vs
Side-by-side financial comparison of OLB GROUP, INC. (OLB) and United Maritime Corp (USEA). Click either name above to swap in a different company.
United Maritime Corp is the larger business by last-quarter revenue ($1.8M vs $1.8M, roughly 1.0× OLB GROUP, INC.). United Maritime Corp runs the higher net margin — 59.6% vs -83.7%, a 143.3% 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.
Navios Maritime Holdings Inc. is a multinational, vertically integrated seaborne shipping and logistics company focused on the transport and transshipment of drybulk commodities including iron ore, coal and grain.
OLB vs USEA — Head-to-Head
Income Statement — Q4 FY2025 vs Q3 FY2025
| Metric | | |
|---|---|---|
| Revenue | $1.8M | $1.8M |
| Net Profit | $-1.5M | $1.1M |
| Gross Margin | — | — |
| Operating Margin | -83.7% | — |
| Net Margin | -83.7% | 59.6% |
| Revenue YoY | -35.2% | — |
| Net Profit YoY | 67.5% | — |
| EPS (diluted) | $-0.48 | $0.13 |
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 | — | ||
| Q3 25 | $2.3M | $1.8M | ||
| Q2 25 | $2.3M | — | ||
| Q1 25 | $2.3M | — | ||
| Q4 24 | $2.7M | — | ||
| Q3 24 | $3.1M | — | ||
| Q2 24 | $3.5M | — | ||
| Q1 24 | $3.5M | — |
| Q4 25 | $-1.5M | — | ||
| Q3 25 | $-1.2M | $1.1M | ||
| Q2 25 | $-2.1M | — | ||
| Q1 25 | $-1.1M | — | ||
| Q4 24 | $-4.6M | — | ||
| Q3 24 | $-1.6M | — | ||
| Q2 24 | $-2.6M | — | ||
| Q1 24 | $-2.4M | — |
| Q4 25 | -83.7% | — | ||
| Q3 25 | -49.1% | — | ||
| Q2 25 | -74.8% | — | ||
| Q1 25 | -36.6% | — | ||
| Q4 24 | -166.0% | — | ||
| Q3 24 | -52.9% | — | ||
| Q2 24 | -74.3% | — | ||
| Q1 24 | -82.6% | — |
| Q4 25 | -83.7% | — | ||
| Q3 25 | -50.8% | 59.6% | ||
| Q2 25 | -93.7% | — | ||
| Q1 25 | -46.9% | — | ||
| Q4 24 | -167.1% | — | ||
| Q3 24 | -52.9% | — | ||
| Q2 24 | -75.2% | — | ||
| Q1 24 | -67.8% | — |
| Q4 25 | $-0.48 | — | ||
| Q3 25 | $-0.13 | $0.13 | ||
| Q2 25 | $-0.66 | — | ||
| Q1 25 | $-0.47 | — | ||
| Q4 24 | $-3.55 | — | ||
| Q3 24 | $-0.92 | — | ||
| Q2 24 | $-1.49 | — | ||
| Q1 24 | $-0.14 | — |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | — | $19.7M |
| Total DebtLower is stronger | — | $49.5M |
| Stockholders' EquityBook value | $4.6M | $57.5M |
| Total Assets | $12.3M | $144.2M |
| Debt / EquityLower = less leverage | — | 0.86× |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | — | — | ||
| Q3 25 | — | $19.7M | ||
| Q2 25 | — | — | ||
| Q1 25 | $29.3K | — | ||
| Q4 24 | $27.4K | — | ||
| Q3 24 | $41.3K | — | ||
| Q2 24 | $53.3K | — | ||
| Q1 24 | $3.3K | — |
| Q4 25 | — | — | ||
| Q3 25 | — | $49.5M | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | $4.6M | — | ||
| Q3 25 | $5.3M | $57.5M | ||
| Q2 25 | $6.4M | — | ||
| Q1 25 | $2.3M | — | ||
| Q4 24 | $3.2M | — | ||
| Q3 24 | $6.7M | — | ||
| Q2 24 | $8.3M | — | ||
| Q1 24 | $11.0M | — |
| Q4 25 | $12.3M | — | ||
| Q3 25 | $12.2M | $144.2M | ||
| Q2 25 | $12.4M | — | ||
| Q1 25 | $12.5M | — | ||
| Q4 24 | $12.7M | — | ||
| Q3 24 | $15.9M | — | ||
| Q2 24 | $16.6M | — | ||
| Q1 24 | $18.3M | — |
| Q4 25 | — | — | ||
| Q3 25 | — | 0.86× | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| 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 | $-1.3M | $-444.0K |
| Free Cash FlowOCF − Capex | — | $-477.0K |
| FCF MarginFCF / Revenue | — | -26.1% |
| Capex IntensityCapex / Revenue | — | 1.8% |
| Cash ConversionOCF / Net Profit | — | -0.41× |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $-1.3M | — | ||
| Q3 25 | $-115.5K | $-444.0K | ||
| Q2 25 | $-1.0M | — | ||
| Q1 25 | $-155.8K | — | ||
| Q4 24 | $-2.6M | — | ||
| Q3 24 | $-376.7K | — | ||
| Q2 24 | $-785.5K | — | ||
| Q1 24 | $-424.7K | — |
| Q4 25 | — | — | ||
| Q3 25 | — | $-477.0K | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | — | — | ||
| Q3 25 | — | -26.1% | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | — | — | ||
| Q3 25 | — | 1.8% | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | — | — | ||
| Q3 25 | — | -0.41× | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| 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% |
USEA
Segment breakdown not available.
