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Side-by-side financial comparison of Primis Financial Corp. (FRST) and Twin Hospitality Group Inc. (TWNP). Click either name above to swap in a different company.
Twin Hospitality Group Inc. is the larger business by last-quarter revenue ($82.3M vs $45.6M, roughly 1.8× Primis Financial Corp.). Primis Financial Corp. runs the higher net margin — 16.0% vs -29.7%, a 45.8% gap on every dollar of revenue.
Primis Financial Corp is a U.S.-based financial holding company operating full-service banking subsidiaries. It provides a comprehensive range of financial solutions including personal and commercial deposit products, diverse loan facilities, mortgage services, and wealth management support, primarily serving retail and corporate customers across the U.S. mid-Atlantic region.
Target Hospitality is a company that provides workforce lodging and other temporary, modular housing used for oil, gas and mining operations; large-scale events; and disaster relief. Target Hospitality is based in The Woodlands, Texas, and also has offices in Williston, North Dakota; Denver, Colorado; Calgary, Alberta.
FRST vs TWNP — Head-to-Head
Income Statement — Q1 FY2026 vs Q3 FY2025
| Metric | | |
|---|---|---|
| Revenue | $45.6M | $82.3M |
| Net Profit | $7.3M | $-24.5M |
| Gross Margin | — | — |
| Operating Margin | — | -16.2% |
| Net Margin | 16.0% | -29.7% |
| Revenue YoY | — | — |
| Net Profit YoY | 200.0% | — |
| EPS (diluted) | $0.30 | $-0.43 |
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 | $45.6M | — | ||
| Q4 25 | $80.9M | — | ||
| Q3 25 | $41.0M | $82.3M | ||
| Q2 25 | $43.2M | $87.8M | ||
| Q1 25 | $58.7M | $87.1M | ||
| Q4 24 | $38.8M | — | ||
| Q3 24 | $37.3M | — | ||
| Q2 24 | $35.7M | — |
| Q1 26 | $7.3M | — | ||
| Q4 25 | $29.5M | — | ||
| Q3 25 | $6.8M | $-24.5M | ||
| Q2 25 | $2.4M | $-20.8M | ||
| Q1 25 | $22.6M | $-12.1M | ||
| Q4 24 | $-26.2M | — | ||
| Q3 24 | $1.2M | — | ||
| Q2 24 | $3.4M | — |
| Q1 26 | — | — | ||
| Q4 25 | 44.8% | — | ||
| Q3 25 | 21.3% | -16.2% | ||
| Q2 25 | 6.9% | -13.2% | ||
| Q1 25 | 41.9% | -1.2% | ||
| Q4 24 | -123.0% | — | ||
| Q3 24 | -3.1% | — | ||
| Q2 24 | 7.8% | — |
| Q1 26 | 16.0% | — | ||
| Q4 25 | 36.5% | — | ||
| Q3 25 | 16.7% | -29.7% | ||
| Q2 25 | 5.6% | -23.7% | ||
| Q1 25 | 38.6% | -13.9% | ||
| Q4 24 | -100.3% | — | ||
| Q3 24 | 3.3% | — | ||
| Q2 24 | 9.6% | — |
| Q1 26 | $0.30 | — | ||
| Q4 25 | $1.19 | — | ||
| Q3 25 | $0.28 | $-0.43 | ||
| Q2 25 | $0.10 | $-0.38 | ||
| Q1 25 | $0.92 | $-0.26 | ||
| Q4 24 | $-0.95 | — | ||
| Q3 24 | $0.05 | — | ||
| Q2 24 | $0.14 | — |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $159.9M | — |
| Total DebtLower is stronger | — | $402.8M |
| Stockholders' EquityBook value | $427.2M | $-92.1M |
| Total Assets | $4.3B | $516.8M |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | $159.9M | — | ||
| Q4 25 | $143.6M | — | ||
| Q3 25 | $63.9M | — | ||
| Q2 25 | $94.1M | — | ||
| Q1 25 | $57.0M | — | ||
| Q4 24 | $64.5M | — | ||
| Q3 24 | $77.3M | — | ||
| Q2 24 | $66.6M | — |
| Q1 26 | — | — | ||
| Q4 25 | — | — | ||
| Q3 25 | — | $402.8M | ||
| Q2 25 | — | $411.3M | ||
| Q1 25 | — | $413.0M | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
| Q1 26 | $427.2M | — | ||
| Q4 25 | $422.9M | — | ||
| Q3 25 | $382.2M | $-92.1M | ||
| Q2 25 | $376.4M | $-78.6M | ||
| Q1 25 | $375.6M | $-101.9M | ||
| Q4 24 | $351.8M | — | ||
| Q3 24 | $381.0M | — | ||
| Q2 24 | $376.0M | — |
| Q1 26 | $4.3B | — | ||
| Q4 25 | $4.0B | — | ||
| Q3 25 | $4.0B | $516.8M | ||
| Q2 25 | $3.9B | $535.1M | ||
| Q1 25 | $3.7B | $544.2M | ||
| Q4 24 | $3.7B | — | ||
| Q3 24 | $4.0B | — | ||
| Q2 24 | $4.0B | — |
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 | — | $-5.9M |
| Free Cash FlowOCF − Capex | — | $-7.4M |
| FCF MarginFCF / Revenue | — | -9.0% |
| Capex IntensityCapex / Revenue | — | 1.9% |
| Cash ConversionOCF / Net Profit | — | — |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | — | ||
| Q4 25 | $10.8M | — | ||
| Q3 25 | $-11.4M | $-5.9M | ||
| Q2 25 | $-41.0M | $-8.8M | ||
| Q1 25 | $34.4M | $-5.7M | ||
| Q4 24 | $19.5M | — | ||
| Q3 24 | $6.1M | — | ||
| Q2 24 | $52.3M | — |
| Q1 26 | — | — | ||
| Q4 25 | $9.0M | — | ||
| Q3 25 | — | $-7.4M | ||
| Q2 25 | — | $-10.6M | ||
| Q1 25 | — | $-9.7M | ||
| Q4 24 | $18.3M | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
| Q1 26 | — | — | ||
| Q4 25 | 11.2% | — | ||
| Q3 25 | — | -9.0% | ||
| Q2 25 | — | -12.1% | ||
| Q1 25 | — | -11.2% | ||
| Q4 24 | 47.3% | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
| Q1 26 | — | — | ||
| Q4 25 | 2.1% | — | ||
| Q3 25 | — | 1.9% | ||
| Q2 25 | — | 2.1% | ||
| Q1 25 | — | 4.6% | ||
| Q4 24 | 3.1% | — | ||
| Q3 24 | 0.0% | — | ||
| Q2 24 | 0.0% | — |
| Q1 26 | — | — | ||
| Q4 25 | 0.36× | — | ||
| Q3 25 | -1.67× | — | ||
| Q2 25 | -16.82× | — | ||
| Q1 25 | 1.52× | — | ||
| Q4 24 | — | — | ||
| Q3 24 | 4.93× | — | ||
| Q2 24 | 15.21× | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
FRST
| Net Interest Income | $32.1M | 70% |
| Noninterest Income | $13.6M | 30% |
TWNP
Segment breakdown not available.
