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Side-by-side financial comparison of JFB Construction Holdings (JFB) and La Rosa Holdings Corp. (LRHC). Click either name above to swap in a different company.
La Rosa Holdings Corp. is the larger business by last-quarter revenue ($20.2M vs $16.0M, roughly 1.3× JFB Construction Holdings). JFB Construction Holdings runs the higher net margin — -11.7% vs -27.4%, a 15.6% gap on every dollar of revenue.
V. La Rosa and Sons Macaroni Company was founded in 1914 by Vincenzo La Rosa, a Sicilian immigrant. The company eventually became one of the largest regional brands in the United States producing over 40 varieties of pasta.
JFB vs LRHC — Head-to-Head
Income Statement — Q4 FY2025 vs Q3 FY2025
| Metric | | |
|---|---|---|
| Revenue | $16.0M | $20.2M |
| Net Profit | $-1.9M | $-5.5M |
| Gross Margin | 4.3% | 8.4% |
| Operating Margin | -12.7% | -24.7% |
| Net Margin | -11.7% | -27.4% |
| Revenue YoY | — | 3.2% |
| Net Profit YoY | — | -125.7% |
| EPS (diluted) | $0.06 | $-5.44 |
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 | $16.0M | — | ||
| Q3 25 | $5.0M | $20.2M | ||
| Q2 25 | $3.7M | $23.2M | ||
| Q1 25 | $5.9M | $17.5M | ||
| Q4 24 | — | $17.7M | ||
| Q3 24 | — | $19.6M | ||
| Q2 24 | — | $19.1M | ||
| Q1 24 | — | $13.1M |
| Q4 25 | $-1.9M | — | ||
| Q3 25 | $-1.1M | $-5.5M | ||
| Q2 25 | $-2.4M | $78.4M | ||
| Q1 25 | $30.3K | $-95.7M | ||
| Q4 24 | — | $-5.1M | ||
| Q3 24 | — | $-2.5M | ||
| Q2 24 | — | $-2.3M | ||
| Q1 24 | — | $-4.6M |
| Q4 25 | 4.3% | — | ||
| Q3 25 | 14.9% | 8.4% | ||
| Q2 25 | 7.0% | 8.0% | ||
| Q1 25 | 24.8% | 8.8% | ||
| Q4 24 | — | 8.9% | ||
| Q3 24 | — | 8.3% | ||
| Q2 24 | — | 8.3% | ||
| Q1 24 | — | 8.9% |
| Q4 25 | -12.7% | — | ||
| Q3 25 | -22.6% | -24.7% | ||
| Q2 25 | -67.2% | -10.6% | ||
| Q1 25 | -0.5% | -26.7% | ||
| Q4 24 | — | -17.1% | ||
| Q3 24 | — | -8.9% | ||
| Q2 24 | — | -9.7% | ||
| Q1 24 | — | -35.0% |
| Q4 25 | -11.7% | — | ||
| Q3 25 | -21.3% | -27.4% | ||
| Q2 25 | -64.3% | 337.8% | ||
| Q1 25 | 0.5% | -546.5% | ||
| Q4 24 | — | -28.7% | ||
| Q3 24 | — | -12.5% | ||
| Q2 24 | — | -12.2% | ||
| Q1 24 | — | -35.1% |
| Q4 25 | $0.06 | — | ||
| Q3 25 | $-0.11 | $-5.44 | ||
| Q2 25 | $-0.26 | $15.25 | ||
| Q1 25 | $0.00 | $-5.86 | ||
| Q4 24 | — | $28.54 | ||
| Q3 24 | — | $-16.49 | ||
| Q2 24 | — | $-12.49 | ||
| Q1 24 | — | $-0.35 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | — | $4.0M |
| Total DebtLower is stronger | — | $642.8K |
| Stockholders' EquityBook value | $37.8M | $1.6M |
| Total Assets | $40.0M | $21.7M |
| Debt / EquityLower = less leverage | — | 0.41× |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | — | — | ||
| Q3 25 | — | $4.0M | ||
| Q2 25 | — | $5.1M | ||
| Q1 25 | — | $2.9M | ||
| Q4 24 | — | $1.4M | ||
| Q3 24 | — | $1.8M | ||
| Q2 24 | — | $1.6M | ||
| Q1 24 | — | $1.1M |
| Q4 25 | — | — | ||
| Q3 25 | — | $642.8K | ||
| Q2 25 | — | $644.3K | ||
| Q1 25 | — | $645.9K | ||
| Q4 24 | — | $647.6K | ||
| Q3 24 | — | $649.2K | ||
| Q2 24 | — | $650.8K | ||
| Q1 24 | — | $652.4K |
| Q4 25 | $37.8M | — | ||
| Q3 25 | $11.6M | $1.6M | ||
| Q2 25 | $10.1M | $3.4M | ||
| Q1 25 | $11.0M | $-87.5M | ||
| Q4 24 | — | $2.6M | ||
| Q3 24 | — | $5.0M | ||
| Q2 24 | — | $4.7M | ||
| Q1 24 | — | $5.6M |
| Q4 25 | $40.0M | — | ||
| Q3 25 | $14.0M | $21.7M | ||
| Q2 25 | $12.0M | $22.9M | ||
| Q1 25 | $13.3M | $21.0M | ||
| Q4 24 | — | $19.4M | ||
| Q3 24 | — | $19.7M | ||
| Q2 24 | — | $18.7M | ||
| Q1 24 | — | $16.3M |
| Q4 25 | — | — | ||
| Q3 25 | — | 0.41× | ||
| Q2 25 | — | 0.19× | ||
| Q1 25 | — | — | ||
| Q4 24 | — | 0.25× | ||
| Q3 24 | — | 0.13× | ||
| Q2 24 | — | 0.14× | ||
| Q1 24 | — | 0.12× |
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 | $-9.0M | $-1.3M |
| Free Cash FlowOCF − Capex | $-9.1M | — |
| FCF MarginFCF / Revenue | -57.2% | — |
| Capex IntensityCapex / Revenue | 1.1% | — |
| Cash ConversionOCF / Net Profit | — | — |
| TTM Free Cash FlowTrailing 4 quarters | $-12.0M | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $-9.0M | — | ||
| Q3 25 | $-719.0K | $-1.3M | ||
| Q2 25 | $-2.5M | $-1.4M | ||
| Q1 25 | $392.8K | $-3.5M | ||
| Q4 24 | — | $-1.1M | ||
| Q3 24 | — | $-591.6K | ||
| Q2 24 | — | $-803.1K | ||
| Q1 24 | — | $-538.3K |
| Q4 25 | $-9.1M | — | ||
| Q3 25 | $-730.9K | — | ||
| Q2 25 | $-2.5M | — | ||
| Q1 25 | $347.0K | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | -57.2% | — | ||
| Q3 25 | -14.7% | — | ||
| Q2 25 | -68.0% | — | ||
| Q1 25 | 5.9% | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | 1.1% | — | ||
| Q3 25 | 0.2% | — | ||
| Q2 25 | 0.0% | — | ||
| Q1 25 | 0.8% | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | -0.02× | ||
| Q1 25 | 12.96× | — | ||
| 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
JFB
| Nonrelated Party | $12.5M | 78% |
| Other | $3.5M | 22% |
LRHC
| Real Estate Residential Brokerage Services | $16.8M | 83% |
| Transferred Over Time | $3.5M | 17% |
