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Side-by-side financial comparison of OHIO VALLEY BANC CORP (OVBC) and Verastem, Inc. (VSTM). Click either name above to swap in a different company.
OHIO VALLEY BANC CORP is the larger business by last-quarter revenue ($16.2M vs $11.2M, roughly 1.4× Verastem, Inc.). OHIO VALLEY BANC CORP runs the higher net margin — 24.4% vs -876.3%, a 900.8% gap on every dollar of revenue.
Valley National Bank of Arizona was a bank based in Phoenix, Arizona, founded in 1900 and acquired by Bank One in 1992. The bank was one of Arizona's leading financial institutions during the 20th century and the last major independent bank in Arizona at the time of its acquisition.
Verastem, Inc., doing business as Verastem Oncology, is an American pharmaceutical company that develops medicines to treat certain cancers. Headquartered and founded in Boston, Massachusetts, the firm is a member of NASDAQ Biotechnology Index.
OVBC vs VSTM — Head-to-Head
Income Statement — Q4 FY2025 vs Q3 FY2025
| Metric | | |
|---|---|---|
| Revenue | $16.2M | $11.2M |
| Net Profit | $4.0M | $-98.5M |
| Gross Margin | — | — |
| Operating Margin | 30.7% | -362.2% |
| Net Margin | 24.4% | -876.3% |
| Revenue YoY | -4.6% | — |
| Net Profit YoY | 57.3% | -311.1% |
| EPS (diluted) | — | $-1.35 |
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 | $16.2M | — | ||
| Q3 25 | $16.3M | $11.2M | ||
| Q2 25 | $17.4M | $2.1M | ||
| Q1 25 | $16.8M | — | ||
| Q4 24 | $17.0M | — | ||
| Q3 24 | $15.4M | $0 | ||
| Q2 24 | $14.7M | $10.0M | ||
| Q1 24 | $14.9M | — |
| Q4 25 | $4.0M | — | ||
| Q3 25 | $3.0M | $-98.5M | ||
| Q2 25 | $4.2M | $-25.9M | ||
| Q1 25 | $4.4M | — | ||
| Q4 24 | $2.5M | — | ||
| Q3 24 | $2.7M | $-24.0M | ||
| Q2 24 | $3.0M | $-8.3M | ||
| Q1 24 | $2.8M | — |
| Q4 25 | 30.7% | — | ||
| Q3 25 | 22.9% | -362.2% | ||
| Q2 25 | 29.8% | -2047.9% | ||
| Q1 25 | 33.1% | — | ||
| Q4 24 | 18.1% | — | ||
| Q3 24 | 21.3% | — | ||
| Q2 24 | 24.7% | -182.8% | ||
| Q1 24 | 22.8% | — |
| Q4 25 | 24.4% | — | ||
| Q3 25 | 18.5% | -876.3% | ||
| Q2 25 | 24.2% | -1213.6% | ||
| Q1 25 | 26.2% | — | ||
| Q4 24 | 14.8% | — | ||
| Q3 24 | 17.6% | — | ||
| Q2 24 | 20.3% | -82.6% | ||
| Q1 24 | 18.8% | — |
| Q4 25 | — | — | ||
| Q3 25 | — | $-1.35 | ||
| Q2 25 | — | $-0.62 | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | $-0.60 | ||
| Q2 24 | — | $-0.31 | ||
| Q1 24 | — | — |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $45.9M | $137.7M |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | $170.3M | $-15.5M |
| Total Assets | $1.6B | $176.9M |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $45.9M | — | ||
| Q3 25 | $89.3M | $137.7M | ||
| Q2 25 | $54.6M | $164.3M | ||
| Q1 25 | $120.6M | — | ||
| Q4 24 | $83.1M | — | ||
| Q3 24 | $82.2M | $113.2M | ||
| Q2 24 | $107.7M | $83.4M | ||
| Q1 24 | $129.1M | — |
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | $40.5M | ||
| Q2 24 | — | $40.3M | ||
| Q1 24 | — | — |
| Q4 25 | $170.3M | — | ||
| Q3 25 | $164.4M | $-15.5M | ||
| Q2 25 | $160.8M | $36.1M | ||
| Q1 25 | $155.7M | — | ||
| Q4 24 | $150.3M | — | ||
| Q3 24 | $152.2M | $11.1M | ||
| Q2 24 | $145.8M | $18.9M | ||
| Q1 24 | $145.8M | — |
| Q4 25 | $1.6B | — | ||
| Q3 25 | $1.6B | $176.9M | ||
| Q2 25 | $1.5B | $196.3M | ||
| Q1 25 | $1.5B | — | ||
| Q4 24 | $1.5B | — | ||
| Q3 24 | $1.5B | $126.4M | ||
| Q2 24 | $1.4B | $105.7M | ||
| Q1 24 | $1.4B | — |
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | 3.66× | ||
| Q2 24 | — | 2.14× | ||
| 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 | $18.1M | $-36.2M |
| Free Cash FlowOCF − Capex | $17.0M | — |
| FCF MarginFCF / Revenue | 105.2% | — |
| Capex IntensityCapex / Revenue | 6.4% | — |
| Cash ConversionOCF / Net Profit | 4.57× | — |
| TTM Free Cash FlowTrailing 4 quarters | $26.5M | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $18.1M | — | ||
| Q3 25 | $5.3M | $-36.2M | ||
| Q2 25 | $4.5M | $-32.7M | ||
| Q1 25 | $496.0K | — | ||
| Q4 24 | $13.1M | — | ||
| Q3 24 | $5.6M | $-23.8M | ||
| Q2 24 | $4.2M | $-27.6M | ||
| Q1 24 | $928.0K | — |
| Q4 25 | $17.0M | — | ||
| Q3 25 | $5.0M | — | ||
| Q2 25 | $4.4M | — | ||
| Q1 25 | $138.0K | — | ||
| Q4 24 | $11.7M | — | ||
| Q3 24 | $5.4M | — | ||
| Q2 24 | $3.9M | $-27.6M | ||
| Q1 24 | $234.0K | — |
| Q4 25 | 105.2% | — | ||
| Q3 25 | 30.4% | — | ||
| Q2 25 | 25.1% | — | ||
| Q1 25 | 0.8% | — | ||
| Q4 24 | 68.7% | — | ||
| Q3 24 | 35.1% | — | ||
| Q2 24 | 26.3% | -275.8% | ||
| Q1 24 | 1.6% | — |
| Q4 25 | 6.4% | — | ||
| Q3 25 | 2.1% | — | ||
| Q2 25 | 0.6% | — | ||
| Q1 25 | 2.1% | — | ||
| Q4 24 | 8.4% | — | ||
| Q3 24 | 1.2% | — | ||
| Q2 24 | 2.2% | 0.1% | ||
| Q1 24 | 4.7% | — |
| Q4 25 | 4.57× | — | ||
| Q3 25 | 1.75× | — | ||
| Q2 25 | 1.06× | — | ||
| Q1 25 | 0.11× | — | ||
| Q4 24 | 5.21× | — | ||
| Q3 24 | 2.06× | — | ||
| Q2 24 | 1.41× | — | ||
| Q1 24 | 0.33× | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
