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HTLM

HomesToLife Ltd

HTLM

HomesToLife Ltd • NASDAQ
$2.90 ▼ -5.23% (-0.16)
Market Cap $42.59 M
52w High $13.74
52w Low $2.75
Dividend Yield 0%
P/E -5.92
Volume 3.67K
Outstanding Shares 14.69M

Income Statement

Period Revenue Operating Expense Net Income Net Profit Margin Earnings Per Share EBITDA
Q2-2025 $135.027M ▲ $30.476M ▲ $7.614M ▲ 5.639% ▲ $0.67 ▲ $9.895M ▲
Q1-2025 $3.88M ▲ $863.032K ▼ $92.66K ▲ 2.388% ▲ $0.009 ▲ $162.795K ▼
Q2-2024 $2.01M ▲ $1.173M ▲ $-456.269K ▼ -22.698% ▼ $-0.031 ▼ $270.423K ▲
Q1-2024 $1.037M $769.693K $-74.152K -7.154% $-0.005 $-64.557K

Balance Statement

Period Cash & Short-term Total Assets Total Liabilities Total Equity
Q2-2025 $20.071M ▲ $127.054M ▲ $104.95M ▲ $22.104M ▲
Q1-2025 $3.941M ▲ $12.112M ▲ $8.527M ▲ $3.585M ▲
Q4-2024 $3.442M ▲ $8.618M ▲ $5.174M ▼ $3.444M ▲
Q2-2024 $544.895K ▼ $7.501M ▲ $6.407M ▲ $1.094M ▼
Q4-2023 $1.366M $7.117M $5.518M $1.599M

Cash Flow Statement

Period Net Income Cash From Operations Cash From Investing Cash From Financing Net Change Free Cash Flow
Q2-2024 $-456K $-907.136K $-104.35K $-566.794K $-1.578M $-1.011M

Five-Year Company Overview

Income Statement

Income Statement HomesToLife’s past income statement looks more like that of a very small, almost dormant company than a scaled retailer or distributor. Revenue has been minimal for several years, and profits have not been meaningful. The recent shift from a small profit to a loss suggests one‑off costs and restructuring linked to acquisitions and listing activity, rather than a mature, stable earnings base. In other words, the historical figures do not yet reflect the much larger business that management is now building through acquisitions and international expansion. Looking ahead, the key questions are how quickly the new operations convert expected sales growth into sustainable operating profit, and whether margins hold up as the company scales and enters new markets.

Balance Sheet

Balance Sheet The balance sheet shown in recent years is extremely light, with only a small pool of assets and no visible debt. This looks more like a shell or early‑stage entity than a fully built‑out regional furniture group. Equity is thin, and there is no clear buffer yet for large shocks. Because of that, the current balance sheet gives limited insight into the true economic scale of the newly acquired businesses. The more informative picture will come from post‑acquisition statements, which should show how much tangible backing, working capital, and financial flexibility HomesToLife has to support its growth plans and withstand downturns in consumer demand.

Cash Flow

Cash Flow Reported cash flow has effectively been flat and not very informative, with little sign of strong cash generation or heavy investment. This again reflects a pre‑scale, pre‑acquisition phase rather than the operating reality of a regional furniture and distribution group. For a company now pursuing rapid growth and cross‑border expansion, the quality of future cash flow will be crucial. Observers will want to see that operating cash flow keeps pace with revenue growth, that investment spending is disciplined, and that the business does not become overly reliant on external funding to support its expansion and integration efforts.

Competitive Edge

Competitive Edge HomesToLife competes in a tough, highly fragmented furniture and home retail market, but it has carved out a differentiated position. Its long heritage in upholstery, strong focus on quality, and deep experience in sofas and leather products give it credibility and brand recognition, especially in its home market. The company’s main edge lies in offering a high degree of customization at scale—many color, material, and configuration options—while integrating upstream into materials and production through its acquisitions. This vertical integration can improve reliability, control over quality, and pricing power. On top of that, HomesToLife is shifting from being primarily a local retailer to a regional player with both consumer and business customers, which diversifies its revenue base. The flip side is that furniture demand is cyclical and sensitive to housing markets and consumer confidence, and local competitors can be strong and deeply embedded. Execution in new countries, and the ability to maintain service quality and brand positioning across markets, will be key to defending this competitive position.

Innovation and R&D

Innovation and R&D HomesToLife is not a traditional tech or heavy‑R&D company, but it does innovate in how it designs, sources, and delivers furniture. Its main innovations are in business model and operations: vertical integration into manufacturing and materials, a broad customization platform for customers, and a dual focus on both retail and wholesale channels. The acquisitions of a major marketing and supply business, and the creation of a new Asia‑focused wholesale arm, are strategic moves aimed at building a more integrated, higher‑margin value chain. The company also differentiates through service, such as long product warranties and in‑house repair capabilities, which can deepen customer trust. There still appears to be room for further innovation in digital sales, e‑commerce, and data‑driven customer insights. How effectively HomesToLife invests in these softer, technology‑enabled capabilities will influence whether it can keep expanding without diluting its customer experience or brand.

Summary

Overall, HomesToLife looks like a business at an inflection point. The historical financials show a very small, low‑activity base with negligible revenue and profits, which contrasts sharply with management’s ambitions and recent strategic moves. This means past numbers provide only limited guidance on what the company may look like in the coming years. The strategy is bold: build a vertically integrated, regionally diversified furniture group, combining customizable retail offerings with a scaled business‑to‑business arm and stronger control over materials and manufacturing. If executed well, this could lead to a much larger, more resilient business with better margins than a typical standalone retailer. However, the plan also introduces meaningful risks: integrating acquisitions, expanding into multiple new countries, managing a more complex supply chain, and proving that rapid revenue growth can translate into durable, cash‑generating profitability. The next few reporting periods—when the new structure and scale are fully reflected in the financial statements—will be critical for assessing how well the strategy is working in practice.

NEWS

November 17, 2025 · 8:00 AM UTC

HomesToLife Reports 71% Increase in Net Profit to US$13.1 Million for 9M 2025

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September 17, 2025 · 8:30 AM UTC

HomesToLife Ltd Delivers 87% Increase in 1H 2025 Net Income to US$10.0 Million

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