vs
Side-by-side financial comparison of PCB BANCORP (PCB) and TRX GOLD Corp (TRX). Click either name above to swap in a different company.
PCB BANCORP is the larger business by last-quarter revenue ($29.2M vs $25.1M, roughly 1.2× TRX GOLD Corp). On growth, TRX GOLD Corp posted the faster year-over-year revenue change (100.5% vs 11.3%). Over the past eight quarters, TRX GOLD Corp's revenue compounded faster (64.2% CAGR vs 10.4%).
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.
TRX Gold Corp is a mineral exploration and development firm primarily engaged in the identification, evaluation, and development of gold resource assets. It conducts most of its operations in East Africa, with core project holdings in Tanzania, targeting high-grade deposits to deliver sustainable production and stakeholder value.
PCB vs TRX — Head-to-Head
Income Statement — Q4 FY2025 vs Q1 FY2026
| Metric | | |
|---|---|---|
| Revenue | $29.2M | $25.1M |
| Net Profit | — | $-496.0K |
| Gross Margin | — | 56.6% |
| Operating Margin | 45.0% | — |
| Net Margin | — | -2.0% |
| Revenue YoY | 11.3% | 100.5% |
| Net Profit YoY | — | -123.2% |
| EPS (diluted) | $0.65 | $-0.01 |
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 | $25.1M | ||
| Q3 25 | $30.4M | — | ||
| Q2 25 | $29.3M | $12.5M | ||
| Q1 25 | $26.9M | $9.1M | ||
| Q4 24 | $26.2M | $12.5M | ||
| Q3 24 | $25.3M | — | ||
| Q2 24 | $24.2M | $10.1M | ||
| Q1 24 | $23.9M | $8.0M |
| Q4 25 | — | $-496.0K | ||
| Q3 25 | $11.4M | — | ||
| Q2 25 | $9.1M | $1.1M | ||
| Q1 25 | $7.7M | $-1.9M | ||
| Q4 24 | — | $2.1M | ||
| Q3 24 | $7.8M | — | ||
| Q2 24 | $6.3M | $-1.7M | ||
| Q1 24 | $4.7M | $1.9M |
| Q4 25 | — | 56.6% | ||
| Q3 25 | — | — | ||
| Q2 25 | — | 35.1% | ||
| Q1 25 | — | 23.5% | ||
| Q4 24 | — | 38.6% | ||
| Q3 24 | — | — | ||
| Q2 24 | — | 42.9% | ||
| Q1 24 | — | 41.0% |
| Q4 25 | 45.0% | — | ||
| Q3 25 | 52.3% | — | ||
| Q2 25 | 43.3% | — | ||
| Q1 25 | 40.2% | — | ||
| Q4 24 | 39.3% | — | ||
| Q3 24 | 42.2% | — | ||
| Q2 24 | 36.3% | — | ||
| Q1 24 | 27.2% | — |
| Q4 25 | — | -2.0% | ||
| Q3 25 | 37.5% | — | ||
| Q2 25 | 31.0% | 8.9% | ||
| Q1 25 | 28.8% | -21.3% | ||
| Q4 24 | — | 17.1% | ||
| Q3 24 | 30.8% | — | ||
| Q2 24 | 25.9% | -16.3% | ||
| Q1 24 | 19.6% | 24.1% |
| Q4 25 | $0.65 | $-0.01 | ||
| Q3 25 | $0.78 | — | ||
| Q2 25 | $0.62 | $0.00 | ||
| Q1 25 | $0.53 | $-0.01 | ||
| Q4 24 | $0.46 | $0.00 | ||
| Q3 24 | $0.52 | — | ||
| Q2 24 | $0.43 | $-0.01 | ||
| Q1 24 | $0.33 | $0.00 |
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 | $9.2M |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | $390.0M | $74.5M |
| Total Assets | $3.3B | $129.6M |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $207.1M | $9.2M | ||
| Q3 25 | $369.5M | — | ||
| Q2 25 | $263.6M | $3.6M | ||
| Q1 25 | $214.3M | $6.0M | ||
| Q4 24 | $198.8M | $6.8M | ||
| Q3 24 | $193.1M | — | ||
| Q2 24 | $177.6M | $7.7M | ||
| Q1 24 | $239.8M | $8.0M |
| Q4 25 | $390.0M | $74.5M | ||
| Q3 25 | $384.5M | — | ||
| Q2 25 | $376.5M | $69.0M | ||
| Q1 25 | $370.9M | $67.5M | ||
| Q4 24 | $363.8M | $68.4M | ||
| Q3 24 | $362.3M | — | ||
| Q2 24 | $353.5M | $62.5M | ||
| Q1 24 | $350.0M | $63.9M |
| Q4 25 | $3.3B | $129.6M | ||
| Q3 25 | $3.4B | — | ||
| Q2 25 | $3.3B | $112.3M | ||
| Q1 25 | $3.2B | $106.7M | ||
| Q4 24 | $3.1B | $102.6M | ||
| Q3 24 | $2.9B | — | ||
| Q2 24 | $2.9B | $92.6M | ||
| Q1 24 | $2.9B | $88.2M |
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 | $4.0M |
| 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 | $4.0M | ||
| Q3 25 | $16.4M | — | ||
| Q2 25 | $4.9M | $3.4M | ||
| Q1 25 | $2.3M | $2.0M | ||
| Q4 24 | $39.0M | $2.4M | ||
| Q3 24 | $11.9M | — | ||
| Q2 24 | $14.6M | $3.1M | ||
| Q1 24 | $8.2M | $1.0M |
| 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× | 3.10× | ||
| Q1 25 | 0.30× | — | ||
| Q4 24 | — | 1.11× | ||
| Q3 24 | 1.52× | — | ||
| Q2 24 | 2.33× | — | ||
| Q1 24 | 1.76× | 0.54× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
