vs
Side-by-side financial comparison of New Concept Energy, Inc. (GBR) and VTEX (VTEX). Click either name above to swap in a different company.
VTEX is the larger business by last-quarter revenue ($42.3K vs $38.0K, roughly 1.1× New Concept Energy, Inc.). New Concept Energy, Inc. runs the higher net margin — 31.6% vs -18.7%, a 50.3% gap on every dollar of revenue.
Duke Energy Corporation is an American electric power and natural gas holding company headquartered in Charlotte, North Carolina. The company serves over 7 million customers in the eastern United States. In 2024 it ranked as the 141st largest company in the United States – its highest-ever placement on the Fortune 500 list.
VTEX is a global cloud-based digital commerce platform provider that delivers end-to-end solutions for e-commerce store building, order management, point-of-sale integration, and omnichannel retail operation optimization. It caters to enterprise and mid-sized business clients across retail, consumer goods, manufacturing and other sectors, with core market coverage across Latin America, North America and Europe, helping brands unify online and offline customer shopping experiences.
GBR vs VTEX — Head-to-Head
Income Statement — Q4 FY2025 vs Q3 FY2024
| Metric | | |
|---|---|---|
| Revenue | $38.0K | $42.3K |
| Net Profit | $12.0K | $-7.9K |
| Gross Margin | — | 65.5% |
| Operating Margin | -207.9% | — |
| Net Margin | 31.6% | -18.7% |
| Revenue YoY | 5.6% | — |
| Net Profit YoY | 163.2% | — |
| EPS (diluted) | $0.01 | — |
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 | $38.0K | — | ||
| Q3 25 | $39.0K | — | ||
| Q2 25 | $40.0K | — | ||
| Q1 25 | $38.0K | — | ||
| Q4 24 | $36.0K | — | ||
| Q3 24 | $37.0K | $42.3K | ||
| Q2 24 | $37.0K | — | ||
| Q1 24 | $36.0K | — |
| Q4 25 | $12.0K | — | ||
| Q3 25 | $-20.0K | — | ||
| Q2 25 | $-18.0K | — | ||
| Q1 25 | $-20.0K | — | ||
| Q4 24 | $-19.0K | — | ||
| Q3 24 | $-4.0K | $-7.9K | ||
| Q2 24 | $3.0K | — | ||
| Q1 24 | $2.0K | — |
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | 65.5% | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | -207.9% | — | ||
| Q3 25 | -161.5% | — | ||
| Q2 25 | -150.0% | — | ||
| Q1 25 | -165.8% | — | ||
| Q4 24 | -202.8% | — | ||
| Q3 24 | -151.4% | — | ||
| Q2 24 | -143.2% | — | ||
| Q1 24 | -152.8% | — |
| Q4 25 | 31.6% | — | ||
| Q3 25 | -51.3% | — | ||
| Q2 25 | -45.0% | — | ||
| Q1 25 | -52.6% | — | ||
| Q4 24 | -52.8% | — | ||
| Q3 24 | -10.8% | -18.7% | ||
| Q2 24 | 8.1% | — | ||
| Q1 24 | 5.6% | — |
| Q4 25 | $0.01 | — | ||
| Q3 25 | $-0.01 | — | ||
| Q2 25 | $0.00 | — | ||
| Q1 25 | $-0.01 | — | ||
| Q4 24 | $-0.01 | — | ||
| Q3 24 | $-0.01 | — | ||
| Q2 24 | $0.00 | — | ||
| 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 | $383.0K | $28.0M |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | $4.5M | $240.3M |
| Total Assets | $4.6M | $341.1M |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $383.0K | — | ||
| Q3 25 | $307.0K | — | ||
| Q2 25 | $356.0K | — | ||
| Q1 25 | $333.0K | — | ||
| Q4 24 | $363.0K | — | ||
| Q3 24 | $430.0K | $28.0M | ||
| Q2 24 | $416.0K | — | ||
| Q1 24 | $395.0K | — |
| Q4 25 | $4.5M | — | ||
| Q3 25 | $4.5M | — | ||
| Q2 25 | $4.5M | — | ||
| Q1 25 | $4.5M | — | ||
| Q4 24 | $4.5M | — | ||
| Q3 24 | $4.6M | $240.3M | ||
| Q2 24 | $4.6M | — | ||
| Q1 24 | $4.6M | — |
| Q4 25 | $4.6M | — | ||
| Q3 25 | $4.5M | — | ||
| Q2 25 | $4.6M | — | ||
| Q1 25 | $4.6M | — | ||
| Q4 24 | $4.6M | — | ||
| Q3 24 | $4.6M | $341.1M | ||
| Q2 24 | $4.6M | — | ||
| Q1 24 | $4.6M | — |
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 | $76.0K | $27.3M |
| Free Cash FlowOCF − Capex | — | — |
| FCF MarginFCF / Revenue | — | — |
| Capex IntensityCapex / Revenue | — | — |
| Cash ConversionOCF / Net Profit | 6.33× | — |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $76.0K | — | ||
| Q3 25 | $-49.0K | — | ||
| Q2 25 | $23.0K | — | ||
| Q1 25 | $-30.0K | — | ||
| Q4 24 | $-47.0K | — | ||
| Q3 24 | $14.0K | $27.3M | ||
| Q2 24 | $21.0K | — | ||
| Q1 24 | $-52.0K | — |
| Q4 25 | 6.33× | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | 7.00× | — | ||
| Q1 24 | -26.00× | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
