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Side-by-side financial comparison of SS Innovations International, Inc. (SSII) and TRX GOLD Corp (TRX). Click either name above to swap in a different company.
TRX GOLD Corp is the larger business by last-quarter revenue ($25.1M vs $14.5M, roughly 1.7× SS Innovations International, Inc.). TRX GOLD Corp runs the higher net margin — -2.0% vs -17.0%, a 15.0% gap on every dollar of revenue. On growth, TRX GOLD Corp posted the faster year-over-year revenue change (100.5% vs 79.1%). Over the past eight quarters, SS Innovations International, Inc.'s revenue compounded faster (99.9% CAGR vs 64.2%).
SS Innovations International, Inc. is a global medical technology enterprise specializing in the research, development and manufacturing of innovative surgical robotic systems. It provides high-precision, accessible robotic platforms for minimally invasive surgery, catering to healthcare facilities across multiple regions to boost surgical outcomes and cut procedural burdens.
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.
SSII vs TRX — Head-to-Head
Income Statement — Q4 FY2025 vs Q1 FY2026
| Metric | | |
|---|---|---|
| Revenue | $14.5M | $25.1M |
| Net Profit | $-2.5M | $-496.0K |
| Gross Margin | 43.9% | 56.6% |
| Operating Margin | -3.7% | — |
| Net Margin | -17.0% | -2.0% |
| Revenue YoY | 79.1% | 100.5% |
| Net Profit YoY | -28.5% | -123.2% |
| EPS (diluted) | $-0.01 | $-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 | $14.5M | $25.1M | ||
| Q3 25 | $12.8M | — | ||
| Q2 25 | $10.0M | $12.5M | ||
| Q1 25 | $5.1M | $9.1M | ||
| Q4 24 | $8.1M | $12.5M | ||
| Q3 24 | $4.4M | — | ||
| Q2 24 | $4.5M | $10.1M | ||
| Q1 24 | $3.6M | $8.0M |
| Q4 25 | $-2.5M | $-496.0K | ||
| Q3 25 | $-3.7M | — | ||
| Q2 25 | $-256.7K | $1.1M | ||
| Q1 25 | $-5.7M | $-1.9M | ||
| Q4 24 | $-1.9M | $2.1M | ||
| Q3 24 | $-3.2M | — | ||
| Q2 24 | $-4.1M | $-1.7M | ||
| Q1 24 | $-9.8M | $1.9M |
| Q4 25 | 43.9% | 56.6% | ||
| Q3 25 | 48.1% | — | ||
| Q2 25 | 59.1% | 35.1% | ||
| Q1 25 | 21.2% | 23.5% | ||
| Q4 24 | 48.9% | 38.6% | ||
| Q3 24 | 52.8% | — | ||
| Q2 24 | 31.9% | 42.9% | ||
| Q1 24 | 20.0% | 41.0% |
| Q4 25 | -3.7% | — | ||
| Q3 25 | -14.3% | — | ||
| Q2 25 | 1.0% | — | ||
| Q1 25 | -115.6% | — | ||
| Q4 24 | -22.7% | — | ||
| Q3 24 | -73.1% | — | ||
| Q2 24 | -90.9% | — | ||
| Q1 24 | -270.3% | — |
| Q4 25 | -17.0% | -2.0% | ||
| Q3 25 | -29.0% | — | ||
| Q2 25 | -2.6% | 8.9% | ||
| Q1 25 | -111.0% | -21.3% | ||
| Q4 24 | -23.7% | 17.1% | ||
| Q3 24 | -74.0% | — | ||
| Q2 24 | -91.8% | -16.3% | ||
| Q1 24 | -270.5% | 24.1% |
| Q4 25 | $-0.01 | $-0.01 | ||
| Q3 25 | $-0.02 | — | ||
| Q2 25 | $0.00 | $0.00 | ||
| Q1 25 | $-0.03 | $-0.01 | ||
| Q4 24 | $-0.01 | $0.00 | ||
| Q3 24 | $-0.02 | — | ||
| Q2 24 | $-0.02 | $-0.01 | ||
| Q1 24 | $-0.06 | $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 | $3.2M | $9.2M |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | $38.2M | $74.5M |
| Total Assets | $74.2M | $129.6M |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $3.2M | $9.2M | ||
| Q3 25 | $5.7M | — | ||
| Q2 25 | $11.4M | $3.6M | ||
| Q1 25 | $15.9M | $6.0M | ||
| Q4 24 | $466.5K | $6.8M | ||
| Q3 24 | $220.4K | — | ||
| Q2 24 | $608.2K | $7.7M | ||
| Q1 24 | $948.1K | $8.0M |
| Q4 25 | $38.2M | $74.5M | ||
| Q3 25 | $39.6M | — | ||
| Q2 25 | $42.0M | $69.0M | ||
| Q1 25 | $40.6M | $67.5M | ||
| Q4 24 | $13.5M | $68.4M | ||
| Q3 24 | $13.7M | — | ||
| Q2 24 | $14.8M | $62.5M | ||
| Q1 24 | $16.7M | $63.9M |
| Q4 25 | $74.2M | $129.6M | ||
| Q3 25 | $69.6M | — | ||
| Q2 25 | $70.0M | $112.3M | ||
| Q1 25 | $63.5M | $106.7M | ||
| Q4 24 | $42.4M | $102.6M | ||
| Q3 24 | $39.0M | — | ||
| Q2 24 | $35.7M | $92.6M | ||
| Q1 24 | $35.2M | $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 | $-1.5M | $4.0M |
| Free Cash FlowOCF − Capex | $-3.2M | — |
| FCF MarginFCF / Revenue | -22.3% | — |
| Capex IntensityCapex / Revenue | 11.8% | — |
| Cash ConversionOCF / Net Profit | — | — |
| TTM Free Cash FlowTrailing 4 quarters | $-22.2M | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $-1.5M | $4.0M | ||
| Q3 25 | $-7.5M | — | ||
| Q2 25 | $-3.5M | $3.4M | ||
| Q1 25 | $-6.1M | $2.0M | ||
| Q4 24 | $-3.3M | $2.4M | ||
| Q3 24 | $-2.5M | — | ||
| Q2 24 | $-1.0M | $3.1M | ||
| Q1 24 | $-2.7M | $1.0M |
| Q4 25 | $-3.2M | — | ||
| Q3 25 | $-8.2M | — | ||
| Q2 25 | $-3.8M | — | ||
| Q1 25 | $-7.0M | — | ||
| Q4 24 | $-3.4M | — | ||
| Q3 24 | $-4.2M | — | ||
| Q2 24 | $-3.1M | — | ||
| Q1 24 | $-2.8M | — |
| Q4 25 | -22.3% | — | ||
| Q3 25 | -64.1% | — | ||
| Q2 25 | -37.7% | — | ||
| Q1 25 | -136.2% | — | ||
| Q4 24 | -41.7% | — | ||
| Q3 24 | -96.9% | — | ||
| Q2 24 | -69.5% | — | ||
| Q1 24 | -76.9% | — |
| Q4 25 | 11.8% | — | ||
| Q3 25 | 5.9% | — | ||
| Q2 25 | 3.2% | — | ||
| Q1 25 | 17.0% | — | ||
| Q4 24 | 1.5% | — | ||
| Q3 24 | 38.8% | — | ||
| Q2 24 | 46.8% | — | ||
| Q1 24 | 3.5% | — |
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | 3.10× | ||
| Q1 25 | — | — | ||
| Q4 24 | — | 1.11× | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | 0.54× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
Revenue Breakdown by Segment
SSII
| System Sales | $13.4M | 92% |
| Other | $1.2M | 8% |
TRX
Segment breakdown not available.
