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OMCC

Old Market Capital Corporation

OMCC

Old Market Capital Corporation • NASDAQ
$5.04 ▲ 0.00% (+0.00)
Market Cap $34.22 M
52w High $7.00
52w Low $4.21
Dividend Yield 0%
P/E -11.45
Volume 433
Outstanding Shares 6.79M

Income Statement

Period Revenue Operating Expense Net Income Net Profit Margin Earnings Per Share EBITDA
Q2-2026 $3.159M ▲ $2.297M ▼ $-752K ▼ -23.805% ▲ $-0.11 $146K ▲
Q1-2026 $3.034M ▼ $3.844M ▼ $-748K ▲ -24.654% ▲ $-0.11 ▲ $-62K ▲
Q4-2025 $3.269M ▲ $4.35M ▲ $-1.034M ▼ -31.63% ▼ $-0.15 ▼ $-190K ▼
Q3-2025 $3.22M ▼ $3.625M ▼ $-124K ▲ -3.851% ▲ $-0.019 ▲ $192K ▲
Q2-2025 $3.349M $4.217M $-451K -13.467% $-0.068 $-329K

Balance Statement

Period Cash & Short-term Total Assets Total Liabilities Total Equity
Q2-2026 $19.777M ▼ $81.068M ▲ $15.178M ▲ $53.777M ▲
Q1-2026 $22.034M ▼ $78.925M ▲ $12.552M ▲ $52.465M ▼
Q4-2025 $24.516M ▼ $77.672M ▼ $10.652M ▼ $53.14M ▼
Q3-2025 $27.132M ▼ $79.486M ▼ $25.546M ▲ $53.94M ▲
Q2-2025 $29.475M $80.282M $24.069M $52.67M

Cash Flow Statement

Period Net Income Cash From Operations Cash From Investing Cash From Financing Net Change Free Cash Flow
Q2-2026 $-802K ▼ $-133K ▼ $-4.751M ▼ $1.788M ▲ $-2.257M ▼ $-4.904M ▼
Q1-2026 $-786K ▲ $912K ▲ $-3.715M ▼ $847K ▲ $-1.956M ▲ $-2.819M ▲
Q4-2025 $-933K ▼ $-755K ▼ $-1.935M ▲ $-13K ▼ $-2.616M ▼ $-2.943M ▼
Q3-2025 $-440K ▼ $-592K ▼ $-2.192M ▲ $841K ▲ $-1.944M ▲ $-2.88M ▲
Q2-2025 $-174K $-116K $-5.438M $-5.629M $-11.183M $-3.687M

Revenue by Products

Product Q1-2026Q2-2026
Fiber Internet Services
Fiber Internet Services
 $0 ▲$0 ▲
Product and Service Other
Product and Service Other
 $0 ▲$0 ▲
Other Revenue
Other Revenue
 $0 ▲$0 ▲

Five-Year Company Overview

Income Statement

Income Statement OMCC’s income statement reflects a very small, early-stage platform that is still in build-out mode rather than a mature, profit-generating business. Revenue is minimal and has not yet shown a clear, sustained growth trend. Profitability has moved from slightly positive a few years ago to modest but persistent losses more recently. Operating and EBITDA results are negative, which means the core business is not yet covering its own operating costs. Per‑share results swing sharply because they are being spread over a relatively small economic base, so even small changes in costs or revenue show up as large percentage moves. Overall, the income statement tells a story of a company in transition that has not yet proven stable earnings power.

Balance Sheet

Balance Sheet The balance sheet is lean and small, with a limited pool of assets and equity. Debt that existed earlier has been paid down, so today’s capital structure looks relatively clean, but it also means the company is relying mostly on equity and internal resources. Equity has been drifting down as losses accumulate, which slowly erodes the financial cushion. Cash is present but not abundant, leaving only a modest buffer for setbacks or delays. In simple terms, the balance sheet is not overburdened by leverage, but it is thin, and that thinness increases the sensitivity to execution risk and funding needs as the new strategy scales up.

Cash Flow

Cash Flow Cash flow is essentially hovering around break-even from day‑to‑day operations, which indicates the current activities are not yet generating meaningful surplus cash. Investment spending has restarted, likely tied to network and infrastructure build-out, so free cash flow has turned slightly negative. This combination—minimal operating cash inflow and ongoing investment—implies the business will probably need outside capital or careful pacing of its growth plans to fund expansion. The cash flow profile is typical of a company still building its platform rather than harvesting mature, steady cash generation.

Competitive Edge

Competitive Edge OMCC’s competitive position is now anchored in Amplex, which targets rural and underserved broadband markets in Ohio. The focus on areas that large national providers have historically overlooked gives Amplex some first‑mover advantages, including local brand recognition and infrastructure already in the ground and on towers. Its hybrid fiber-and-fixed‑wireless model helps reach difficult locations more economically. Strong local customer service and partnerships with utilities and cooperatives deepen that foothold and make it harder for new entrants to duplicate quickly. However, the business is still small and geographically concentrated, and it faces the ongoing risk that larger telecom players, new government programs, or emerging technologies could intensify competition or compress margins over time.

Innovation and R&D

Innovation and R&D Innovation at OMCC is applied rather than lab‑heavy: the value lies in how Amplex designs, deploys, and manages its networks. The combination of fiber-to-the-home where feasible and advanced fixed wireless elsewhere is a practical way to stretch capital and serve challenging rural areas. Amplex also leans on proprietary monitoring software, prioritized traffic (for voice), managed routers, and tailored business Wi‑Fi solutions—these are incremental but meaningful service innovations that can improve reliability and customer stickiness. Looking ahead, the key innovation levers are likely to be network upgrades, expansion into new communities, and selective acquisitions in adjacent technology sectors, rather than traditional R&D. Execution quality—how well they roll out new technology and integrate new assets—will matter more than headline innovation spend.

Summary

OMCC is in the middle of a major strategic pivot: from a niche consumer finance background to functioning as a holding company with a cornerstone broadband asset in Amplex. Financially, it remains very small, with modest losses, limited cash, and no heavy debt obligations, which creates both flexibility and vulnerability. Operationally, the company is leaning into a clear niche—rural and underserved broadband—where infrastructure, local relationships, and service quality can create defensible positions. At the same time, the company’s scale is limited, its geographic footprint is narrow, and its new acquisition-driven strategy introduces both opportunity and integration risk. The overall picture is of a developing platform business: early in the new chapter, not yet financially proven, with upside dependent on successful network build-out, careful funding, and disciplined execution of its broader acquisition ambitions.