vs
Side-by-side financial comparison of Orange County Bancorp, Inc. (OBT) and Seaport Entertainment Group Inc. (SEG). Click either name above to swap in a different company.
Orange County Bancorp, Inc. is the larger business by last-quarter revenue ($33.0M vs $29.5M, roughly 1.1× Seaport Entertainment Group Inc.). Orange County Bancorp, Inc. runs the higher net margin — 37.6% vs -125.0%, a 162.7% gap on every dollar of revenue.
Orange County Bancorp, Inc. is a Delaware-registered bank holding company operating mainly in New York, U.S. It offers a full range of retail and commercial banking services, including deposit accounts, loans and wealth management solutions, serving individual consumers, small and mid-sized corporate clients in its regional footprint.
OBT vs SEG — Head-to-Head
Income Statement — Q4 FY2025 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $33.0M | $29.5M |
| Net Profit | $12.4M | $-36.9M |
| Gross Margin | — | — |
| Operating Margin | 41.4% | -120.5% |
| Net Margin | 37.6% | -125.0% |
| Revenue YoY | 20.6% | — |
| Net Profit YoY | 73.5% | — |
| EPS (diluted) | $0.94 | $-2.90 |
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 | $33.0M | $29.5M | ||
| Q3 25 | $33.7M | $45.0M | ||
| Q2 25 | $32.5M | $39.8M | ||
| Q1 25 | $28.0M | $16.1M | ||
| Q4 24 | $27.4M | — | ||
| Q3 24 | $27.1M | $39.4M | ||
| Q2 24 | $27.9M | $33.7M | ||
| Q1 24 | $25.3M | — |
| Q4 25 | $12.4M | $-36.9M | ||
| Q3 25 | $10.0M | $-33.2M | ||
| Q2 25 | $10.5M | $-14.8M | ||
| Q1 25 | $8.7M | $-31.9M | ||
| Q4 24 | $7.2M | — | ||
| Q3 24 | $3.2M | $-32.5M | ||
| Q2 24 | $8.2M | $-35.0M | ||
| Q1 24 | $9.3M | — |
| Q4 25 | 41.4% | -120.5% | ||
| Q3 25 | 38.6% | -75.2% | ||
| Q2 25 | 41.9% | -40.2% | ||
| Q1 25 | 40.3% | -203.5% | ||
| Q4 24 | 32.8% | — | ||
| Q3 24 | 14.8% | -51.0% | ||
| Q2 24 | 36.6% | -75.3% | ||
| Q1 24 | 45.9% | — |
| Q4 25 | 37.6% | -125.0% | ||
| Q3 25 | 29.7% | -73.7% | ||
| Q2 25 | 32.2% | -37.1% | ||
| Q1 25 | 31.1% | -198.4% | ||
| Q4 24 | 26.2% | — | ||
| Q3 24 | 11.8% | -82.5% | ||
| Q2 24 | 29.4% | -103.9% | ||
| Q1 24 | 36.7% | — |
| Q4 25 | $0.94 | $-2.90 | ||
| Q3 25 | $0.75 | $-2.61 | ||
| Q2 25 | $0.87 | $-1.16 | ||
| Q1 25 | $0.77 | $-2.51 | ||
| Q4 24 | $0.64 | — | ||
| Q3 24 | $0.28 | $-5.89 | ||
| Q2 24 | $0.73 | $-6.34 | ||
| Q1 24 | $0.82 | — |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | — | $77.8M |
| Total DebtLower is stronger | — | $38.3M |
| Stockholders' EquityBook value | $284.4M | $456.5M |
| Total Assets | $2.7B | $650.1M |
| Debt / EquityLower = less leverage | — | 0.08× |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | — | $77.8M | ||
| Q3 25 | — | $106.2M | ||
| Q2 25 | — | $123.3M | ||
| Q1 25 | — | $129.9M | ||
| Q4 24 | — | — | ||
| Q3 24 | — | $23.7M | ||
| Q2 24 | — | $3.3M | ||
| Q1 24 | — | — |
| Q4 25 | — | $38.3M | ||
| Q3 25 | — | $39.3M | ||
| Q2 25 | — | $100.6M | ||
| Q1 25 | — | $101.6M | ||
| Q4 24 | — | — | ||
| Q3 24 | — | $103.3M | ||
| Q2 24 | — | $157.1M | ||
| Q1 24 | — | — |
| Q4 25 | $284.4M | $456.5M | ||
| Q3 25 | $270.1M | $485.8M | ||
| Q2 25 | $252.6M | $517.9M | ||
| Q1 25 | $201.3M | $531.2M | ||
| Q4 24 | $185.5M | — | ||
| Q3 24 | $193.1M | $433.8M | ||
| Q2 24 | $177.5M | $380.7M | ||
| Q1 24 | $168.7M | — |
| Q4 25 | $2.7B | $650.1M | ||
| Q3 25 | $2.6B | $699.1M | ||
| Q2 25 | $2.6B | $717.2M | ||
| Q1 25 | $2.6B | $718.4M | ||
| Q4 24 | $2.5B | — | ||
| Q3 24 | $2.5B | $622.8M | ||
| Q2 24 | $2.5B | $610.1M | ||
| Q1 24 | $2.5B | — |
| Q4 25 | — | 0.08× | ||
| Q3 25 | — | 0.08× | ||
| Q2 25 | — | 0.19× | ||
| Q1 25 | — | 0.19× | ||
| Q4 24 | — | — | ||
| Q3 24 | — | 0.24× | ||
| Q2 24 | — | 0.41× | ||
| Q1 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 | $43.8M | $-23.1M |
| Free Cash FlowOCF − Capex | $41.3M | — |
| FCF MarginFCF / Revenue | 125.1% | — |
| Capex IntensityCapex / Revenue | 7.6% | — |
| Cash ConversionOCF / Net Profit | 3.53× | — |
| TTM Free Cash FlowTrailing 4 quarters | $69.6M | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $43.8M | $-23.1M | ||
| Q3 25 | $30.2M | $-5.3M | ||
| Q2 25 | $-5.0M | $-754.0K | ||
| Q1 25 | $4.8M | $-20.5M | ||
| Q4 24 | $34.6M | — | ||
| Q3 24 | $10.2M | $-8.8M | ||
| Q2 24 | $9.3M | — | ||
| Q1 24 | $2.3M | — |
| Q4 25 | $41.3M | — | ||
| Q3 25 | $29.6M | — | ||
| Q2 25 | $-5.7M | — | ||
| Q1 25 | $4.3M | — | ||
| Q4 24 | $32.9M | — | ||
| Q3 24 | $10.0M | — | ||
| Q2 24 | $9.2M | — | ||
| Q1 24 | $2.0M | — |
| Q4 25 | 125.1% | — | ||
| Q3 25 | 87.8% | — | ||
| Q2 25 | -17.5% | — | ||
| Q1 25 | 15.5% | — | ||
| Q4 24 | 120.0% | — | ||
| Q3 24 | 36.7% | — | ||
| Q2 24 | 32.8% | — | ||
| Q1 24 | 7.9% | — |
| Q4 25 | 7.6% | — | ||
| Q3 25 | 1.8% | — | ||
| Q2 25 | 2.3% | — | ||
| Q1 25 | 1.8% | — | ||
| Q4 24 | 6.3% | — | ||
| Q3 24 | 1.1% | — | ||
| Q2 24 | 0.4% | — | ||
| Q1 24 | 1.0% | — |
| Q4 25 | 3.53× | — | ||
| Q3 25 | 3.01× | — | ||
| Q2 25 | -0.47× | — | ||
| Q1 25 | 0.56× | — | ||
| Q4 24 | 4.83× | — | ||
| Q3 24 | 3.19× | — | ||
| Q2 24 | 1.13× | — | ||
| Q1 24 | 0.24× | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
OBT
Segment breakdown not available.
SEG
| Sponsorships Events And Entertainment | $12.5M | 43% |
| Hospitality | $12.2M | 41% |
| Rental | $4.1M | 14% |
| Other | $631.0K | 2% |
