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Side-by-side financial comparison of First Watch Restaurant Group, Inc. (FWRG) and Galiano Gold Inc. (GAU). Click either name above to swap in a different company.
First Watch Restaurant Group, Inc. is the larger business by last-quarter revenue ($316.4M vs $166.8M, roughly 1.9× Galiano Gold Inc.). Over the past eight quarters, First Watch Restaurant Group, Inc.'s revenue compounded faster (14.2% CAGR vs 1.3%).
Ruby Tuesday Inc. is an American multinational foodservice retailer that owns, operates, and franchises Ruby Tuesday restaurants. The concept was started in 1972 by Samuel E. (Sandy) Beall III.
Galiano Gold Inc. is a Canada-based mineral exploration and production firm focused on gold assets. Its core operation is the Asanko Gold Mine in Ghana, West Africa. It extracts, processes and sells gold products to global precious metals markets, catering to both industrial clients and investment sector purchasers.
FWRG vs GAU — Head-to-Head
Income Statement — Q4 FY2025 vs Q3 FY2025
| Metric | | |
|---|---|---|
| Revenue | $316.4M | $166.8M |
| Net Profit | — | — |
| Gross Margin | — | — |
| Operating Margin | 2.9% | 24.3% |
| Net Margin | — | — |
| Revenue YoY | 20.2% | — |
| Net Profit YoY | — | — |
| EPS (diluted) | $0.24 | — |
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 | $316.4M | — | ||
| Q3 25 | $316.0M | $166.8M | ||
| Q2 25 | $307.9M | $95.7M | ||
| Q1 25 | $282.2M | $31.7M | ||
| Q4 24 | $263.3M | — | ||
| Q3 24 | $251.6M | $71.1M | ||
| Q2 24 | $258.6M | $64.0M | ||
| Q1 24 | $242.4M | $31.7M |
| Q4 25 | — | — | ||
| Q3 25 | $3.0M | — | ||
| Q2 25 | $2.1M | $4.1M | ||
| Q1 25 | $-829.0K | $-3.2M | ||
| Q4 24 | — | — | ||
| Q3 24 | $2.1M | $1.1M | ||
| Q2 24 | $8.9M | $8.8M | ||
| Q1 24 | $7.2M | — |
| Q4 25 | 2.9% | — | ||
| Q3 25 | 3.2% | 24.3% | ||
| Q2 25 | 2.4% | 18.4% | ||
| Q1 25 | 0.4% | 8.2% | ||
| Q4 24 | 1.5% | — | ||
| Q3 24 | 2.5% | — | ||
| Q2 24 | 6.4% | — | ||
| Q1 24 | 5.1% | 17.2% |
| Q4 25 | — | — | ||
| Q3 25 | 0.9% | — | ||
| Q2 25 | 0.7% | 4.3% | ||
| Q1 25 | -0.3% | -10.1% | ||
| Q4 24 | — | — | ||
| Q3 24 | 0.8% | 1.5% | ||
| Q2 24 | 3.4% | 13.8% | ||
| Q1 24 | 3.0% | — |
| Q4 25 | $0.24 | — | ||
| Q3 25 | $0.05 | — | ||
| Q2 25 | $0.03 | — | ||
| Q1 25 | $-0.01 | — | ||
| Q4 24 | $0.01 | — | ||
| Q3 24 | $0.03 | — | ||
| Q2 24 | $0.14 | — | ||
| Q1 24 | $0.12 | — |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $21.2M | — |
| Total DebtLower is stronger | $269.1M | — |
| Stockholders' EquityBook value | $626.3M | — |
| Total Assets | $1.7B | — |
| Debt / EquityLower = less leverage | 0.43× | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $21.2M | — | ||
| Q3 25 | $20.7M | — | ||
| Q2 25 | $19.2M | — | ||
| Q1 25 | $18.6M | — | ||
| Q4 24 | $33.3M | — | ||
| Q3 24 | $51.1M | — | ||
| Q2 24 | $45.1M | — | ||
| Q1 24 | $43.2M | — |
| Q4 25 | $269.1M | — | ||
| Q3 25 | $251.0M | — | ||
| Q2 25 | $250.0M | — | ||
| Q1 25 | $191.5M | — | ||
| Q4 24 | $189.0M | — | ||
| Q3 24 | $189.7M | — | ||
| Q2 24 | $192.1M | — | ||
| Q1 24 | $122.7M | — |
| Q4 25 | $626.3M | — | ||
| Q3 25 | $607.3M | — | ||
| Q2 25 | $601.3M | — | ||
| Q1 25 | $596.3M | — | ||
| Q4 24 | $595.4M | — | ||
| Q3 24 | $589.1M | — | ||
| Q2 24 | $585.8M | — | ||
| Q1 24 | $574.4M | — |
| Q4 25 | $1.7B | — | ||
| Q3 25 | $1.7B | — | ||
| Q2 25 | $1.7B | — | ||
| Q1 25 | $1.5B | — | ||
| Q4 24 | $1.5B | — | ||
| Q3 24 | $1.5B | — | ||
| Q2 24 | $1.4B | — | ||
| Q1 24 | $1.3B | — |
| Q4 25 | 0.43× | — | ||
| Q3 25 | 0.41× | — | ||
| Q2 25 | 0.42× | — | ||
| Q1 25 | 0.32× | — | ||
| Q4 24 | 0.32× | — | ||
| Q3 24 | 0.32× | — | ||
| Q2 24 | 0.33× | — | ||
| Q1 24 | 0.21× | — |
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 | $18.5M | $41.9M |
| Free Cash FlowOCF − Capex | $-18.3M | — |
| FCF MarginFCF / Revenue | -5.8% | — |
| Capex IntensityCapex / Revenue | 11.6% | — |
| Cash ConversionOCF / Net Profit | — | — |
| TTM Free Cash FlowTrailing 4 quarters | $-31.0M | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $18.5M | — | ||
| Q3 25 | $47.9M | $41.9M | ||
| Q2 25 | $39.4M | $17.5M | ||
| Q1 25 | $20.1M | $13.0M | ||
| Q4 24 | $22.9M | — | ||
| Q3 24 | $35.9M | $28.6M | ||
| Q2 24 | $31.9M | $9.2M | ||
| Q1 24 | $25.0M | — |
| Q4 25 | $-18.3M | — | ||
| Q3 25 | $5.5M | — | ||
| Q2 25 | $-1.7M | — | ||
| Q1 25 | $-16.4M | — | ||
| Q4 24 | $-17.7M | — | ||
| Q3 24 | $6.8M | — | ||
| Q2 24 | $2.3M | — | ||
| Q1 24 | $-3.6M | — |
| Q4 25 | -5.8% | — | ||
| Q3 25 | 1.7% | — | ||
| Q2 25 | -0.5% | — | ||
| Q1 25 | -5.8% | — | ||
| Q4 24 | -6.7% | — | ||
| Q3 24 | 2.7% | — | ||
| Q2 24 | 0.9% | — | ||
| Q1 24 | -1.5% | — |
| Q4 25 | 11.6% | — | ||
| Q3 25 | 13.4% | — | ||
| Q2 25 | 13.4% | — | ||
| Q1 25 | 13.0% | — | ||
| Q4 24 | 15.4% | — | ||
| Q3 24 | 11.6% | — | ||
| Q2 24 | 11.5% | — | ||
| Q1 24 | 11.8% | — |
| Q4 25 | — | — | ||
| Q3 25 | 16.01× | — | ||
| Q2 25 | 18.72× | 4.30× | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | 16.98× | 26.04× | ||
| Q2 24 | 3.59× | 1.05× | ||
| Q1 24 | 3.46× | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
FWRG
| In Restaurant Dining Sales | $254.1M | 80% |
| Third Party Delivery Sales | $38.6M | 12% |
| Take Out Sales | $21.3M | 7% |
| Royalty And System Fund Contributions | $2.3M | 1% |
GAU
Segment breakdown not available.
