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Side-by-side financial comparison of Rhinebeck Bancorp, Inc. (RBKB) and REED'S, INC. (REED). Click either name above to swap in a different company.
Rhinebeck Bancorp, Inc. is the larger business by last-quarter revenue ($13.5M vs $7.5M, roughly 1.8× REED'S, INC.). Rhinebeck Bancorp, Inc. runs the higher net margin — 17.3% vs -50.5%, a 67.8% gap on every dollar of revenue. On growth, Rhinebeck Bancorp, Inc. posted the faster year-over-year revenue change (1701.1% vs -23.1%). Rhinebeck Bancorp, Inc. produced more free cash flow last quarter ($10.9M vs $-3.9M). Over the past eight quarters, Rhinebeck Bancorp, Inc.'s revenue compounded faster (14.0% CAGR vs -11.7%).
Rhinebeck Bancorp, Inc. is a US regional bank holding company based in New York. It operates Rhinebeck Bank, offering retail and commercial banking services including deposit accounts, loans, mortgages and wealth management, mainly serving consumers and small-to-medium businesses across New York's Hudson Valley region.
Waddell & Reed Financial, Inc. was an American asset management and financial planning company founded in 1937 in Kansas City, Missouri. It was a publicly traded company from 1998 to 2021, and briefly had its headquarters in Overland Park, Kansas, and was planning a move back to Downtown Kansas City before the company was sold. It operated asset management and distribution subsidiaries, including Ivy Investment Management Company and Waddell & Reed Investment Management Company.
RBKB vs REED — Head-to-Head
Income Statement — Q4 FY2025 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $13.5M | $7.5M |
| Net Profit | $2.3M | $-3.8M |
| Gross Margin | — | 20.4% |
| Operating Margin | 21.7% | -46.9% |
| Net Margin | 17.3% | -50.5% |
| Revenue YoY | 1701.1% | -23.1% |
| Net Profit YoY | 188.0% | 8.2% |
| EPS (diluted) | $0.21 | $-1.26 |
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 | $13.5M | $7.5M | ||
| Q3 25 | $14.0M | $7.0M | ||
| Q2 25 | $13.1M | $9.5M | ||
| Q1 25 | $12.8M | $10.0M | ||
| Q4 24 | $750.0K | $9.7M | ||
| Q3 24 | $773.0K | $6.8M | ||
| Q2 24 | $10.7M | $11.9M | ||
| Q1 24 | $10.4M | $9.6M |
| Q4 25 | $2.3M | $-3.8M | ||
| Q3 25 | $2.7M | $-4.0M | ||
| Q2 25 | $2.7M | $-6.0M | ||
| Q1 25 | $2.3M | $-2.0M | ||
| Q4 24 | $-2.7M | $-4.1M | ||
| Q3 24 | $-8.1M | $-4.2M | ||
| Q2 24 | $975.0K | $-3.2M | ||
| Q1 24 | $1.1M | $-1.7M |
| Q4 25 | — | 20.4% | ||
| Q3 25 | — | 17.4% | ||
| Q2 25 | — | 8.5% | ||
| Q1 25 | — | 33.9% | ||
| Q4 24 | — | 30.0% | ||
| Q3 24 | — | 18.0% | ||
| Q2 24 | — | 32.3% | ||
| Q1 24 | — | 35.6% |
| Q4 25 | 21.7% | -46.9% | ||
| Q3 25 | 23.9% | -58.3% | ||
| Q2 25 | 26.6% | -60.8% | ||
| Q1 25 | 22.9% | -17.4% | ||
| Q4 24 | -444.9% | -37.6% | ||
| Q3 24 | -1332.3% | -46.5% | ||
| Q2 24 | 11.8% | -5.6% | ||
| Q1 24 | 13.9% | -6.8% |
| Q4 25 | 17.3% | -50.5% | ||
| Q3 25 | 19.3% | -56.6% | ||
| Q2 25 | 20.8% | -63.5% | ||
| Q1 25 | 17.9% | -20.3% | ||
| Q4 24 | -353.9% | -42.3% | ||
| Q3 24 | -1042.9% | -61.5% | ||
| Q2 24 | 9.2% | -27.1% | ||
| Q1 24 | 10.8% | -17.4% |
| Q4 25 | $0.21 | $-1.26 | ||
| Q3 25 | $0.25 | $-0.48 | ||
| Q2 25 | $0.25 | $-0.13 | ||
| Q1 25 | $0.21 | $-0.04 | ||
| Q4 24 | $-0.24 | $-3.73 | ||
| Q3 24 | $-0.75 | $-4.91 | ||
| Q2 24 | $0.09 | $-0.77 | ||
| Q1 24 | $0.10 | $-0.40 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | — | — |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | $136.9M | $9.2M |
| Total Assets | $1.3B | $23.3M |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $136.9M | $9.2M | ||
| Q3 25 | $133.0M | $2.8M | ||
| Q2 25 | $129.0M | $1.7M | ||
| Q1 25 | $126.0M | $4.7M | ||
| Q4 24 | $121.8M | $6.6M | ||
| Q3 24 | $122.7M | $-22.0M | ||
| Q2 24 | $116.2M | $-23.8M | ||
| Q1 24 | $114.3M | $-20.7M |
| Q4 25 | $1.3B | $23.3M | ||
| Q3 25 | $1.3B | $19.9M | ||
| Q2 25 | $1.3B | $23.7M | ||
| Q1 25 | $1.3B | $24.5M | ||
| Q4 24 | $1.3B | $25.1M | ||
| Q3 24 | $1.3B | $15.0M | ||
| Q2 24 | $1.3B | $18.7M | ||
| Q1 24 | $1.3B | $19.3M |
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 | $11.7M | $-3.8M |
| Free Cash FlowOCF − Capex | $10.9M | $-3.9M |
| FCF MarginFCF / Revenue | 80.6% | -52.0% |
| Capex IntensityCapex / Revenue | 6.3% | 1.1% |
| Cash ConversionOCF / Net Profit | 5.03× | — |
| TTM Free Cash FlowTrailing 4 quarters | $19.4M | $-17.3M |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $11.7M | $-3.8M | ||
| Q3 25 | $2.2M | $-2.8M | ||
| Q2 25 | $2.4M | $-5.0M | ||
| Q1 25 | $4.3M | $-5.4M | ||
| Q4 24 | $8.5M | $-3.9M | ||
| Q3 24 | $-3.6M | $1.1M | ||
| Q2 24 | $12.0M | $-912.0K | ||
| Q1 24 | $-3.5M | $-2.4M |
| Q4 25 | $10.9M | $-3.9M | ||
| Q3 25 | $2.0M | $-2.9M | ||
| Q2 25 | $2.2M | $-5.1M | ||
| Q1 25 | $4.2M | $-5.4M | ||
| Q4 24 | $7.7M | $-4.0M | ||
| Q3 24 | $-3.6M | $1.0M | ||
| Q2 24 | $11.8M | $-924.0K | ||
| Q1 24 | $-3.7M | $-2.4M |
| Q4 25 | 80.6% | -52.0% | ||
| Q3 25 | 14.5% | -41.5% | ||
| Q2 25 | 17.2% | -53.2% | ||
| Q1 25 | 32.8% | -54.2% | ||
| Q4 24 | 1023.9% | -40.8% | ||
| Q3 24 | -469.0% | 15.3% | ||
| Q2 24 | 111.1% | -7.8% | ||
| Q1 24 | -36.0% | -25.1% |
| Q4 25 | 6.3% | 1.1% | ||
| Q3 25 | 1.4% | 1.4% | ||
| Q2 25 | 1.4% | 0.2% | ||
| Q1 25 | 0.9% | 0.7% | ||
| Q4 24 | 105.5% | 1.0% | ||
| Q3 24 | 6.3% | 0.3% | ||
| Q2 24 | 1.2% | 0.1% | ||
| Q1 24 | 2.3% | 0.2% |
| Q4 25 | 5.03× | — | ||
| Q3 25 | 0.83× | — | ||
| Q2 25 | 0.89× | — | ||
| Q1 25 | 1.89× | — | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | 12.27× | — | ||
| Q1 24 | -3.12× | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
