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Side-by-side financial comparison of Laird Superfood, Inc. (LSF) and UNITED SECURITY BANCSHARES (UBFO). Click either name above to swap in a different company.
UNITED SECURITY BANCSHARES is the larger business by last-quarter revenue ($13.5M vs $13.3M, roughly 1.0× Laird Superfood, Inc.). UNITED SECURITY BANCSHARES runs the higher net margin — 25.2% vs -13.2%, a 38.4% gap on every dollar of revenue. On growth, Laird Superfood, Inc. posted the faster year-over-year revenue change (15.0% vs 13.6%). Over the past eight quarters, Laird Superfood, Inc.'s revenue compounded faster (16.1% CAGR vs 3.0%).
Laird Superfood, Inc. develops, manufactures and sells a portfolio of plant-based functional superfood products, including premium coffee creamers, hydration blends, nutritional supplements, and plant-powered snacks. It serves health-conscious consumers through direct-to-consumer e-commerce platforms and offline retail partners, mainly operating in the North American market with a focus on sustainably sourced clean ingredients.
United Security Bancshares is a bank holding company headquartered in Fresno, California. It operates 11 branches.
LSF vs UBFO — Head-to-Head
Income Statement — Q4 FY2025 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $13.3M | $13.5M |
| Net Profit | $-1.8M | $3.4M |
| Gross Margin | 34.1% | — |
| Operating Margin | -13.5% | 31.5% |
| Net Margin | -13.2% | 25.2% |
| Revenue YoY | 15.0% | 13.6% |
| Net Profit YoY | -341.4% | 36.8% |
| EPS (diluted) | — | $0.18 |
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 | $13.3M | $13.5M | ||
| Q3 25 | $12.9M | $14.0M | ||
| Q2 25 | $12.0M | $12.6M | ||
| Q1 25 | $11.7M | $13.7M | ||
| Q4 24 | $11.6M | $11.9M | ||
| Q3 24 | $11.8M | $13.8M | ||
| Q2 24 | $10.0M | $13.0M | ||
| Q1 24 | $9.9M | $12.8M |
| Q4 25 | $-1.8M | $3.4M | ||
| Q3 25 | $-975.1K | $4.0M | ||
| Q2 25 | $-362.2K | $2.2M | ||
| Q1 25 | $-156.2K | $2.7M | ||
| Q4 24 | $-398.4K | $2.5M | ||
| Q3 24 | $-166.1K | $3.8M | ||
| Q2 24 | $-239.1K | $4.3M | ||
| Q1 24 | $-1.0M | $4.2M |
| Q4 25 | 34.1% | — | ||
| Q3 25 | 36.5% | — | ||
| Q2 25 | 39.9% | — | ||
| Q1 25 | 41.9% | — | ||
| Q4 24 | 38.6% | — | ||
| Q3 24 | 43.0% | — | ||
| Q2 24 | 41.8% | — | ||
| Q1 24 | 40.0% | — |
| Q4 25 | -13.5% | 31.5% | ||
| Q3 25 | -7.7% | 40.3% | ||
| Q2 25 | -3.3% | 24.0% | ||
| Q1 25 | -1.9% | 27.5% | ||
| Q4 24 | -4.1% | 27.5% | ||
| Q3 24 | -2.3% | 37.1% | ||
| Q2 24 | -3.4% | 46.4% | ||
| Q1 24 | -11.0% | 45.9% |
| Q4 25 | -13.2% | 25.2% | ||
| Q3 25 | -7.6% | 28.7% | ||
| Q2 25 | -3.0% | 17.2% | ||
| Q1 25 | -1.3% | 19.6% | ||
| Q4 24 | -3.4% | 20.9% | ||
| Q3 24 | -1.4% | 27.7% | ||
| Q2 24 | -2.4% | 33.0% | ||
| Q1 24 | -10.3% | 32.6% |
| Q4 25 | — | $0.18 | ||
| Q3 25 | — | $0.23 | ||
| Q2 25 | — | $0.13 | ||
| Q1 25 | — | $0.16 | ||
| Q4 24 | — | $0.14 | ||
| Q3 24 | — | $0.22 | ||
| Q2 24 | — | $0.25 | ||
| Q1 24 | — | $0.24 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $5.1M | $264.2M |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | $11.5M | $139.7M |
| Total Assets | $19.2M | $1.2B |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $5.1M | $264.2M | ||
| Q3 25 | $5.1M | $211.1M | ||
| Q2 25 | $3.9M | $199.5M | ||
| Q1 25 | $7.0M | $198.4M | ||
| Q4 24 | $8.3M | $216.9M | ||
| Q3 24 | $7.9M | $216.8M | ||
| Q2 24 | $7.6M | $166.3M | ||
| Q1 24 | $7.1M | $168.6M |
| Q4 25 | $11.5M | $139.7M | ||
| Q3 25 | $12.8M | $137.4M | ||
| Q2 25 | $13.4M | $134.3M | ||
| Q1 25 | $13.3M | $132.9M | ||
| Q4 24 | $13.2M | $130.4M | ||
| Q3 24 | $13.1M | $132.9M | ||
| Q2 24 | $12.6M | $127.3M | ||
| Q1 24 | $12.7M | $124.2M |
| Q4 25 | $19.2M | $1.2B | ||
| Q3 25 | $18.9M | $1.2B | ||
| Q2 25 | $20.4M | $1.2B | ||
| Q1 25 | $21.5M | $1.2B | ||
| Q4 24 | $19.3M | $1.2B | ||
| Q3 24 | $18.8M | $1.3B | ||
| Q2 24 | $18.0M | $1.2B | ||
| Q1 24 | $17.6M | $1.2B |
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 | $68.4K | $22.1M |
| Free Cash FlowOCF − Capex | — | $19.8M |
| FCF MarginFCF / Revenue | — | 146.0% |
| Capex IntensityCapex / Revenue | — | 16.8% |
| Cash ConversionOCF / Net Profit | — | 6.46× |
| TTM Free Cash FlowTrailing 4 quarters | — | $36.9M |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $68.4K | $22.1M | ||
| Q3 25 | $1.2M | $7.0M | ||
| Q2 25 | $-2.8M | $8.7M | ||
| Q1 25 | $-1.3M | $3.0M | ||
| Q4 24 | $339.2K | $19.6M | ||
| Q3 24 | $305.8K | $5.4M | ||
| Q2 24 | $642.7K | $2.3M | ||
| Q1 24 | $-422.3K | $7.4M |
| Q4 25 | — | $19.8M | ||
| Q3 25 | — | $6.1M | ||
| Q2 25 | — | $8.1M | ||
| Q1 25 | — | $2.9M | ||
| Q4 24 | — | $18.6M | ||
| Q3 24 | — | $5.3M | ||
| Q2 24 | — | $2.0M | ||
| Q1 24 | — | $7.0M |
| Q4 25 | — | 146.0% | ||
| Q3 25 | — | 43.7% | ||
| Q2 25 | — | 64.3% | ||
| Q1 25 | — | 21.2% | ||
| Q4 24 | — | 156.0% | ||
| Q3 24 | — | 38.1% | ||
| Q2 24 | — | 15.5% | ||
| Q1 24 | — | 54.8% |
| Q4 25 | — | 16.8% | ||
| Q3 25 | — | 6.0% | ||
| Q2 25 | — | 4.6% | ||
| Q1 25 | — | 0.9% | ||
| Q4 24 | — | 8.7% | ||
| Q3 24 | — | 0.7% | ||
| Q2 24 | — | 2.2% | ||
| Q1 24 | — | 3.6% |
| Q4 25 | — | 6.46× | ||
| Q3 25 | — | 1.73× | ||
| Q2 25 | — | 4.01× | ||
| Q1 25 | — | 1.13× | ||
| Q4 24 | — | 7.87× | ||
| Q3 24 | — | 1.40× | ||
| Q2 24 | — | 0.54× | ||
| Q1 24 | — | 1.79× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
LSF
| Wholesale | $7.0M | 52% |
| Coffee Tea And Hot Chocolate Products | $4.4M | 33% |
| Hydration And Beverage Enhancing Supplements | $1.6M | 12% |
| Other | $352.6K | 3% |
UBFO
Segment breakdown not available.
