BGC Group Inc. (BGC) — Defensive Interval Ratio
BGC Group Inc. (BGC) has a Defensive Interval Ratio of 249 days as of March 2026. Defensive assets of $1.83 Billion (cash $-, short-term investments $-, receivables $1.83 Billion) cover 249 days of daily cash needs of $7.37 Million/day. See BGC Group Inc. current assets vs equity to evaluate short-term liquidity relative to the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
BGC Group Inc. Defensive Interval Ratio (1996–2025)
This chart shows how BGC Group Inc. 's Defensive Interval Ratio has evolved across 30 annual periods from 1996 to 2025. As of March 2026, the ratio stands at 249 days, meaning defensive assets of $1.83 Billion can fund 249 days of operations without new revenue. See BGC net asset quality index to measure how much of total assets are equity-financed.
Annual Defensive Interval Ratio for BGC Group Inc. (1996–2025)
The table below presents the year-by-year Defensive Interval Ratio for BGC Group Inc. from 1996 to 2025, covering 30 annual filings. Each row shows defensive assets, daily cash need, the DIR in days, and the change in days compared to the prior year. For live market cap and the full company financial profile, see BGC company net worth.
| Year | DIR (days) | Defensive Assets (USD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 16591 days | $909.12 Million | $54.79K/day | $- | $- | ▲ +16317 days |
| 2024 | 275 days | $732.87 Million | $2.67 Million/day | $- | $- | ▼ -8 days |
| 2023 | 283 days | $720.56 Million | $2.55 Million/day | $- | $- | ▼ -40 days |
| 2022 | 323 days | $797.10 Million | $2.47 Million/day | $- | $-83.63 Million | ▼ -119 days |
| 2021 | 443 days | $1.45 Billion | $3.27 Million/day | $- | $40.84 Million | ▼ -181 days |
| 2020 | 623 days | $1.55 Billion | $2.48 Million/day | $- | $58.57 Million | ▼ -28 days |
| 2019 | 652 days | $1.74 Billion | $2.68 Million/day | $- | $57.52 Million | ▼ -675 days |
| 2018 | 1327 days | $1.76 Billion | $1.33 Million/day | $- | $58.41 Million | ▲ +295 days |
| 2017 | 1032 days | $1.31 Billion | $1.27 Million/day | $- | $33.01 Million | ▲ +381 days |
| 2016 | 651 days | $1.21 Billion | $1.86 Million/day | $- | $35.36 Million | ▼ -428 days |
| 2015 | 1079 days | $1.37 Billion | $1.27 Million/day | $- | $32.36 Million | ▲ +489 days |
| 2014 | 590 days | $1.18 Billion | $2.00 Million/day | $- | $32.51 Million | ▲ +90 days |
| 2013 | 500 days | $811.13 Million | $1.62 Million/day | $- | $33.12 Million | ▼ -95 days |
| 2012 | 595 days | $800.64 Million | $1.35 Million/day | $- | $32.00 Million | ▲ +317 days |
| 2011 | 278 days | $448.44 Million | $1.61 Million/day | $- | $17.52 Million | ▼ -53 days |
| 2010 | 331 days | $775.16 Million | $2.35 Million/day | $- | $15.70 Million | ▲ +48 days |
| 2009 | 283 days | $665.63 Million | $2.35 Million/day | $- | $4.06 Million | ▼ -16 days |
| 2008 | 299 days | $388.85 Million | $1.30 Million/day | $- | $1.81 Million | ▲ +29 days |
| 2007 | 270 days | $524.36 Million | $1.94 Million/day | $- | $34.09 Million | ▲ +14671 days |
| 2006 | -14401 days | $-1.26 Billion | $87.34K/day | $- | $166.01 Million | ▼ -2930 days |
| 2005 | -11470 days | $-855.93 Million | $74.62K/day | $- | $141.37 Million | ▼ -5312 days |
| 2004 | -6159 days | $-538.40 Million | $87.42K/day | $- | $189.80 Million | ▼ -648 days |
| 2003 | -5511 days | $-390.82 Million | $70.91K/day | $- | $173.18 Million | ▼ -143 days |
| 2002 | -5368 days | $-503.80 Million | $93.85K/day | $- | $- | ▼ -1811 days |
| 2001 | -3557 days | $-366.00 Million | $102.90K/day | $- | $- | ▲ +4055 days |
| 2000 | -7611 days | $-476.80 Million | $62.64K/day | $- | $- | ▼ -8019 days |
| 1999 | 408 days | $614.00 Million | $1.51 Million/day | $- | $134.60 Million | ▲ +27 days |
| 1998 | 381 days | $163.40 Million | $428.77K/day | $- | $- | ▼ -55 days |
| 1997 | 436 days | $162.40 Million | $372.33K/day | $- | $- | ▲ +56 days |
| 1996 | 380 days | $135.50 Million | $356.44K/day | $- | $- | — |