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Side-by-side financial comparison of GOLDEN ENTERTAINMENT, INC. (GDEN) and Service Properties Trust (SVC). Click either name above to swap in a different company.
Service Properties Trust is the larger business by last-quarter revenue ($296.5M vs $155.6M, roughly 1.9× GOLDEN ENTERTAINMENT, INC.). Service Properties Trust runs the higher net margin — -0.3% vs -5.5%, a 5.2% gap on every dollar of revenue. On growth, GOLDEN ENTERTAINMENT, INC. posted the faster year-over-year revenue change (-5.2% vs -17.0%). GOLDEN ENTERTAINMENT, INC. produced more free cash flow last quarter ($-4.4M vs $-95.2M). Over the past eight quarters, GOLDEN ENTERTAINMENT, INC.'s revenue compounded faster (-5.4% CAGR vs -6.1%).
Golden Entertainment, Inc. is an American gambling company based in Enterprise, Nevada that operates casinos and taverns. It was formed in 2015 by the merger of Golden Gaming and Lakes Entertainment. It is the largest tavern operator in Nevada. In October 2017, the company completed an $850 million acquisition of American Casino & Entertainment Properties. The company now has eight casino resorts, all located in Southern Nevada.
Medical Properties Trust, Inc. (MPT) is an international real estate investment trust (REIT) based in Birmingham, Alabama that purchases and invests in healthcare facilities and for-profit healthcare holding companies, primarily in the United States and Europe. Their property acquisitions often come in the form of sale-leaseback agreements, in which the original property owner sells the property to MPT and becomes their tenant. MPT's tenants are generally subject to long-term triple net lease...
GDEN vs SVC — Head-to-Head
Income Statement — Q4 FY2025 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $155.6M | $296.5M |
| Net Profit | $-8.5M | $-782.0K |
| Gross Margin | 92.5% | — |
| Operating Margin | -1.5% | -3.9% |
| Net Margin | -5.5% | -0.3% |
| Revenue YoY | -5.2% | -17.0% |
| Net Profit YoY | -386.0% | 99.0% |
| EPS (diluted) | $-0.31 | $-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 | $155.6M | $296.5M | ||
| Q3 25 | $154.8M | $377.6M | ||
| Q2 25 | $163.6M | $404.4M | ||
| Q1 25 | $160.8M | $335.0M | ||
| Q4 24 | $164.2M | $357.0M | ||
| Q3 24 | $161.2M | $390.9M | ||
| Q2 24 | $167.3M | $412.5M | ||
| Q1 24 | $174.0M | $336.2M |
| Q4 25 | $-8.5M | $-782.0K | ||
| Q3 25 | $-4.7M | $-46.9M | ||
| Q2 25 | $4.6M | $-38.2M | ||
| Q1 25 | $2.5M | $-116.4M | ||
| Q4 24 | $3.0M | $-76.4M | ||
| Q3 24 | $5.2M | $-46.9M | ||
| Q2 24 | $623.0K | $-73.8M | ||
| Q1 24 | $42.0M | $-78.4M |
| Q4 25 | 92.5% | — | ||
| Q3 25 | 92.8% | — | ||
| Q2 25 | 93.1% | — | ||
| Q1 25 | 92.7% | — | ||
| Q4 24 | 96.3% | — | ||
| Q3 24 | 93.0% | — | ||
| Q2 24 | 93.2% | — | ||
| Q1 24 | 89.9% | — |
| Q4 25 | -1.5% | -3.9% | ||
| Q3 25 | 0.6% | -12.8% | ||
| Q2 25 | 7.3% | -9.2% | ||
| Q1 25 | 6.9% | -33.3% | ||
| Q4 24 | 7.1% | -19.4% | ||
| Q3 24 | 4.2% | -12.8% | ||
| Q2 24 | 8.1% | -17.1% | ||
| Q1 24 | 46.0% | -21.4% |
| Q4 25 | -5.5% | -0.3% | ||
| Q3 25 | -3.0% | -12.4% | ||
| Q2 25 | 2.8% | -9.4% | ||
| Q1 25 | 1.6% | -34.8% | ||
| Q4 24 | 1.8% | -21.4% | ||
| Q3 24 | 3.2% | -12.0% | ||
| Q2 24 | 0.4% | -17.9% | ||
| Q1 24 | 24.1% | -23.3% |
| Q4 25 | $-0.31 | $-0.01 | ||
| Q3 25 | $-0.18 | $-0.28 | ||
| Q2 25 | $0.17 | $-0.23 | ||
| Q1 25 | $0.09 | $-0.70 | ||
| Q4 24 | $0.14 | $-0.46 | ||
| Q3 24 | $0.18 | $-0.28 | ||
| Q2 24 | $0.02 | $-0.45 | ||
| Q1 24 | $1.37 | $-0.48 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $55.3M | $346.8M |
| Total DebtLower is stronger | $426.6M | $5.5B |
| Stockholders' EquityBook value | $420.9M | $646.1M |
| Total Assets | $1.0B | $6.5B |
| Debt / EquityLower = less leverage | 1.01× | 8.52× |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $55.3M | $346.8M | ||
| Q3 25 | $58.3M | $417.4M | ||
| Q2 25 | $52.3M | $63.2M | ||
| Q1 25 | $50.5M | $80.1M | ||
| Q4 24 | $57.7M | $143.5M | ||
| Q3 24 | $68.6M | $48.6M | ||
| Q2 24 | $88.6M | $14.6M | ||
| Q1 24 | $404.3M | $71.3M |
| Q4 25 | $426.6M | $5.5B | ||
| Q3 25 | $417.3M | — | ||
| Q2 25 | $423.3M | — | ||
| Q1 25 | $399.3M | — | ||
| Q4 24 | $405.3M | $5.8B | ||
| Q3 24 | $386.3M | — | ||
| Q2 24 | $388.2M | — | ||
| Q1 24 | $660.9M | — |
| Q4 25 | $420.9M | $646.1M | ||
| Q3 25 | $434.2M | $647.9M | ||
| Q2 25 | $443.3M | $695.9M | ||
| Q1 25 | $462.0M | $734.6M | ||
| Q4 24 | $474.2M | $851.9M | ||
| Q3 24 | $513.1M | $929.0M | ||
| Q2 24 | $539.0M | $1.0B | ||
| Q1 24 | $569.6M | $1.1B |
| Q4 25 | $1.0B | $6.5B | ||
| Q3 25 | $1.0B | $7.0B | ||
| Q2 25 | $1.0B | $6.9B | ||
| Q1 25 | $1.1B | $7.0B | ||
| Q4 24 | $1.1B | $7.1B | ||
| Q3 24 | $1.1B | $7.1B | ||
| Q2 24 | $1.2B | $7.1B | ||
| Q1 24 | $1.5B | $7.2B |
| Q4 25 | 1.01× | 8.52× | ||
| Q3 25 | 0.96× | — | ||
| Q2 25 | 0.95× | — | ||
| Q1 25 | 0.86× | — | ||
| Q4 24 | 0.85× | 6.85× | ||
| Q3 24 | 0.75× | — | ||
| Q2 24 | 0.72× | — | ||
| Q1 24 | 1.16× | — |
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 | $10.2M | $-18.5M |
| Free Cash FlowOCF − Capex | $-4.4M | $-95.2M |
| FCF MarginFCF / Revenue | -2.8% | -32.1% |
| Capex IntensityCapex / Revenue | 9.4% | 25.9% |
| Cash ConversionOCF / Net Profit | — | — |
| TTM Free Cash FlowTrailing 4 quarters | $35.6M | $-107.0M |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $10.2M | $-18.5M | ||
| Q3 25 | $26.9M | $98.1M | ||
| Q2 25 | $17.4M | $-7.0K | ||
| Q1 25 | $28.6M | $38.2M | ||
| Q4 24 | $22.5M | $-9.7M | ||
| Q3 24 | $22.5M | $106.2M | ||
| Q2 24 | $21.5M | $43.8M | ||
| Q1 24 | $25.8M | $-926.0K |
| Q4 25 | $-4.4M | $-95.2M | ||
| Q3 25 | $19.3M | $57.9M | ||
| Q2 25 | $4.0M | $-46.6M | ||
| Q1 25 | $16.6M | $-23.2M | ||
| Q4 24 | $14.3M | $-88.9M | ||
| Q3 24 | $14.7M | $24.1M | ||
| Q2 24 | $3.9M | $-22.3M | ||
| Q1 24 | $9.5M | $-77.2M |
| Q4 25 | -2.8% | -32.1% | ||
| Q3 25 | 12.5% | 15.3% | ||
| Q2 25 | 2.4% | -11.5% | ||
| Q1 25 | 10.4% | -6.9% | ||
| Q4 24 | 8.7% | -24.9% | ||
| Q3 24 | 9.1% | 6.2% | ||
| Q2 24 | 2.3% | -5.4% | ||
| Q1 24 | 5.5% | -23.0% |
| Q4 25 | 9.4% | 25.9% | ||
| Q3 25 | 4.9% | 10.6% | ||
| Q2 25 | 8.2% | 11.5% | ||
| Q1 25 | 7.4% | 18.3% | ||
| Q4 24 | 5.0% | 22.2% | ||
| Q3 24 | 4.9% | 21.0% | ||
| Q2 24 | 10.5% | 16.0% | ||
| Q1 24 | 9.3% | 22.7% |
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | 3.76× | — | ||
| Q1 25 | 11.43× | — | ||
| Q4 24 | 7.57× | — | ||
| Q3 24 | 4.36× | — | ||
| Q2 24 | 34.51× | — | ||
| Q1 24 | 0.61× | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
GDEN
| Nevada Casino Resorts | $90.2M | 58% |
| Nevada Locals Casinos | $37.4M | 24% |
| Nevada Taverns | $27.7M | 18% |
SVC
Segment breakdown not available.
