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Side-by-side financial comparison of Gambling.com Group Ltd (GAMB) and Kestrel Group Ltd (KG). Click either name above to swap in a different company.
Kestrel Group Ltd is the larger business by last-quarter revenue ($17.4M vs $15.9M, roughly 1.1× Gambling.com Group Ltd). Gambling.com Group Ltd runs the higher net margin — 0.4% vs -29.0%, a 29.3% gap on every dollar of revenue.
Gambling.com Group is a performance marketing and sports betting media company. The company provides digital marketing services for the online gambling industry.
Kestrel is an American bicycle brand which specialized in high-end bikes for triathlons and road racing.
GAMB vs KG — Head-to-Head
Income Statement — Q2 FY2022 vs Q3 FY2025
| Metric | | |
|---|---|---|
| Revenue | $15.9M | $17.4M |
| Net Profit | $56.0K | $-5.1M |
| Gross Margin | 96.9% | — |
| Operating Margin | -14.1% | -23.3% |
| Net Margin | 0.4% | -29.0% |
| Revenue YoY | — | — |
| Net Profit YoY | — | — |
| EPS (diluted) | $0.00 | $-0.65 |
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.
| Q3 25 | — | $17.4M | ||
| Q2 25 | — | $5.6M | ||
| Q2 22 | $15.9M | — | ||
| Q1 22 | $19.6M | — |
| Q3 25 | — | $-5.1M | ||
| Q2 25 | — | $69.9M | ||
| Q2 22 | $56.0K | — | ||
| Q1 22 | $4.5M | — |
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q2 22 | 96.9% | — | ||
| Q1 22 | 93.7% | — |
| Q3 25 | — | -23.3% | ||
| Q2 25 | — | — | ||
| Q2 22 | -14.1% | — | ||
| Q1 22 | 21.8% | — |
| Q3 25 | — | -29.0% | ||
| Q2 25 | — | 1258.8% | ||
| Q2 22 | 0.4% | — | ||
| Q1 22 | 22.9% | — |
| Q3 25 | — | $-0.65 | ||
| Q2 25 | — | $15.05 | ||
| Q2 22 | $0.00 | — | ||
| Q1 22 | $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 | $31.1M | $12.9M |
| Total DebtLower is stronger | — | $174.1M |
| Stockholders' EquityBook value | $85.0M | $143.8M |
| Total Assets | $131.8M | $1.1B |
| Debt / EquityLower = less leverage | — | 1.21× |
8-quarter trend — quarters aligned by calendar period.
| Q3 25 | — | $12.9M | ||
| Q2 25 | — | $19.0M | ||
| Q2 22 | $31.1M | — | ||
| Q1 22 | $33.1M | — |
| Q3 25 | — | $174.1M | ||
| Q2 25 | — | $173.8M | ||
| Q2 22 | — | — | ||
| Q1 22 | — | — |
| Q3 25 | — | $143.8M | ||
| Q2 25 | — | $150.1M | ||
| Q2 22 | $85.0M | — | ||
| Q1 22 | $91.6M | — |
| Q3 25 | — | $1.1B | ||
| Q2 25 | — | $1.2B | ||
| Q2 22 | $131.8M | — | ||
| Q1 22 | $139.6M | — |
| Q3 25 | — | 1.21× | ||
| Q2 25 | — | 1.16× | ||
| Q2 22 | — | — | ||
| Q1 22 | — | — |
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 | $3.4M | $-9.7M |
| Free Cash FlowOCF − Capex | — | — |
| FCF MarginFCF / Revenue | — | — |
| Capex IntensityCapex / Revenue | — | — |
| Cash ConversionOCF / Net Profit | 59.96× | — |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q3 25 | — | $-9.7M | ||
| Q2 25 | — | $-20.7M | ||
| Q2 22 | $3.4M | — | ||
| Q1 22 | $3.6M | — |
| Q3 25 | — | — | ||
| Q2 25 | — | -0.30× | ||
| Q2 22 | 59.96× | — | ||
| Q1 22 | 0.80× | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
GAMB
| Performance Marketing | $12.3M | 77% |
| Sports | $3.8M | 24% |
KG
Segment breakdown not available.
