IAC Inc. (IAC) — Defensive Interval Ratio
IAC Inc. (IAC) has a Defensive Interval Ratio of 286 days as of March 2026. Defensive assets of $328.77 Million (cash $-, short-term investments $-, receivables $328.77 Million) cover 286 days of daily cash needs of $1.15 Million/day. Check IAC tangible net assets ratio to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
IAC Inc. Defensive Interval Ratio (1996–2025)
This chart shows how IAC Inc.'s Defensive Interval Ratio has evolved across 30 annual periods from 1996 to 2025. As of March 2026, the ratio stands at 286 days, meaning defensive assets of $328.77 Million can fund 286 days of operations without new revenue. Also explore IAC Inc. (IAC) net asset momentum to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for IAC Inc. (1996–2025)
The table below presents the year-by-year Defensive Interval Ratio for IAC 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 IAC Inc. stock valuation.
| Year | DIR (days) | Defensive Assets (USD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 292 days | $448.81 Million | $1.54 Million/day | $- | $- | ▲ +78 days |
| 2024 | 214 days | $519.69 Million | $2.43 Million/day | $- | $0.00 | ▼ -49 days |
| 2023 | 263 days | $685.65 Million | $2.60 Million/day | $- | $149.00 Million | ▼ -23 days |
| 2022 | 286 days | $847.18 Million | $2.96 Million/day | $- | $239.37 Million | ▲ +124 days |
| 2021 | 162 days | $713.00 Million | $4.40 Million/day | $- | $19.79 Million | ▼ -73 days |
| 2020 | 235 days | $482.65 Million | $2.06 Million/day | $- | $224.98 Million | ▲ +74 days |
| 2019 | 160 days | $257.12 Million | $1.60 Million/day | $- | $19.99 Million | ▼ -10 days |
| 2018 | 171 days | $412.99 Million | $2.42 Million/day | $- | $123.67 Million | ▲ +22 days |
| 2017 | 148 days | $192.24 Million | $1.30 Million/day | $- | $5.00 Million | ▼ -31 days |
| 2016 | 180 days | $350.83 Million | $1.95 Million/day | $- | $89.34 Million | ▲ +29 days |
| 2015 | 150 days | $316.07 Million | $2.11 Million/day | $- | $39.20 Million | ▼ -68 days |
| 2014 | 218 days | $402.00 Million | $1.85 Million/day | $- | $161.00 Million | ▲ +77 days |
| 2013 | 141 days | $226.00 Million | $1.61 Million/day | $- | $6.00 Million | ▼ -22 days |
| 2012 | 162 days | $278.00 Million | $1.71 Million/day | $- | $21.00 Million | ▼ -78 days |
| 2011 | 240 days | $351.00 Million | $1.46 Million/day | $- | $166.00 Million | ▼ -479 days |
| 2010 | 719 days | $703.00 Million | $978.08K/day | $- | $564.00 Million | ▼ -107 days |
| 2009 | 826 days | $656.00 Million | $794.52K/day | $- | $488.00 Million | ▲ +382 days |
| 2008 | 443 days | $340.00 Million | $767.12K/day | $- | $126.00 Million | ▲ +339 days |
| 2007 | 104 days | $496.00 Million | $4.75 Million/day | $- | $327.00 Million | ▼ -107 days |
| 2006 | 211 days | $1.31 Billion | $6.21 Million/day | $- | $898.00 Million | ▼ -102 days |
| 2005 | 313 days | $1.92 Billion | $6.12 Million/day | $- | $1.49 Billion | ▼ -36 days |
| 2004 | 349 days | $2.76 Billion | $7.92 Million/day | $- | $2.41 Billion | ▼ -175 days |
| 2003 | 523 days | $2.69 Billion | $5.15 Million/day | $- | $2.42 Billion | ▼ -2 days |
| 2002 | 525 days | $2.24 Billion | $4.26 Million/day | $- | $1.93 Billion | ▲ +148 days |
| 2001 | 377 days | $1.02 Billion | $2.72 Million/day | $- | $171.00 Million | ▲ +137 days |
| 2000 | 241 days | $773.00 Million | $3.21 Million/day | $- | $127.00 Million | ▲ +77 days |
| 1999 | 163 days | $454.00 Million | $2.78 Million/day | $- | $12.00 Million | ▼ -8 days |
| 1998 | 171 days | $400.00 Million | $2.33 Million/day | $- | $28.00 Million | ▲ +73 days |
| 1997 | 98 days | $97.00 Million | $986.30K/day | $- | $- | ▲ +22 days |
| 1996 | 76 days | $57.00 Million | $747.95K/day | $- | $- | — |