison of FULL HOUSE RESORTS INC (FLL) and Metropolitan Bank Holding Corp. (MCB). Click either name above to swap in a different company.
Metropolitan Bank Holding Corp. is the larger business by last-quarter revenue ($88.5M vs $75.4M, roughly 1.2× FULL HOUSE RESORTS INC). Metropolitan Bank Holding Corp. runs the higher net margin — 35.5% vs -16.4%, a 51.9% gap on every dollar of revenue. On growth, Metropolitan Bank Holding Corp. posted the faster year-over-year revenue change (25.4% vs 3.4%). Over the past eight quarters, Metropolitan Bank Holding Corp.'s revenue compounded faster (14.3% CAGR vs 3.9%).
Full House Resorts, Inc. is an American casino developer and operator based in Summerlin South, Nevada. The company currently operates five casinos. It is known for the involvement of Gulfstream Aerospace founder Allen Paulson, who was CEO from 1994 to 2000, and former Chrysler chairman Lee Iacocca, who was a major investor in the company from 1995 to 2013. Dan Lee has been CEO since late 2014.
Sandy Spring Bancorp, Inc. was a bank holding company headquartered in Olney, Maryland and operating in the Washington metropolitan area. In addition to banking services, the company offered commercial and personal lines of insurance, surety bonds, workers compensation insurance, and professional liability insurance protection as well as financial planning, wealth management, and asset management for high-net-worth individuals, businesses, and associations. In April 2025, the company was acqu...
FLL vs MCB — Head-to-Head
Income Statement — Q4 FY2025 vs Q1 FY2026
| Metric | | |
|---|---|---|
| Revenue | $75.4M | $88.5M |
| Net Profit | $-12.4M | $31.4M |
| Gross Margin | 93.1% | — |
| Operating Margin | -1.3% | — |
| Net Margin | -16.4% | 35.5% |
| Revenue YoY | 3.4% | 25.4% |
| Net Profit YoY | -0.6% | 92.2% |
| EPS (diluted) | $-0.35 | $2.92 |
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 | — | $88.5M | ||
| Q4 25 | $75.4M | $88.4M | ||
| Q3 25 | $78.0M | $79.8M | ||
| Q2 25 | $73.9M | $76.3M | ||
| Q1 25 | $75.1M | $70.6M | ||
| Q4 24 | $73.0M | $71.0M | ||
| Q3 24 | $75.7M | $71.5M | ||
| Q2 24 | $73.5M | $67.7M |
| Q1 26 | — | $31.4M | ||
| Q4 25 | $-12.4M | $28.9M | ||
| Q3 25 | $-7.7M | $7.1M | ||
| Q2 25 | $-10.4M | $18.8M | ||
| Q1 25 | $-9.8M | $16.4M | ||
| Q4 24 | $-12.3M | $21.4M | ||
| Q3 24 | $-8.5M | $12.3M | ||
| Q2 24 | $-8.6M | $16.8M |
| Q1 26 | — | — | ||
| Q4 25 | 93.1% | — | ||
| Q3 25 | 93.2% | — | ||
| Q2 25 | 93.5% | — | ||
| Q1 25 | 93.4% | — | ||
| Q4 24 | 92.1% | — | ||
| Q3 24 | 92.2% | — | ||
| Q2 24 | 92.4% | — |
| Q1 26 | — | — | ||
| Q4 25 | -1.3% | 46.6% | ||
| Q3 25 | 4.4% | 12.8% | ||
| Q2 25 | -0.1% | 35.1% | ||
| Q1 25 | 1.0% | 33.1% | ||
| Q4 24 | -1.9% | 44.1% | ||
| Q3 24 | 3.2% | 24.6% | ||
| Q2 24 | 3.2% | 35.3% |
| Q1 26 | — | 35.5% | ||
| Q4 25 | -16.4% | 32.6% | ||
| Q3 25 | -9.8% | 8.9% | ||
| Q2 25 | -14.0% | 24.6% | ||
| Q1 25 | -13.0% | 23.2% | ||
| Q4 24 | -16.9% | 30.2% | ||
| Q3 24 | -11.2% | 17.2% | ||
| Q2 24 | -11.7% | 24.8% |
| Q1 26 | — | $2.92 | ||
| Q4 25 | $-0.35 | $2.74 | ||
| Q3 25 | $-0.21 | $0.67 | ||
| Q2 25 | $-0.29 | $1.76 | ||
| Q1 25 | $-0.27 | $1.45 | ||
| Q4 24 | $-0.34 | $1.89 | ||
| Q3 24 | $-0.24 | $1.08 | ||
| Q2 24 | $-0.25 | $1.50 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $40.7M | — |
| Total DebtLower is stronger | $473.6M | — |
| Stockholders' EquityBook value | $2.5M | $948.3M |
| Total Assets | $649.8M | $8.8B |
| Debt / EquityLower = less leverage | 186.62× | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | — | ||
| Q4 25 | $40.7M | $393.6M | ||
| Q3 25 | $30.9M | $385.9M | ||
| Q2 25 | $32.1M | $152.5M | ||
| Q1 25 | $30.7M | $196.5M | ||
| Q4 24 | $40.2M | $200.3M | ||
| Q3 24 | $25.9M | $318.5M | ||
| Q2 24 | $31.1M | $244.7M |
| Q1 26 | — | — | ||
| Q4 25 | $473.6M | — | ||
| Q3 25 | $473.1M | — | ||
| Q2 25 | $467.5M | — | ||
| Q1 25 | $471.7M | — | ||
| Q4 24 | $468.1M | — | ||
| Q3 24 | $467.4M | — | ||
| Q2 24 | $466.6M | — |
| Q1 26 | — | $948.3M | ||
| Q4 25 | $2.5M | $743.1M | ||
| Q3 25 | $14.2M | $732.0M | ||
| Q2 25 | $21.2M | $723.0M | ||
| Q1 25 | $31.0M | $737.8M | ||
| Q4 24 | $40.5M | $729.8M | ||
| Q3 24 | $51.8M | $715.2M | ||
| Q2 24 | $59.5M | $692.4M |
| Q1 26 | — | $8.8B | ||
| Q4 25 | $649.8M | $8.3B | ||
| Q3 25 | $644.4M | $8.2B | ||
| Q2 25 | $651.5M | $7.9B | ||
| Q1 25 | $657.2M | $7.6B | ||
| Q4 24 | $673.3M | $7.3B | ||
| Q3 24 | $668.7M | $7.4B | ||
| Q2 24 | $673.9M | $7.3B |
| Q1 26 | — | — | ||
| Q4 25 | 186.62× | — | ||
| Q3 25 | 33.30× | — | ||
| Q2 25 | 22.04× | — | ||
| Q1 25 | 15.22× | — | ||
| Q4 24 | 11.56× | — | ||
| Q3 24 | 9.02× | — | ||
| Q2 24 | 7.85× | — |
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 | $12.0M | — |
| Free Cash FlowOCF − Capex | $10.7M | — |
| FCF MarginFCF / Revenue | 14.1% | — |
| Capex IntensityCapex / Revenue | 1.8% | — |
| Cash ConversionOCF / Net Profit | — | — |
| TTM Free Cash FlowTrailing 4 quarters | $-2.7M | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | — | ||
| Q4 25 | $12.0M | $88.7M | ||
| Q3 25 | $-472.0K | $31.8M | ||
| Q2 25 | $7.9M | $18.4M | ||
| Q1 25 | $-9.5M | $7.8M | ||
| Q4 24 | $14.8M | $148.5M | ||
| Q3 24 | $-6.7M | $4.8M | ||
| Q2 24 | $10.1M | $35.3M |
| Q1 26 | — | — | ||
| Q4 25 | $10.7M | — | ||
| Q3 25 | $-5.5M | — | ||
| Q2 25 | $4.5M | — | ||
| Q1 25 | $-12.3M | — | ||
| Q4 24 | $6.9M | — | ||
| Q3 24 | $-17.4M | — | ||
| Q2 24 | $-1.2M | — |
| Q1 26 | — | — | ||
| Q4 25 | 14.1% | — | ||
| Q3 25 | -7.1% | — | ||
| Q2 25 | 6.1% | — | ||
| Q1 25 | -16.4% | — | ||
| Q4 24 | 9.4% | — | ||
| Q3 24 | -23.0% | — | ||
| Q2 24 | -1.6% | — |
| Q1 26 | — | — | ||
| Q4 25 | 1.8% | — | ||
| Q3 25 | 6.5% | — | ||
| Q2 25 | 4.5% | — | ||
| Q1 25 | 3.8% | — | ||
| Q4 24 | 10.9% | — | ||
| Q3 24 | 14.1% | — | ||
| Q2 24 | 15.4% | — |
| Q1 26 | — | — | ||
| Q4 25 | — | 3.07× | ||
| Q3 25 | — | 4.47× | ||
| Q2 25 | — | 0.98× | ||
| Q1 25 | — | 0.47× | ||
| Q4 24 | — | 6.93× | ||
| Q3 24 | — | 0.39× | ||
| Q2 24 | — | 2.10× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
FLL
| Midwest And South | $58.2M | 77% |
| Food And Beverage | $9.7M | 13% |
| Other Operations | $3.6M | 5% |
| Other | $2.3M | 3% |
| Contracted Sports Wagering | $1.7M | 2% |
MCB
Segment breakdown not available.
