vs
Side-by-side financial comparison of GSI TECHNOLOGY INC (GSIT) and Kymera Therapeutics, Inc. (KYMR). Click either name above to swap in a different company.
Kymera Therapeutics, Inc. is the larger business by last-quarter revenue ($11.5M vs $6.1M, roughly 1.9× GSI TECHNOLOGY INC). GSI TECHNOLOGY INC runs the higher net margin — -49.7% vs -667.6%, a 617.9% gap on every dollar of revenue. On growth, GSI TECHNOLOGY INC posted the faster year-over-year revenue change (12.2% vs -55.3%). GSI TECHNOLOGY INC produced more free cash flow last quarter ($-8.2M vs $-60.6M). Over the past eight quarters, Kymera Therapeutics, Inc.'s revenue compounded faster (10.1% CAGR vs 8.6%).
Triad GSI is an American voting machine vendor based in Xenia, Ohio. Their main products are election-related computer hardware and software for counting ballots, as well as voter registration.
Kymera Therapeutics is a clinical-stage biopharmaceutical company specialized in developing innovative targeted protein degradation therapies. It advances a diversified pipeline of drug candidates targeting previously undruggable proteins to address unmet medical needs in oncology, autoimmune and inflammatory diseases worldwide.
GSIT vs KYMR — Head-to-Head
Income Statement — Q3 FY2026 vs Q2 FY2025
| Metric | | |
|---|---|---|
| Revenue | $6.1M | $11.5M |
| Net Profit | $-3.0M | $-76.6M |
| Gross Margin | 52.7% | — |
| Operating Margin | -113.7% | -736.8% |
| Net Margin | -49.7% | -667.6% |
| Revenue YoY | 12.2% | -55.3% |
| Net Profit YoY | 25.0% | -82.1% |
| EPS (diluted) | $-0.09 | $-0.95 |
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 | $6.1M | — | ||
| Q3 25 | $6.4M | — | ||
| Q2 25 | $6.3M | $11.5M | ||
| Q1 25 | $5.9M | $22.1M | ||
| Q4 24 | $5.4M | $7.4M | ||
| Q3 24 | $4.5M | — | ||
| Q2 24 | $4.7M | $25.6M | ||
| Q1 24 | $5.2M | $10.3M |
| Q4 25 | $-3.0M | — | ||
| Q3 25 | $-3.2M | — | ||
| Q2 25 | $-2.2M | $-76.6M | ||
| Q1 25 | $-2.2M | $-65.6M | ||
| Q4 24 | $-4.0M | $-70.8M | ||
| Q3 24 | $-5.5M | — | ||
| Q2 24 | $1.1M | $-42.1M | ||
| Q1 24 | $-4.3M | $-48.6M |
| Q4 25 | 52.7% | — | ||
| Q3 25 | 54.8% | — | ||
| Q2 25 | 58.1% | — | ||
| Q1 25 | 56.1% | — | ||
| Q4 24 | 54.0% | — | ||
| Q3 24 | 38.6% | — | ||
| Q2 24 | 46.3% | — | ||
| Q1 24 | 51.6% | — |
| Q4 25 | -113.7% | — | ||
| Q3 25 | -49.5% | — | ||
| Q2 25 | -34.6% | -736.8% | ||
| Q1 25 | -38.7% | -336.8% | ||
| Q4 24 | -74.9% | -1092.2% | ||
| Q3 24 | -122.7% | — | ||
| Q2 24 | 23.1% | -198.5% | ||
| Q1 24 | -87.6% | -562.2% |
| Q4 25 | -49.7% | — | ||
| Q3 25 | -49.4% | — | ||
| Q2 25 | -35.3% | -667.6% | ||
| Q1 25 | -37.9% | -296.7% | ||
| Q4 24 | -74.4% | -956.9% | ||
| Q3 24 | -120.0% | — | ||
| Q2 24 | 23.1% | -164.0% | ||
| Q1 24 | -83.9% | -472.0% |
| Q4 25 | $-0.09 | — | ||
| Q3 25 | $-0.11 | — | ||
| Q2 25 | $-0.08 | $-0.95 | ||
| Q1 25 | $-0.09 | $-0.82 | ||
| Q4 24 | $-0.16 | $-0.89 | ||
| Q3 24 | $-0.21 | — | ||
| Q2 24 | $0.04 | $-0.58 | ||
| Q1 24 | $-0.17 | $-0.69 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $70.7M | $335.8M |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | $83.6M | $971.5M |
| Total Assets | $98.5M | $1.1B |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $70.7M | — | ||
| Q3 25 | $25.3M | — | ||
| Q2 25 | $22.7M | $335.8M | ||
| Q1 25 | $13.4M | $90.0M | ||
| Q4 24 | $15.1M | $120.3M | ||
| Q3 24 | $18.4M | — | ||
| Q2 24 | $21.8M | $67.6M | ||
| Q1 24 | $14.4M | $93.5M |
| Q4 25 | $83.6M | — | ||
| Q3 25 | $38.6M | — | ||
| Q2 25 | $37.4M | $971.5M | ||
| Q1 25 | $28.2M | $786.2M | ||
| Q4 24 | $29.9M | $835.6M | ||
| Q3 24 | $33.3M | — | ||
| Q2 24 | $38.0M | $684.9M | ||
| Q1 24 | $36.0M | $711.2M |
| Q4 25 | $98.5M | — | ||
| Q3 25 | $52.0M | — | ||
| Q2 25 | $50.5M | $1.1B | ||
| Q1 25 | $43.3M | $918.3M | ||
| Q4 24 | $44.1M | $978.0M | ||
| Q3 24 | $47.4M | — | ||
| Q2 24 | $52.3M | $826.0M | ||
| Q1 24 | $42.5M | $868.3M |
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 | $-7.9M | $-59.9M |
| Free Cash FlowOCF − Capex | $-8.2M | $-60.6M |
| FCF MarginFCF / Revenue | -134.4% | -527.9% |
| Capex IntensityCapex / Revenue | 4.9% | 6.1% |
| Cash ConversionOCF / Net Profit | — | — |
| TTM Free Cash FlowTrailing 4 quarters | $-12.5M | $-250.5M |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $-7.9M | — | ||
| Q3 25 | $-887.0K | — | ||
| Q2 25 | $-1.7M | $-59.9M | ||
| Q1 25 | $-1.7M | $-79.2M | ||
| Q4 24 | $-3.6M | $-61.8M | ||
| Q3 24 | $-3.5M | — | ||
| Q2 24 | $-4.3M | $-42.9M | ||
| Q1 24 | $-7.1M | $-39.6M |
| Q4 25 | $-8.2M | — | ||
| Q3 25 | $-906.0K | — | ||
| Q2 25 | $-1.7M | $-60.6M | ||
| Q1 25 | $-1.7M | $-79.6M | ||
| Q4 24 | $-3.6M | $-62.7M | ||
| Q3 24 | $-3.5M | — | ||
| Q2 24 | $-4.3M | $-47.6M | ||
| Q1 24 | $-7.2M | $-47.0M |
| Q4 25 | -134.4% | — | ||
| Q3 25 | -14.1% | — | ||
| Q2 25 | -27.6% | -527.9% | ||
| Q1 25 | -28.3% | -360.3% | ||
| Q4 24 | -66.1% | -848.3% | ||
| Q3 24 | -76.6% | — | ||
| Q2 24 | -92.0% | -185.7% | ||
| Q1 24 | -139.0% | -456.8% |
| Q4 25 | 4.9% | — | ||
| Q3 25 | 0.3% | — | ||
| Q2 25 | 0.3% | 6.1% | ||
| Q1 25 | 0.1% | 2.1% | ||
| Q4 24 | 0.1% | 12.7% | ||
| Q3 24 | 0.1% | — | ||
| Q2 24 | 0.7% | 18.3% | ||
| Q1 24 | 0.2% | 72.0% |
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | -3.96× | — | ||
| Q1 24 | — | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
GSIT
| Distribution | $5.6M | 92% |
| Other | $459.0K | 8% |
KYMR
Segment breakdown not available.
