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Side-by-side financial comparison of Good Times Restaurants Inc. (GTIM) and Weave Communications, Inc. (WEAV). Click either name above to swap in a different company.
Weave Communications, Inc. is the larger business by last-quarter revenue ($63.4M vs $32.7M, roughly 1.9× Good Times Restaurants Inc.). Good Times Restaurants Inc. runs the higher net margin — 0.6% vs -2.9%, a 3.5% gap on every dollar of revenue. On growth, Weave Communications, Inc. posted the faster year-over-year revenue change (17.0% vs -10.0%). Weave Communications, Inc. produced more free cash flow last quarter ($5.1M vs $1.2M). Over the past eight quarters, Weave Communications, Inc.'s revenue compounded faster (15.9% CAGR vs -0.7%).
Good Times is a Golden, Colorado–based fast-food restaurant specializing in premium burgers and frozen custard. As of July 2023, the chain operates 31 locations, down from 38 in 2015.
Weave Communications, Inc. develops integrated all-in-one customer engagement and communication platforms tailored for small and medium-sized businesses. Its product suite includes cloud-based phone systems, appointment scheduling, payment processing, review management and text messaging tools, primarily serving local service sectors like dental clinics, healthcare practices and fitness studios across the U.S. and Canada.
GTIM vs WEAV — Head-to-Head
Income Statement — Q1 FY2026 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $32.7M | $63.4M |
| Net Profit | $181.0K | $-1.8M |
| Gross Margin | — | 72.7% |
| Operating Margin | 0.9% | -3.4% |
| Net Margin | 0.6% | -2.9% |
| Revenue YoY | -10.0% | 17.0% |
| Net Profit YoY | 10.4% | 72.5% |
| EPS (diluted) | $0.02 | $-0.03 |
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 | $32.7M | $63.4M | ||
| Q3 25 | $37.0M | $61.3M | ||
| Q2 25 | $34.3M | $58.5M | ||
| Q1 25 | — | $55.8M | ||
| Q4 24 | $36.3M | $54.2M | ||
| Q3 24 | $35.8M | $52.4M | ||
| Q2 24 | $38.0M | $50.6M | ||
| Q1 24 | $35.4M | $47.2M |
| Q4 25 | $181.0K | $-1.8M | ||
| Q3 25 | $1.5M | $-8.7M | ||
| Q2 25 | $-624.0K | $-8.7M | ||
| Q1 25 | — | $-8.8M | ||
| Q4 24 | $164.0K | $-6.7M | ||
| Q3 24 | $230.0K | $-5.9M | ||
| Q2 24 | $1.3M | $-8.6M | ||
| Q1 24 | $618.0K | $-7.2M |
| Q4 25 | — | 72.7% | ||
| Q3 25 | — | 72.3% | ||
| Q2 25 | — | 71.7% | ||
| Q1 25 | — | 71.6% | ||
| Q4 24 | — | 72.1% | ||
| Q3 24 | — | 72.0% | ||
| Q2 24 | — | 71.4% | ||
| Q1 24 | — | 69.9% |
| Q4 25 | 0.9% | -3.4% | ||
| Q3 25 | 3.3% | -14.6% | ||
| Q2 25 | -1.5% | -17.4% | ||
| Q1 25 | — | -16.7% | ||
| Q4 24 | 0.2% | -13.6% | ||
| Q3 24 | -0.3% | -12.7% | ||
| Q2 24 | 3.2% | -18.3% | ||
| Q1 24 | 1.8% | -17.3% |
| Q4 25 | 0.6% | -2.9% | ||
| Q3 25 | 4.0% | -14.1% | ||
| Q2 25 | -1.8% | -14.9% | ||
| Q1 25 | — | -15.8% | ||
| Q4 24 | 0.5% | -12.4% | ||
| Q3 24 | 0.6% | -11.2% | ||
| Q2 24 | 3.5% | -16.9% | ||
| Q1 24 | 1.7% | -15.3% |
| Q4 25 | $0.02 | $-0.03 | ||
| Q3 25 | $0.14 | $-0.11 | ||
| Q2 25 | $-0.06 | $-0.11 | ||
| Q1 25 | — | $-0.12 | ||
| Q4 24 | $0.02 | $-0.10 | ||
| Q3 24 | $0.01 | $-0.08 | ||
| Q2 24 | $0.12 | $-0.12 | ||
| Q1 24 | $0.06 | $-0.10 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | — | $55.0M |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | $33.2M | $82.4M |
| Total Assets | $82.5M | $208.0M |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | — | $55.0M | ||
| Q3 25 | — | $64.4M | ||
| Q2 25 | $2.7M | $44.7M | ||
| Q1 25 | — | $53.4M | ||
| Q4 24 | $3.0M | $51.6M | ||
| Q3 24 | $3.9M | $51.1M | ||
| Q2 24 | — | $51.7M | ||
| Q1 24 | $4.0M | $30.6M |
| Q4 25 | $33.2M | $82.4M | ||
| Q3 25 | $33.1M | $78.6M | ||
| Q2 25 | $31.6M | $78.9M | ||
| Q1 25 | — | $68.6M | ||
| Q4 24 | $32.4M | $67.0M | ||
| Q3 24 | $32.4M | $68.8M | ||
| Q2 24 | $32.3M | $69.8M | ||
| Q1 24 | $31.6M | $73.4M |
| Q4 25 | $82.5M | $208.0M | ||
| Q3 25 | $85.8M | $206.5M | ||
| Q2 25 | $86.9M | $204.3M | ||
| Q1 25 | — | $188.3M | ||
| Q4 24 | $89.5M | $188.9M | ||
| Q3 24 | $87.1M | $192.0M | ||
| Q2 24 | $90.1M | $191.2M | ||
| Q1 24 | $89.0M | $190.2M |
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 | $1.4M | $6.2M |
| Free Cash FlowOCF − Capex | $1.2M | $5.1M |
| FCF MarginFCF / Revenue | 3.8% | 8.1% |
| Capex IntensityCapex / Revenue | 0.6% | 1.8% |
| Cash ConversionOCF / Net Profit | 7.85× | — |
| TTM Free Cash FlowTrailing 4 quarters | $-72.0K | $15.2M |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $1.4M | $6.2M | ||
| Q3 25 | $1.3M | $6.1M | ||
| Q2 25 | $714.0K | $5.4M | ||
| Q1 25 | — | $-219.0K | ||
| Q4 24 | $-518.0K | $6.7M | ||
| Q3 24 | $394.0K | $4.5M | ||
| Q2 24 | $3.2M | $22.7M | ||
| Q1 24 | $1.8M | $-19.7M |
| Q4 25 | $1.2M | $5.1M | ||
| Q3 25 | $735.0K | $5.8M | ||
| Q2 25 | $-105.0K | $4.9M | ||
| Q1 25 | — | $-663.0K | ||
| Q4 24 | $-1.9M | $6.3M | ||
| Q3 24 | $-466.0K | $4.0M | ||
| Q2 24 | $2.0M | $21.9M | ||
| Q1 24 | $1.2M | $-20.2M |
| Q4 25 | 3.8% | 8.1% | ||
| Q3 25 | 2.0% | 9.4% | ||
| Q2 25 | -0.3% | 8.4% | ||
| Q1 25 | — | -1.2% | ||
| Q4 24 | -5.3% | 11.6% | ||
| Q3 24 | -1.3% | 7.5% | ||
| Q2 24 | 5.3% | 43.4% | ||
| Q1 24 | 3.2% | -42.9% |
| Q4 25 | 0.6% | 1.8% | ||
| Q3 25 | 1.4% | 0.5% | ||
| Q2 25 | 2.4% | 0.9% | ||
| Q1 25 | — | 0.8% | ||
| Q4 24 | 3.9% | 0.7% | ||
| Q3 24 | 2.4% | 1.0% | ||
| Q2 24 | 3.2% | 1.5% | ||
| Q1 24 | 1.7% | 1.1% |
| Q4 25 | 7.85× | — | ||
| Q3 25 | 0.85× | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | -3.16× | — | ||
| Q3 24 | 1.71× | — | ||
| Q2 24 | 2.44× | — | ||
| Q1 24 | 2.86× | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
