LGL GROUP INC Segments Disclosure
Chief Operating Decision Maker
The Company's chief operating decision maker ("CODM") is the Chief Executive Officer.
Reportable Segments
The Company reports its results from operations consistent with the manner in which the CODM reviews the business to assess performance and allocate resources. As such, the Company reports its results in reporting segments: Electronic Instruments and Merchant Investment. A brief description of each segment is below:
The Electronic Instruments segment includes all products manufactured and sold by PTF.
The Merchant Investment segment includes all activity produced by Lynch Capital International, LLC ("Lynch Capital").
The Company includes in Corporate the following corporate and business activities:
| • | corporate level assets and financial obligations such as cash and equivalents invested in highly liquid U.S. Treasury money market funds and other marketable securities; |
| • | other items not allocated to or directly related to the Company's operating segments, including items such as deferred tax balances; and |
| • | intercompany eliminations. |
Measure of Segment Profit or Loss and Segment Assets
The accounting policies used in both the Electronic Instruments and Merchant Investment segments are the same as those described in Note 2 – Summary of Significant Accounting Policies.
The CODM assesses the performance of and decide how to allocate resources to each reporting segment based on Segment profit (loss), which is total revenues less Manufacturing cost of sales and Engineering, selling, and administrative. The CODM uses Segment profit (loss) to evaluate the overall profitability of the Electronic Instruments, Merchant Investment, and Corporate segments. Additionally, the CODM uses Segment profit (loss) to allocate resources in the annual budgeting and forecasting process. The CODM considers budget-to-actual variances when making decisions about allocating capital to each segment.
The measure of segment assets is reported on the Consolidated Balance Sheets as consolidated Total assets. The CODM uses Total assets of each segment to allocate overhead expenses incurred by the Corporate segment.
The following tables present LGL Group's operations by segment:
| Year Ended December 31, 2025 | ||||||||||||||||
| Electronic Instruments | Merchant Investment | Corporate | Consolidated | |||||||||||||
| Revenues: | ||||||||||||||||
| Net sales | $ | 2,453 | $ | — | $ | — | $ | 2,453 | ||||||||
| Net investment income | — | 1,042 | 655 | 1,697 | ||||||||||||
| Net gains | — | — | 19 | 19 | ||||||||||||
| Total revenues | 2,453 | 1,042 | 674 | 4,169 | ||||||||||||
| Less: | ||||||||||||||||
| Manufacturing cost of sales | 1,155 | — | — | 1,155 | ||||||||||||
| Engineering | 259 | — | — | 259 | ||||||||||||
| Commissions | 70 | — | — | 70 | ||||||||||||
| Sales and marketing | 194 | — | — | 194 | ||||||||||||
| Accounting | — | — | 225 | 225 | ||||||||||||
| Compensation | 245 | — | 505 | 750 | ||||||||||||
| Corporate allocations (a) | 51 | 455 | (506 | ) | — | |||||||||||
| Other segment items (b) | 183 | 22 | 1,062 | 1,267 | ||||||||||||
| Engineering, selling and administrative | 1,002 | 477 | 1,286 | 2,765 | ||||||||||||
| Total expenses | 2,157 | 477 | 1,286 | 3,920 | ||||||||||||
| Segment profit (loss) | $ | 296 | $ | 565 | $ | (612 | ) | $ | 249 | |||||||
| Reconciliation of Segment profit (loss) to Income before income taxes | ||||||||||||||||
| Adjustments and reconciling items | — | |||||||||||||||
| Income before income taxes | $ | 249 | ||||||||||||||
| Year Ended December 31, 2024 | ||||||||||||||||
| Electronic Instruments | Merchant Investment | Corporate | Consolidated | |||||||||||||
| Revenues: | ||||||||||||||||
| Net sales | $ | 2,226 | $ | — | $ | — | $ | 2,226 | ||||||||
| Net investment income | — | 1,228 | 843 | 2,071 | ||||||||||||
| Net losses | — | — | (5 | ) | (5 | ) | ||||||||||
| Total revenues | 2,226 | 1,228 | 838 | 4,292 | ||||||||||||
| Less: | ||||||||||||||||
| Manufacturing cost of sales | 1,047 | — | — | 1,047 | ||||||||||||
| Engineering | 209 | — | — | 209 | ||||||||||||
| Commissions | 112 | — | — | 112 | ||||||||||||
| Sales and marketing | 185 | — | — | 185 | ||||||||||||
| Accounting | — | — | 270 | 270 | ||||||||||||
| Compensation | 243 | — | 779 | 1,022 | ||||||||||||
| Corporate allocations (a) | 42 | 371 | (413 | ) | — | |||||||||||
| Other segment items (b) | 145 | 10 | 593 | 748 | ||||||||||||
| Engineering, selling and administrative | 936 | 381 | 1,229 | 2,546 | ||||||||||||
| Total expenses | 1,983 | 381 | 1,229 | 3,593 | ||||||||||||
| Segment profit (loss) | $ | 243 | $ | 847 | $ | (391 | ) | $ | 699 | |||||||
| Reconciliation of Segment profit (loss) to Income before income taxes | ||||||||||||||||
| Adjustments and reconciling items | — | |||||||||||||||
| Income before income taxes | $ | 699 | ||||||||||||||
| (a) | The Electronic Instruments and Merchant Investment segments are allocated overhead expenses from the Corporate segment based on each segment's assets as a percentage of Total assets. |
| (b) | Other segment items for each reportable segment includes the following: | |
| Electronic Instruments - rent, amortization, professional service fees, and certain other overhead expenses. | ||
| Merchant Investment - legal expense and certain other overhead expenses. | ||
| Corporate - legal expense, insurance expense, filing fees, fees paid to MtronPTI under Amended and Restated Transitional Administrative and Management Services Agreement, expense reimbursements paid to or received from MtronPTI, and certain other overhead expenses. | ||
Other Segment Disclosures
The following table presents other segment information by segment:
| As of and For Year Ended December 31, 2025 | ||||||||||||||||||||||||
| Electronic Instruments | Merchant Investment | Corporate | Total | Adjustments and Reconciling Items | Consolidated | |||||||||||||||||||
| Interest revenue (a) | $ | — | $ | 1,042 | $ | 655 | $ | 1,697 | $ | — | $ | 1,697 | ||||||||||||
| Amortization (b) | 21 | — | — | 21 | — | 21 | ||||||||||||||||||
| Other significant non-cash items: | ||||||||||||||||||||||||
| Stock-based compensation (c) | — | — | 61 | 61 | — | 61 | ||||||||||||||||||
| Total assets | 1,237 | 25,768 | 19,771 | 46,776 | — | 46,776 | ||||||||||||||||||
| Capital expenditures | — | — | — | — | — | — | ||||||||||||||||||
| As of and For Year Ended December 31, 2024 | ||||||||||||||||||||||||
| Electronic Instruments | Merchant Investment | Corporate | Total | Adjustments and Reconciling Items | Consolidated | |||||||||||||||||||
| Interest revenue (a) | $ | — | $ | 1,228 | $ | 843 | $ | 2,071 | $ | — | $ | 2,071 | ||||||||||||
| Amortization (b) | 21 | — | — | 21 | — | 21 | ||||||||||||||||||
| Other significant non-cash items: | ||||||||||||||||||||||||
| Stock-based compensation (c) | — | — | 36 | 36 | — | 36 | ||||||||||||||||||
| Total assets | 1,249 | 24,748 | 17,148 | 43,145 | — | 43,145 | ||||||||||||||||||
| Capital expenditures | — | — | — | — | — | — | ||||||||||||||||||
| (a) | Interest revenue is included in Net investment income on the Consolidated Statements of Operations. |
| (b) | Amortization is included within the other segment expense captions, such as Manufacturing cost of sales, Engineering, or Other segment items. |
| (c) | Stock-based compensation is included within the Compensation expense caption. |
Historical Timeline
| Fiscal Year | Filed | |
|---|---|---|
| 2025 | Mar 30, 2026 | Showing above |
| 2024 | Mar 31, 2025 | |
| 2023 | Apr 1, 2024 | |
| 2020 | Mar 29, 2021 | |
| 2019 | Mar 30, 2020 | |
| 2018 | Mar 21, 2019 | |
| 2017 | Mar 22, 2018 | |
| 2016 | Mar 29, 2017 | |
| 2015 | Mar 29, 2016 | |
About Segments Disclosures
Segment disclosures break a company into its reportable operating units, revealing revenue, profit, and asset allocation that consolidated financial statements obscure. Under ASC 280, segments must match how the chief operating decision maker views the business, providing a window into internal management structure and resource allocation priorities.
Key signals: compare segment margins to identify which units drive profitability and which destroy value. Watch for changes in the number of reportable segments — segment aggregation or disaggregation often coincides with strategic shifts or attempts to obscure declining performance. Intersegment elimination patterns reveal internal pricing practices. The reconciliation between segment totals and consolidated figures exposes corporate overhead allocation and unallocated items. Geographic revenue concentration highlights regulatory and currency exposure. Compare segment-level capital expenditure against segment revenue to assess where management is investing for future growth versus harvesting existing assets.