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Side-by-side financial comparison of WM TECHNOLOGY, INC. (MAPS) and RHYTHM PHARMACEUTICALS, INC. (RYTM). Click either name above to swap in a different company.
RHYTHM PHARMACEUTICALS, INC. is the larger business by last-quarter revenue ($57.3M vs $43.1M, roughly 1.3× WM TECHNOLOGY, INC.). WM TECHNOLOGY, INC. runs the higher net margin — -8.3% vs -83.0%, a 74.7% gap on every dollar of revenue. On growth, RHYTHM PHARMACEUTICALS, INC. posted the faster year-over-year revenue change (36.9% vs -9.7%). Over the past eight quarters, RHYTHM PHARMACEUTICALS, INC.'s revenue compounded faster (48.5% CAGR vs -1.5%).
WM Entertainment is a South Korean entertainment company established in 2008 by former singer Lee Won-min. The company is responsible for managing artist Oh My Girl. On April 7, 2021, the company was acquired by RBW.
Rhythm Pharmaceuticals is a biopharmaceutical firm focused on developing and commercializing targeted therapies for rare genetic disorders causing severe unmanageable obesity, including POMC deficiency, LEPR deficiency, and Bardet-Biedl syndrome. It serves patients in North America and Europe who lack effective standard treatments for their chronic life-altering conditions.
MAPS vs RYTM — Head-to-Head
Income Statement — Q4 FY2025 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $43.1M | $57.3M |
| Net Profit | $-3.6M | $-47.5M |
| Gross Margin | 94.9% | 91.6% |
| Operating Margin | -13.5% | -82.2% |
| Net Margin | -8.3% | -83.0% |
| Revenue YoY | -9.7% | 36.9% |
| Net Profit YoY | -251.9% | -9.6% |
| EPS (diluted) | — | $-0.73 |
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 | $43.1M | $57.3M | ||
| Q3 25 | $42.2M | $51.3M | ||
| Q2 25 | $44.8M | $48.5M | ||
| Q1 25 | $44.6M | $32.7M | ||
| Q4 24 | $47.7M | $41.8M | ||
| Q3 24 | $46.6M | $33.3M | ||
| Q2 24 | $45.9M | $29.1M | ||
| Q1 24 | $44.4M | $26.0M |
| Q4 25 | $-3.6M | $-47.5M | ||
| Q3 25 | $2.5M | $-52.9M | ||
| Q2 25 | $1.4M | $-46.6M | ||
| Q1 25 | $1.6M | $-49.5M | ||
| Q4 24 | $2.4M | $-43.3M | ||
| Q3 24 | $3.3M | $-43.6M | ||
| Q2 24 | $716.0K | $-32.3M | ||
| Q1 24 | $1.2M | $-141.4M |
| Q4 25 | 94.9% | 91.6% | ||
| Q3 25 | 95.0% | 89.3% | ||
| Q2 25 | 94.9% | 88.6% | ||
| Q1 25 | 95.0% | 88.8% | ||
| Q4 24 | 95.2% | 90.9% | ||
| Q3 24 | 95.3% | 88.5% | ||
| Q2 24 | 95.1% | 89.9% | ||
| Q1 24 | 94.8% | 89.2% |
| Q4 25 | -13.5% | -82.2% | ||
| Q3 25 | 4.6% | -102.6% | ||
| Q2 25 | 4.4% | -93.4% | ||
| Q1 25 | 5.9% | -143.7% | ||
| Q4 24 | 9.6% | -98.6% | ||
| Q3 24 | 11.2% | -132.0% | ||
| Q2 24 | 2.7% | -139.2% | ||
| Q1 24 | 8.5% | -538.7% |
| Q4 25 | -8.3% | -83.0% | ||
| Q3 25 | 5.8% | -103.1% | ||
| Q2 25 | 3.2% | -96.1% | ||
| Q1 25 | 3.7% | -151.4% | ||
| Q4 24 | 4.9% | -103.6% | ||
| Q3 24 | 7.2% | -131.2% | ||
| Q2 24 | 1.6% | -110.9% | ||
| Q1 24 | 2.8% | -544.4% |
| Q4 25 | — | $-0.73 | ||
| Q3 25 | — | $-0.82 | ||
| Q2 25 | — | $-0.75 | ||
| Q1 25 | $0.02 | $-0.81 | ||
| Q4 24 | — | $-0.71 | ||
| Q3 24 | — | $-0.73 | ||
| Q2 24 | — | $-0.55 | ||
| Q1 24 | $0.01 | $-2.35 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $62.4M | $388.9M |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | $57.2M | $139.1M |
| Total Assets | $190.7M | $480.2M |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $62.4M | $388.9M | ||
| Q3 25 | — | $416.1M | ||
| Q2 25 | — | $291.0M | ||
| Q1 25 | — | $314.5M | ||
| Q4 24 | $52.0M | $320.6M | ||
| Q3 24 | — | $298.4M | ||
| Q2 24 | — | $319.1M | ||
| Q1 24 | — | $201.2M |
| Q4 25 | $57.2M | $139.1M | ||
| Q3 25 | $56.9M | $148.8M | ||
| Q2 25 | $52.7M | $-11.9M | ||
| Q1 25 | $48.5M | $18.9M | ||
| Q4 24 | $36.1M | $21.7M | ||
| Q3 24 | $29.5M | $11.2M | ||
| Q2 24 | $24.5M | $39.3M | ||
| Q1 24 | $20.8M | $61.6M |
| Q4 25 | $190.7M | $480.2M | ||
| Q3 25 | $192.9M | $506.9M | ||
| Q2 25 | $188.1M | $372.7M | ||
| Q1 25 | $183.8M | $386.7M | ||
| Q4 24 | $181.9M | $392.3M | ||
| Q3 24 | $173.6M | $363.6M | ||
| Q2 24 | $168.0M | $381.8M | ||
| Q1 24 | $165.8M | $258.7M |
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 | $3.0M | $-25.4M |
| Free Cash FlowOCF − Capex | $-280.0K | — |
| FCF MarginFCF / Revenue | -0.7% | — |
| Capex IntensityCapex / Revenue | 7.7% | — |
| Cash ConversionOCF / Net Profit | — | — |
| TTM Free Cash FlowTrailing 4 quarters | $13.5M | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $3.0M | $-25.4M | ||
| Q3 25 | $6.4M | $-26.6M | ||
| Q2 25 | $11.1M | $-23.3M | ||
| Q1 25 | $5.7M | $-40.4M | ||
| Q4 24 | $9.4M | $-18.8M | ||
| Q3 24 | $7.2M | $-25.2M | ||
| Q2 24 | $12.7M | $-29.1M | ||
| Q1 24 | $7.4M | $-40.7M |
| Q4 25 | $-280.0K | — | ||
| Q3 25 | $3.6M | — | ||
| Q2 25 | $8.2M | — | ||
| Q1 25 | $2.0M | — | ||
| Q4 24 | $7.3M | — | ||
| Q3 24 | $4.9M | — | ||
| Q2 24 | $10.1M | — | ||
| Q1 24 | $2.9M | — |
| Q4 25 | -0.7% | — | ||
| Q3 25 | 8.4% | — | ||
| Q2 25 | 18.3% | — | ||
| Q1 25 | 4.5% | — | ||
| Q4 24 | 15.2% | — | ||
| Q3 24 | 10.4% | — | ||
| Q2 24 | 21.9% | — | ||
| Q1 24 | 6.4% | — |
| Q4 25 | 7.7% | — | ||
| Q3 25 | 6.8% | — | ||
| Q2 25 | 6.3% | — | ||
| Q1 25 | 8.2% | — | ||
| Q4 24 | 4.5% | — | ||
| Q3 24 | 5.1% | — | ||
| Q2 24 | 5.7% | — | ||
| Q1 24 | 10.2% | — |
| Q4 25 | — | — | ||
| Q3 25 | 2.61× | — | ||
| Q2 25 | 7.75× | — | ||
| Q1 25 | 3.44× | — | ||
| Q4 24 | 4.00× | — | ||
| Q3 24 | 2.17× | — | ||
| Q2 24 | 17.67× | — | ||
| Q1 24 | 5.97× | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
MAPS
| Services | $39.5M | 92% |
| Other | $3.6M | 8% |
RYTM
Segment breakdown not available.
