vs
Side-by-side financial comparison of TRICO BANCSHARES (TCBK) and Twin Hospitality Group Inc. (TWNP). Click either name above to swap in a different company.
TRICO BANCSHARES is the larger business by last-quarter revenue ($109.4M vs $82.3M, roughly 1.3× Twin Hospitality Group Inc.). TRICO BANCSHARES runs the higher net margin — 251.6% vs -29.7%, a 281.4% gap on every dollar of revenue. TRICO BANCSHARES produced more free cash flow last quarter ($127.9M vs $-7.4M).
Trico Bancshares is a U.S.-headquartered regional bank holding company operating Tri Counties Bank. It offers a full range of retail and commercial banking services including deposit products, mortgages, small business loans, and wealth management, primarily serving consumers and SMEs in Northern California.
Target Hospitality is a company that provides workforce lodging and other temporary, modular housing used for oil, gas and mining operations; large-scale events; and disaster relief. Target Hospitality is based in The Woodlands, Texas, and also has offices in Williston, North Dakota; Denver, Colorado; Calgary, Alberta.
TCBK vs TWNP — Head-to-Head
Income Statement — Q4 FY2025 vs Q3 FY2025
| Metric | | |
|---|---|---|
| Revenue | $109.4M | $82.3M |
| Net Profit | $33.6M | $-24.5M |
| Gross Margin | — | — |
| Operating Margin | 42.6% | -16.2% |
| Net Margin | 251.6% | -29.7% |
| Revenue YoY | 9.0% | — |
| Net Profit YoY | 15.8% | — |
| EPS (diluted) | $1.02 | $-0.43 |
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 | $109.4M | — | ||
| Q3 25 | $107.6M | $82.3M | ||
| Q2 25 | $103.6M | $87.8M | ||
| Q1 25 | $98.6M | $87.1M | ||
| Q4 24 | $100.4M | — | ||
| Q3 24 | $99.1M | — | ||
| Q2 24 | $97.9M | — | ||
| Q1 24 | $98.5M | — |
| Q4 25 | $33.6M | — | ||
| Q3 25 | $34.0M | $-24.5M | ||
| Q2 25 | $27.5M | $-20.8M | ||
| Q1 25 | $26.4M | $-12.1M | ||
| Q4 24 | $29.0M | — | ||
| Q3 24 | $29.1M | — | ||
| Q2 24 | $29.0M | — | ||
| Q1 24 | $27.7M | — |
| Q4 25 | 42.6% | — | ||
| Q3 25 | 43.2% | -16.2% | ||
| Q2 25 | 36.5% | -13.2% | ||
| Q1 25 | 35.8% | -1.2% | ||
| Q4 24 | 38.7% | — | ||
| Q3 24 | 39.8% | — | ||
| Q2 24 | 40.0% | — | ||
| Q1 24 | 38.3% | — |
| Q4 25 | 251.6% | — | ||
| Q3 25 | 31.6% | -29.7% | ||
| Q2 25 | 26.6% | -23.7% | ||
| Q1 25 | 26.7% | -13.9% | ||
| Q4 24 | 221.4% | — | ||
| Q3 24 | 29.3% | — | ||
| Q2 24 | 29.7% | — | ||
| Q1 24 | 28.2% | — |
| Q4 25 | $1.02 | — | ||
| Q3 25 | $1.04 | $-0.43 | ||
| Q2 25 | $0.84 | $-0.38 | ||
| Q1 25 | $0.80 | $-0.26 | ||
| Q4 24 | $0.88 | — | ||
| Q3 24 | $0.88 | — | ||
| Q2 24 | $0.87 | — | ||
| Q1 24 | $0.83 | — |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $157.0M | — |
| Total DebtLower is stronger | — | $402.8M |
| Stockholders' EquityBook value | $1.3B | $-92.1M |
| Total Assets | $9.8B | $516.8M |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $157.0M | — | ||
| Q3 25 | $298.8M | — | ||
| Q2 25 | $314.3M | — | ||
| Q1 25 | $308.3M | — | ||
| Q4 24 | $145.0M | — | ||
| Q3 24 | $320.1M | — | ||
| Q2 24 | $206.6M | — | ||
| Q1 24 | $82.8M | — |
| Q4 25 | — | — | ||
| Q3 25 | — | $402.8M | ||
| Q2 25 | — | $411.3M | ||
| Q1 25 | — | $413.0M | ||
| Q4 24 | — | — | ||
| Q3 24 | — | — | ||
| Q2 24 | — | — | ||
| Q1 24 | — | — |
| Q4 25 | $1.3B | — | ||
| Q3 25 | $1.3B | $-92.1M | ||
| Q2 25 | $1.3B | $-78.6M | ||
| Q1 25 | $1.3B | $-101.9M | ||
| Q4 24 | $1.2B | — | ||
| Q3 24 | $1.2B | — | ||
| Q2 24 | $1.2B | — | ||
| Q1 24 | $1.2B | — |
| Q4 25 | $9.8B | — | ||
| Q3 25 | $9.9B | $516.8M | ||
| Q2 25 | $9.9B | $535.1M | ||
| Q1 25 | $9.8B | $544.2M | ||
| Q4 24 | $9.7B | — | ||
| Q3 24 | $9.8B | — | ||
| Q2 24 | $9.7B | — | ||
| Q1 24 | $9.8B | — |
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 | $133.3M | $-5.9M |
| Free Cash FlowOCF − Capex | $127.9M | $-7.4M |
| FCF MarginFCF / Revenue | 116.9% | -9.0% |
| Capex IntensityCapex / Revenue | 4.9% | 1.9% |
| Cash ConversionOCF / Net Profit | 3.96× | — |
| TTM Free Cash FlowTrailing 4 quarters | $222.2M | — |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | $133.3M | — | ||
| Q3 25 | $45.1M | $-5.9M | ||
| Q2 25 | $29.2M | $-8.8M | ||
| Q1 25 | $24.5M | $-5.7M | ||
| Q4 24 | $109.7M | — | ||
| Q3 24 | $28.6M | — | ||
| Q2 24 | $31.8M | — | ||
| Q1 24 | $25.1M | — |
| Q4 25 | $127.9M | — | ||
| Q3 25 | $43.2M | $-7.4M | ||
| Q2 25 | $28.2M | $-10.6M | ||
| Q1 25 | $22.8M | $-9.7M | ||
| Q4 24 | $105.2M | — | ||
| Q3 24 | $27.3M | — | ||
| Q2 24 | $30.8M | — | ||
| Q1 24 | $24.1M | — |
| Q4 25 | 116.9% | — | ||
| Q3 25 | 40.2% | -9.0% | ||
| Q2 25 | 27.2% | -12.1% | ||
| Q1 25 | 23.1% | -11.2% | ||
| Q4 24 | 104.8% | — | ||
| Q3 24 | 27.6% | — | ||
| Q2 24 | 31.5% | — | ||
| Q1 24 | 24.4% | — |
| Q4 25 | 4.9% | — | ||
| Q3 25 | 1.7% | 1.9% | ||
| Q2 25 | 1.0% | 2.1% | ||
| Q1 25 | 1.7% | 4.6% | ||
| Q4 24 | 4.5% | — | ||
| Q3 24 | 1.3% | — | ||
| Q2 24 | 1.0% | — | ||
| Q1 24 | 1.0% | — |
| Q4 25 | 3.96× | — | ||
| Q3 25 | 1.33× | — | ||
| Q2 25 | 1.06× | — | ||
| Q1 25 | 0.93× | — | ||
| Q4 24 | 3.78× | — | ||
| Q3 24 | 0.98× | — | ||
| Q2 24 | 1.10× | — | ||
| Q1 24 | 0.90× | — |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
