| Metric | Bank of Clarkson | Peer median | Δ |
|---|---|---|---|
| Asset growth (YoY) | +6.5% | +4.4% | +2.1 pts |
| Deposit growth (YoY) | +4.4% | +4.0% | +0.4 pts |
| Loan growth (YoY) | +8.5% | +5.6% | +2.9 pts |
| ROA | 1.46% | 1.24% | +0.2 pts |
| ROE | 14.5% | 11.9% | +2.7 pts |
ROA ranks in the 64th percentile of its peer group · Q2 2026
| Quarter | Assets | Deposits | Loans | Equity | Net income YTD | ROA | NIM | Nonperforming |
|---|---|---|---|---|---|---|---|---|
| Q2 2026 | $178.2M | $149.7M | $119.6M | $18.2M | $1.3M | 1.46% | 4.04% | 1.26% |
| Q1 2026 | $180.6M | $149.7M | $119.4M | $17.6M | $697K | 1.57% | 3.96% | 0.16% |
| Q4 2025 | $173.8M | $141.5M | $117.6M | $17.6M | $2.7M | 1.61% | 4.12% | 0.00% |
| Q3 2025 | $172.7M | $143.1M | $114.7M | $16.8M | $2.0M | 1.60% | 4.07% | 0.00% |
| Q2 2025 | $167.3M | $143.5M | $110.2M | $15.6M | $1.2M | 1.48% | 4.02% | 0.01% |
| Q1 2025 | $166.1M | $142.3M | $106.5M | $15.1M | $567K | 1.39% | 3.93% | 0.05% |
| Q4 2024 | $161.1M | $133.8M | $103.9M | $14.4M | $2.2M | 1.35% | 3.76% | 0.01% |
| Q3 2024 | $158.5M | $134.3M | $100.5M | $15.3M | $1.6M | 1.29% | 3.78% | 0.03% |
Loan mix (Q2 2026): real estate $100.8M · commercial $8.4M · consumer $9.7M · securities $40.8M
| Ratio | Bank of Clarkson | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Return on assets Annualized net income ÷ assets | 1.46% | 1.24% | 64th | |
Return on equity Annualized net income ÷ equity or net worth | 14.5% | 11.9% | 66th | |
Net interest margin Interest income − interest expense, ÷ assets | 4.04% | 3.96% |
Peer lists, growth filters, CSV export, CRM push.
Efficiency ratio Operating expense ÷ revenue — lower is leaner | 56.4% | 62.9% | 31st |
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 Clarkson | 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 Clarkson | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Uninsured deposit share Deposits above the insurance limit ÷ total deposits. The first number a CFO has watched since 2023; above ~40% is high | 00.0% | 00.0% | ||
Brokered deposits Brokered deposits ÷ total deposits — bought funding, rate-sensitive | 00.0% | 00.0% | ||
Borrowings-to-assets FHLB advances, fed funds, repos and other borrowings ÷ assets. Rising = deposits aren't keeping up | 00.0% | 00.0% | ||
Securities losses ÷ capital Unrealized losses on HTM + AFS securities as a share of tier-1 capital. Above ~30% constrains what they can sell to raise cash | 00.0% | 00.0% |
| Ratio | Bank of Clarkson | 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 Clarkson | 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 Clarkson | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Assets per office Branch efficiency; high numbers usually mean digital-first | 00.0% | 00.0% |
The full ratio pack is part of CharterBench Pro.
Spends 2.2× the peer median on technology. Pro shows the figures, trend and peer comparison.
Technology spend is part of CharterBench Pro — on every bank page, in the screener and in the account brief.
Banks itemize data processing on Schedule RI-E when it exceeds $100,000 and 7% of other non-interest expense; most community banks itemize at year-end only, so figures are full calendar years. Peer group: banks in the same asset band. Not available for credit unions (the NCUA call report has no comparable line).
2 branches in 1 county across 1 state (+0 vs 2025) · $149.7M branch deposits. Biggest market: Grayson, KY, ranked 3rd with 17.6% of deposits.
| County | Branches | Deposits | Share | Rank |
|---|---|---|---|---|
| Grayson, KY | 2 | $149.7M | 17.64% | 3rd |
Kentucky: 131st with 0.10% ·
Branch count: 2022 2 · 2023 2 · 2024 2 · 2025 2 · 2026 2