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Side-by-side financial comparison of Galaxy Digital Inc. (GLXY) and Visa Inc. (V). Click either name above to swap in a different company.
Galaxy Digital Inc. is the larger business by last-quarter revenue ($23.3B vs $11.2B, roughly 2.1× Visa Inc.). Visa Inc. runs the higher net margin — 53.4% vs -3.3%, a 56.8% gap on every dollar of revenue.
Digital Chocolate, Inc. was a video game developer and publisher headquartered in San Mateo, California. It was founded in 2003 by Trip Hawkins, the founder of video game companies Electronic Arts and The 3DO Company. The company focused on developing games for Java ME-based mobile phones, iOS, and Microsoft Windows, and made some non-entertainment titles. Its marketing motto was Seize the minute.
Visa Inc. is an American multinational payment card services corporation headquartered in San Francisco, California. It facilitates electronic funds transfers throughout the world, most commonly through Visa-branded credit cards, debit cards and prepaid cards.
GLXY vs V — Head-to-Head
Income Statement — Q4 FY2025 vs Q2 FY2026
| Metric | | |
|---|---|---|
| Revenue | $23.3B | $11.2B |
| Net Profit | $-777.1M | $6.0B |
| Gross Margin | — | — |
| Operating Margin | -3.7% | 64.4% |
| Net Margin | -3.3% | 53.4% |
| Revenue YoY | — | 17.0% |
| Net Profit YoY | — | 32.0% |
| EPS (diluted) | — | — |
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.
| Q2 26 | — | $11.2B | ||
| Q4 25 | $23.3B | $10.9B | ||
| Q3 25 | $28.4B | $10.7B | ||
| Q2 25 | $8.6B | $10.2B | ||
| Q1 25 | $0 | $9.6B | ||
| Q4 24 | — | $9.5B | ||
| Q3 24 | $8.5B | $9.6B | ||
| Q2 24 | $8.9B | $8.9B |
| Q2 26 | — | $6.0B | ||
| Q4 25 | $-777.1M | $5.9B | ||
| Q3 25 | $505.1M | $5.1B | ||
| Q2 25 | $30.7M | $5.3B | ||
| Q1 25 | $0 | $4.6B | ||
| Q4 24 | — | $5.1B | ||
| Q3 24 | $-33.3M | $5.3B | ||
| Q2 24 | $-125.6M | $4.9B |
| Q2 26 | — | 64.4% | ||
| Q4 25 | -3.7% | 61.8% | ||
| Q3 25 | 1.9% | 57.3% | ||
| Q2 25 | 0.5% | 60.7% | ||
| Q1 25 | — | 56.6% | ||
| Q4 24 | — | 65.6% | ||
| Q3 24 | -0.5% | 66.0% | ||
| Q2 24 | -1.6% | 66.7% |
| Q2 26 | — | 53.4% | ||
| Q4 25 | -3.3% | 53.7% | ||
| Q3 25 | 1.8% | 47.5% | ||
| Q2 25 | 0.4% | 51.8% | ||
| Q1 25 | — | 47.7% | ||
| Q4 24 | — | 53.8% | ||
| Q3 24 | -0.4% | 55.3% | ||
| Q2 24 | -1.4% | 54.7% |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $2.0B | $12.4B |
| Total DebtLower is stronger | — | $22.4B |
| Stockholders' EquityBook value | $2.0B | $35.7B |
| Total Assets | $11.3B | $95.0B |
| Debt / EquityLower = less leverage | — | 0.63× |
8-quarter trend — quarters aligned by calendar period.
| Q2 26 | — | $12.4B | ||
| Q4 25 | $2.0B | $14.8B | ||
| Q3 25 | $2.0B | $17.2B | ||
| Q2 25 | $1.4B | $17.1B | ||
| Q1 25 | $1.0K | $11.7B | ||
| Q4 24 | — | $12.4B | ||
| Q3 24 | — | $12.0B | ||
| Q2 24 | — | $12.9B |
| Q2 26 | — | $22.4B | ||
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
| Q2 26 | — | $35.7B | ||
| Q4 25 | $2.0B | $38.8B | ||
| Q3 25 | $1.8B | $37.9B | ||
| Q2 25 | $1.5B | $38.7B | ||
| Q1 25 | $1.0K | $38.0B | ||
| Q4 24 | — | $38.3B | ||
| Q3 24 | $2.1B | $39.1B | ||
| Q2 24 | $2.1B | $39.7B |
| Q2 26 | — | $95.0B | ||
| Q4 25 | $11.3B | $96.8B | ||
| Q3 25 | $11.5B | $99.6B | ||
| Q2 25 | $9.1B | $100.0B | ||
| Q1 25 | $1.0K | $92.9B | ||
| Q4 24 | — | $91.9B | ||
| Q3 24 | — | $94.5B | ||
| Q2 24 | — | $91.0B |
| Q2 26 | — | 0.63× | ||
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 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 | $-1.1B | — |
| Free Cash FlowOCF − Capex | — | — |
| FCF MarginFCF / Revenue | — | — |
| Capex IntensityCapex / Revenue | — | — |
| Cash ConversionOCF / Net Profit | — | — |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q2 26 | — | — | ||
| Q4 25 | $-1.1B | $6.8B | ||
| Q3 25 | $427.7M | $6.2B | ||
| Q2 25 | $329.3M | $6.7B | ||
| Q1 25 | $0 | $4.7B | ||
| Q4 24 | — | $5.4B | ||
| Q3 24 | — | $6.7B | ||
| Q2 24 | — | $5.1B |
| Q2 26 | — | — | ||
| Q4 25 | — | $6.4B | ||
| Q3 25 | $189.6M | $5.8B | ||
| Q2 25 | — | $6.3B | ||
| Q1 25 | — | $4.4B | ||
| Q4 24 | — | $5.1B | ||
| Q3 24 | — | $6.4B | ||
| Q2 24 | — | $4.7B |
| Q2 26 | — | — | ||
| Q4 25 | — | 58.7% | ||
| Q3 25 | 0.7% | 54.5% | ||
| Q2 25 | — | 62.0% | ||
| Q1 25 | — | 45.5% | ||
| Q4 24 | — | 53.1% | ||
| Q3 24 | — | 66.1% | ||
| Q2 24 | — | 53.2% |
| Q2 26 | — | — | ||
| Q4 25 | — | 3.5% | ||
| Q3 25 | 0.8% | 3.6% | ||
| Q2 25 | — | 4.1% | ||
| Q1 25 | — | 3.4% | ||
| Q4 24 | — | 3.6% | ||
| Q3 24 | — | 3.2% | ||
| Q2 24 | — | 4.5% |
| Q2 26 | — | — | ||
| Q4 25 | — | 1.16× | ||
| Q3 25 | 0.85× | 1.23× | ||
| Q2 25 | 10.73× | 1.28× | ||
| Q1 25 | — | 1.03× | ||
| Q4 24 | — | 1.05× | ||
| Q3 24 | — | 1.25× | ||
| Q2 24 | — | 1.05× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
GLXY
| Other | $13.0B | 56% |
| Digital Assets Sales | $10.2B | 44% |
| Blockchain Rewards | $57.0M | 0% |
| Fee | $27.4M | 0% |
| Blockchain Rewards From Non Customers | $1.7M | 0% |
V
| Data processing revenue | $5.5B | 49% |
| International transaction revenue | $3.6B | 32% |
| Other revenue | $1.3B | 12% |
| Other | $736.0M | 7% |
