United Community Banks, Inc. (UCB) — Defensive Interval Ratio
United Community Banks, Inc. (UCB) has a Defensive Interval Ratio of 59 days as of December 2025. Defensive assets of $3.83 Billion (cash $-, short-term investments $3.75 Billion, receivables $83.56 Million) cover 59 days of daily cash needs of $65.43 Million/day. Check tangible net worth ratio of United Community Banks, Inc. to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
United Community Banks, Inc. Defensive Interval Ratio (1996–2025)
This chart shows how United Community Banks, Inc.'s Defensive Interval Ratio has evolved across 30 annual periods from 1996 to 2025. As of December 2025, the ratio stands at 59 days, meaning defensive assets of $3.83 Billion can fund 59 days of operations without new revenue. Also explore UCB net assets growth trend to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for United Community Banks, Inc. (1996–2025)
The table below presents the year-by-year Defensive Interval Ratio for United Community Banks, 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 UCB market cap overview.
| Year | DIR (days) | Defensive Assets (USD) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 59 days | $3.83 Billion | $65.43 Million/day | $- | $3.75 Billion | ▼ -11 days |
| 2024 | 70 days | $4.52 Billion | $64.81 Million/day | $- | $4.44 Billion | ▲ +16 days |
| 2023 | 54 days | $3.42 Billion | $63.86 Million/day | $- | $3.33 Billion | ▼ -12 days |
| 2022 | 66 days | $3.69 Billion | $56.15 Million/day | $- | $3.61 Billion | ▼ -24 days |
| 2021 | 90 days | $4.54 Billion | $50.55 Million/day | $- | $4.50 Billion | ▲ +12 days |
| 2020 | 77 days | $3.27 Billion | $42.28 Million/day | $- | $3.22 Billion | ▲ +1 days |
| 2019 | 76 days | $2.31 Billion | $30.28 Million/day | $- | $2.27 Billion | ▼ -14 days |
| 2018 | 90 days | $2.66 Billion | $29.65 Million/day | $- | $2.63 Billion | ▼ -7 days |
| 2017 | 97 days | $2.65 Billion | $27.29 Million/day | $- | $2.62 Billion | ▼ -6 days |
| 2016 | 103 days | $2.46 Billion | $23.89 Million/day | $- | $2.43 Billion | ▼ -3 days |
| 2015 | 106 days | $2.32 Billion | $21.85 Million/day | $- | $2.29 Billion | ▲ +3 days |
| 2014 | 103 days | $1.80 Billion | $17.51 Million/day | $- | $1.78 Billion | ▼ -3 days |
| 2013 | 106 days | $1.85 Billion | $17.42 Million/day | $- | $1.83 Billion | ▼ -5 days |
| 2012 | 111 days | $1.85 Billion | $16.70 Million/day | $- | $1.83 Billion | ▲ +7 days |
| 2011 | 104 days | $1.81 Billion | $17.37 Million/day | $- | $1.79 Billion | ▲ +103 days |
| 2010 | 1 days | $24.30 Million | $18.09 Million/day | $- | $- | ▼ 0 days |
| 2009 | 2 days | $33.87 Million | $18.56 Million/day | $- | $- | ▼ -1 days |
| 2008 | 2 days | $46.09 Million | $19.77 Million/day | $- | $- | ▼ -1 days |
| 2007 | 3 days | $62.83 Million | $18.40 Million/day | $- | $- | ▼ 0 days |
| 2006 | 4 days | $58.29 Million | $16.00 Million/day | $- | $- | ▲ +1 days |
| 2005 | 3 days | $37.20 Million | $13.18 Million/day | $- | $- | ▲ +0 days |
| 2004 | 2 days | $27.92 Million | $11.49 Million/day | $- | $- | ▲ +0 days |
| 2003 | 2 days | $20.96 Million | $9.01 Million/day | $- | $- | ▼ 0 days |
| 2002 | 3 days | $20.27 Million | $7.94 Million/day | $- | $- | ▼ -1 days |
| 2001 | 3 days | $22.54 Million | $6.81 Million/day | $- | $- | ▼ -1 days |
| 2000 | 4 days | $25.38 Million | $5.68 Million/day | $- | $- | ▲ +1 days |
| 1999 | 4 days | $19.95 Million | $5.27 Million/day | $- | $- | ▲ +0 days |
| 1998 | 3 days | $13.33 Million | $4.05 Million/day | $- | $- | ▼ -1 days |
| 1997 | 4 days | $10.98 Million | $2.79 Million/day | $- | $- | ▲ +0 days |
| 1996 | 4 days | $7.78 Million | $1.99 Million/day | $- | $- | — |