vs
Side-by-side financial comparison of Kestrel Group Ltd (KG) and TRINITY BIOTECH PLC (TRIB). Click either name above to swap in a different company.
TRINITY BIOTECH PLC is the larger business by last-quarter revenue ($30.5M vs $17.4M, roughly 1.8× Kestrel Group Ltd). Kestrel Group Ltd runs the higher net margin — -29.0% vs -33.0%, a 4.0% gap on every dollar of revenue.
Kestrel is an American bicycle brand which specialized in high-end bikes for triathlons and road racing.
Trinity Biotech PLC develops, manufactures and markets diagnostic test kits and systems for clinical laboratories and point-of-care settings. Its product portfolio covers diabetes management, infectious diseases, cardiac health, autoimmune disorders and coagulation, with core markets across North America, Europe and emerging economies.
KG vs TRIB — Head-to-Head
Income Statement — Q3 FY2025 vs Q2 FY2024
| Metric | | |
|---|---|---|
| Revenue | $17.4M | $30.5M |
| Net Profit | $-5.1M | $-10.1M |
| Gross Margin | — | 36.8% |
| Operating Margin | -23.3% | -23.2% |
| Net Margin | -29.0% | -33.0% |
| Revenue YoY | — | — |
| Net Profit YoY | — | — |
| 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.
| Q3 25 | $17.4M | — | ||
| Q2 25 | $5.6M | — | ||
| Q2 24 | — | $30.5M | ||
| Q2 22 | — | $37.2M |
| Q3 25 | $-5.1M | — | ||
| Q2 25 | $69.9M | — | ||
| Q2 24 | — | $-10.1M | ||
| Q2 22 | — | $-22.0M |
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q2 24 | — | 36.8% | ||
| Q2 22 | — | 37.0% |
| Q3 25 | -23.3% | — | ||
| Q2 25 | — | — | ||
| Q2 24 | — | -23.2% | ||
| Q2 22 | — | -5.0% |
| Q3 25 | -29.0% | — | ||
| Q2 25 | 1258.8% | — | ||
| Q2 24 | — | -33.0% | ||
| Q2 22 | — | -59.0% |
| Q3 25 | $-0.65 | — | ||
| Q2 25 | $15.05 | — | ||
| Q2 24 | — | — | ||
| Q2 22 | — | — |
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 | $5.3M |
| Total DebtLower is stronger | $174.1M | — |
| Stockholders' EquityBook value | $143.8M | $-29.4M |
| Total Assets | $1.1B | $94.4M |
| Debt / EquityLower = less leverage | 1.21× | — |
8-quarter trend — quarters aligned by calendar period.
| Q3 25 | $12.9M | — | ||
| Q2 25 | $19.0M | — | ||
| Q2 24 | — | $5.3M | ||
| Q2 22 | — | $10.5M |
| Q3 25 | $174.1M | — | ||
| Q2 25 | $173.8M | — | ||
| Q2 24 | — | — | ||
| Q2 22 | — | — |
| Q3 25 | $143.8M | — | ||
| Q2 25 | $150.1M | — | ||
| Q2 24 | — | $-29.4M | ||
| Q2 22 | — | $15.8M |
| Q3 25 | $1.1B | — | ||
| Q2 25 | $1.2B | — | ||
| Q2 24 | — | $94.4M | ||
| Q2 22 | — | $107.1M |
| Q3 25 | 1.21× | — | ||
| Q2 25 | 1.16× | — | ||
| Q2 24 | — | — | ||
| Q2 22 | — | — |
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 | $-3.9M |
| Free Cash FlowOCF − Capex | — | $-4.1M |
| FCF MarginFCF / Revenue | — | -13.3% |
| Capex IntensityCapex / Revenue | — | 0.5% |
| Cash ConversionOCF / Net Profit | — | — |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q3 25 | $-9.7M | — | ||
| Q2 25 | $-20.7M | — | ||
| Q2 24 | — | $-3.9M | ||
| Q2 22 | — | $-3.4M |
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q2 24 | — | $-4.1M | ||
| Q2 22 | — | $-3.7M |
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q2 24 | — | -13.3% | ||
| Q2 22 | — | -10.0% |
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q2 24 | — | 0.5% | ||
| Q2 22 | — | 0.8% |
| Q3 25 | — | — | ||
| Q2 25 | -0.30× | — | ||
| Q2 24 | — | — | ||
| Q2 22 | — | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
