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Side-by-side financial comparison of LIFETIME BRANDS, INC (LCUT) and Opera Ltd (OPRA). Click either name above to swap in a different company.
LIFETIME BRANDS, INC is the larger business by last-quarter revenue ($204.1M vs $142.7M, roughly 1.4× Opera Ltd). Opera Ltd runs the higher net margin — 12.8% vs 8.9%, a 3.9% gap on every dollar of revenue.
Yum! Brands, Inc. is an American multinational fast food corporation. It was formed in 1977 as a subsidiary of PepsiCo, after the company acquired KFC, Pizza Hut, and Taco Bell. PepsiCo divested the brands in 1997, and these consolidated as Yum!. The company operates KFC, Pizza Hut, Taco Bell, Habit Burger & Grill, and several technology companies.
Opera is a multinational technology corporation headquartered in Oslo, Norway, with additional offices in Europe, China, and Africa. Opera offers a range of products and services that include PC and mobile web browsers, GameMaker and gaming portals, the Opera News content recommendation products, the Opera Ads platform, and a number of Web3 and e-commerce products and services. The company's total user base is 296 million monthly active users.
LCUT vs OPRA — Head-to-Head
Income Statement — Q4 FY2025 vs Q1 FY2025
| Metric | | |
|---|---|---|
| Revenue | $204.1M | $142.7M |
| Net Profit | $18.2M | $18.3M |
| Gross Margin | 38.6% | — |
| Operating Margin | 9.8% | 14.8% |
| Net Margin | 8.9% | 12.8% |
| Revenue YoY | -5.2% | — |
| Net Profit YoY | 103.5% | — |
| EPS (diluted) | $0.83 | — |
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 | $204.1M | — | ||
| Q3 25 | $171.9M | — | ||
| Q2 25 | $131.9M | — | ||
| Q1 25 | $140.1M | $142.7M | ||
| Q4 24 | $215.2M | — | ||
| Q3 24 | $183.8M | — | ||
| Q2 24 | $141.7M | $211.6M | ||
| Q1 24 | $142.2M | — |
| Q4 25 | $18.2M | — | ||
| Q3 25 | $-1.2M | — | ||
| Q2 25 | $-39.7M | — | ||
| Q1 25 | $-4.2M | $18.3M | ||
| Q4 24 | $8.9M | — | ||
| Q3 24 | $344.0K | — | ||
| Q2 24 | $-18.2M | $34.1M | ||
| Q1 24 | $-6.3M | — |
| Q4 25 | 38.6% | — | ||
| Q3 25 | 35.1% | — | ||
| Q2 25 | 38.6% | — | ||
| Q1 25 | 36.1% | — | ||
| Q4 24 | 37.7% | — | ||
| Q3 24 | 36.7% | — | ||
| Q2 24 | 38.5% | — | ||
| Q1 24 | 40.5% | — |
| Q4 25 | 9.8% | — | ||
| Q3 25 | 3.9% | — | ||
| Q2 25 | -28.2% | — | ||
| Q1 25 | 0.8% | 14.8% | ||
| Q4 24 | 7.2% | — | ||
| Q3 24 | 4.7% | — | ||
| Q2 24 | 0.8% | 19.6% | ||
| Q1 24 | 1.3% | — |
| Q4 25 | 8.9% | — | ||
| Q3 25 | -0.7% | — | ||
| Q2 25 | -30.1% | — | ||
| Q1 25 | -3.0% | 12.8% | ||
| Q4 24 | 4.1% | — | ||
| Q3 24 | 0.2% | — | ||
| Q2 24 | -12.8% | 16.1% | ||
| Q1 24 | -4.4% | — |
| Q4 25 | $0.83 | — | ||
| Q3 25 | $-0.05 | — | ||
| Q2 25 | $-1.83 | — | ||
| Q1 25 | $-0.19 | — | ||
| Q4 24 | $0.41 | — | ||
| Q3 24 | $0.02 | — | ||
| Q2 24 | $-0.85 | — | ||
| Q1 24 | $-0.29 | — |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $4.3M | — |
| Total DebtLower is stronger | $135.0M | — |
| Stockholders' EquityBook value | $202.3M | — |
| Total Assets | $572.6M | — |
| Debt / EquityLower = less leverage | 0.67× | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $4.3M | — | ||
| Q3 25 | $12.1M | — | ||
| Q2 25 | $12.0M | — | ||
| Q1 25 | $10.4M | — | ||
| Q4 24 | $2.9M | — | ||
| Q3 24 | $6.0M | — | ||
| Q2 24 | $3.4M | — | ||
| Q1 24 | $4.6M | — |
| Q4 25 | $135.0M | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | $142.5M | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | $202.3M | — | ||
| Q3 25 | $184.6M | — | ||
| Q2 25 | $185.8M | — | ||
| Q1 25 | $225.7M | — | ||
| Q4 24 | $229.9M | — | ||
| Q3 24 | $220.9M | — | ||
| Q2 24 | $219.8M | — | ||
| Q1 24 | $223.7M | — |
| Q4 25 | $572.6M | — | ||
| Q3 25 | $581.1M | — | ||
| Q2 25 | $551.9M | — | ||
| Q1 25 | $594.6M | — | ||
| Q4 24 | $634.3M | — | ||
| Q3 24 | $668.7M | — | ||
| Q2 24 | $617.0M | — | ||
| Q1 24 | $602.7M | — |
| Q4 25 | 0.67× | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | 0.62× | — | ||
| 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 | $3.7M | — |
| Free Cash FlowOCF − Capex | $2.6M | — |
| FCF MarginFCF / Revenue | 1.3% | — |
| Capex IntensityCapex / Revenue | 0.6% | — |
| Cash ConversionOCF / Net Profit | 0.21× | — |
| TTM Free Cash FlowTrailing 4 quarters | $3.3M | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $3.7M | — | ||
| Q3 25 | $-22.2M | — | ||
| Q2 25 | $9.3M | — | ||
| Q1 25 | $16.7M | — | ||
| Q4 24 | $20.3M | — | ||
| Q3 24 | $-22.7M | — | ||
| Q2 24 | $10.4M | — | ||
| Q1 24 | $10.5M | — |
| Q4 25 | $2.6M | — | ||
| Q3 25 | $-22.7M | — | ||
| Q2 25 | $8.2M | — | ||
| Q1 25 | $15.1M | — | ||
| Q4 24 | $19.7M | — | ||
| Q3 24 | $-23.2M | — | ||
| Q2 24 | $9.9M | — | ||
| Q1 24 | $9.9M | — |
| Q4 25 | 1.3% | — | ||
| Q3 25 | -13.2% | — | ||
| Q2 25 | 6.2% | — | ||
| Q1 25 | 10.8% | — | ||
| Q4 24 | 9.1% | — | ||
| Q3 24 | -12.6% | — | ||
| Q2 24 | 7.0% | — | ||
| Q1 24 | 7.0% | — |
| Q4 25 | 0.6% | — | ||
| Q3 25 | 0.3% | — | ||
| Q2 25 | 0.9% | — | ||
| Q1 25 | 1.1% | — | ||
| Q4 24 | 0.3% | — | ||
| Q3 24 | 0.3% | — | ||
| Q2 24 | 0.4% | — | ||
| Q1 24 | 0.4% | — |
| Q4 25 | 0.21× | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | 2.28× | — | ||
| Q3 24 | -65.89× | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
LCUT
| Kitchenware | $114.3M | 56% |
| Tableware | $41.7M | 20% |
| Home Solutions | $29.4M | 14% |
| Other | $18.8M | 9% |
OPRA
Segment breakdown not available.
