vs
Side-by-side financial comparison of MERCANTILE BANK CORP (MBWM) and Namib Minerals (NAMM). Click either name above to swap in a different company.
MERCANTILE BANK CORP is the larger business by last-quarter revenue ($67.6M vs $41.9M, roughly 1.6× Namib Minerals).
Tamilnad Mercantile Bank Limited (TMB) is an Indian bank headquartered at Thoothukudi, Tamil Nadu. TMB was founded in 1921 as the Nadar Bank, but changed its name to Tamilnad Mercantile Bank in November 1962 to widen its appeal beyond the Nadar community. The bank currently has 600 full branches throughout India, 12 regional offices and two link offices, two central processing centres, one service branch, four currency chests, 48 eLobby centres, 262 cash recycler machines and 1151 automated ...
Namib Minerals is a Namibia-based natural resources firm focused on exploration, development and extraction of high-demand mineral deposits including uranium, copper and lithium. It operates across licensed southern African sites, supplying raw materials to global clean energy, construction and electronics manufacturing sectors.
MBWM vs NAMM — Head-to-Head
Income Statement — Q1 FY2026 vs Q2 FY2025
| Metric | | |
|---|---|---|
| Revenue | $67.6M | $41.9M |
| Net Profit | $22.7M | — |
| Gross Margin | — | 45.7% |
| Operating Margin | — | 29.8% |
| Net Margin | 33.6% | — |
| Revenue YoY | — | — |
| Net Profit YoY | 16.1% | — |
| EPS (diluted) | $1.32 | — |
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.
| Q1 26 | $67.6M | — | ||
| Q4 25 | $62.1M | — | ||
| Q3 25 | $62.4M | — | ||
| Q2 25 | $60.9M | $41.9M | ||
| Q1 25 | $57.3M | — | ||
| Q4 24 | $58.5M | — | ||
| Q3 24 | $58.0M | — | ||
| Q2 24 | $56.8M | — |
| Q1 26 | $22.7M | — | ||
| Q4 25 | $22.8M | — | ||
| Q3 25 | $23.8M | — | ||
| Q2 25 | $22.6M | — | ||
| Q1 25 | $19.5M | — | ||
| Q4 24 | $19.6M | — | ||
| Q3 24 | $19.6M | — | ||
| Q2 24 | $18.8M | — |
| Q1 26 | — | — | ||
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | 45.7% | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
| Q1 26 | — | — | ||
| Q4 25 | 42.0% | — | ||
| Q3 25 | 44.0% | — | ||
| Q2 25 | 42.6% | 29.8% | ||
| Q1 25 | 42.0% | — | ||
| Q4 24 | 39.7% | — | ||
| Q3 24 | 42.4% | — | ||
| Q2 24 | 41.4% | — |
| Q1 26 | 33.6% | — | ||
| Q4 25 | 36.8% | — | ||
| Q3 25 | 38.1% | — | ||
| Q2 25 | 37.1% | — | ||
| Q1 25 | 34.1% | — | ||
| Q4 24 | 33.5% | — | ||
| Q3 24 | 33.8% | — | ||
| Q2 24 | 33.1% | — |
| Q1 26 | $1.32 | — | ||
| Q4 25 | $1.41 | — | ||
| Q3 25 | $1.46 | — | ||
| Q2 25 | $1.39 | — | ||
| Q1 25 | $1.21 | — | ||
| Q4 24 | $1.20 | — | ||
| Q3 24 | $1.22 | — | ||
| Q2 24 | $1.17 | — |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | — | — |
| Total DebtLower is stronger | $1.5M | — |
| Stockholders' EquityBook value | $736.9M | — |
| Total Assets | $6.9B | — |
| Debt / EquityLower = less leverage | 0.00× | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | $1.5M | — | ||
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
| Q1 26 | $736.9M | — | ||
| Q4 25 | $724.9M | — | ||
| Q3 25 | $657.6M | — | ||
| Q2 25 | $631.5M | — | ||
| Q1 25 | $608.3M | — | ||
| Q4 24 | $584.5M | — | ||
| Q3 24 | $583.3M | — | ||
| Q2 24 | $551.2M | — |
| Q1 26 | $6.9B | — | ||
| Q4 25 | $6.8B | — | ||
| Q3 25 | $6.3B | — | ||
| Q2 25 | $6.2B | — | ||
| Q1 25 | $6.1B | — | ||
| Q4 24 | $6.1B | — | ||
| Q3 24 | $5.9B | — | ||
| Q2 24 | $5.6B | — |
| Q1 26 | 0.00× | — | ||
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 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 | — | $11.4M |
| Free Cash FlowOCF − Capex | — | $7.4M |
| FCF MarginFCF / Revenue | — | 17.6% |
| Capex IntensityCapex / Revenue | — | 9.6% |
| Cash ConversionOCF / Net Profit | — | — |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | — | ||
| Q4 25 | $18.0M | — | ||
| Q3 25 | $23.1M | — | ||
| Q2 25 | $-7.8M | $11.4M | ||
| Q1 25 | $-3.0M | — | ||
| Q4 24 | $101.1M | — | ||
| Q3 24 | $-8.1M | — | ||
| Q2 24 | $9.1M | — |
| Q1 26 | — | — | ||
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | $7.4M | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
| Q1 26 | — | — | ||
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | 17.6% | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
| Q1 26 | — | — | ||
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | 9.6% | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
| Q1 26 | — | — | ||
| Q4 25 | 0.79× | — | ||
| Q3 25 | 0.97× | — | ||
| Q2 25 | -0.35× | — | ||
| Q1 25 | -0.15× | — | ||
| Q4 24 | 5.15× | — | ||
| Q3 24 | -0.41× | — | ||
| Q2 24 | 0.49× | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
MBWM
| Net Interest Income | $55.9M | 83% |
| Noninterest Income | $11.7M | 17% |
NAMM
Segment breakdown not available.
