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Side-by-side financial comparison of ASSURED GUARANTY LTD (AGO) and Ally Financial Inc. (ALLY), based on the latest 10-Q / 10-K filings. Click either name above to swap in a different company.
Over the past eight quarters, Ally Financial Inc.'s revenue compounded faster (11.1% CAGR vs -100.0%).
Assured Guaranty傘下のAssured Investment Management（AIM）はクレジット戦略を主力とする機関向け資産運用会社で、2023年7月の業務停止時には約152億米ドルの資産を運用しており、セカンダリー投資家から「世界で最も著名なヘッジファンドの1つ」と評されていた。
Ally Financial Inc.はアメリカ合衆国デラウェア州に設立登記され、ミシガン州デトロイトに本社を置く銀行持株会社です。自動車金融、ダイレクトバンクによるオンラインバンキング、企業向け融資、車両保険、住宅ローンのほか、分割販売やリース契約といった関連金融サービスを提供しています。
AGO vs ALLY — Head-to-Head
Income Statement — Q4 2024 vs Q4 2025
| Metric | | |
|---|---|---|
| Revenue | $0 | $301.0M |
| Net Profit | $18.0M | $327.0M |
| Gross Margin | — | — |
| Operating Margin | — | — |
| Net Margin | — | 108.6% |
| Revenue YoY | — | -3.2% |
| Net Profit YoY | -95.2% | 333.6% |
| EPS (diluted) | $0.40 | $0.97 |
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 | — | $301.0M | ||
| Q3 25 | — | $308.0M | ||
| Q2 25 | — | $312.0M | ||
| Q1 25 | — | $323.0M | ||
| Q4 24 | $0 | $311.0M | ||
| Q3 24 | $0 | $319.0M | ||
| Q2 24 | $0 | $324.0M | ||
| Q1 24 | $0 | $244.0M |
| Q4 25 | — | $327.0M | ||
| Q3 25 | — | $398.0M | ||
| Q2 25 | — | $352.0M | ||
| Q1 25 | — | $-225.0M | ||
| Q4 24 | $18.0M | $-140.0M | ||
| Q3 24 | $171.0M | $357.0M | ||
| Q2 24 | $78.0M | $294.0M | ||
| Q1 24 | $109.0M | $157.0M |
| Q4 25 | — | — | ||
| Q3 25 | — | — | ||
| Q2 25 | — | — | ||
| Q1 25 | — | -87.9% | ||
| Q4 24 | — | 56.3% | ||
| Q3 24 | — | 73.0% | ||
| Q2 24 | — | 79.3% | ||
| Q1 24 | — | 70.1% |
| Q4 25 | — | 108.6% | ||
| Q3 25 | — | 129.2% | ||
| Q2 25 | — | 112.8% | ||
| Q1 25 | — | -69.7% | ||
| Q4 24 | — | -45.0% | ||
| Q3 24 | — | 111.9% | ||
| Q2 24 | — | 90.7% | ||
| Q1 24 | — | 64.3% |
| Q4 25 | — | $0.97 | ||
| Q3 25 | — | $1.18 | ||
| Q2 25 | — | $1.04 | ||
| Q1 25 | — | $-0.82 | ||
| Q4 24 | $0.40 | $-0.54 | ||
| Q3 24 | $3.17 | $1.06 | ||
| Q2 24 | $1.41 | $0.86 | ||
| Q1 24 | $1.89 | $0.42 |
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 | $1.2B | $10.0B |
| Total DebtLower is stronger | $1.7B | $17.1B |
| Stockholders' EquityBook value | $5.5B | $15.5B |
| Total Assets | $11.9B | $196.0B |
| Debt / EquityLower = less leverage | 0.31× | 1.10× |
8-quarter trend — quarters aligned by calendar period so offset fiscal years match up.
| Q4 25 | — | $10.0B | ||
| Q3 25 | — | $10.2B | ||
| Q2 25 | — | $10.6B | ||
| Q1 25 | — | $10.4B | ||
| Q4 24 | $1.2B | $10.3B | ||
| Q3 24 | $1.5B | $8.6B | ||
| Q2 24 | $1.7B | $7.4B | ||
| Q1 24 | $1.6B | $8.2B |
| Q4 25 | — | $17.1B | ||
| Q3 25 | — | $16.7B | ||
| Q2 25 | — | $15.9B | ||
| Q1 25 | — | $16.5B | ||
| Q4 24 | $1.7B | $17.5B | ||
| Q3 24 | $1.7B | $16.8B | ||
| Q2 24 | $1.7B | $16.0B | ||
| Q1 24 | $1.7B | $17.0B |
| Q4 25 | — | $15.5B | ||
| Q3 25 | — | $15.1B | ||
| Q2 25 | — | $14.5B | ||
| Q1 25 | — | $14.2B | ||
| Q4 24 | $5.5B | $13.9B | ||
| Q3 24 | $5.7B | $14.7B | ||
| Q2 24 | $5.5B | $13.9B | ||
| Q1 24 | $5.6B | $13.7B |
| Q4 25 | — | $196.0B | ||
| Q3 25 | — | $191.7B | ||
| Q2 25 | — | $189.5B | ||
| Q1 25 | — | $193.3B | ||
| Q4 24 | $11.9B | $191.8B | ||
| Q3 24 | $12.3B | $193.0B | ||
| Q2 24 | $12.1B | $192.5B | ||
| Q1 24 | $12.2B | $192.9B |
| Q4 25 | — | 1.10× | ||
| Q3 25 | — | 1.11× | ||
| Q2 25 | — | 1.09× | ||
| Q1 25 | — | 1.16× | ||
| Q4 24 | 0.31× | 1.26× | ||
| Q3 24 | 0.30× | 1.14× | ||
| Q2 24 | 0.31× | 1.15× | ||
| Q1 24 | 0.30× | 1.25× |
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 | $46.0M | $640.0M |
| Free Cash FlowOCF − Capex | — | — |
| FCF MarginFCF / Revenue | — | — |
| Capex IntensityCapex / Revenue; lower = less reinvestment burden | — | — |
| Cash ConversionOCF / Net Profit; >1× = earnings back up with cash | 2.56× | 1.96× |
| TTM Free Cash FlowTrailing 4 quarters | — | — |
8-quarter trend — quarters aligned by calendar period so offset fiscal years match up.
| Q4 25 | — | $640.0M | ||
| Q3 25 | — | $1.2B | ||
| Q2 25 | — | $947.0M | ||
| Q1 25 | — | $940.0M | ||
| Q4 24 | $46.0M | $620.0M | ||
| Q3 24 | $17.0M | $992.0M | ||
| Q2 24 | $58.0M | $1.6B | ||
| Q1 24 | $-74.0M | $1.3B |
| Q4 25 | — | 1.96× | ||
| Q3 25 | — | 3.02× | ||
| Q2 25 | — | 2.69× | ||
| Q1 25 | — | — | ||
| Q4 24 | 2.56× | — | ||
| Q3 24 | 0.10× | 2.78× | ||
| Q2 24 | 0.74× | 5.36× | ||
| Q1 24 | -0.68× | 8.54× |
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.
Revenue Breakdown by Segment
AGO
Segment breakdown not available.
ALLY
| Noninsurance Contracts | $242.0M | 80% |
| Brokerage Commissionsand Other | $21.0M | 7% |
| Commercial Portfolio Segment | $19.0M | 6% |
| Other | $13.0M | 4% |
| Banking Fees And Interchange Income | $5.0M | 2% |
| Brokered Agent Commissions | $1.0M | 0% |
