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Side-by-side financial comparison of Integrated Media Technology Ltd (IMTE) and Sono Group N.V. (SSM). Click either name above to swap in a different company.
Integrated Media Technology Ltd is the larger business by last-quarter revenue ($60.5K vs $52.9K, roughly 1.1× Sono Group N.V.).
Avid Technology, Inc. is a global technology company whose products are mainly used in the media and entertainment industry. Founded in 1987, it is headquartered in Burlington, Massachusetts, and develops software, SaaS, and hardware products.
Sonos, Inc. is an American audio equipment manufacturer headquartered in Santa Barbara, California. The company was founded in 2002 by John MacFarlane, Craig Shelburne, Tom Cullen, and Trung Mai.
IMTE vs SSM — Head-to-Head
Income Statement — Q4 FY2024 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $60.5K | $52.9K |
| Net Profit | $-1.7M | — |
| Gross Margin | 49.9% | 28.6% |
| Operating Margin | — | — |
| Net Margin | -2859.2% | — |
| Revenue YoY | — | — |
| Net Profit YoY | — | — |
| EPS (diluted) | $-0.40 | — |
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 | — | $52.9K | ||
| Q3 25 | — | $52.9K | ||
| Q2 25 | — | $27.0K | ||
| Q1 25 | — | $28.1K | ||
| Q4 24 | $60.5K | — | ||
| Q3 24 | — | $0 | ||
| Q2 24 | — | $0 |
| Q4 25 | — | — | ||
| Q3 25 | — | $-1.5M | ||
| Q2 25 | — | $-877.0K | ||
| Q1 25 | — | $9.5M | ||
| Q4 24 | $-1.7M | — | ||
| Q3 24 | — | $-10.3M | ||
| Q2 24 | — | $-1.6M |
| Q4 25 | — | 28.6% | ||
| Q3 25 | — | 63.3% | ||
| Q2 25 | — | 24.0% | ||
| Q1 25 | — | 23.1% | ||
| Q4 24 | 49.9% | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
| Q4 25 | — | — | ||
| Q3 25 | — | -3206.1% | ||
| Q2 25 | — | -7088.0% | ||
| Q1 25 | — | -6410.3% | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
| Q4 25 | — | — | ||
| Q3 25 | — | -2838.8% | ||
| Q2 25 | — | -3248.0% | ||
| Q1 25 | — | 33988.5% | ||
| Q4 24 | -2859.2% | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | $-0.40 | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $10.2K | $222.5K |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | $13.9M | $-115.6K |
| Total Assets | $30.6M | $1.5M |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | — | $222.5K | ||
| Q3 25 | — | $2.4M | ||
| Q2 25 | — | $366.1K | ||
| Q1 25 | — | $865.1K | ||
| Q4 24 | $10.2K | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
| Q4 25 | — | $-115.6K | ||
| Q3 25 | — | $2.7M | ||
| Q2 25 | — | $-15.8M | ||
| Q1 25 | — | $-15.0M | ||
| Q4 24 | $13.9M | — | ||
| Q3 24 | — | $-19.2M | ||
| Q2 24 | — | $-8.9M |
| Q4 25 | — | $1.5M | ||
| Q3 25 | — | $4.3M | ||
| Q2 25 | — | $2.2M | ||
| Q1 25 | — | $2.7M | ||
| Q4 24 | $30.6M | — | ||
| 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 | $-1.1M | $-7.3M |
| 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.
| Q4 25 | — | $-7.3M | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | $-2.3M | ||
| Q4 24 | $-1.1M | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | -0.25× | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
