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Side-by-side financial comparison of Namib Minerals (NAMM) and Viridian Therapeutics, Inc.\DE (VRDN). Click either name above to swap in a different company.
Viridian Therapeutics, Inc.\DE is the larger business by last-quarter revenue ($70.6M vs $41.9M, roughly 1.7× Namib Minerals). Namib Minerals produced more free cash flow last quarter ($7.4M vs $-84.7M).
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.
Viridian Therapeutics is a clinical-stage biotechnology firm developing novel disease-modifying therapies for rare, serious autoimmune and inflammatory diseases. Its lead pipeline candidate targets thyroid eye disease, a debilitating orbital disorder, with primary market focus on North America and Europe.
NAMM vs VRDN — Head-to-Head
Income Statement — Q2 FY2025 vs Q3 FY2025
| Metric | | |
|---|---|---|
| Revenue | $41.9M | $70.6M |
| Net Profit | — | $-34.6M |
| Gross Margin | 45.7% | — |
| Operating Margin | 29.8% | -56.7% |
| Net Margin | — | -49.0% |
| Revenue YoY | — | 81958.1% |
| Net Profit YoY | — | 54.9% |
| EPS (diluted) | — | — |
Green = leading value per metric. Periods may differ when fiscal calendars don't align.
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | — | $490.9M |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | — | $503.0M |
| Total Assets | — | $577.1M |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q3 25 | — | $490.9M | ||
| Q2 25 | — | — |
| Q3 25 | — | $503.0M | ||
| Q2 25 | — | — |
| Q3 25 | — | $577.1M | ||
| Q2 25 | — | — |
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 | $-84.6M |
| Free Cash FlowOCF − Capex | $7.4M | $-84.7M |
| FCF MarginFCF / Revenue | 17.6% | -120.1% |
| Capex IntensityCapex / Revenue | 9.6% | 0.2% |
| Cash ConversionOCF / Net Profit | — | — |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q3 25 | — | $-84.6M | ||
| Q2 25 | $11.4M | — |
| Q3 25 | — | $-84.7M | ||
| Q2 25 | $7.4M | — |
| Q3 25 | — | -120.1% | ||
| Q2 25 | 17.6% | — |
| Q3 25 | — | 0.2% | ||
| Q2 25 | 9.6% | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
