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Side-by-side financial comparison of PCB BANCORP (PCB) and Urgent.ly Inc. (ULY). Click either name above to swap in a different company.
Urgent.ly Inc. is the larger business by last-quarter revenue ($33.3M vs $29.2M, roughly 1.1× PCB BANCORP). On growth, PCB BANCORP posted the faster year-over-year revenue change (11.3% vs 3.9%). Over the past eight quarters, PCB BANCORP's revenue compounded faster (10.4% CAGR vs -8.9%).
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.
Urgent.ly is a roadside assistance and mobility assistance technology company that was founded in May 2013 and is based in Vienna, Virginia. It operates in North America, Europe, Asia, and Australia.
PCB vs ULY — Head-to-Head
Income Statement — Q4 FY2025 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $29.2M | $33.3M |
| Net Profit | — | $-4.2M |
| Gross Margin | — | 26.3% |
| Operating Margin | 45.0% | -7.5% |
| Net Margin | — | -12.5% |
| Revenue YoY | 11.3% | 3.9% |
| Net Profit YoY | — | 52.5% |
| EPS (diluted) | $0.65 | $-0.87 |
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 | $33.3M | ||
| Q3 25 | $30.4M | $32.9M | ||
| Q2 25 | $29.3M | $31.7M | ||
| Q1 25 | $26.9M | $31.3M | ||
| Q4 24 | $26.2M | $32.0M | ||
| Q3 24 | $25.3M | $36.2M | ||
| Q2 24 | $24.2M | $34.5M | ||
| Q1 24 | $23.9M | $40.1M |
| Q4 25 | — | $-4.2M | ||
| Q3 25 | $11.4M | $-5.2M | ||
| Q2 25 | $9.1M | $-5.6M | ||
| Q1 25 | $7.7M | $-5.5M | ||
| Q4 24 | — | $-8.7M | ||
| Q3 24 | $7.8M | $-10.6M | ||
| Q2 24 | $6.3M | $-11.7M | ||
| Q1 24 | $4.7M | $-13.0M |
| Q4 25 | — | 26.3% | ||
| Q3 25 | — | 24.6% | ||
| Q2 25 | — | 25.0% | ||
| Q1 25 | — | 25.5% | ||
| Q4 24 | — | 22.2% | ||
| Q3 24 | — | 21.4% | ||
| Q2 24 | — | 21.2% | ||
| Q1 24 | — | 23.3% |
| Q4 25 | 45.0% | -7.5% | ||
| Q3 25 | 52.3% | -5.4% | ||
| Q2 25 | 43.3% | -6.8% | ||
| Q1 25 | 40.2% | -7.8% | ||
| Q4 24 | 39.3% | -14.4% | ||
| Q3 24 | 42.2% | -16.3% | ||
| Q2 24 | 36.3% | -24.1% | ||
| Q1 24 | 27.2% | -20.8% |
| Q4 25 | — | -12.5% | ||
| Q3 25 | 37.5% | -15.7% | ||
| Q2 25 | 31.0% | -17.7% | ||
| Q1 25 | 28.8% | -17.5% | ||
| Q4 24 | — | -27.3% | ||
| Q3 24 | 30.8% | -29.3% | ||
| Q2 24 | 25.9% | -33.8% | ||
| Q1 24 | 19.6% | -32.5% |
| Q4 25 | $0.65 | $-0.87 | ||
| Q3 25 | $0.78 | $-3.63 | ||
| Q2 25 | $0.62 | $-4.50 | ||
| Q1 25 | $0.53 | $-4.69 | ||
| Q4 24 | $0.46 | $-7.75 | ||
| Q3 24 | $0.52 | $-9.49 | ||
| Q2 24 | $0.43 | $-10.43 | ||
| Q1 24 | $0.33 | $-11.69 |
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 | $5.2M |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | $390.0M | $-46.4M |
| Total Assets | $3.3B | $43.7M |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $207.1M | $5.2M | ||
| Q3 25 | $369.5M | $3.9M | ||
| Q2 25 | $263.6M | $4.7M | ||
| Q1 25 | $214.3M | $6.3M | ||
| Q4 24 | $198.8M | $14.1M | ||
| Q3 24 | $193.1M | $17.1M | ||
| Q2 24 | $177.6M | $29.0M | ||
| Q1 24 | $239.8M | $40.4M |
| Q4 25 | $390.0M | $-46.4M | ||
| Q3 25 | $384.5M | $-45.2M | ||
| Q2 25 | $376.5M | $-41.3M | ||
| Q1 25 | $370.9M | $-36.1M | ||
| Q4 24 | $363.8M | $-31.7M | ||
| Q3 24 | $362.3M | $-23.5M | ||
| Q2 24 | $353.5M | $-13.9M | ||
| Q1 24 | $350.0M | $-2.7M |
| Q4 25 | $3.3B | $43.7M | ||
| Q3 25 | $3.4B | $42.8M | ||
| Q2 25 | $3.3B | $40.2M | ||
| Q1 25 | $3.2B | $46.4M | ||
| Q4 24 | $3.1B | $54.1M | ||
| Q3 24 | $2.9B | $59.9M | ||
| Q2 24 | $2.9B | $70.8M | ||
| Q1 24 | $2.9B | $83.4M |
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 | $-1.8M |
| 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 | $-1.8M | ||
| Q3 25 | $16.4M | $-3.4M | ||
| Q2 25 | $4.9M | $3.0M | ||
| Q1 25 | $2.3M | $-5.2M | ||
| Q4 24 | $39.0M | $-1.9M | ||
| Q3 24 | $11.9M | $-8.7M | ||
| Q2 24 | $14.6M | $-10.4M | ||
| Q1 24 | $8.2M | $-9.7M |
| 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.
