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Side-by-side financial comparison of New Gold Inc. (NGD) and Prairie Operating Co. (PROP). Click either name above to swap in a different company.
Prairie Operating Co. is the larger business by last-quarter revenue ($77.7M vs $44.1M, roughly 1.8× New Gold Inc.).
JB Hi-Fi Limited is an Australian consumer electronics retail company. It is publicly listed on the Australian Securities Exchange. Its headquarters are located in Southbank, Melbourne, Victoria.
Prairie Farms Dairy is a dairy cooperative founded in Carlinville, Illinois, and now headquartered in Edwardsville, Illinois. As a dairy cooperative, Prairie Farms receives milk from producers and converts it into many different products, including cheese, butter, ice cream, sour cream, cottage cheese, various dips, yogurt, and fluid milk. Prairie Farms also produces and sells juices, flavored drinks, and pre-made iced tea.
NGD vs PROP — Head-to-Head
Income Statement — Q3 FY2025 vs Q3 FY2025
| Metric | | |
|---|---|---|
| Revenue | $44.1M | $77.7M |
| Net Profit | — | $1.3M |
| Gross Margin | — | — |
| Operating Margin | — | 34.8% |
| Net Margin | — | 1.7% |
| Revenue YoY | — | — |
| Net Profit YoY | — | 111.3% |
| EPS (diluted) | — | $-0.44 |
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.
| Q3 25 | $44.1M | $77.7M | ||
| Q2 25 | — | $68.1M | ||
| Q1 25 | — | $13.6M | ||
| Q3 24 | — | $0 | ||
| Q3 23 | — | $458.0K | ||
| Q2 23 | — | $179.3K | ||
| Q4 22 | — | $0 | ||
| Q3 22 | — | $8.0K |
| Q3 25 | — | $1.3M | ||
| Q2 25 | — | $35.7M | ||
| Q1 25 | — | $-2.6M | ||
| Q3 24 | — | $-11.4M | ||
| Q3 23 | — | $-34.4M | ||
| Q2 23 | — | $-21.1M | ||
| Q4 22 | — | $-8.0M | ||
| Q3 22 | — | $-309.5K |
| Q3 25 | — | 34.8% | ||
| Q2 25 | — | 27.8% | ||
| Q1 25 | — | 12.9% | ||
| Q3 24 | — | — | ||
| Q3 23 | — | -1379.0% | ||
| Q2 23 | — | -1593.5% | ||
| Q4 22 | — | — | ||
| Q3 22 | — | -3890.8% |
| Q3 25 | — | 1.7% | ||
| Q2 25 | — | 52.4% | ||
| Q1 25 | — | -19.3% | ||
| Q3 24 | — | — | ||
| Q3 23 | — | -7515.2% | ||
| Q2 23 | — | -11792.9% | ||
| Q4 22 | — | — | ||
| Q3 22 | — | -3890.8% |
| Q3 25 | — | $-0.44 | ||
| Q2 25 | — | $0.18 | ||
| Q1 25 | — | $-3.49 | ||
| Q3 24 | — | $-0.68 | ||
| Q3 23 | — | $-5.24 | ||
| Q2 23 | — | $-5.39 | ||
| Q4 22 | — | — | ||
| Q3 22 | — | — |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | — | $10.6M |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | — | $101.8M |
| Total Assets | — | $939.8M |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q3 25 | — | $10.6M | ||
| Q2 25 | — | $10.7M | ||
| Q1 25 | — | $15.0M | ||
| Q3 24 | — | $40.1M | ||
| Q3 23 | — | $7.2M | ||
| Q2 23 | — | $8.6M | ||
| Q4 22 | — | $79.8K | ||
| Q3 22 | — | $451.2K |
| Q3 25 | — | — | ||
| Q2 25 | — | $387.0M | ||
| Q1 25 | — | $377.0M | ||
| Q3 24 | — | — | ||
| Q3 23 | — | — | ||
| Q2 23 | — | $2.1M | ||
| Q4 22 | — | — | ||
| Q3 22 | — | — |
| Q3 25 | — | $101.8M | ||
| Q2 25 | — | $94.2M | ||
| Q1 25 | — | $34.0M | ||
| Q3 24 | — | $61.3M | ||
| Q3 23 | — | $-64.0M | ||
| Q2 23 | — | $8.0M | ||
| Q4 22 | — | $-6.5M | ||
| Q3 22 | — | $-100.5K |
| Q3 25 | — | $939.8M | ||
| Q2 25 | — | $858.5M | ||
| Q1 25 | — | $775.4M | ||
| Q3 24 | — | $107.2M | ||
| Q3 23 | — | $40.1M | ||
| Q2 23 | — | $16.5M | ||
| Q4 22 | — | $1.8M | ||
| Q3 22 | — | $12.7M |
| Q3 25 | — | — | ||
| Q2 25 | — | 4.11× | ||
| Q1 25 | — | 11.07× | ||
| Q3 24 | — | — | ||
| Q3 23 | — | — | ||
| Q2 23 | — | 0.27× | ||
| Q4 22 | — | — | ||
| Q3 22 | — | — |
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 | — | $57.7M |
| Free Cash FlowOCF − Capex | — | — |
| FCF MarginFCF / Revenue | — | — |
| Capex IntensityCapex / Revenue | — | — |
| Cash ConversionOCF / Net Profit | — | 44.80× |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q3 25 | — | $57.7M | ||
| Q2 25 | — | $-7.2M | ||
| Q1 25 | — | $16.9M | ||
| Q3 24 | — | $2.8M | ||
| Q3 23 | — | $-2.9M | ||
| Q2 23 | — | $-5.1M | ||
| Q4 22 | — | $-306.1K | ||
| Q3 22 | — | $-448.3K |
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q3 24 | — | — | ||
| Q3 23 | — | 0.0% | ||
| Q2 23 | — | — | ||
| Q4 22 | — | — | ||
| Q3 22 | — | 0.0% |
| Q3 25 | — | 44.80× | ||
| Q2 25 | — | -0.20× | ||
| Q1 25 | — | — | ||
| Q3 24 | — | — | ||
| Q3 23 | — | — | ||
| Q2 23 | — | — | ||
| Q4 22 | — | — | ||
| Q3 22 | — | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
NGD
Segment breakdown not available.
PROP
| Crude Oil Sales | $64.9M | 84% |
| Natural Gas Sales | $7.6M | 10% |
| Natural Gas Liquids Reserves | $5.2M | 7% |
