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Side-by-side financial comparison of Professional Diversity Network, Inc. (IPDN) and Token Cat Ltd (TC). Click either name above to swap in a different company.
Token Cat Ltd is the larger business by last-quarter revenue ($2.8M vs $1.7M, roughly 1.7× Professional Diversity Network, Inc.). Token Cat Ltd runs the higher net margin — -3.4% vs -173.5%, a 170.1% gap on every dollar of revenue. On growth, Professional Diversity Network, Inc. posted the faster year-over-year revenue change (3.1% vs -37.9%).
Professional Diversity Network, Inc. is a U.S.-based firm offering end-to-end diversity, equity and inclusion (DEI) solutions for corporate clients. Its services include targeted recruitment support for underrepresented talent groups, customized DEI training programs, and diversity performance data analytics, serving clients across tech, healthcare, finance and other core commercial sectors nationwide.
IPDN vs TC — Head-to-Head
Income Statement — Q4 FY2025 vs Q2 FY2025
| Metric | | |
|---|---|---|
| Revenue | $1.7M | $2.8M |
| Net Profit | $-2.9M | $-93.0K |
| Gross Margin | 33.7% | 79.0% |
| Operating Margin | -173.2% | -206.9% |
| Net Margin | -173.5% | -3.4% |
| Revenue YoY | 3.1% | -37.9% |
| Net Profit YoY | -280.0% | 98.3% |
| EPS (diluted) | — | — |
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 | $1.7M | — | ||
| Q3 25 | $1.7M | — | ||
| Q2 25 | $1.6M | $2.8M | ||
| Q1 25 | $1.5M | — | ||
| Q4 24 | $1.6M | — | ||
| Q3 24 | $1.7M | — | ||
| Q2 24 | $1.7M | $4.4M | ||
| Q1 24 | $1.7M | — |
| Q4 25 | $-2.9M | — | ||
| Q3 25 | $-2.4M | — | ||
| Q2 25 | $-476.0K | $-93.0K | ||
| Q1 25 | $-722.1K | — | ||
| Q4 24 | $-761.9K | — | ||
| Q3 24 | $-405.0K | — | ||
| Q2 24 | $-553.1K | $-5.6M | ||
| Q1 24 | $-791.8K | — |
| Q4 25 | 33.7% | — | ||
| Q3 25 | 44.0% | — | ||
| Q2 25 | 43.4% | 79.0% | ||
| Q1 25 | 52.2% | — | ||
| Q4 24 | 58.6% | — | ||
| Q3 24 | 58.9% | — | ||
| Q2 24 | 62.9% | 69.2% | ||
| Q1 24 | 62.2% | — |
| Q4 25 | -173.2% | — | ||
| Q3 25 | -136.3% | — | ||
| Q2 25 | -30.2% | -206.9% | ||
| Q1 25 | -46.9% | — | ||
| Q4 24 | -36.8% | — | ||
| Q3 24 | -25.0% | — | ||
| Q2 24 | -34.4% | -146.9% | ||
| Q1 24 | -46.5% | — |
| Q4 25 | -173.5% | — | ||
| Q3 25 | -136.2% | — | ||
| Q2 25 | -29.0% | -3.4% | ||
| Q1 25 | -48.0% | — | ||
| Q4 24 | -47.1% | — | ||
| Q3 24 | -23.9% | — | ||
| Q2 24 | -32.7% | -125.9% | ||
| Q1 24 | -45.9% | — |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $217.0K | $150.0K |
| Total DebtLower is stronger | — | $1.4M |
| Stockholders' EquityBook value | $11.7M | $4.6M |
| Total Assets | $17.9M | $28.4M |
| Debt / EquityLower = less leverage | — | 0.30× |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $217.0K | — | ||
| Q3 25 | $265.3K | — | ||
| Q2 25 | $125.1K | $150.0K | ||
| Q1 25 | $496.4K | — | ||
| Q4 24 | $1.7M | — | ||
| Q3 24 | $133.7K | — | ||
| Q2 24 | $619.3K | $689.0K | ||
| Q1 24 | $97.1K | — |
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | $1.4M | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | $1.8M | ||
| Q1 24 | — | — |
| Q4 25 | $11.7M | — | ||
| Q3 25 | $8.9M | — | ||
| Q2 25 | $4.5M | $4.6M | ||
| Q1 25 | $4.9M | — | ||
| Q4 24 | $5.3M | — | ||
| Q3 24 | $2.1M | — | ||
| Q2 24 | $2.5M | $-787.0K | ||
| Q1 24 | $2.3M | — |
| Q4 25 | $17.9M | — | ||
| Q3 25 | $12.1M | — | ||
| Q2 25 | $7.3M | $28.4M | ||
| Q1 25 | $7.7M | — | ||
| Q4 24 | $8.0M | — | ||
| Q3 24 | $5.3M | — | ||
| Q2 24 | $5.8M | $12.5M | ||
| Q1 24 | $5.7M | — |
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | 0.30× | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 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 | $1.4M | $-23.7M |
| Free Cash FlowOCF − Capex | $1.4M | — |
| FCF MarginFCF / Revenue | 84.4% | — |
| Capex IntensityCapex / Revenue | 0.0% | — |
| Cash ConversionOCF / Net Profit | — | — |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $1.4M | — | ||
| Q3 25 | $-2.7M | — | ||
| Q2 25 | $-495.5K | $-23.7M | ||
| Q1 25 | $-284.1K | — | ||
| Q4 24 | $-1.2M | — | ||
| Q3 24 | $-556.9K | — | ||
| Q2 24 | $-224.4K | $-1.5M | ||
| Q1 24 | $-543.1K | — |
| Q4 25 | $1.4M | — | ||
| Q3 25 | $-2.7M | — | ||
| Q2 25 | $-499.5K | — | ||
| Q1 25 | — | — | ||
| Q4 24 | $-1.2M | — | ||
| Q3 24 | $-558.9K | — | ||
| Q2 24 | $-225.9K | $-1.5M | ||
| Q1 24 | $-543.6K | — |
| Q4 25 | 84.4% | — | ||
| Q3 25 | -156.8% | — | ||
| Q2 25 | -30.4% | — | ||
| Q1 25 | — | — | ||
| Q4 24 | -74.0% | — | ||
| Q3 24 | -33.0% | — | ||
| Q2 24 | -13.4% | -34.4% | ||
| Q1 24 | -31.5% | — |
| Q4 25 | 0.0% | — | ||
| Q3 25 | 0.0% | — | ||
| Q2 25 | 0.2% | — | ||
| Q1 25 | 0.0% | — | ||
| Q4 24 | 1.3% | — | ||
| Q3 24 | 0.1% | — | ||
| Q2 24 | 0.1% | 0.0% | ||
| Q1 24 | 0.0% | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
