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Side-by-side financial comparison of PCB BANCORP (PCB) and Seaport Entertainment Group Inc. (SEG). Click either name above to swap in a different company.
Seaport Entertainment Group Inc. is the larger business by last-quarter revenue ($29.5M vs $29.2M, roughly 1.0× PCB BANCORP).
PCB Bank is an American community bank that focuses on the Korean-American community based in California and offers commercial banking services. It has branches in 8 states and is the third largest Korean American Bank after Bank of Hope and Hanmi Bank.
PCB vs SEG — Head-to-Head
Income Statement — Q4 FY2025 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $29.2M | $29.5M |
| Net Profit | — | $-36.9M |
| Gross Margin | — | — |
| Operating Margin | 45.0% | -120.5% |
| Net Margin | — | -125.0% |
| Revenue YoY | 11.3% | — |
| Net Profit YoY | — | — |
| EPS (diluted) | $0.65 | $-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 | $29.2M | $29.5M | ||
| Q3 25 | $30.4M | $45.0M | ||
| Q2 25 | $29.3M | $39.8M | ||
| Q1 25 | $26.9M | $16.1M | ||
| Q4 24 | $26.2M | — | ||
| Q3 24 | $25.3M | $39.4M | ||
| Q2 24 | $24.2M | $33.7M | ||
| Q1 24 | $23.9M | — |
| Q4 25 | — | $-36.9M | ||
| Q3 25 | $11.4M | $-33.2M | ||
| Q2 25 | $9.1M | $-14.8M | ||
| Q1 25 | $7.7M | $-31.9M | ||
| Q4 24 | — | — | ||
| Q3 24 | $7.8M | $-32.5M | ||
| Q2 24 | $6.3M | $-35.0M | ||
| Q1 24 | $4.7M | — |
| Q4 25 | 45.0% | -120.5% | ||
| Q3 25 | 52.3% | -75.2% | ||
| Q2 25 | 43.3% | -40.2% | ||
| Q1 25 | 40.2% | -203.5% | ||
| Q4 24 | 39.3% | — | ||
| Q3 24 | 42.2% | -51.0% | ||
| Q2 24 | 36.3% | -75.3% | ||
| Q1 24 | 27.2% | — |
| Q4 25 | — | -125.0% | ||
| Q3 25 | 37.5% | -73.7% | ||
| Q2 25 | 31.0% | -37.1% | ||
| Q1 25 | 28.8% | -198.4% | ||
| Q4 24 | — | — | ||
| Q3 24 | 30.8% | -82.5% | ||
| Q2 24 | 25.9% | -103.9% | ||
| Q1 24 | 19.6% | — |
| Q4 25 | $0.65 | $-2.90 | ||
| Q3 25 | $0.78 | $-2.61 | ||
| Q2 25 | $0.62 | $-1.16 | ||
| Q1 25 | $0.53 | $-2.51 | ||
| Q4 24 | $0.46 | — | ||
| Q3 24 | $0.52 | $-5.89 | ||
| Q2 24 | $0.43 | $-6.34 | ||
| Q1 24 | $0.33 | — |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $207.1M | $77.8M |
| Total DebtLower is stronger | — | $38.3M |
| Stockholders' EquityBook value | $390.0M | $456.5M |
| Total Assets | $3.3B | $650.1M |
| Debt / EquityLower = less leverage | — | 0.08× |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $207.1M | $77.8M | ||
| Q3 25 | $369.5M | $106.2M | ||
| Q2 25 | $263.6M | $123.3M | ||
| Q1 25 | $214.3M | $129.9M | ||
| Q4 24 | $198.8M | — | ||
| Q3 24 | $193.1M | $23.7M | ||
| Q2 24 | $177.6M | $3.3M | ||
| Q1 24 | $239.8M | — |
| 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 | $390.0M | $456.5M | ||
| Q3 25 | $384.5M | $485.8M | ||
| Q2 25 | $376.5M | $517.9M | ||
| Q1 25 | $370.9M | $531.2M | ||
| Q4 24 | $363.8M | — | ||
| Q3 24 | $362.3M | $433.8M | ||
| Q2 24 | $353.5M | $380.7M | ||
| Q1 24 | $350.0M | — |
| Q4 25 | $3.3B | $650.1M | ||
| Q3 25 | $3.4B | $699.1M | ||
| Q2 25 | $3.3B | $717.2M | ||
| Q1 25 | $3.2B | $718.4M | ||
| Q4 24 | $3.1B | — | ||
| Q3 24 | $2.9B | $622.8M | ||
| Q2 24 | $2.9B | $610.1M | ||
| Q1 24 | $2.9B | — |
| 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 | $26.6M | $-23.1M |
| Free Cash FlowOCF − Capex | $24.4M | — |
| FCF MarginFCF / Revenue | 83.6% | — |
| Capex IntensityCapex / Revenue | 7.5% | — |
| Cash ConversionOCF / Net Profit | — | — |
| TTM Free Cash FlowTrailing 4 quarters | $46.0M | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $26.6M | $-23.1M | ||
| Q3 25 | $16.4M | $-5.3M | ||
| Q2 25 | $4.9M | $-754.0K | ||
| Q1 25 | $2.3M | $-20.5M | ||
| Q4 24 | $39.0M | — | ||
| Q3 24 | $11.9M | $-8.8M | ||
| Q2 24 | $14.6M | — | ||
| Q1 24 | $8.2M | — |
| Q4 25 | $24.4M | — | ||
| Q3 25 | $16.2M | — | ||
| Q2 25 | $3.8M | — | ||
| Q1 25 | $1.6M | — | ||
| Q4 24 | $34.9M | — | ||
| Q3 24 | $11.9M | — | ||
| Q2 24 | $12.8M | — | ||
| Q1 24 | $6.0M | — |
| Q4 25 | 83.6% | — | ||
| Q3 25 | 53.2% | — | ||
| Q2 25 | 13.1% | — | ||
| Q1 25 | 6.0% | — | ||
| Q4 24 | 133.2% | — | ||
| Q3 24 | 46.8% | — | ||
| Q2 24 | 53.1% | — | ||
| Q1 24 | 25.2% | — |
| Q4 25 | 7.5% | — | ||
| Q3 25 | 0.8% | — | ||
| Q2 25 | 3.7% | — | ||
| Q1 25 | 2.8% | — | ||
| Q4 24 | 15.5% | — | ||
| Q3 24 | 0.1% | — | ||
| Q2 24 | 7.3% | — | ||
| Q1 24 | 9.3% | — |
| Q4 25 | — | — | ||
| Q3 25 | 1.44× | — | ||
| Q2 25 | 0.54× | — | ||
| Q1 25 | 0.30× | — | ||
| Q4 24 | — | — | ||
| Q3 24 | 1.52× | — | ||
| Q2 24 | 2.33× | — | ||
| Q1 24 | 1.76× | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
PCB
Segment breakdown not available.
SEG
| Sponsorships Events And Entertainment | $12.5M | 43% |
| Hospitality | $12.2M | 41% |
| Rental | $4.1M | 14% |
| Other | $631.0K | 2% |
