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Side-by-side financial comparison of JBG SMITH Properties (JBGS) and Tokyo Lifestyle Co., Ltd. (TKLF). Click either name above to swap in a different company.
Tokyo Lifestyle Co., Ltd. is the larger business by last-quarter revenue ($190.4M vs $127.6M, roughly 1.5× JBG SMITH Properties).
JBG SMITH PropertiesJBGSEarnings & Financial Report
JBG SMITH Properties is a publicly traded real estate investment trust based in Bethesda, Maryland.
Ten Lifestyle Group is a global travel and lifestyle concierge company founded in 1998 by Alex Cheatle and Andrew Long. The company's headquarters is based in London with 22 global offices in major cities including New York, Dubai, Hong Kong, Singapore and Tokyo. Alex Cheatle is the company's Chief Executive Officer (CEO).
JBGS vs TKLF — Head-to-Head
Income Statement — Q4 FY2025 vs Q2 FY2026
| Metric | | |
|---|---|---|
| Revenue | $127.6M | $190.4M |
| Net Profit | $-45.5M | — |
| Gross Margin | — | — |
| Operating Margin | -47.5% | — |
| Net Margin | -35.7% | — |
| Revenue YoY | -2.5% | — |
| Net Profit YoY | 24.0% | — |
| EPS (diluted) | $-0.76 | — |
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 | $127.6M | — | ||
| Q3 25 | $123.9M | $190.4M | ||
| Q2 25 | $126.5M | — | ||
| Q1 25 | $120.7M | — | ||
| Q4 24 | $130.8M | — | ||
| Q3 24 | $136.0M | — | ||
| Q2 24 | $135.3M | — | ||
| Q1 24 | $145.2M | — |
| Q4 25 | $-45.5M | — | ||
| Q3 25 | $-28.6M | — | ||
| Q2 25 | $-19.2M | — | ||
| Q1 25 | $-45.7M | — | ||
| Q4 24 | $-59.9M | — | ||
| Q3 24 | $-27.0M | — | ||
| Q2 24 | $-24.4M | — | ||
| Q1 24 | $-32.3M | — |
| Q4 25 | -47.5% | — | ||
| Q3 25 | -27.5% | — | ||
| Q2 25 | -18.4% | — | ||
| Q1 25 | -44.7% | — | ||
| Q4 24 | -53.6% | — | ||
| Q3 24 | -22.4% | — | ||
| Q2 24 | -24.3% | — | ||
| Q1 24 | -30.1% | — |
| Q4 25 | -35.7% | — | ||
| Q3 25 | -23.1% | — | ||
| Q2 25 | -15.2% | — | ||
| Q1 25 | -37.9% | — | ||
| Q4 24 | -45.8% | — | ||
| Q3 24 | -19.8% | — | ||
| Q2 24 | -18.0% | — | ||
| Q1 24 | -22.2% | — |
| Q4 25 | $-0.76 | — | ||
| Q3 25 | $-0.48 | — | ||
| Q2 25 | $-0.29 | — | ||
| Q1 25 | $-0.56 | — | ||
| Q4 24 | $-0.70 | — | ||
| Q3 24 | $-0.32 | — | ||
| Q2 24 | $-0.27 | — | ||
| Q1 24 | $-0.36 | — |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $75.3M | — |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | $1.2B | $43.0M |
| Total Assets | $4.4B | — |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $75.3M | — | ||
| Q3 25 | $64.4M | — | ||
| Q2 25 | $61.4M | — | ||
| Q1 25 | $81.3M | — | ||
| Q4 24 | $145.8M | — | ||
| Q3 24 | $137.0M | — | ||
| Q2 24 | $163.5M | — | ||
| Q1 24 | $220.5M | — |
| Q4 25 | $1.2B | — | ||
| Q3 25 | $1.2B | $43.0M | ||
| Q2 25 | $1.3B | — | ||
| Q1 25 | $1.6B | — | ||
| Q4 24 | $1.8B | — | ||
| Q3 24 | $1.9B | — | ||
| Q2 24 | $2.0B | — | ||
| Q1 24 | $2.1B | — |
| Q4 25 | $4.4B | — | ||
| Q3 25 | $4.4B | — | ||
| Q2 25 | $4.5B | — | ||
| Q1 25 | $4.7B | — | ||
| Q4 24 | $5.0B | — | ||
| Q3 24 | $5.2B | — | ||
| Q2 24 | $5.3B | — | ||
| Q1 24 | $5.4B | — |
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 | $73.3M | — |
| 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 | $73.3M | — | ||
| Q3 25 | $8.9M | — | ||
| Q2 25 | $18.8M | — | ||
| Q1 25 | $12.9M | — | ||
| Q4 24 | $129.4M | — | ||
| Q3 24 | $26.4M | — | ||
| Q2 24 | $23.8M | — | ||
| Q1 24 | $37.0M | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
