vs
Side-by-side financial comparison of Neptune Insurance Holdings Inc. (NP) and VIRCO MFG CORPORATION (VIRC). Click either name above to swap in a different company.
VIRCO MFG CORPORATION is the larger business by last-quarter revenue ($47.6M vs $37.8M, roughly 1.3× Neptune Insurance Holdings Inc.). Neptune Insurance Holdings Inc. runs the higher net margin — 0.1% vs -2.8%, a 2.9% gap on every dollar of revenue. On growth, Neptune Insurance Holdings Inc. posted the faster year-over-year revenue change (28.8% vs -42.3%).
Neptune Insurance Holdings Inc. is a specialty insurance holding company that offers a broad portfolio of property and casualty insurance products, with a core focus on residential and commercial flood insurance for customers across the United States. It serves both individual consumers and small to mid-sized business clients, using advanced data analytics to support accurate policy pricing and robust risk management.
The Virco Manufacturing Corporation, more commonly known as Virco, is an American furniture manufacturer based in Torrance, California which focuses on providing products for educational markets. The principal products of the company include student desks and activity tables, school and office seating, computer stations, lightweight folding tables, and upholstered chairs.
NP vs VIRC — Head-to-Head
Income Statement — Q1 FY2026 vs Q3 FY2026
| Metric | | |
|---|---|---|
| Revenue | $37.8M | $47.6M |
| Net Profit | $50.0K | $-1.3M |
| Gross Margin | — | 38.0% |
| Operating Margin | — | -3.6% |
| Net Margin | 0.1% | -2.8% |
| Revenue YoY | 28.8% | -42.3% |
| Net Profit YoY | 0.0% | -115.8% |
| EPS (diluted) | $0.05 | $-0.08 |
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 | $37.8M | — | ||
| Q4 25 | — | $47.6M | ||
| Q3 25 | $44.4M | $92.1M | ||
| Q2 25 | — | $33.8M | ||
| Q1 25 | — | $28.5M | ||
| Q4 24 | — | $82.6M | ||
| Q3 24 | $33.8M | $108.4M | ||
| Q2 24 | — | $46.7M |
| Q1 26 | $50.0K | — | ||
| Q4 25 | — | $-1.3M | ||
| Q3 25 | $11.5M | $10.2M | ||
| Q2 25 | — | $732.0K | ||
| Q1 25 | — | $-5.7M | ||
| Q4 24 | — | $8.4M | ||
| Q3 24 | $12.1M | $16.8M | ||
| Q2 24 | — | $2.1M |
| Q1 26 | — | — | ||
| Q4 25 | — | 38.0% | ||
| Q3 25 | — | 44.4% | ||
| Q2 25 | — | 47.5% | ||
| Q1 25 | — | 26.2% | ||
| Q4 24 | — | 44.4% | ||
| Q3 24 | — | 46.3% | ||
| Q2 24 | — | 43.5% |
| Q1 26 | — | — | ||
| Q4 25 | — | -3.6% | ||
| Q3 25 | 46.7% | 16.7% | ||
| Q2 25 | — | -0.3% | ||
| Q1 25 | — | -28.5% | ||
| Q4 24 | — | 13.5% | ||
| Q3 24 | 58.6% | 20.2% | ||
| Q2 24 | — | 6.4% |
| Q1 26 | 0.1% | — | ||
| Q4 25 | — | -2.8% | ||
| Q3 25 | 25.9% | 11.1% | ||
| Q2 25 | — | 2.2% | ||
| Q1 25 | — | -20.1% | ||
| Q4 24 | — | 10.2% | ||
| Q3 24 | 35.8% | 15.5% | ||
| Q2 24 | — | 4.6% |
| Q1 26 | $0.05 | — | ||
| Q4 25 | — | $-0.08 | ||
| Q3 25 | $0.06 | $0.65 | ||
| Q2 25 | — | $0.05 | ||
| Q1 25 | — | $-0.37 | ||
| Q4 24 | — | $0.52 | ||
| Q3 24 | $0.06 | $1.04 | ||
| Q2 24 | — | $0.13 |
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 | — | $3.9M |
| Stockholders' EquityBook value | — | $113.6M |
| Total Assets | — | $181.5M |
| Debt / EquityLower = less leverage | — | 0.03× |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | — | ||
| Q4 25 | — | — | ||
| Q3 25 | $12.2M | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — |
| Q1 26 | — | — | ||
| Q4 25 | — | $3.9M | ||
| Q3 25 | $247.6M | $4.0M | ||
| Q2 25 | — | $4.1M | ||
| Q1 25 | — | $4.1M | ||
| Q4 24 | — | $4.2M | ||
| Q3 24 | — | $4.3M | ||
| Q2 24 | — | $7.0M |
| Q1 26 | — | — | ||
| Q4 25 | — | $113.6M | ||
| Q3 25 | $-509.5M | $115.4M | ||
| Q2 25 | — | $105.6M | ||
| Q1 25 | — | $109.3M | ||
| Q4 24 | — | $115.9M | ||
| Q3 24 | $-374.3M | $107.8M | ||
| Q2 24 | — | $91.6M |
| Q1 26 | — | — | ||
| Q4 25 | — | $181.5M | ||
| Q3 25 | $89.6M | $198.6M | ||
| Q2 25 | — | $183.8M | ||
| Q1 25 | — | $191.9M | ||
| Q4 24 | — | $210.1M | ||
| Q3 24 | — | $216.3M | ||
| Q2 24 | — | $152.5M |
| Q1 26 | — | — | ||
| Q4 25 | — | 0.03× | ||
| Q3 25 | — | 0.03× | ||
| Q2 25 | — | 0.04× | ||
| Q1 25 | — | 0.04× | ||
| Q4 24 | — | 0.04× | ||
| Q3 24 | — | 0.04× | ||
| Q2 24 | — | 0.08× |
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 | — | $25.8M |
| Free Cash FlowOCF − Capex | — | $24.5M |
| FCF MarginFCF / Revenue | — | 51.5% |
| Capex IntensityCapex / Revenue | — | 2.7% |
| Cash ConversionOCF / Net Profit | — | — |
| TTM Free Cash FlowTrailing 4 quarters | — | $-4.3M |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | — | ||
| Q4 25 | — | $25.8M | ||
| Q3 25 | $38.9M | $3.2M | ||
| Q2 25 | — | $-19.0M | ||
| Q1 25 | — | $-8.3M | ||
| Q4 24 | — | $33.5M | ||
| Q3 24 | — | $12.5M | ||
| Q2 24 | — | $-4.5M |
| Q1 26 | — | — | ||
| Q4 25 | — | $24.5M | ||
| Q3 25 | — | $1.8M | ||
| Q2 25 | — | $-21.5M | ||
| Q1 25 | — | $-9.2M | ||
| Q4 24 | — | $31.0M | ||
| Q3 24 | — | $10.7M | ||
| Q2 24 | — | $-5.6M |
| Q1 26 | — | — | ||
| Q4 25 | — | 51.5% | ||
| Q3 25 | — | 2.0% | ||
| Q2 25 | — | -63.6% | ||
| Q1 25 | — | -32.4% | ||
| Q4 24 | — | 37.5% | ||
| Q3 24 | — | 9.8% | ||
| Q2 24 | — | -12.0% |
| Q1 26 | — | — | ||
| Q4 25 | — | 2.7% | ||
| Q3 25 | — | 1.5% | ||
| Q2 25 | — | 7.2% | ||
| Q1 25 | — | 3.3% | ||
| Q4 24 | — | 3.0% | ||
| Q3 24 | — | 1.7% | ||
| Q2 24 | — | 2.3% |
| Q1 26 | — | — | ||
| Q4 25 | — | — | ||
| Q3 25 | 3.38× | 0.31× | ||
| Q2 25 | — | -26.00× | ||
| Q1 25 | — | — | ||
| Q4 24 | — | 3.98× | ||
| Q3 24 | — | 0.74× | ||
| Q2 24 | — | -2.11× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
