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Side-by-side financial comparison of CytoMed Therapeutics Ltd (GDTC) and New ERA Energy & Digital, Inc. (NUAI). Click either name above to swap in a different company.
New ERA Energy & Digital, Inc. is the larger business by last-quarter revenue ($159.4K vs $115.4K, roughly 1.4× CytoMed Therapeutics Ltd). CytoMed Therapeutics Ltd produced more free cash flow last quarter ($-855.4K vs $-3.0M).
CytoMed Therapeutics Ltd is a clinical-stage biopharmaceutical company focused on developing innovative allogeneic chimeric antigen receptor (CAR-T) cell therapies for treating hematological malignancies and solid tumors. It primarily serves global oncology patient populations and advances candidates targeting unmet medical needs in the immuno-oncology segment.
GDTC vs NUAI — Head-to-Head
Income Statement — Q2 FY2025 vs Q3 FY2025
| Metric | | |
|---|---|---|
| Revenue | $115.4K | $159.4K |
| Net Profit | — | $-5.8M |
| Gross Margin | — | — |
| Operating Margin | — | -2637.1% |
| Net Margin | — | -3627.8% |
| Revenue YoY | — | — |
| Net Profit YoY | — | — |
| EPS (diluted) | — | $-0.20 |
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 | — | $159.4K | ||
| Q2 25 | $115.4K | $209.1K | ||
| Q1 25 | — | $326.5K |
| Q3 25 | — | $-5.8M | ||
| Q2 25 | — | $-3.6M | ||
| Q1 25 | — | $-3.3M |
| Q3 25 | — | -2637.1% | ||
| Q2 25 | — | -891.3% | ||
| Q1 25 | — | -633.8% |
| Q3 25 | — | -3627.8% | ||
| Q2 25 | — | -1724.4% | ||
| Q1 25 | — | -1017.1% |
| Q3 25 | — | $-0.20 | ||
| Q2 25 | — | $-0.21 | ||
| Q1 25 | — | $-0.24 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | — | $14.2M |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | — | $12.9M |
| Total Assets | — | $23.4M |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q3 25 | — | $14.2M | ||
| Q2 25 | — | $5.2M | ||
| Q1 25 | — | $1.0M |
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | $6.7M |
| Q3 25 | — | $12.9M | ||
| Q2 25 | — | $-137.4K | ||
| Q1 25 | — | $-2.7M |
| Q3 25 | — | $23.4M | ||
| Q2 25 | — | $13.8M | ||
| Q1 25 | — | $9.9M |
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 | $-855.3K | $-2.5M |
| Free Cash FlowOCF − Capex | $-855.4K | $-3.0M |
| FCF MarginFCF / Revenue | -741.5% | -1875.8% |
| Capex IntensityCapex / Revenue | 0.0% | 306.4% |
| Cash ConversionOCF / Net Profit | — | — |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q3 25 | — | $-2.5M | ||
| Q2 25 | $-855.3K | $-1.8M | ||
| Q1 25 | — | $-2.8M |
| Q3 25 | — | $-3.0M | ||
| Q2 25 | $-855.4K | $-2.0M | ||
| Q1 25 | — | $-3.5M |
| Q3 25 | — | -1875.8% | ||
| Q2 25 | -741.5% | -944.1% | ||
| Q1 25 | — | -1074.5% |
| Q3 25 | — | 306.4% | ||
| Q2 25 | 0.0% | 59.8% | ||
| Q1 25 | — | 207.5% |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
