CG Oncology, Inc. Segments Disclosure
The Company operates as a operating segment. The Company's chief operating decision maker (CODM) is its , who reviews financial information presented on a consolidated basis. The CODM uses consolidated net income (loss) to assess financial performance and allocate resources. The CODM does not review assets in evaluating the results of the single segment and therefore, such information is not presented.
The following table presents selected financial information with respect to the Company's single operating segment for the years ended December 31, 2025, 2024 and 2023 (in thousands):
|
|
Year Ended December 31, |
|
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|
|
2025 |
|
|
2024 |
|
|
2023 |
|
|||
Revenues |
|
|
|
|
|
|
|
|
|
|||
Commercial and development revenue |
|
$ |
3,234 |
|
|
$ |
— |
|
|
$ |
— |
|
License and collaboration revenue |
|
|
806 |
|
|
|
1,139 |
|
|
|
204 |
|
Total revenues |
|
|
4,040 |
|
|
|
1,139 |
|
|
|
204 |
|
Less: |
|
|
|
|
|
|
|
|
|
|||
Cost of sales |
|
|
4,647 |
|
|
|
— |
|
|
|
— |
|
Research and development |
|
|
|
|
|
|
|
|
|
|||
Clinical and manufacturing |
|
|
98,671 |
|
|
|
66,462 |
|
|
|
35,966 |
|
Other research and development(1) |
|
|
17,970 |
|
|
|
15,640 |
|
|
|
9,786 |
|
Total research and development |
|
|
116,641 |
|
|
|
82,102 |
|
|
|
45,752 |
|
General and administrative |
|
|
73,526 |
|
|
|
33,703 |
|
|
|
9,901 |
|
Total costs and operating expenses |
|
|
194,814 |
|
|
|
115,805 |
|
|
|
55,653 |
|
Loss from operations |
|
|
(190,774 |
) |
|
|
(114,666 |
) |
|
|
(55,449 |
) |
Other income, net |
|
|
29,779 |
|
|
|
26,627 |
|
|
|
6,842 |
|
Net loss |
|
$ |
(160,995 |
) |
|
$ |
(88,039 |
) |
|
$ |
(48,607 |
) |
|
|
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Historical Timeline
| Fiscal Year | Filed | |
|---|---|---|
| 2025 | Feb 27, 2026 | Showing above |
| 2024 | Mar 28, 2025 | |
About Segments Disclosures
Segment disclosures break a company into its reportable operating units, revealing revenue, profit, and asset allocation that consolidated financial statements obscure. Under ASC 280, segments must match how the chief operating decision maker views the business, providing a window into internal management structure and resource allocation priorities.
Key signals: compare segment margins to identify which units drive profitability and which destroy value. Watch for changes in the number of reportable segments — segment aggregation or disaggregation often coincides with strategic shifts or attempts to obscure declining performance. Intersegment elimination patterns reveal internal pricing practices. The reconciliation between segment totals and consolidated figures exposes corporate overhead allocation and unallocated items. Geographic revenue concentration highlights regulatory and currency exposure. Compare segment-level capital expenditure against segment revenue to assess where management is investing for future growth versus harvesting existing assets.