| Metric | Bank of Cashton | Peer median | Δ |
|---|---|---|---|
| Asset growth (YoY) | +7.5% | +4.4% | +3.1 pts |
| Deposit growth (YoY) | +9.4% | +4.0% | +5.4 pts |
| Loan growth (YoY) | +4.7% | +5.6% | -0.9 pts |
| ROA | 1.25% | 1.24% | +0.0 pts |
| ROE | 12.1% | 11.9% | +0.3 pts |
ROA ranks in the 51st percentile of its peer group · Q2 2026
| Quarter | Assets | Deposits | Loans | Equity | Net income YTD | ROA | NIM | Nonperforming |
|---|---|---|---|---|---|---|---|---|
| Q2 2026 | $146.1M | $127.0M | $98.5M | $15.2M | $907K | 1.25% | 3.69% | 0.00% |
| Q1 2026 | $144.7M | $126.0M | $98.2M | $14.8M | $396K | 1.09% | 3.62% | 0.00% |
| Q4 2025 | $144.7M | $125.8M | $98.8M | $14.9M | $1.5M | 1.05% | 3.40% | 0.00% |
| Q3 2025 | $139.1M | $119.8M | $96.3M | $14.7M | $1.1M | 1.02% | 3.34% | 0.01% |
| Q2 2025 | $136.0M | $116.1M | $94.1M | $14.4M | $735K | 1.06% | 3.27% | 0.01% |
| Q1 2025 | $138.5M | $118.1M | $92.2M | $14.0M | $403K | 1.16% | 3.17% | 0.00% |
| Q4 2024 | $140.2M | $117.9M | $90.9M | $13.7M | $1.3M | 0.96% | 3.10% | 0.00% |
| Q3 2024 | $134.4M | $111.9M | $85.9M | $13.9M | $959K | 0.97% | 3.11% | 0.10% |
Loan mix (Q2 2026): real estate $58.7M · commercial $31.6M · consumer $2.6M · securities $23.9M
Nothing unusual in Q2 2026 — steady quarter.
| Ratio | Bank of Cashton | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Return on assets Annualized net income ÷ assets | 1.25% | 1.24% | 51th | |
Return on equity Annualized net income ÷ equity or net worth | 12.1% | 11.9% | 51th | |
Net interest margin Interest income − interest expense, ÷ assets | 3.69% | 3.96% |
Peer lists, growth filters, CSV export, CRM push.
Efficiency ratio Operating expense ÷ revenue — lower is leaner | 64.2% | 62.9% | 54th |
Non-interest income share Fees and other income as a share of total revenue | 00.0% | 00.0% |
Cost of funds Annualized interest expense ÷ deposits | 00.0% | 00.0% |
| Ratio | Bank of Cashton | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Loan-to-deposit Loans ÷ deposits (shares). Above ~90% needs funding; below ~60% needs loan demand | 00.0% | 00.0% | ||
Loans-to-assets How much of the balance sheet is lent out | 00.0% | 00.0% | ||
Securities-to-assets Investment portfolio as a share of assets | 00.0% | 00.0% | ||
Cash-to-assets On-balance-sheet liquidity | 00.0% | 00.0% |
| Ratio | Bank of Cashton | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Capital ratio Tier 1 capital (banks) or net worth (CUs) ÷ assets. NCUA well-capitalized line: 7% | 00.0% | 00.0% |
| Ratio | Bank of Cashton | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Nonperforming / delinquency Banks: nonperforming assets ÷ assets. CUs: 60+ day delinquent loans ÷ loans | 00.0% | 00.0% | ||
Net charge-off rate Annualized charge-offs net of recoveries ÷ loans | 00.0% | 00.0% | ||
CRE concentration Commercial real estate loans ÷ capital. Regulators flag banks above 300% | 00.0% | 00.0% |
| Ratio | Bank of Cashton | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Assets per office Branch efficiency; high numbers usually mean digital-first | 00.0% | 00.0% |
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