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Side-by-side financial comparison of GREENE COUNTY BANCORP INC (GCBC) 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 $22.2M, roughly 1.3× GREENE COUNTY BANCORP INC). GREENE COUNTY BANCORP INC runs the higher net margin — 46.3% vs -125.0%, a 171.3% gap on every dollar of revenue.
Bank of Greene County is an American federally-chartered savings bank headquartered in Catskill, NY. The bank's branches are located in the Upstate New York counties of Greene, Columbia, Albany, Ulster, and Rensselaer.
GCBC vs SEG — Head-to-Head
Income Statement — Q2 FY2026 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $22.2M | $29.5M |
| Net Profit | $10.3M | $-36.9M |
| Gross Margin | — | — |
| Operating Margin | 52.0% | -120.5% |
| Net Margin | 46.3% | -125.0% |
| Revenue YoY | 23.8% | — |
| Net Profit YoY | 37.4% | — |
| EPS (diluted) | $0.60 | $-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 | $22.2M | $29.5M | ||
| Q3 25 | $21.5M | $45.0M | ||
| Q2 25 | $20.5M | $39.8M | ||
| Q1 25 | $20.1M | $16.1M | ||
| Q4 24 | $17.9M | — | ||
| Q3 24 | $16.9M | $39.4M | ||
| Q2 24 | $16.6M | $33.7M | ||
| Q1 24 | $15.7M | — |
| Q4 25 | $10.3M | $-36.9M | ||
| Q3 25 | $8.9M | $-33.2M | ||
| Q2 25 | $9.3M | $-14.8M | ||
| Q1 25 | $8.1M | $-31.9M | ||
| Q4 24 | $7.5M | — | ||
| Q3 24 | $6.3M | $-32.5M | ||
| Q2 24 | $6.7M | $-35.0M | ||
| Q1 24 | $5.9M | — |
| Q4 25 | 52.0% | -120.5% | ||
| Q3 25 | 47.4% | -75.2% | ||
| Q2 25 | 53.5% | -40.2% | ||
| Q1 25 | 44.6% | -203.5% | ||
| Q4 24 | 45.0% | — | ||
| Q3 24 | 39.6% | -51.0% | ||
| Q2 24 | 41.2% | -75.3% | ||
| Q1 24 | 39.4% | — |
| Q4 25 | 46.3% | -125.0% | ||
| Q3 25 | 41.2% | -73.7% | ||
| Q2 25 | 45.6% | -37.1% | ||
| Q1 25 | 40.1% | -198.4% | ||
| Q4 24 | 41.7% | — | ||
| Q3 24 | 37.1% | -82.5% | ||
| Q2 24 | 40.6% | -103.9% | ||
| Q1 24 | 37.3% | — |
| Q4 25 | $0.60 | $-2.90 | ||
| Q3 25 | $0.52 | $-2.61 | ||
| Q2 25 | $0.55 | $-1.16 | ||
| Q1 25 | $0.47 | $-2.51 | ||
| Q4 24 | $0.44 | — | ||
| Q3 24 | $0.37 | $-5.89 | ||
| Q2 24 | $0.39 | $-6.34 | ||
| Q1 24 | $0.34 | — |
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 | — | $38.3M |
| Stockholders' EquityBook value | $258.3M | $456.5M |
| Total Assets | $3.1B | $650.1M |
| Debt / EquityLower = less leverage | — | 0.08× |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | — | $77.8M | ||
| Q3 25 | — | $106.2M | ||
| Q2 25 | — | $123.3M | ||
| Q1 25 | $155.5M | $129.9M | ||
| Q4 24 | $166.4M | — | ||
| Q3 24 | — | $23.7M | ||
| Q2 24 | $190.4M | $3.3M | ||
| Q1 24 | — | — |
| Q4 25 | — | $38.3M | ||
| Q3 25 | — | $39.3M | ||
| Q2 25 | — | $100.6M | ||
| Q1 25 | — | $101.6M | ||
| Q4 24 | — | — | ||
| Q3 24 | — | $103.3M | ||
| Q2 24 | — | $157.1M | ||
| Q1 24 | — | — |
| Q4 25 | $258.3M | $456.5M | ||
| Q3 25 | $248.2M | $485.8M | ||
| Q2 25 | $238.8M | $517.9M | ||
| Q1 25 | $229.0M | $531.2M | ||
| Q4 24 | $218.4M | — | ||
| Q3 24 | $216.3M | $433.8M | ||
| Q2 24 | $206.0M | $380.7M | ||
| Q1 24 | $199.2M | — |
| Q4 25 | $3.1B | $650.1M | ||
| Q3 25 | $3.1B | $699.1M | ||
| Q2 25 | $3.0B | $717.2M | ||
| Q1 25 | $3.0B | $718.4M | ||
| Q4 24 | $3.0B | — | ||
| Q3 24 | $2.9B | $622.8M | ||
| Q2 24 | $2.8B | $610.1M | ||
| Q1 24 | $2.9B | — |
| Q4 25 | — | 0.08× | ||
| Q3 25 | — | 0.08× | ||
| Q2 25 | — | 0.19× | ||
| Q1 25 | — | 0.19× | ||
| Q4 24 | — | — | ||
| Q3 24 | — | 0.24× | ||
| Q2 24 | — | 0.41× | ||
| Q1 24 | — | — |
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 | $6.4M | $-23.1M |
| Free Cash FlowOCF − Capex | $6.2M | — |
| FCF MarginFCF / Revenue | 28.0% | — |
| Capex IntensityCapex / Revenue | 0.9% | — |
| Cash ConversionOCF / Net Profit | 0.62× | — |
| TTM Free Cash FlowTrailing 4 quarters | $47.3M | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $6.4M | $-23.1M | ||
| Q3 25 | $7.0M | $-5.3M | ||
| Q2 25 | $28.0M | $-754.0K | ||
| Q1 25 | $7.3M | $-20.5M | ||
| Q4 24 | $5.3M | — | ||
| Q3 24 | $2.1M | $-8.8M | ||
| Q2 24 | $24.9M | — | ||
| Q1 24 | $5.6M | — |
| Q4 25 | $6.2M | — | ||
| Q3 25 | $6.5M | — | ||
| Q2 25 | $27.3M | — | ||
| Q1 25 | $7.3M | — | ||
| Q4 24 | $5.1M | — | ||
| Q3 24 | $2.0M | — | ||
| Q2 24 | $23.4M | — | ||
| Q1 24 | $4.9M | — |
| Q4 25 | 28.0% | — | ||
| Q3 25 | 30.4% | — | ||
| Q2 25 | 133.3% | — | ||
| Q1 25 | 36.1% | — | ||
| Q4 24 | 28.6% | — | ||
| Q3 24 | 11.8% | — | ||
| Q2 24 | 141.2% | — | ||
| Q1 24 | 31.3% | — |
| Q4 25 | 0.9% | — | ||
| Q3 25 | 1.9% | — | ||
| Q2 25 | 3.4% | — | ||
| Q1 25 | 0.3% | — | ||
| Q4 24 | 1.0% | — | ||
| Q3 24 | 0.9% | — | ||
| Q2 24 | 9.1% | — | ||
| Q1 24 | 4.2% | — |
| Q4 25 | 0.62× | — | ||
| Q3 25 | 0.78× | — | ||
| Q2 25 | 3.00× | — | ||
| Q1 25 | 0.91× | — | ||
| Q4 24 | 0.71× | — | ||
| Q3 24 | 0.34× | — | ||
| Q2 24 | 3.70× | — | ||
| Q1 24 | 0.95× | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
GCBC
Segment breakdown not available.
SEG
| Sponsorships Events And Entertainment | $12.5M | 43% |
| Hospitality | $12.2M | 41% |
| Rental | $4.1M | 14% |
| Other | $631.0K | 2% |
