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Side-by-side financial comparison of OLB GROUP, INC. (OLB) and PureCycle Technologies, Inc. (PCT). Click either name above to swap in a different company.
PureCycle Technologies, Inc. is the larger business by last-quarter revenue ($2.7M vs $1.8M, roughly 1.5× OLB GROUP, INC.). OLB GROUP, INC. runs the higher net margin — -83.7% vs -697.1%, a 613.4% gap on every dollar of revenue.
OLB Group, Inc. is a global financial technology provider offering omnichannel payment processing solutions, e-commerce enablement tools, and digital banking services for small and medium-sized enterprises across North America, Europe, and key Asia-Pacific markets. Its core segments include merchant services, crypto payment integration, and cloud-based business management platforms.
PureCycle Technologies, Inc. is a sustainable materials firm with proprietary advanced polypropylene recycling technology. It converts contaminated polypropylene waste into high-purity virgin-equivalent resin for use in consumer goods, automotive parts, packaging and industrial products, serving global partners.
OLB vs PCT — Head-to-Head
Income Statement — Q4 FY2025 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $1.8M | $2.7M |
| Net Profit | $-1.5M | $-18.8M |
| Gross Margin | — | — |
| Operating Margin | -83.7% | -2196.1% |
| Net Margin | -83.7% | -697.1% |
| Revenue YoY | -35.2% | — |
| Net Profit YoY | 67.5% | 71.0% |
| EPS (diluted) | $-0.48 | $-0.14 |
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 | $1.8M | $2.7M | ||
| Q3 25 | $2.3M | $2.4M | ||
| Q2 25 | $2.3M | $1.6M | ||
| Q1 25 | $2.3M | $1.6M | ||
| Q4 24 | $2.7M | $0 | ||
| Q3 24 | $3.1M | $0 | ||
| Q2 24 | $3.5M | $0 | ||
| Q1 24 | $3.5M | $0 |
| Q4 25 | $-1.5M | $-18.8M | ||
| Q3 25 | $-1.2M | $-28.4M | ||
| Q2 25 | $-2.1M | $-144.2M | ||
| Q1 25 | $-1.1M | $8.8M | ||
| Q4 24 | $-4.6M | $-64.7M | ||
| Q3 24 | $-1.6M | $-90.6M | ||
| Q2 24 | $-2.6M | $-48.2M | ||
| Q1 24 | $-2.4M | $-85.6M |
| Q4 25 | -83.7% | -2196.1% | ||
| Q3 25 | -49.1% | -1602.2% | ||
| Q2 25 | -74.8% | -2763.5% | ||
| Q1 25 | -36.6% | -2387.4% | ||
| Q4 24 | -166.0% | — | ||
| Q3 24 | -52.9% | — | ||
| Q2 24 | -74.3% | — | ||
| Q1 24 | -82.6% | — |
| Q4 25 | -83.7% | -697.1% | ||
| Q3 25 | -50.8% | -1167.5% | ||
| Q2 25 | -93.7% | -8741.8% | ||
| Q1 25 | -46.9% | 559.0% | ||
| Q4 24 | -167.1% | — | ||
| Q3 24 | -52.9% | — | ||
| Q2 24 | -75.2% | — | ||
| Q1 24 | -67.8% | — |
| Q4 25 | $-0.48 | $-0.14 | ||
| Q3 25 | $-0.13 | $-0.31 | ||
| Q2 25 | $-0.66 | $-0.81 | ||
| Q1 25 | $-0.47 | $0.05 | ||
| Q4 24 | $-3.55 | $-0.40 | ||
| Q3 24 | $-0.92 | $-0.54 | ||
| Q2 24 | $-1.49 | $-0.29 | ||
| Q1 24 | $-0.14 | $-0.52 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | — | $156.7M |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | $4.6M | $45.9M |
| Total Assets | $12.3M | $922.7M |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | — | $156.7M | ||
| Q3 25 | — | $234.4M | ||
| Q2 25 | — | $284.1M | ||
| Q1 25 | $29.3K | $22.5M | ||
| Q4 24 | $27.4K | $15.7M | ||
| Q3 24 | $41.3K | $83.7M | ||
| Q2 24 | $53.3K | $10.9M | ||
| Q1 24 | $3.3K | $25.0M |
| Q4 25 | $4.6M | $45.9M | ||
| Q3 25 | $5.3M | $68.2M | ||
| Q2 25 | $6.4M | $98.9M | ||
| Q1 25 | $2.3M | $238.2M | ||
| Q4 24 | $3.2M | $180.4M | ||
| Q3 24 | $6.7M | $241.4M | ||
| Q2 24 | $8.3M | $291.6M | ||
| Q1 24 | $11.0M | $336.8M |
| Q4 25 | $12.3M | $922.7M | ||
| Q3 25 | $12.2M | $989.1M | ||
| Q2 25 | $12.4M | $1.0B | ||
| Q1 25 | $12.5M | $787.3M | ||
| Q4 24 | $12.7M | $798.4M | ||
| Q3 24 | $15.9M | $788.8M | ||
| Q2 24 | $16.6M | $719.8M | ||
| Q1 24 | $18.3M | $734.0M |
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 | $-1.3M | $-28.7M |
| Free Cash FlowOCF − Capex | — | $-42.0M |
| FCF MarginFCF / Revenue | — | -1559.6% |
| Capex IntensityCapex / Revenue | — | 495.1% |
| Cash ConversionOCF / Net Profit | — | — |
| TTM Free Cash FlowTrailing 4 quarters | — | $-183.6M |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $-1.3M | $-28.7M | ||
| Q3 25 | $-115.5K | $-38.5M | ||
| Q2 25 | $-1.0M | $-36.7M | ||
| Q1 25 | $-155.8K | $-38.9M | ||
| Q4 24 | $-2.6M | $-31.8M | ||
| Q3 24 | $-376.7K | $-33.4M | ||
| Q2 24 | $-785.5K | $-40.4M | ||
| Q1 24 | $-424.7K | $-39.2M |
| Q4 25 | — | $-42.0M | ||
| Q3 25 | — | $-42.4M | ||
| Q2 25 | — | $-45.3M | ||
| Q1 25 | — | $-53.9M | ||
| Q4 24 | — | $-53.4M | ||
| Q3 24 | — | $-42.6M | ||
| Q2 24 | — | $-50.8M | ||
| Q1 24 | — | $-53.5M |
| Q4 25 | — | -1559.6% | ||
| Q3 25 | — | -1743.1% | ||
| Q2 25 | — | -2747.1% | ||
| Q1 25 | — | -3409.6% | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | — | 495.1% | ||
| Q3 25 | — | 160.3% | ||
| Q2 25 | — | 521.5% | ||
| Q1 25 | — | 949.6% | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | -4.40× | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
OLB
| Transaction And Processing Fees | $1.7M | 94% |
| Other | $99.2K | 6% |
PCT
Segment breakdown not available.
