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Side-by-side financial comparison of Twin Hospitality Group Inc. (TWNP) and UNITIL CORP (UTL). Click either name above to swap in a different company.
UNITIL CORP is the larger business by last-quarter revenue ($161.5M vs $82.3M, roughly 2.0× Twin Hospitality Group Inc.). UNITIL CORP runs the higher net margin — 11.8% vs -29.7%, a 41.5% gap on every dollar of revenue. Twin Hospitality Group Inc. produced more free cash flow last quarter ($-7.4M vs $-36.3M).
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.
Unitil Corporation is an interstate electricity and natural gas utility company that provides services for New Hampshire, Massachusetts and Maine. Its earliest predecessor company, the Portland Gas Light Company, was founded in Maine in 1849. The current company was set up in 1984 and is based in New Hampshire. With a market cap of 686.51M, it provides electric services to about 102,400 customers and natural gas to over 75,900 customers. The service territory of Unitil includes business distr...
TWNP vs UTL — Head-to-Head
Income Statement — Q3 FY2025 vs Q4 FY2025
| Metric | | |
|---|---|---|
| Revenue | $82.3M | $161.5M |
| Net Profit | $-24.5M | $19.0M |
| Gross Margin | — | — |
| Operating Margin | -16.2% | 21.5% |
| Net Margin | -29.7% | 11.8% |
| Revenue YoY | — | 26.7% |
| Net Profit YoY | — | 21.8% |
| EPS (diluted) | $-0.43 | $1.05 |
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 | — | $161.5M | ||
| Q3 25 | $82.3M | $101.1M | ||
| Q2 25 | $87.8M | $102.6M | ||
| Q1 25 | $87.1M | $170.8M | ||
| Q4 24 | — | $127.5M | ||
| Q3 24 | — | $92.9M | ||
| Q2 24 | — | $95.7M | ||
| Q1 24 | — | $178.7M |
| Q4 25 | — | $19.0M | ||
| Q3 25 | $-24.5M | $-300.0K | ||
| Q2 25 | $-20.8M | $4.0M | ||
| Q1 25 | $-12.1M | $27.5M | ||
| Q4 24 | — | $15.6M | ||
| Q3 24 | — | $0 | ||
| Q2 24 | — | $4.3M | ||
| Q1 24 | — | $27.2M |
| Q4 25 | — | 21.5% | ||
| Q3 25 | -16.2% | 6.9% | ||
| Q2 25 | -13.2% | 13.0% | ||
| Q1 25 | -1.2% | 27.0% | ||
| Q4 24 | — | 22.1% | ||
| Q3 24 | — | 6.2% | ||
| Q2 24 | — | 13.0% | ||
| Q1 24 | — | 24.7% |
| Q4 25 | — | 11.8% | ||
| Q3 25 | -29.7% | -0.3% | ||
| Q2 25 | -23.7% | 3.9% | ||
| Q1 25 | -13.9% | 16.1% | ||
| Q4 24 | — | 12.2% | ||
| Q3 24 | — | — | ||
| Q2 24 | — | 4.5% | ||
| Q1 24 | — | 15.2% |
| Q4 25 | — | $1.05 | ||
| Q3 25 | $-0.43 | $-0.02 | ||
| Q2 25 | $-0.38 | $0.25 | ||
| Q1 25 | $-0.26 | $1.69 | ||
| Q4 24 | — | $0.97 | ||
| Q3 24 | — | $0.00 | ||
| Q2 24 | — | $0.27 | ||
| Q1 24 | — | $1.69 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | — | $15.6M |
| Total DebtLower is stronger | $402.8M | $670.5M |
| Stockholders' EquityBook value | $-92.1M | $609.6M |
| Total Assets | $516.8M | $2.1B |
| Debt / EquityLower = less leverage | — | 1.10× |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | — | $15.6M | ||
| Q3 25 | — | $14.6M | ||
| Q2 25 | — | $8.5M | ||
| Q1 25 | — | $10.2M | ||
| Q4 24 | — | $6.3M | ||
| Q3 24 | — | $6.3M | ||
| Q2 24 | — | $2.8M | ||
| Q1 24 | — | $6.3M |
| Q4 25 | — | $670.5M | ||
| Q3 25 | $402.8M | $670.5M | ||
| Q2 25 | $411.3M | $640.7M | ||
| Q1 25 | $413.0M | $642.1M | ||
| Q4 24 | — | $643.3M | ||
| Q3 24 | — | $643.3M | ||
| Q2 24 | — | $511.3M | ||
| Q1 24 | — | $512.8M |
| Q4 25 | — | $609.6M | ||
| Q3 25 | $-92.1M | $597.2M | ||
| Q2 25 | $-78.6M | $532.8M | ||
| Q1 25 | $-101.9M | $534.1M | ||
| Q4 24 | — | $512.5M | ||
| Q3 24 | — | $502.4M | ||
| Q2 24 | — | $508.8M | ||
| Q1 24 | — | $510.8M |
| Q4 25 | — | $2.1B | ||
| Q3 25 | $516.8M | $1.9B | ||
| Q2 25 | $535.1M | $1.9B | ||
| Q1 25 | $544.2M | $1.9B | ||
| Q4 24 | — | $1.8B | ||
| Q3 24 | — | $1.7B | ||
| Q2 24 | — | $1.7B | ||
| Q1 24 | — | $1.7B |
| Q4 25 | — | 1.10× | ||
| Q3 25 | — | 1.12× | ||
| Q2 25 | — | 1.20× | ||
| Q1 25 | — | 1.20× | ||
| Q4 24 | — | 1.26× | ||
| Q3 24 | — | 1.28× | ||
| Q2 24 | — | 1.00× | ||
| Q1 24 | — | 1.00× |
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 | $-5.9M | $21.4M |
| Free Cash FlowOCF − Capex | $-7.4M | $-36.3M |
| FCF MarginFCF / Revenue | -9.0% | -22.5% |
| Capex IntensityCapex / Revenue | 1.9% | 35.7% |
| Cash ConversionOCF / Net Profit | — | 1.13× |
| TTM Free Cash FlowTrailing 4 quarters | — | $-53.8M |
8-quarter trend — quarters aligned by calendar period.
| Q4 25 | — | $21.4M | ||
| Q3 25 | $-5.9M | $15.6M | ||
| Q2 25 | $-8.8M | $42.2M | ||
| Q1 25 | $-5.7M | $52.1M | ||
| Q4 24 | — | $23.3M | ||
| Q3 24 | — | $26.1M | ||
| Q2 24 | — | $49.9M | ||
| Q1 24 | — | $26.6M |
| Q4 25 | — | $-36.3M | ||
| Q3 25 | $-7.4M | $-39.0M | ||
| Q2 25 | $-10.6M | $2.0M | ||
| Q1 25 | $-9.7M | $19.5M | ||
| Q4 24 | — | $-32.3M | ||
| Q3 24 | — | $-31.3M | ||
| Q2 24 | — | $13.2M | ||
| Q1 24 | — | $6.4M |
| Q4 25 | — | -22.5% | ||
| Q3 25 | -9.0% | -38.6% | ||
| Q2 25 | -12.1% | 1.9% | ||
| Q1 25 | -11.2% | 11.4% | ||
| Q4 24 | — | -25.3% | ||
| Q3 24 | — | -33.7% | ||
| Q2 24 | — | 13.8% | ||
| Q1 24 | — | 3.6% |
| Q4 25 | — | 35.7% | ||
| Q3 25 | 1.9% | 54.0% | ||
| Q2 25 | 2.1% | 39.2% | ||
| Q1 25 | 4.6% | 19.1% | ||
| Q4 24 | — | 43.6% | ||
| Q3 24 | — | 61.8% | ||
| Q2 24 | — | 38.3% | ||
| Q1 24 | — | 11.3% |
| Q4 25 | — | 1.13× | ||
| Q3 25 | — | — | ||
| Q2 25 | — | 10.55× | ||
| Q1 25 | — | 1.89× | ||
| Q4 24 | — | 1.49× | ||
| Q3 24 | — | — | ||
| Q2 24 | — | 11.60× | ||
| Q1 24 | — | 0.98× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
