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Side-by-side financial comparison of GCI Liberty, Inc. (GLIBA) and N-able, Inc. (NABL). Click either name above to swap in a different company.
GCI Liberty, Inc. is the larger business by last-quarter revenue ($257.0M vs $130.3M, roughly 2.0× N-able, Inc.). GCI Liberty, Inc. produced more free cash flow last quarter ($21.0M vs $20.9M).
GCI Communication Corp (GCI) is a telecommunications corporation operating in Alaska. Through its own facilities and agreements with other providers, GCI provides Internet access, landline, and cellular telephone service. It is a subsidiary of GCI Liberty, Inc.
Able UK is a British industrial services company specialising in decommissioning of ships and offshore installations.
GLIBA vs NABL — Head-to-Head
Income Statement — Q3 FY2025 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $257.0M | $130.3M |
| Net Profit | $-387.0M | — |
| Gross Margin | — | 76.2% |
| Operating Margin | -189.9% | 10.2% |
| Net Margin | -150.6% | — |
| Revenue YoY | — | 11.8% |
| Net Profit YoY | — | — |
| EPS (diluted) | $-13.34 | $-0.04 |
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 | — | $130.3M | ||
| Q3 25 | $257.0M | $131.7M | ||
| Q2 25 | $261.0M | $131.2M | ||
| Q1 25 | — | $118.2M | ||
| Q4 24 | — | $116.5M | ||
| Q3 24 | — | $116.4M | ||
| Q2 24 | — | $119.4M | ||
| Q1 24 | — | $113.7M |
| Q4 25 | — | — | ||
| Q3 25 | $-387.0M | $1.4M | ||
| Q2 25 | $27.0M | $-4.0M | ||
| Q1 25 | — | $-7.2M | ||
| Q4 24 | — | — | ||
| Q3 24 | — | $10.8M | ||
| Q2 24 | — | $9.5M | ||
| Q1 24 | — | $7.5M |
| Q4 25 | — | 76.2% | ||
| Q3 25 | — | 77.5% | ||
| Q2 25 | — | 78.1% | ||
| Q1 25 | — | 76.6% | ||
| Q4 24 | — | 80.0% | ||
| Q3 24 | — | 82.9% | ||
| Q2 24 | — | 84.0% | ||
| Q1 24 | — | 83.9% |
| Q4 25 | — | 10.2% | ||
| Q3 25 | -189.9% | 8.8% | ||
| Q2 25 | 19.5% | 7.7% | ||
| Q1 25 | — | 1.5% | ||
| Q4 24 | — | 13.7% | ||
| Q3 24 | — | 20.5% | ||
| Q2 24 | — | 18.4% | ||
| Q1 24 | — | 18.0% |
| Q4 25 | — | — | ||
| Q3 25 | -150.6% | 1.1% | ||
| Q2 25 | 10.3% | -3.1% | ||
| Q1 25 | — | -6.1% | ||
| Q4 24 | — | — | ||
| Q3 24 | — | 9.2% | ||
| Q2 24 | — | 7.9% | ||
| Q1 24 | — | 6.6% |
| Q4 25 | — | $-0.04 | ||
| Q3 25 | $-13.34 | $0.01 | ||
| Q2 25 | — | $-0.02 | ||
| Q1 25 | — | $-0.04 | ||
| Q4 24 | — | $0.01 | ||
| Q3 24 | — | $0.06 | ||
| Q2 24 | — | $0.05 | ||
| Q1 24 | — | $0.04 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $124.0M | $111.8M |
| Total DebtLower is stronger | $985.0M | $393.9M |
| Stockholders' EquityBook value | $1.4B | $804.7M |
| Total Assets | $3.0B | $1.4B |
| Debt / EquityLower = less leverage | 0.72× | 0.49× |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | — | $111.8M | ||
| Q3 25 | $124.0M | $101.4M | ||
| Q2 25 | $104.0M | $93.9M | ||
| Q1 25 | — | $94.1M | ||
| Q4 24 | — | $85.2M | ||
| Q3 24 | — | $174.4M | ||
| Q2 24 | — | $157.5M | ||
| Q1 24 | — | $139.2M |
| Q4 25 | — | $393.9M | ||
| Q3 25 | $985.0M | $331.7M | ||
| Q2 25 | $987.0M | $332.1M | ||
| Q1 25 | — | $332.6M | ||
| Q4 24 | — | $333.1M | ||
| Q3 24 | — | $333.6M | ||
| Q2 24 | — | $334.1M | ||
| Q1 24 | — | $334.5M |
| Q4 25 | — | $804.7M | ||
| Q3 25 | $1.4B | $813.4M | ||
| Q2 25 | — | $809.4M | ||
| Q1 25 | — | $775.1M | ||
| Q4 24 | — | $759.3M | ||
| Q3 24 | — | $765.0M | ||
| Q2 24 | — | $724.4M | ||
| Q1 24 | — | $709.1M |
| Q4 25 | — | $1.4B | ||
| Q3 25 | $3.0B | $1.4B | ||
| Q2 25 | $3.4B | $1.4B | ||
| Q1 25 | — | $1.4B | ||
| Q4 24 | — | $1.3B | ||
| Q3 24 | — | $1.2B | ||
| Q2 24 | — | $1.2B | ||
| Q1 24 | — | $1.1B |
| Q4 25 | — | 0.49× | ||
| Q3 25 | 0.72× | 0.41× | ||
| Q2 25 | — | 0.41× | ||
| Q1 25 | — | 0.43× | ||
| Q4 24 | — | 0.44× | ||
| Q3 24 | — | 0.44× | ||
| Q2 24 | — | 0.46× | ||
| Q1 24 | — | 0.47× |
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 | $76.0M | $25.3M |
| Free Cash FlowOCF − Capex | $21.0M | $20.9M |
| FCF MarginFCF / Revenue | 8.2% | 16.0% |
| Capex IntensityCapex / Revenue | 21.4% | 3.4% |
| Cash ConversionOCF / Net Profit | — | — |
| TTM Free Cash FlowTrailing 4 quarters | — | $75.1M |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | — | $25.3M | ||
| Q3 25 | $76.0M | $24.0M | ||
| Q2 25 | $226.0M | $24.2M | ||
| Q1 25 | — | $19.7M | ||
| Q4 24 | — | $26.0M | ||
| Q3 24 | — | $22.0M | ||
| Q2 24 | — | $27.3M | ||
| Q1 24 | — | $4.2M |
| Q4 25 | — | $20.9M | ||
| Q3 25 | $21.0M | $17.4M | ||
| Q2 25 | $107.0M | $20.4M | ||
| Q1 25 | — | $16.4M | ||
| Q4 24 | — | $18.8M | ||
| Q3 24 | — | $18.2M | ||
| Q2 24 | — | $24.0M | ||
| Q1 24 | — | $746.0K |
| Q4 25 | — | 16.0% | ||
| Q3 25 | 8.2% | 13.2% | ||
| Q2 25 | 41.0% | 15.5% | ||
| Q1 25 | — | 13.9% | ||
| Q4 24 | — | 16.2% | ||
| Q3 24 | — | 15.7% | ||
| Q2 24 | — | 20.1% | ||
| Q1 24 | — | 0.7% |
| Q4 25 | — | 3.4% | ||
| Q3 25 | 21.4% | 5.0% | ||
| Q2 25 | 45.6% | 2.9% | ||
| Q1 25 | — | 2.8% | ||
| Q4 24 | — | 6.1% | ||
| Q3 24 | — | 3.2% | ||
| Q2 24 | — | 2.7% | ||
| Q1 24 | — | 3.0% |
| Q4 25 | — | — | ||
| Q3 25 | — | 17.36× | ||
| Q2 25 | 8.37× | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | 2.04× | ||
| Q2 24 | — | 2.89× | ||
| Q1 24 | — | 0.56× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
GLIBA
Segment breakdown not available.
NABL
| Transferred Over Time | $121.9M | 94% |
| Transferred At Point In Time | $8.4M | 6% |
| Other Revenue | $1.3M | 1% |
