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Side-by-side financial comparison of Bank of Marin Bancorp (BMRC) and CANADIAN IMPERIAL BANK OF COMMERCE /CAN/ (CM), based on the latest 10-Q / 10-K filings. Click either name above to swap in a different company.
Bank of Marin Bancorp is the larger business by last-quarter revenue ($27.0M vs $3.2K, roughly 8464.9× CANADIAN IMPERIAL BANK OF COMMERCE /CAN/). CANADIAN IMPERIAL BANK OF COMMERCE /CAN/ runs the higher net margin — -146.5% vs 25.0%, a 171.5% gap on every dollar of revenue.
American River Bank was a community bank founded in 1983 by Robert H. Daneke, who served as first president and CEO, and Bill L. Withrow, the first Chairman of the Board, and served the Greater Sacramento area in California. As of 2019, It operated ten branches in Northern CA. American River Bank which offered both business and personal financial services and was a wholly owned subsidiary of American River Bankshares.
The Imperial Bank of Canada was a Canadian bank that operated from 1873 to 1961. In 1961, Imperial merged with the Canadian Bank of Commerce to become the Canadian Imperial Bank of Commerce.
BMRC vs CM — Head-to-Head
Income Statement — Q4 2025 vs Q4 2025
| Metric | | |
|---|---|---|
| Revenue | $27.0M | $3.2K |
| Net Profit | $-39.5M | $796 |
| Gross Margin | — | — |
| Operating Margin | -212.6% | — |
| Net Margin | -146.5% | 25.0% |
| Revenue YoY | 21.8% | — |
| Net Profit YoY | -758.9% | — |
| EPS (diluted) | $-2.48 | — |
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 | $27.0M | — | ||
| Q3 25 | $28.2M | $576.0M | ||
| Q2 25 | $25.9M | — | ||
| Q1 25 | $24.9M | — | ||
| Q4 24 | $22.2M | — | ||
| Q3 24 | $24.3M | — | ||
| Q2 24 | $22.5M | — | ||
| Q1 24 | $22.7M | — |
| Q4 25 | $-39.5M | — | ||
| Q3 25 | $7.5M | $186.0M | ||
| Q2 25 | $-8.5M | — | ||
| Q1 25 | $4.9M | — | ||
| Q4 24 | $6.0M | — | ||
| Q3 24 | $4.6M | — | ||
| Q2 24 | $-21.9M | — | ||
| Q1 24 | $2.9M | — |
| Q4 25 | -212.6% | — | ||
| Q3 25 | 34.1% | — | ||
| Q2 25 | -43.2% | — | ||
| Q1 25 | 26.0% | — | ||
| Q4 24 | 43.5% | — | ||
| Q3 24 | 28.7% | — | ||
| Q2 24 | -153.0% | — | ||
| Q1 24 | 17.3% | — |
| Q4 25 | -146.5% | — | ||
| Q3 25 | 26.7% | 32.3% | ||
| Q2 25 | -32.9% | — | ||
| Q1 25 | 19.5% | — | ||
| Q4 24 | 27.1% | — | ||
| Q3 24 | 18.8% | — | ||
| Q2 24 | -97.5% | — | ||
| Q1 24 | 12.9% | — |
| Q4 25 | $-2.48 | — | ||
| Q3 25 | $0.47 | — | ||
| Q2 25 | $-0.53 | — | ||
| Q1 25 | $0.30 | — | ||
| Q4 24 | $0.38 | — | ||
| Q3 24 | $0.28 | — | ||
| Q2 24 | $-1.36 | — | ||
| Q1 24 | $0.18 | — |
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 | — | — |
| Total DebtLower is stronger | — | — |
| Stockholders' EquityBook value | $394.7M | $58.7K |
| Total Assets | $3.9B | $1.0M |
| Debt / EquityLower = less leverage | — | — |
8-quarter trend — quarters aligned by calendar period so offset fiscal years match up.
| Q4 25 | $394.7M | — | ||
| Q3 25 | $443.8M | — | ||
| Q2 25 | $438.5M | — | ||
| Q1 25 | $439.6M | — | ||
| Q4 24 | $435.4M | — | ||
| Q3 24 | $437.0M | — | ||
| Q2 24 | $434.9M | — | ||
| Q1 24 | $436.7M | — |
| Q4 25 | $3.9B | — | ||
| Q3 25 | $3.9B | — | ||
| Q2 25 | $3.7B | — | ||
| Q1 25 | $3.8B | — | ||
| Q4 24 | $3.7B | — | ||
| Q3 24 | $3.8B | — | ||
| Q2 24 | $3.7B | — | ||
| Q1 24 | $3.8B | — |
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 | $13.6M | — |
| Free Cash FlowOCF − Capex | $13.5M | — |
| FCF MarginFCF / Revenue | 50.0% | — |
| Capex IntensityCapex / Revenue; lower = less reinvestment burden | 0.5% | — |
| Cash ConversionOCF / Net Profit; >1× = earnings back up with cash | — | — |
| TTM Free Cash FlowTrailing 4 quarters | $37.3M | — |
8-quarter trend — quarters aligned by calendar period so offset fiscal years match up.
| Q4 25 | $13.6M | — | ||
| Q3 25 | $12.5M | — | ||
| Q2 25 | $8.0M | — | ||
| Q1 25 | $4.9M | — | ||
| Q4 24 | $10.7M | — | ||
| Q3 24 | $9.9M | — | ||
| Q2 24 | $3.4M | — | ||
| Q1 24 | $4.3M | — |
| Q4 25 | $13.5M | — | ||
| Q3 25 | $12.1M | — | ||
| Q2 25 | $7.1M | — | ||
| Q1 25 | $4.6M | — | ||
| Q4 24 | $10.6M | — | ||
| Q3 24 | $9.8M | — | ||
| Q2 24 | $3.4M | — | ||
| Q1 24 | $4.2M | — |
| Q4 25 | 50.0% | — | ||
| Q3 25 | 42.8% | — | ||
| Q2 25 | 27.3% | — | ||
| Q1 25 | 18.5% | — | ||
| Q4 24 | 47.6% | — | ||
| Q3 24 | 40.3% | — | ||
| Q2 24 | 15.0% | — | ||
| Q1 24 | 18.4% | — |
| Q4 25 | 0.5% | — | ||
| Q3 25 | 1.5% | — | ||
| Q2 25 | 3.7% | — | ||
| Q1 25 | 1.3% | — | ||
| Q4 24 | 0.7% | — | ||
| Q3 24 | 0.4% | — | ||
| Q2 24 | 0.4% | — | ||
| Q1 24 | 0.7% | — |
| Q4 25 | — | — | ||
| Q3 25 | 1.66× | — | ||
| Q2 25 | — | — | ||
| Q1 25 | 1.01× | — | ||
| Q4 24 | 1.79× | — | ||
| Q3 24 | 2.16× | — | ||
| Q2 24 | — | — | ||
| Q1 24 | 1.48× | — |
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.
