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Side-by-side financial comparison of Owlet, Inc. (OWLT) and Performance Shipping Inc. (PSHG). Click either name above to swap in a different company.
Performance Shipping Inc. is the larger business by last-quarter revenue ($39.5M vs $26.6M, roughly 1.5× Owlet, Inc.). Performance Shipping Inc. runs the higher net margin — 97.5% vs -34.6%, a 132.1% gap on every dollar of revenue. On growth, Owlet, Inc. posted the faster year-over-year revenue change (29.6% vs -7.9%).
Owlet, Inc. is a pediatric health technology firm that develops smart wearable monitoring products for infants, most notably its signature smart sock that tracks real-time heart rate, oxygen levels, and sleep metrics. It serves global consumer markets across North America, Europe, and Asia-Pacific, distributing products via direct-to-consumer e-commerce and partnered retail outlets, focused on supporting parental peace of mind and infant health safety.
Azerbaijan Caspian Shipping Closed Joint-Stock Company is a state-owned Azerbaijani shipping company. It is also known by its Russian-derived abbreviation CASPAR.
OWLT vs PSHG — Head-to-Head
Income Statement — Q4 FY2025 vs Q2 FY2025
| Metric | | |
|---|---|---|
| Revenue | $26.6M | $39.5M |
| Net Profit | $-9.2M | $38.5M |
| Gross Margin | 47.6% | — |
| Operating Margin | -18.4% | 93.3% |
| Net Margin | -34.6% | 97.5% |
| Revenue YoY | 29.6% | -7.9% |
| Net Profit YoY | -1.5% | 78.1% |
| EPS (diluted) | — | $1.00 |
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 | $26.6M | — | ||
| Q3 25 | $32.0M | — | ||
| Q2 25 | $26.1M | $39.5M | ||
| Q1 25 | $21.1M | — | ||
| Q4 24 | $20.5M | — | ||
| Q3 24 | $22.1M | — | ||
| Q2 24 | $20.7M | $42.9M | ||
| Q1 24 | $14.8M | — |
| Q4 25 | $-9.2M | — | ||
| Q3 25 | $4.1M | — | ||
| Q2 25 | $-37.6M | $38.5M | ||
| Q1 25 | $3.0M | — | ||
| Q4 24 | $-9.1M | — | ||
| Q3 24 | $-5.6M | — | ||
| Q2 24 | $-1.1M | $21.6M | ||
| Q1 24 | $3.3M | — |
| Q4 25 | 47.6% | — | ||
| Q3 25 | 50.6% | — | ||
| Q2 25 | 51.3% | — | ||
| Q1 25 | 53.7% | — | ||
| Q4 24 | 53.5% | — | ||
| Q3 24 | 52.2% | — | ||
| Q2 24 | 49.5% | — | ||
| Q1 24 | 44.4% | — |
| Q4 25 | -18.4% | — | ||
| Q3 25 | 3.8% | — | ||
| Q2 25 | -7.4% | 93.3% | ||
| Q1 25 | -12.7% | — | ||
| Q4 24 | -36.2% | — | ||
| Q3 24 | -21.8% | — | ||
| Q2 24 | -10.8% | 49.1% | ||
| Q1 24 | -39.0% | — |
| Q4 25 | -34.6% | — | ||
| Q3 25 | 12.9% | — | ||
| Q2 25 | -144.4% | 97.5% | ||
| Q1 25 | 14.3% | — | ||
| Q4 24 | -44.2% | — | ||
| Q3 24 | -25.4% | — | ||
| Q2 24 | -5.5% | 50.4% | ||
| Q1 24 | 22.2% | — |
| Q4 25 | — | — | ||
| Q3 25 | $-0.06 | — | ||
| Q2 25 | $-2.37 | $1.00 | ||
| Q1 25 | $0.11 | — | ||
| Q4 24 | $-0.15 | — | ||
| Q3 24 | $-0.61 | — | ||
| Q2 24 | $-0.30 | $0.55 | ||
| Q1 24 | $-0.51 | — |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $35.5M | $95.8M |
| Total DebtLower is stronger | — | $43.7M |
| Stockholders' EquityBook value | $19.0M | $312.8M |
| Total Assets | $85.6M | $363.8M |
| Debt / EquityLower = less leverage | — | 0.14× |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $35.5M | — | ||
| Q3 25 | $23.8M | — | ||
| Q2 25 | $21.8M | $95.8M | ||
| Q1 25 | $16.3M | — | ||
| Q4 24 | $20.2M | — | ||
| Q3 24 | $21.6M | — | ||
| Q2 24 | $15.4M | $61.7M | ||
| Q1 24 | $18.4M | — |
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | $43.7M | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | $2.1M | $51.2M | ||
| Q1 24 | $4.0M | — |
| Q4 25 | $19.0M | — | ||
| Q3 25 | $-54.1M | — | ||
| Q2 25 | $-59.2M | $312.8M | ||
| Q1 25 | $-25.8M | — | ||
| Q4 24 | $-29.8M | — | ||
| Q3 24 | $-21.5M | — | ||
| Q2 24 | $-33.4M | $254.0M | ||
| Q1 24 | $-32.9M | — |
| Q4 25 | $85.6M | — | ||
| Q3 25 | $74.9M | — | ||
| Q2 25 | $63.5M | $363.8M | ||
| Q1 25 | $51.4M | — | ||
| Q4 24 | $49.5M | — | ||
| Q3 24 | $56.1M | — | ||
| Q2 24 | $45.9M | $310.5M | ||
| Q1 24 | $43.8M | — |
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | 0.14× | ||
| Q1 25 | — | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | 0.20× | ||
| 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 | $-452.0K | $26.8M |
| Free Cash FlowOCF − Capex | $-651.0K | — |
| FCF MarginFCF / Revenue | -2.5% | — |
| Capex IntensityCapex / Revenue | 0.7% | — |
| Cash ConversionOCF / Net Profit | — | 0.70× |
| TTM Free Cash FlowTrailing 4 quarters | $-11.1M | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $-452.0K | — | ||
| Q3 25 | $-2.2M | — | ||
| Q2 25 | $-2.2M | $26.8M | ||
| Q1 25 | $-5.9M | — | ||
| Q4 24 | $3.0M | — | ||
| Q3 24 | $-7.5M | — | ||
| Q2 24 | $-3.4M | $31.7M | ||
| Q1 24 | $-3.4M | — |
| Q4 25 | $-651.0K | — | ||
| Q3 25 | $-2.2M | — | ||
| Q2 25 | $-2.3M | — | ||
| Q1 25 | $-5.9M | — | ||
| Q4 24 | $3.0M | — | ||
| Q3 24 | $-7.5M | — | ||
| Q2 24 | $-3.4M | — | ||
| Q1 24 | — | — |
| Q4 25 | -2.5% | — | ||
| Q3 25 | -6.8% | — | ||
| Q2 25 | -8.8% | — | ||
| Q1 25 | -28.1% | — | ||
| Q4 24 | 14.5% | — | ||
| Q3 24 | -33.9% | — | ||
| Q2 24 | -16.3% | — | ||
| Q1 24 | — | — |
| Q4 25 | 0.7% | — | ||
| Q3 25 | 0.0% | — | ||
| Q2 25 | 0.2% | — | ||
| Q1 25 | 0.0% | — | ||
| Q4 24 | 0.2% | — | ||
| Q3 24 | 0.0% | — | ||
| Q2 24 | 0.0% | 0.0% | ||
| Q1 24 | 0.0% | — |
| Q4 25 | — | — | ||
| Q3 25 | -0.52× | — | ||
| Q2 25 | — | 0.70× | ||
| Q1 25 | -1.96× | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | 1.47× | ||
| Q1 24 | -1.03× | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
OWLT
| US | $22.7M | 85% |
| Non Us | $3.2M | 12% |
| Other | $651.0K | 2% |
PSHG
Segment breakdown not available.
