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Side-by-side financial comparison of Hyperliquid Strategies Inc (PURR) and TAO Synergies Inc. (TAOX). Click either name above to swap in a different company.
Hyperliquid Strategies Inc is the larger business by last-quarter revenue ($500.0K vs $203.4K, roughly 2.5× TAO Synergies Inc.). TAO Synergies Inc. runs the higher net margin — -1929.1% vs -60892.6%, a 58963.5% gap on every dollar of revenue.
Tao Group Hospitality is an American restaurant and nightlife conglomerate founded in 2009 and headquartered in New York City. The group, whose roots can be traced to as early as 2000, presently owns and operates restaurants, nightclubs, dayclubs, private event venues, and food delivery services under 44 brands.
PURR vs TAOX — Head-to-Head
Income Statement — Q4 FY2025 vs Q3 FY2025
| Metric | | |
|---|---|---|
| Revenue | $500.0K | $203.4K |
| Net Profit | $-304.5M | $-3.9M |
| Gross Margin | — | — |
| Operating Margin | -57509.2% | -884.8% |
| Net Margin | -60892.6% | -1929.1% |
| Revenue YoY | — | — |
| Net Profit YoY | — | 31.7% |
| EPS (diluted) | $-7.43 | $-1.56 |
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 | $500.0K | — | ||
| Q3 25 | — | $203.4K |
| Q4 25 | $-304.5M | — | ||
| Q3 25 | — | $-3.9M |
| Q4 25 | -57509.2% | — | ||
| Q3 25 | — | -884.8% |
| Q4 25 | -60892.6% | — | ||
| Q3 25 | — | -1929.1% |
| Q4 25 | $-7.43 | — | ||
| Q3 25 | — | $-1.56 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $281.9M | — |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | $589.8M | $16.1M |
| Total Assets | $616.6M | $18.4M |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $281.9M | — | ||
| Q3 25 | — | — |
| Q4 25 | $589.8M | — | ||
| Q3 25 | — | $16.1M |
| Q4 25 | $616.6M | — | ||
| Q3 25 | — | $18.4M |
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 | — | $-1.2M |
| Free Cash FlowOCF − Capex | — | — |
| FCF MarginFCF / Revenue | — | — |
| Capex IntensityCapex / Revenue | — | — |
| Cash ConversionOCF / Net Profit | — | — |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | — | — | ||
| Q3 25 | — | $-1.2M |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
