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Side-by-side financial comparison of Kestrel Group Ltd (KG) and SUTRO BIOPHARMA, INC. (STRO). Click either name above to swap in a different company.
Kestrel Group Ltd is the larger business by last-quarter revenue ($17.4M vs $11.6M, roughly 1.5× SUTRO BIOPHARMA, INC.).
Kestrel is an American bicycle brand which specialized in high-end bikes for triathlons and road racing.
Sutro Biopharma, Inc. is a publicly traded biotechnology company headquartered in South San Francisco, California focused on clinical-stage drug discovery, development and manufacturing. Using a proprietary cell-free protein synthesis platform, Sutro is working on oncology therapeutics using protein engineering and rational design. Founded in 2003 under the name Fundamental Applied Biology, the company name changed to Sutro Biopharma in 2009. William Newell, CEO as of 2024, joined Sutro in Ja...
KG vs STRO — Head-to-Head
Income Statement — Q3 FY2025 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $17.4M | $11.6M |
| Net Profit | $-5.1M | — |
| Gross Margin | — | — |
| Operating Margin | -23.3% | — |
| Net Margin | -29.0% | — |
| Revenue YoY | — | -21.4% |
| Net Profit YoY | — | 35.4% |
| EPS (diluted) | $-0.65 | — |
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 | — | $11.6M | ||
| Q3 25 | $17.4M | $9.7M | ||
| Q2 25 | $5.6M | $63.7M | ||
| Q1 25 | — | $17.4M | ||
| Q4 24 | — | $14.8M | ||
| Q3 24 | — | $8.5M | ||
| Q2 24 | — | $25.7M | ||
| Q1 24 | — | $13.0M |
| Q4 25 | — | — | ||
| Q3 25 | $-5.1M | $-56.9M | ||
| Q2 25 | $69.9M | $-11.5M | ||
| Q1 25 | — | $-76.0M | ||
| Q4 24 | — | $-72.4M | ||
| Q3 24 | — | $-48.8M | ||
| Q2 24 | — | $-48.0M | ||
| Q1 24 | — | $-58.2M |
| Q4 25 | — | — | ||
| Q3 25 | -23.3% | -499.9% | ||
| Q2 25 | — | -5.2% | ||
| Q1 25 | — | -393.8% | ||
| Q4 24 | — | -440.7% | ||
| Q3 24 | — | -797.2% | ||
| Q2 24 | — | -189.4% | ||
| Q1 24 | — | -435.0% |
| Q4 25 | — | — | ||
| Q3 25 | -29.0% | -586.6% | ||
| Q2 25 | 1258.8% | -18.0% | ||
| Q1 25 | — | -436.6% | ||
| Q4 24 | — | -489.2% | ||
| Q3 24 | — | -572.6% | ||
| Q2 24 | — | -186.8% | ||
| Q1 24 | — | -447.5% |
| Q4 25 | — | — | ||
| Q3 25 | $-0.65 | $-0.67 | ||
| Q2 25 | $15.05 | $-0.14 | ||
| Q1 25 | — | $-0.91 | ||
| Q4 24 | — | $-27.63 | ||
| Q3 24 | — | $-0.59 | ||
| Q2 24 | — | $-0.59 | ||
| Q1 24 | — | $-0.59 |
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 | $141.4M |
| Total DebtLower is stronger | $174.1M | — |
| Stockholders' EquityBook value | $143.8M | $-132.5M |
| Total Assets | $1.1B | $173.8M |
| Debt / EquityLower = less leverage | 1.21× | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | — | $141.4M | ||
| Q3 25 | $12.9M | $167.6M | ||
| Q2 25 | $19.0M | $205.1M | ||
| Q1 25 | — | $249.0M | ||
| Q4 24 | — | $316.9M | ||
| Q3 24 | — | $388.3M | ||
| Q2 24 | — | $375.6M | ||
| Q1 24 | — | $267.6M |
| Q4 25 | — | — | ||
| Q3 25 | $174.1M | — | ||
| Q2 25 | $173.8M | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | — | $-132.5M | ||
| Q3 25 | $143.8M | $-87.3M | ||
| Q2 25 | $150.1M | $-32.1M | ||
| Q1 25 | — | $-25.8M | ||
| Q4 24 | — | $44.6M | ||
| Q3 24 | — | $111.2M | ||
| Q2 24 | — | $152.2M | ||
| Q1 24 | — | $98.0M |
| Q4 25 | — | $173.8M | ||
| Q3 25 | $1.1B | $209.7M | ||
| Q2 25 | $1.2B | $262.4M | ||
| Q1 25 | — | $321.4M | ||
| Q4 24 | — | $387.2M | ||
| Q3 24 | — | $451.8M | ||
| Q2 24 | — | $489.0M | ||
| Q1 24 | — | $403.4M |
| Q4 25 | — | — | ||
| Q3 25 | 1.21× | — | ||
| Q2 25 | 1.16× | — | ||
| 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 | $-9.7M | $-177.2M |
| 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 | — | $-177.2M | ||
| Q3 25 | $-9.7M | $-38.2M | ||
| Q2 25 | $-20.7M | $-44.7M | ||
| Q1 25 | — | $-67.9M | ||
| Q4 24 | — | $-71.7M | ||
| Q3 24 | — | $-64.5M | ||
| Q2 24 | — | $9.5M | ||
| Q1 24 | — | $-64.7M |
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | -0.30× | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
