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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旗下的Assured Investment Management（AIM）是一家主打信贷策略的机构资产管理公司，2023年7月停止运营时管理资产规模约152亿美元，曾被二级投资者评为全球最知名的对冲基金之一。
Ally Financial Inc.是注册于美国特拉华州、总部位于密歇根州底特律的银行控股企业，业务覆盖汽车金融、直营银行线上服务、企业贷款、车辆保险、住房抵押贷款，以及分期销售、租赁协议等相关配套融资服务。
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% |
