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Side-by-side financial comparison of Farmland Partners Inc. (FPI) and Seaport Entertainment Group Inc. (SEG). Click either name above to swap in a different company.
Seaport Entertainment Group Inc. is the larger business by last-quarter revenue ($29.5M vs $20.7M, roughly 1.4× Farmland Partners Inc.). Farmland Partners Inc. runs the higher net margin — 103.4% vs -125.0%, a 228.4% gap on every dollar of revenue.
Farmland Industries was the largest agricultural cooperative in North America when it eventually sold all of its assets in 2002–04. During its 74-year history, Farmland served its farmer membership as a diversified, integrated organization, playing a significant role in agricultural markets both domestically and worldwide.
FPI vs SEG — Head-to-Head
Income Statement — Q4 FY2025 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $20.7M | $29.5M |
| Net Profit | $21.4M | $-36.9M |
| Gross Margin | — | — |
| Operating Margin | — | -120.5% |
| Net Margin | 103.4% | -125.0% |
| Revenue YoY | -3.5% | — |
| Net Profit YoY | -63.5% | — |
| EPS (diluted) | $0.44 | $-2.90 |
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 | $20.7M | $29.5M | ||
| Q3 25 | $11.3M | $45.0M | ||
| Q2 25 | $10.0M | $39.8M | ||
| Q1 25 | $10.3M | $16.1M | ||
| Q4 24 | $21.5M | — | ||
| Q3 24 | $13.3M | $39.4M | ||
| Q2 24 | $11.4M | $33.7M | ||
| Q1 24 | $12.0M | — |
| Q4 25 | $21.4M | $-36.9M | ||
| Q3 25 | $483.0K | $-33.2M | ||
| Q2 25 | $7.6M | $-14.8M | ||
| Q1 25 | $2.0M | $-31.9M | ||
| Q4 24 | $58.7M | — | ||
| Q3 24 | $1.8M | $-32.5M | ||
| Q2 24 | $-2.0M | $-35.0M | ||
| Q1 24 | $1.4M | — |
| Q4 25 | — | -120.5% | ||
| Q3 25 | 4.3% | -75.2% | ||
| Q2 25 | 78.2% | -40.2% | ||
| Q1 25 | 20.6% | -203.5% | ||
| Q4 24 | — | — | ||
| Q3 24 | 13.9% | -51.0% | ||
| Q2 24 | -17.9% | -75.3% | ||
| Q1 24 | 11.9% | — |
| Q4 25 | 103.4% | -125.0% | ||
| Q3 25 | 4.3% | -73.7% | ||
| Q2 25 | 76.3% | -37.1% | ||
| Q1 25 | 19.9% | -198.4% | ||
| Q4 24 | 273.6% | — | ||
| Q3 24 | 13.5% | -82.5% | ||
| Q2 24 | -17.5% | -103.9% | ||
| Q1 24 | 11.5% | — |
| Q4 25 | $0.44 | $-2.90 | ||
| Q3 25 | $0.00 | $-2.61 | ||
| Q2 25 | $0.14 | $-1.16 | ||
| Q1 25 | $0.03 | $-2.51 | ||
| Q4 24 | $1.09 | — | ||
| Q3 24 | $0.02 | $-5.89 | ||
| Q2 24 | $-0.06 | $-6.34 | ||
| Q1 24 | $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 | — | $77.8M |
| Total DebtLower is stronger | $161.6M | $38.3M |
| Stockholders' EquityBook value | $467.4M | $456.5M |
| Total Assets | $719.1M | $650.1M |
| Debt / EquityLower = less leverage | 0.35× | 0.08× |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | — | $77.8M | ||
| Q3 25 | — | $106.2M | ||
| Q2 25 | — | $123.3M | ||
| Q1 25 | — | $129.9M | ||
| Q4 24 | — | — | ||
| Q3 24 | — | $23.7M | ||
| Q2 24 | — | $3.3M | ||
| Q1 24 | — | — |
| Q4 25 | $161.6M | $38.3M | ||
| Q3 25 | $170.4M | $39.3M | ||
| Q2 25 | $193.4M | $100.6M | ||
| Q1 25 | $202.6M | $101.6M | ||
| Q4 24 | $204.6M | — | ||
| Q3 24 | $394.0M | $103.3M | ||
| Q2 24 | $393.0M | $157.1M | ||
| Q1 24 | $383.0M | — |
| Q4 25 | $467.4M | $456.5M | ||
| Q3 25 | $457.3M | $485.8M | ||
| Q2 25 | $473.5M | $517.9M | ||
| Q1 25 | $492.2M | $531.2M | ||
| Q4 24 | $494.6M | — | ||
| Q3 24 | $519.4M | $433.8M | ||
| Q2 24 | $521.5M | $380.7M | ||
| Q1 24 | $526.7M | — |
| Q4 25 | $719.1M | $650.1M | ||
| Q3 25 | $738.5M | $699.1M | ||
| Q2 25 | $776.7M | $717.2M | ||
| Q1 25 | $810.5M | $718.4M | ||
| Q4 24 | $869.6M | — | ||
| Q3 24 | $1.0B | $622.8M | ||
| Q2 24 | $1.0B | $610.1M | ||
| Q1 24 | $1.0B | — |
| Q4 25 | 0.35× | 0.08× | ||
| Q3 25 | 0.37× | 0.08× | ||
| Q2 25 | 0.41× | 0.19× | ||
| Q1 25 | 0.41× | 0.19× | ||
| Q4 24 | 0.41× | — | ||
| Q3 24 | 0.76× | 0.24× | ||
| Q2 24 | 0.75× | 0.41× | ||
| Q1 24 | 0.73× | — |
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 | $17.4M | $-23.1M |
| Free Cash FlowOCF − Capex | — | — |
| FCF MarginFCF / Revenue | — | — |
| Capex IntensityCapex / Revenue | — | — |
| Cash ConversionOCF / Net Profit | 0.81× | — |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $17.4M | $-23.1M | ||
| Q3 25 | $-2.0M | $-5.3M | ||
| Q2 25 | $-2.2M | $-754.0K | ||
| Q1 25 | $6.4M | $-20.5M | ||
| Q4 24 | $16.1M | — | ||
| Q3 24 | $-4.3M | $-8.8M | ||
| Q2 24 | $-6.1M | — | ||
| Q1 24 | $11.9M | — |
| Q4 25 | 0.81× | — | ||
| Q3 25 | -4.04× | — | ||
| Q2 25 | -0.29× | — | ||
| Q1 25 | 3.12× | — | ||
| Q4 24 | 0.27× | — | ||
| Q3 24 | -2.39× | — | ||
| Q2 24 | — | — | ||
| Q1 24 | 8.66× | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
FPI
Segment breakdown not available.
SEG
| Sponsorships Events And Entertainment | $12.5M | 43% |
| Hospitality | $12.2M | 41% |
| Rental | $4.1M | 14% |
| Other | $631.0K | 2% |
