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Side-by-side financial comparison of Stellus Capital Investment Corp (SCM) and SOUTHERN FIRST BANCSHARES INC (SFST), based on the latest 10-Q / 10-K filings. Click either name above to swap in a different company.
Stellus Capital Investment Corp is the larger business by last-quarter revenue ($24.0M vs $1.7M, roughly 14.2× SOUTHERN FIRST BANCSHARES INC). On growth, SOUTHERN FIRST BANCSHARES INC posted the faster year-over-year revenue change (64.9% vs -1.5%). Over the past eight quarters, SOUTHERN FIRST BANCSHARES INC's revenue compounded faster (20.5% CAGR vs -2.2%).
System Capital Management or SCM is a major Ukrainian financial and industrial holding company established in 2000 in Donetsk, Ukraine. It is currently headquartered in Kyiv.
First Community Bankshares, Inc. is a $2.43 billion bank holding company and the parent company of First Community Bank of Bluefield, Virginia, in the United States. As of 2012 First Community Bank had 45 locations in Virginia, West Virginia, and North Carolina, and two locations operating as Peoples Community Bank in Tennessee. As of April 21, 2023, First Community had $3.6 billion in assets.
SCM vs SFST — Head-to-Head
Income Statement — Q4 2025 vs Q4 2025
| Metric | | |
|---|---|---|
| Revenue | $24.0M | $1.7M |
| Net Profit | $5.2M | — |
| Gross Margin | — | — |
| Operating Margin | — | — |
| Net Margin | 21.8% | — |
| Revenue YoY | -1.5% | 64.9% |
| Net Profit YoY | -40.0% | — |
| EPS (diluted) | $0.18 | $1.19 |
Green = leading value per metric. Periods may differ when fiscal calendars don't align — see 8-quarter trend below.
8-Quarter Revenue & Profit Trend
Side-by-side quarterly history — bar widths are scaled to the larger of the two companies so you can eyeball the size gap and growth trajectory without doing math. Quarters aligned by calendar period (report date) so offset fiscal years line up.
| Q4 25 | $24.0M | $1.7M | ||
| Q3 25 | $25.0M | $1.6M | ||
| Q2 25 | $24.7M | $1.6M | ||
| Q1 25 | $24.1M | $1.4M | ||
| Q4 24 | $24.3M | $1.0M | ||
| Q3 24 | $25.3M | $1.4M | ||
| Q2 24 | $25.2M | $1.9M | ||
| Q1 24 | $25.0M | $1.2M |
| Q4 25 | $5.2M | — | ||
| Q3 25 | $6.7M | $8.7M | ||
| Q2 25 | $10.1M | $6.6M | ||
| Q1 25 | $5.0M | $5.3M | ||
| Q4 24 | $8.7M | — | ||
| Q3 24 | $15.5M | $4.4M | ||
| Q2 24 | $8.5M | $3.0M | ||
| Q1 24 | $13.1M | $2.5M |
| Q4 25 | 21.8% | — | ||
| Q3 25 | 26.8% | 541.4% | ||
| Q2 25 | 41.2% | 419.4% | ||
| Q1 25 | 20.7% | 369.8% | ||
| Q4 24 | 35.7% | — | ||
| Q3 24 | 61.0% | 302.4% | ||
| Q2 24 | 34.0% | 156.0% | ||
| Q1 24 | 52.5% | 216.7% |
| Q4 25 | $0.18 | $1.19 | ||
| Q3 25 | $0.23 | $1.07 | ||
| Q2 25 | $0.36 | $0.81 | ||
| Q1 25 | $0.18 | $0.65 | ||
| Q4 24 | $0.31 | $0.69 | ||
| Q3 24 | $0.59 | $0.54 | ||
| Q2 24 | $0.35 | $0.37 | ||
| Q1 24 | $0.54 | $0.31 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest filing — the kind of financial-strength check premium terminals charge for.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $25.1M | — |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | $371.2M | $368.7M |
| Total Assets | $1.0B | $4.4B |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period so offset fiscal years match up.
| Q4 25 | $25.1M | — | ||
| Q3 25 | $9.0M | — | ||
| Q2 25 | $40.0M | — | ||
| Q1 25 | $10.9M | — | ||
| Q4 24 | $20.1M | — | ||
| Q3 24 | $38.6M | — | ||
| Q2 24 | $35.9M | — | ||
| Q1 24 | $48.8M | — |
| Q4 25 | $371.2M | $368.7M | ||
| Q3 25 | $377.7M | $356.3M | ||
| Q2 25 | $375.4M | $345.5M | ||
| Q1 25 | $372.8M | $337.6M | ||
| Q4 24 | $369.9M | $330.4M | ||
| Q3 24 | $366.3M | $326.5M | ||
| Q2 24 | $347.2M | $318.7M | ||
| Q1 24 | $323.4M | $315.3M |
| Q4 25 | $1.0B | $4.4B | ||
| Q3 25 | $1.0B | $4.4B | ||
| Q2 25 | $1.0B | $4.3B | ||
| Q1 25 | $1.0B | $4.3B | ||
| Q4 24 | $980.9M | $4.1B | ||
| Q3 24 | $957.1M | $4.2B | ||
| Q2 24 | $946.5M | $4.1B | ||
| Q1 24 | $935.2M | $4.1B |
Cash Flow & Capital Efficiency
How much cash each business actually produces after reinvestment. Net income can be massaged; cash flow is harder to fake.
| Metric | | |
|---|---|---|
| Operating Cash FlowLast quarter | $9.0M | $-2.1M |
| Free Cash FlowOCF − Capex | — | $-2.4M |
| FCF MarginFCF / Revenue | — | -139.6% |
| Capex IntensityCapex / Revenue; lower = less reinvestment burden | — | 16.1% |
| Cash ConversionOCF / Net Profit; >1× = earnings back up with cash | 1.73× | — |
| TTM Free Cash FlowTrailing 4 quarters | — | $29.9M |
8-quarter trend — quarters aligned by calendar period so offset fiscal years match up.
| Q4 25 | $9.0M | $-2.1M | ||
| Q3 25 | $-20.2M | $14.5M | ||
| Q2 25 | $23.7M | $10.5M | ||
| Q1 25 | $-36.9M | $7.6M | ||
| Q4 24 | $-31.8M | $-1.8M | ||
| Q3 24 | $11.8M | $26.3M | ||
| Q2 24 | $-13.1M | $4.0M | ||
| Q1 24 | $4.5M | $-2.9M |
| Q4 25 | — | $-2.4M | ||
| Q3 25 | — | $14.4M | ||
| Q2 25 | — | $10.4M | ||
| Q1 25 | — | $7.4M | ||
| Q4 24 | — | $-2.0M | ||
| Q3 24 | — | $26.1M | ||
| Q2 24 | — | $3.9M | ||
| Q1 24 | — | $-3.2M |
| Q4 25 | — | -139.6% | ||
| Q3 25 | — | 899.9% | ||
| Q2 25 | — | 662.5% | ||
| Q1 25 | — | 522.5% | ||
| Q4 24 | — | -197.8% | ||
| Q3 24 | — | 1803.7% | ||
| Q2 24 | — | 201.1% | ||
| Q1 24 | — | -275.3% |
| Q4 25 | — | 16.1% | ||
| Q3 25 | — | 5.5% | ||
| Q2 25 | — | 5.1% | ||
| Q1 25 | — | 9.9% | ||
| Q4 24 | — | 21.3% | ||
| Q3 24 | — | 13.5% | ||
| Q2 24 | — | 4.8% | ||
| Q1 24 | — | 24.1% |
| Q4 25 | 1.73× | — | ||
| Q3 25 | -3.02× | 1.67× | ||
| Q2 25 | 2.33× | 1.59× | ||
| Q1 25 | -7.39× | 1.44× | ||
| Q4 24 | -3.65× | — | ||
| Q3 24 | 0.76× | 6.01× | ||
| Q2 24 | -1.53× | 1.32× | ||
| Q1 24 | 0.34× | -1.16× |
Financial Flow Comparison
Sankey diagram of revenue → gross profit → operating profit → net profit for each company. Charts shown full-width and stacked so both segment hierarchies are readable side-by-side on desktop and mobile.
