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GTIM

Good Times Restaurants Inc.

GTIM

Good Times Restaurants Inc. • NASDAQ
$1.29 ▲ 2.38% (+0.03)
Market Cap $13.61 M
52w High $2.90
52w Low $1.17
Dividend Yield 0%
P/E 10.75
Volume 2.73K
Outstanding Shares 10.55M

Income Statement

Period Revenue Operating Expense Net Income Net Profit Margin Earnings Per Share EBITDA
Q3-2025 $37.025M ▲ $2.897M ▼ $1.487M ▲ 4.016% ▲ $0.14 ▲ $2.233M ▲
Q2-2025 $34.279M ▼ $3.783M ▲ $-624K ▼ -1.82% ▼ $-0.059 ▼ $515K ▼
Q1-2025 $36.333M ▲ $3.395M ▼ $164K ▼ 0.451% ▼ $0.015 ▼ $1.259M ▲
Q4-2024 $35.794M ▼ $4.077M ▲ $230K ▼ 0.643% ▼ $0.021 ▼ $848K ▼
Q3-2024 $37.942M $3.405M $1.321M 3.482% $0.12 $2.212M

Balance Statement

Period Cash & Short-term Total Assets Total Liabilities Total Equity
Q3-2025 $3.138M ▲ $85.75M ▼ $51.94M ▼ $33.066M ▲
Q2-2025 $2.712M ▼ $86.928M ▼ $54.636M ▼ $31.615M ▼
Q1-2025 $3.023M ▼ $89.546M ▲ $56.455M ▲ $32.406M ▲
Q4-2024 $3.853M ▼ $87.118M ▼ $54.03M ▼ $32.371M ▲
Q3-2024 $4.819M $90.077M $57.059M $32.271M

Cash Flow Statement

Period Net Income Cash From Operations Cash From Investing Cash From Financing Net Change Free Cash Flow
Q3-2025 $1.487M ▲ $1.265M ▲ $-521K ▲ $-318K ▼ $426K ▲ $735K ▲
Q2-2025 $-627K ▼ $714K ▲ $-816K ▲ $-209K ▼ $-311K ▲ $-105K ▲
Q1-2025 $164K ▼ $-518K ▼ $-1.846M ▼ $1.534M ▲ $-830K ▲ $-1.934M ▼
Q4-2024 $284K ▼ $394K ▼ $-860K ▲ $-500K ▲ $-966K ▼ $-466K ▼
Q3-2024 $1.321M $3.221M $-1.739M $-663K $819K $2.002M

Revenue by Products

Product Q3-2023Q4-2023Q1-2024Q2-2024
Franchise
Franchise
 $0 ▲$0 ▲$0 ▲$0 ▲
Service
Service
 $40.00M ▲$30.00M ▼$30.00M ▲$40.00M ▲

Five-Year Company Overview

Income Statement

Income Statement Revenue has been pretty flat over the past few years, with only modest growth. Profitability is very thin, hovering around break-even, and earnings per share have swung around from year to year, which suggests the business is sensitive to small changes in sales or costs. In short, this is a low-margin, operationally tight restaurant operator that doesn’t have much cushion if conditions worsen, but has shown it can occasionally turn a small profit when execution and demand line up.

Balance Sheet

Balance Sheet The balance sheet is fairly simple and stable, with total assets and equity not moving much over the last several years. Debt sits at a meaningful level relative to the company’s small equity base, so financial leverage matters here, even if the absolute dollar amounts are not large. Cash on hand looks lean, which can make the company more vulnerable to bumps in traffic, cost spikes, or delays in growth initiatives. Overall, there is no obvious balance-sheet growth engine yet, and limited room for major missteps.

Cash Flow

Cash Flow Operating cash flow has been consistently positive but modest, indicating the core business does generate cash, just not in large amounts. Free cash flow is roughly breakeven after modest investment spending, leaving limited internal funding for aggressive expansion or major remodel programs without outside capital or improved profitability. The cash profile is that of a steady but tight operator: enough to keep the lights on and reinvest selectively, but not yet at a level that supports large-scale strategic moves with ease.

Competitive Edge

Competitive Edge Good Times competes in a brutally crowded segment, but it does have some differentiation. The dual-brand model lets it address both quick-service and more polished burger-bar customers. Its emphasis on all‑natural, higher-quality ingredients and local Colorado roots helps the Good Times concept stand out from mass-market fast food, while Bad Daddy’s aims for a chef-driven, more experiential visit with creative burgers, customization, and a bar program. That said, both concepts still face intense competition from national chains and regional upstarts, so execution, brand relevance, and site selection are critical to sustaining any edge.

Innovation and R&D

Innovation and R&D The company is leaning on technology and concept refinement rather than traditional “R&D.” It has experimented with AI-powered drive‑thru voice ordering, is rolling out digital menu boards, and is upgrading its point‑of‑sale systems to improve speed, labor efficiency, and data use. Remodels at Good Times units are meant to refresh the brand and customer experience, while Bad Daddy’s is being refined and expanded with new locations and ongoing menu innovation, such as expanded burger formats and customer-driven menu ideas. These efforts show a willingness to modernize, but their financial payoff will depend on disciplined rollout and consistent guest response.

Summary

Good Times Restaurants is a small, niche player with a differentiated two‑brand strategy and a clear focus on quality ingredients and customer experience. Financially, it operates on a thin margin with modest, steady cash generation and a lean balance sheet, leaving little room for error but also suggesting a disciplined approach to capital spending. The main opportunities lie in executing technology upgrades, store remodels, and targeted Bad Daddy’s expansion to lift sales and efficiency. The main risks are its limited financial cushion, exposure to intense competition, and the need for near‑flawless operational execution to turn small revenue gains into sustainable profitability.