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Side-by-side financial comparison of INNSUITES HOSPITALITY TRUST (IHT) and Senti Biosciences, Inc. (SNTI). Click either name above to swap in a different company.
INNSUITES HOSPITALITY TRUST is the larger business by last-quarter revenue ($1.8M vs $1.8M, roughly 1.0× Senti Biosciences, Inc.). INNSUITES HOSPITALITY TRUST runs the higher net margin — -19.8% vs -821.2%, a 801.5% gap on every dollar of revenue. Over the past eight quarters, Senti Biosciences, Inc.'s revenue compounded faster (165.2% CAGR vs 2.1%).
InnSuites Hospitality Trust, based in Phoenix, Arizona, is a real estate investment trust that invests in lodging. While it is formed as a real estate investment trust, it is not classified as a real estate investment trust for tax purposes. The company owns interests in two hotels, operates three hotels, provides management for three hotels, and licenses its InnSuites trademark for five hotels. The company's hotel ownership interests are a 51.01% interest in the Best Western InnSuites Tucson...
Senti Biosciences, Inc. is a clinical-stage biotechnology company specializing in synthetic biology and gene circuit engineering to develop next-generation programmable cell and gene therapies. Its core pipeline targets oncology and autoimmune diseases, serving global biopharmaceutical markets and partnering with leading industry players to advance targeted treatments for underserved patient groups.
IHT vs SNTI — Head-to-Head
Income Statement — Q3 FY2026 vs Q2 FY2025
| Metric | | |
|---|---|---|
| Revenue | $1.8M | $1.8M |
| Net Profit | $-356.9K | $-14.7M |
| Gross Margin | — | — |
| Operating Margin | -10.0% | -936.3% |
| Net Margin | -19.8% | -821.2% |
| Revenue YoY | -1.1% | — |
| Net Profit YoY | -29.1% | -31.5% |
| EPS (diluted) | $-0.04 | $-0.56 |
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 | $1.8M | — | ||
| Q3 25 | $1.8M | — | ||
| Q2 25 | $2.2M | $1.8M | ||
| Q1 25 | $1.6M | $1.9M | ||
| Q4 24 | $1.8M | $0 | ||
| Q3 24 | $1.8M | $0 | ||
| Q2 24 | $7.5M | $0 | ||
| Q1 24 | $1.7M | $0 |
| Q4 25 | $-356.9K | — | ||
| Q3 25 | $-391.2K | — | ||
| Q2 25 | $-121.0K | $-14.7M | ||
| Q1 25 | $-595.2K | $-14.1M | ||
| Q4 24 | $-276.4K | $-610.0K | ||
| Q3 24 | $-370.9K | $-28.9M | ||
| Q2 24 | $-148.6K | $-11.2M | ||
| Q1 24 | $-113.0K | $-12.1M |
| Q4 25 | -10.0% | — | ||
| Q3 25 | -13.3% | — | ||
| Q2 25 | 10.1% | -936.3% | ||
| Q1 25 | -30.9% | -867.1% | ||
| Q4 24 | -7.1% | — | ||
| Q3 24 | -15.5% | — | ||
| Q2 24 | 2.4% | — | ||
| Q1 24 | -35.3% | — |
| Q4 25 | -19.8% | — | ||
| Q3 25 | -21.7% | — | ||
| Q2 25 | -5.5% | -821.2% | ||
| Q1 25 | -36.4% | -746.3% | ||
| Q4 24 | -15.1% | — | ||
| Q3 24 | -20.2% | — | ||
| Q2 24 | -2.0% | — | ||
| Q1 24 | -6.5% | — |
| Q4 25 | $-0.04 | — | ||
| Q3 25 | $-0.04 | — | ||
| Q2 25 | $-0.01 | $-0.56 | ||
| Q1 25 | $-0.07 | $-1.41 | ||
| Q4 24 | $-0.03 | $-0.62 | ||
| Q3 24 | $-0.04 | $-6.31 | ||
| Q2 24 | $-0.02 | $-2.45 | ||
| Q1 24 | $-0.02 | $-2.65 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | — | $21.6M |
| Total DebtLower is stronger | $11.3M | — |
| Stockholders' EquityBook value | $3.6M | $24.7M |
| Total Assets | $13.9M | $68.5M |
| Debt / EquityLower = less leverage | 3.12× | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | $21.6M | ||
| Q1 25 | — | $33.8M | ||
| Q4 24 | — | $48.3M | ||
| Q3 24 | — | $10.5M | ||
| Q2 24 | — | $15.9M | ||
| Q1 24 | $1.3M | $23.7M |
| Q4 25 | $11.3M | — | ||
| Q3 25 | $11.2M | — | ||
| Q2 25 | $10.5M | — | ||
| Q1 25 | $10.7M | — | ||
| Q4 24 | $10.3M | — | ||
| Q3 24 | $10.0M | — | ||
| Q2 24 | $9.7M | — | ||
| Q1 24 | $9.7M | — |
| Q4 25 | $3.6M | — | ||
| Q3 25 | $4.0M | — | ||
| Q2 25 | $4.4M | $24.7M | ||
| Q1 25 | $4.6M | $37.9M | ||
| Q4 24 | $5.2M | $25.6M | ||
| Q3 24 | $5.5M | $16.0M | ||
| Q2 24 | $6.0M | $44.1M | ||
| Q1 24 | $6.2M | $56.1M |
| Q4 25 | $13.9M | — | ||
| Q3 25 | $14.2M | — | ||
| Q2 25 | $14.0M | $68.5M | ||
| Q1 25 | $14.2M | $82.8M | ||
| Q4 24 | $15.0M | $97.8M | ||
| Q3 24 | $15.1M | $57.7M | ||
| Q2 24 | $15.3M | $86.9M | ||
| Q1 24 | $15.7M | $102.2M |
| Q4 25 | 3.12× | — | ||
| Q3 25 | 2.82× | — | ||
| Q2 25 | 2.37× | — | ||
| Q1 25 | 2.34× | — | ||
| Q4 24 | 1.98× | — | ||
| Q3 24 | 1.81× | — | ||
| Q2 24 | 1.61× | — | ||
| Q1 24 | 1.58× | — |
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 | $-145.1K | $-13.1M |
| Free Cash FlowOCF − Capex | — | $-13.3M |
| FCF MarginFCF / Revenue | — | -739.6% |
| Capex IntensityCapex / Revenue | — | 10.9% |
| Cash ConversionOCF / Net Profit | — | — |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $-145.1K | — | ||
| Q3 25 | $-153.0K | — | ||
| Q2 25 | $279.8K | $-13.1M | ||
| Q1 25 | $-1.1M | $-14.1M | ||
| Q4 24 | $-146.7K | $-13.5M | ||
| Q3 24 | $-44.6K | $-7.9M | ||
| Q2 24 | $-459.4K | $-8.3M | ||
| Q1 24 | $1.4M | $-11.7M |
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | $-13.3M | ||
| Q1 25 | — | — | ||
| Q4 24 | — | $-13.5M | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | $-11.7M |
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | -739.6% | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | 10.9% | ||
| Q1 25 | — | 0.0% | ||
| 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
IHT
| Room | $1.7M | 96% |
| Other | $74.1K | 4% |
SNTI
Segment breakdown not available.
