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Side-by-side financial comparison of Greenidge Generation Holdings Inc. (GREE) and High Roller Technologies, Inc. (ROLR). Click either name above to swap in a different company.
Greenidge Generation Holdings Inc. is the larger business by last-quarter revenue ($11.5M vs $6.3M, roughly 1.8× High Roller Technologies, Inc.). High Roller Technologies, Inc. runs the higher net margin — 58.4% vs 26.3%, a 32.1% gap on every dollar of revenue. On growth, High Roller Technologies, Inc. posted the faster year-over-year revenue change (-16.4% vs -22.6%).
Greenidge Generation Holdings Inc. is a U.S.-based firm operating integrated cryptocurrency mining facilities and low-carbon power generation assets, including natural gas and renewable energy projects. It aligns digital asset mining with efficient energy use, primarily serving North American digital asset and energy market segments.
S&S – Sansei Technologies is an American company known for its pneumatically powered amusement rides and roller coaster designing.
GREE vs ROLR — Head-to-Head
Income Statement — Q4 FY2025 vs Q3 FY2025
| Metric | | |
|---|---|---|
| Revenue | $11.5M | $6.3M |
| Net Profit | $3.0M | $3.7M |
| Gross Margin | — | — |
| Operating Margin | 14.7% | 1.3% |
| Net Margin | 26.3% | 58.4% |
| Revenue YoY | -22.6% | -16.4% |
| Net Profit YoY | 177.1% | 831.9% |
| EPS (diluted) | $0.26 | $0.39 |
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 | $11.5M | — | ||
| Q3 25 | $15.2M | $6.3M | ||
| Q2 25 | $12.9M | $6.9M | ||
| Q1 25 | $19.2M | $6.8M | ||
| Q4 24 | $14.8M | — | ||
| Q3 24 | $12.4M | $7.5M | ||
| Q2 24 | $13.1M | — | ||
| Q1 24 | $19.3M | — |
| Q4 25 | $3.0M | — | ||
| Q3 25 | $12.0M | $3.7M | ||
| Q2 25 | $-4.1M | $-592.0K | ||
| Q1 25 | $-5.6M | $-3.3M | ||
| Q4 24 | $-3.9M | — | ||
| Q3 24 | $-6.4M | $-501.0K | ||
| Q2 24 | $-5.6M | — | ||
| Q1 24 | $-3.9M | — |
| Q4 25 | 14.7% | — | ||
| Q3 25 | 2.0% | 1.3% | ||
| Q2 25 | -26.4% | -7.2% | ||
| Q1 25 | -12.4% | -47.4% | ||
| Q4 24 | -8.9% | — | ||
| Q3 24 | -37.7% | -6.3% | ||
| Q2 24 | -28.8% | — | ||
| Q1 24 | -8.9% | — |
| Q4 25 | 26.3% | — | ||
| Q3 25 | 78.6% | 58.4% | ||
| Q2 25 | -32.0% | -8.5% | ||
| Q1 25 | -28.9% | -48.4% | ||
| Q4 24 | -26.4% | — | ||
| Q3 24 | -51.6% | -6.7% | ||
| Q2 24 | -42.6% | — | ||
| Q1 24 | -20.4% | — |
| Q4 25 | $0.26 | — | ||
| Q3 25 | $0.75 | $0.39 | ||
| Q2 25 | $-0.27 | $-0.07 | ||
| Q1 25 | $-0.40 | $-0.39 | ||
| Q4 24 | $-0.30 | — | ||
| Q3 24 | $-0.60 | $-0.07 | ||
| Q2 24 | $-0.56 | — | ||
| Q1 24 | $-0.42 | — |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $19.6M | $2.7M |
| Total DebtLower is stronger | $43.1M | — |
| Stockholders' EquityBook value | $-46.3M | $6.6M |
| Total Assets | $53.6M | $16.0M |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $19.6M | — | ||
| Q3 25 | $7.6M | $2.7M | ||
| Q2 25 | $3.4M | $2.7M | ||
| Q1 25 | $4.9M | $3.5M | ||
| Q4 24 | $8.6M | — | ||
| Q3 24 | $7.6M | $1.3M | ||
| Q2 24 | $10.3M | — | ||
| Q1 24 | $14.3M | — |
| Q4 25 | $43.1M | — | ||
| Q3 25 | $45.8M | — | ||
| Q2 25 | $63.3M | — | ||
| Q1 25 | $67.2M | — | ||
| Q4 24 | $68.1M | — | ||
| Q3 24 | $69.5M | — | ||
| Q2 24 | $69.2M | — | ||
| Q1 24 | $69.0M | — |
| Q4 25 | $-46.3M | — | ||
| Q3 25 | $-49.4M | $6.6M | ||
| Q2 25 | $-61.2M | $2.6M | ||
| Q1 25 | $-58.2M | $2.8M | ||
| Q4 24 | $-55.8M | — | ||
| Q3 24 | $-58.0M | $-779.0K | ||
| Q2 24 | $-52.1M | — | ||
| Q1 24 | $-46.8M | — |
| Q4 25 | $53.6M | — | ||
| Q3 25 | $50.6M | $16.0M | ||
| Q2 25 | $52.8M | $12.3M | ||
| Q1 25 | $56.7M | $12.8M | ||
| Q4 24 | $64.9M | — | ||
| Q3 24 | $59.9M | $12.9M | ||
| Q2 24 | $62.9M | — | ||
| Q1 24 | $74.6M | — |
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 | $-15.0M | $-78.0K |
| Free Cash FlowOCF − Capex | — | $-90.0K |
| FCF MarginFCF / Revenue | — | -1.4% |
| Capex IntensityCapex / Revenue | — | 0.2% |
| Cash ConversionOCF / Net Profit | -4.98× | -0.02× |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $-15.0M | — | ||
| Q3 25 | $120.0K | $-78.0K | ||
| Q2 25 | $-4.8M | $-840.0K | ||
| Q1 25 | $-5.7M | $-3.6M | ||
| Q4 24 | $-12.0M | — | ||
| Q3 24 | $-1.9M | — | ||
| Q2 24 | $-1.4M | — | ||
| Q1 24 | $-5.1M | — |
| Q4 25 | — | — | ||
| Q3 25 | — | $-90.0K | ||
| Q2 25 | — | $-845.0K | ||
| Q1 25 | — | $-3.6M | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | — | — | ||
| Q3 25 | — | -1.4% | ||
| Q2 25 | — | -12.2% | ||
| Q1 25 | — | -53.5% | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | — | — | ||
| Q3 25 | — | 0.2% | ||
| Q2 25 | — | 0.1% | ||
| Q1 25 | — | 0.2% | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | -4.98× | — | ||
| Q3 25 | 0.01× | -0.02× | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
GREE
Segment breakdown not available.
ROLR
| Net Gaming Revenue | $4.9M | 77% |
| Net Revenue Noncore Services | $1.4M | 23% |
