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Side-by-side financial comparison of Seaport Entertainment Group Inc. (SEG) and Sol-Gel Technologies Ltd. (SLGL). 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 $17.3M, roughly 1.7× Sol-Gel Technologies Ltd.). Sol-Gel Technologies Ltd. runs the higher net margin — 67.3% vs -125.0%, a 192.3% gap on every dollar of revenue.
Sol-Gel Technologies Ltd. is a specialty biopharmaceutical company focused on developing and commercializing innovative dermatology treatments. Leveraging its proprietary sol-gel delivery technology, it creates topical therapies for common skin conditions including acne, rosacea and atopic dermatitis, with primary markets across North America and Europe, partnering with established healthcare firms to expand product reach.
SEG vs SLGL — Head-to-Head
Income Statement — Q4 FY2025 vs Q2 FY2025
| Metric | | |
|---|---|---|
| Revenue | $29.5M | $17.3M |
| Net Profit | $-36.9M | $11.6M |
| Gross Margin | — | — |
| Operating Margin | -120.5% | 65.1% |
| Net Margin | -125.0% | 67.3% |
| Revenue YoY | — | 217.7% |
| Net Profit YoY | — | 487.6% |
| EPS (diluted) | $-2.90 | $4.17 |
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 | $29.5M | — | ||
| Q3 25 | $45.0M | — | ||
| Q2 25 | $39.8M | $17.3M | ||
| Q1 25 | $16.1M | — | ||
| Q3 24 | $39.4M | — | ||
| Q2 24 | $33.7M | $5.4M | ||
| Q2 23 | — | $594.0K | ||
| Q2 22 | — | $3.5M |
| Q4 25 | $-36.9M | — | ||
| Q3 25 | $-33.2M | — | ||
| Q2 25 | $-14.8M | $11.6M | ||
| Q1 25 | $-31.9M | — | ||
| Q3 24 | $-32.5M | — | ||
| Q2 24 | $-35.0M | $2.0M | ||
| Q2 23 | — | $-6.0M | ||
| Q2 22 | — | $-134.0K |
| Q4 25 | -120.5% | — | ||
| Q3 25 | -75.2% | — | ||
| Q2 25 | -40.2% | 65.1% | ||
| Q1 25 | -203.5% | — | ||
| Q3 24 | -51.0% | — | ||
| Q2 24 | -75.3% | 29.9% | ||
| Q2 23 | — | -1098.8% | ||
| Q2 22 | — | -13.2% |
| Q4 25 | -125.0% | — | ||
| Q3 25 | -73.7% | — | ||
| Q2 25 | -37.1% | 67.3% | ||
| Q1 25 | -198.4% | — | ||
| Q3 24 | -82.5% | — | ||
| Q2 24 | -103.9% | 36.4% | ||
| Q2 23 | — | -1005.1% | ||
| Q2 22 | — | -3.8% |
| Q4 25 | $-2.90 | — | ||
| Q3 25 | $-2.61 | — | ||
| Q2 25 | $-1.16 | $4.17 | ||
| Q1 25 | $-2.51 | — | ||
| Q3 24 | $-5.89 | — | ||
| Q2 24 | $-6.34 | $0.71 | ||
| Q2 23 | — | $-0.22 | ||
| Q2 22 | — | $0.01 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $77.8M | $24.3M |
| Total DebtLower is stronger | $38.3M | — |
| Stockholders' EquityBook value | $456.5M | $31.9M |
| Total Assets | $650.1M | $39.3M |
| Debt / EquityLower = less leverage | 0.08× | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $77.8M | — | ||
| Q3 25 | $106.2M | — | ||
| Q2 25 | $123.3M | $24.3M | ||
| Q1 25 | $129.9M | — | ||
| Q3 24 | $23.7M | — | ||
| Q2 24 | $3.3M | $26.5M | ||
| Q2 23 | — | $33.5M | ||
| Q2 22 | — | $15.6M |
| Q4 25 | $38.3M | — | ||
| Q3 25 | $39.3M | — | ||
| Q2 25 | $100.6M | — | ||
| Q1 25 | $101.6M | — | ||
| Q3 24 | $103.3M | — | ||
| Q2 24 | $157.1M | — | ||
| Q2 23 | — | — | ||
| Q2 22 | — | — |
| Q4 25 | $456.5M | — | ||
| Q3 25 | $485.8M | — | ||
| Q2 25 | $517.9M | $31.9M | ||
| Q1 25 | $531.2M | — | ||
| Q3 24 | $433.8M | — | ||
| Q2 24 | $380.7M | $34.9M | ||
| Q2 23 | — | $48.3M | ||
| Q2 22 | — | $50.4M |
| Q4 25 | $650.1M | — | ||
| Q3 25 | $699.1M | — | ||
| Q2 25 | $717.2M | $39.3M | ||
| Q1 25 | $718.4M | — | ||
| Q3 24 | $622.8M | — | ||
| Q2 24 | $610.1M | $42.0M | ||
| Q2 23 | — | $55.1M | ||
| Q2 22 | — | $55.0M |
| Q4 25 | 0.08× | — | ||
| Q3 25 | 0.08× | — | ||
| Q2 25 | 0.19× | — | ||
| Q1 25 | 0.19× | — | ||
| Q3 24 | 0.24× | — | ||
| Q2 24 | 0.41× | — | ||
| Q2 23 | — | — | ||
| Q2 22 | — | — |
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 | $-23.1M | — |
| 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 | $-23.1M | — | ||
| Q3 25 | $-5.3M | — | ||
| Q2 25 | $-754.0K | — | ||
| Q1 25 | $-20.5M | — | ||
| Q3 24 | $-8.8M | — | ||
| Q2 24 | — | — | ||
| Q2 23 | — | $-8.3M | ||
| Q2 22 | — | — |
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q2 23 | — | $-8.4M | ||
| Q2 22 | — | — |
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q2 23 | — | -1419.0% | ||
| Q2 22 | — | — |
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q2 23 | — | 15.8% | ||
| Q2 22 | — | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
SEG
| Sponsorships Events And Entertainment | $12.5M | 43% |
| Hospitality | $12.2M | 41% |
| Rental | $4.1M | 14% |
| Other | $631.0K | 2% |
SLGL
Segment breakdown not available.
