| Metric | Bank of Dudley | Peer median | Δ |
|---|---|---|---|
| Asset growth (YoY) | +17.1% | +4.9% | +12.2 pts |
| Deposit growth (YoY) | +17.9% | +4.3% | +13.6 pts |
| Loan growth (YoY) | +17.6% | +5.3% | +12.2 pts |
| ROA | 0.97% | 1.28% | -0.3 pts |
| ROE | 10.6% | 12.4% | -1.8 pts |
ROA ranks in the 29th percentile of its peer group · Q2 2026
| Quarter | Assets | Deposits | Loans | Equity | Net income YTD | ROA | NIM | Nonperforming |
|---|---|---|---|---|---|---|---|---|
| Q2 2026 | $537.9M | $486.8M | $364.4M | $48.9M | $2.5M | 0.97% | 4.42% | 0.08% |
| Q1 2026 | $525.5M | $475.4M | $342.6M | $47.9M | $1.3M | 1.05% | 4.31% | 0.09% |
| Q4 2025 | $502.4M | $453.1M | $337.1M | $46.9M | $5.9M | 1.25% | 4.54% | 0.09% |
| Q3 2025 | $496.1M | $448.5M | $317.7M | $45.3M | $4.4M | 1.27% | 4.45% | 0.84% |
| Q2 2025 | $459.4M | $412.8M | $310.0M | $44.2M | $2.9M | 1.30% | 4.54% | 0.04% |
| Q1 2025 | $454.9M | $410.6M | $292.6M | $42.6M | $1.5M | 1.30% | 4.34% | 0.05% |
| Q4 2024 | $442.0M | $400.1M | $285.7M | $40.7M | $4.6M | 1.11% | 4.31% | 0.05% |
| Q3 2024 | $416.7M | $375.0M | $286.6M | $40.0M | $3.2M | 1.08% | 4.25% | 0.07% |
Loan mix (Q2 2026): real estate $308.3M · commercial $44.8M · consumer $15.3M · securities $46.3M
| Ratio | Bank of Dudley | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Return on assets Annualized net income ÷ assets | 0.97% | 1.28% | 29th | |
Return on equity Annualized net income ÷ equity or net worth | 10.6% | 12.4% | 36th | |
Net interest margin Interest income − interest expense, ÷ assets | 4.42% | 3.89% |
Peer lists, growth filters, CSV export, CRM push.
Efficiency ratio Operating expense ÷ revenue — lower is leaner | 67.5% | 61.2% | 68th |
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 Dudley | 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 Dudley | 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 Dudley | 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 Dudley | 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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