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Side-by-side financial comparison of Kestrel Group Ltd (KG) and Pyxis Tankers Inc. (PXS). Click either name above to swap in a different company.
Kestrel Group Ltd is the larger business by last-quarter revenue ($17.4M vs $17.0M, roughly 1.0× Pyxis Tankers Inc.). Pyxis Tankers Inc. runs the higher net margin — 31.3% vs -29.0%, a 60.3% gap on every dollar of revenue.
Kestrel is an American bicycle brand which specialized in high-end bikes for triathlons and road racing.
Pyxis Tankers Inc. is an international maritime transport enterprise specializing in seaborne shipping of refined petroleum products and other bulk liquid cargoes. It operates a fleet of modern product tankers, serving global energy markets, with core business covering major trade routes across the Atlantic, Mediterranean and Asia-Pacific regions.
KG vs PXS — Head-to-Head
Income Statement — Q3 FY2025 vs Q3 FY2022
| Metric | | |
|---|---|---|
| Revenue | $17.4M | $17.0M |
| Net Profit | $-5.1M | $5.3M |
| Gross Margin | — | — |
| Operating Margin | -23.3% | 37.2% |
| Net Margin | -29.0% | 31.3% |
| Revenue YoY | — | — |
| Net Profit YoY | — | — |
| EPS (diluted) | $-0.65 | $0.44 |
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.
| Q3 25 | $17.4M | — | ||
| Q2 25 | $5.6M | — | ||
| Q3 22 | — | $17.0M |
| Q3 25 | $-5.1M | — | ||
| Q2 25 | $69.9M | — | ||
| Q3 22 | — | $5.3M |
| Q3 25 | -23.3% | — | ||
| Q2 25 | — | — | ||
| Q3 22 | — | 37.2% |
| Q3 25 | -29.0% | — | ||
| Q2 25 | 1258.8% | — | ||
| Q3 22 | — | 31.3% |
| Q3 25 | $-0.65 | — | ||
| Q2 25 | $15.05 | — | ||
| Q3 22 | — | $0.44 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $12.9M | $4.3M |
| Total DebtLower is stronger | $174.1M | $67.3M |
| Stockholders' EquityBook value | $143.8M | $54.9M |
| Total Assets | $1.1B | $138.1M |
| Debt / EquityLower = less leverage | 1.21× | 1.23× |
8-quarter trend — quarters aligned by calendar period.
| Q3 25 | $12.9M | — | ||
| Q2 25 | $19.0M | — | ||
| Q3 22 | — | $4.3M |
| Q3 25 | $174.1M | — | ||
| Q2 25 | $173.8M | — | ||
| Q3 22 | — | $67.3M |
| Q3 25 | $143.8M | — | ||
| Q2 25 | $150.1M | — | ||
| Q3 22 | — | $54.9M |
| Q3 25 | $1.1B | — | ||
| Q2 25 | $1.2B | — | ||
| Q3 22 | — | $138.1M |
| Q3 25 | 1.21× | — | ||
| Q2 25 | 1.16× | — | ||
| Q3 22 | — | 1.23× |
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 | $-9.7M | $2.4M |
| Free Cash FlowOCF − Capex | — | — |
| FCF MarginFCF / Revenue | — | — |
| Capex IntensityCapex / Revenue | — | 0.0% |
| Cash ConversionOCF / Net Profit | — | 0.45× |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q3 25 | $-9.7M | — | ||
| Q2 25 | $-20.7M | — | ||
| Q3 22 | — | $2.4M |
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q3 22 | — | 0.0% |
| Q3 25 | — | — | ||
| Q2 25 | -0.30× | — | ||
| Q3 22 | — | 0.45× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
