| Metric | Bank of Holly Springs | Peer median | Δ |
|---|---|---|---|
| Asset growth (YoY) | +2.7% | +4.9% | -2.2 pts |
| Deposit growth (YoY) | +3.5% | +4.3% | -0.8 pts |
| Loan growth (YoY) | -0.9% | +5.3% | -6.2 pts |
| ROA | 1.30% | 1.28% | +0.0 pts |
| ROE | 9.5% | 12.4% | -2.9 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 | $587.5M | $490.8M | $423.5M | $80.7M | $3.8M | 1.30% | 4.14% | 3.43% |
| Q1 2026 | $597.4M | $502.8M | $428.7M | $79.0M | $2.0M | 1.38% | 4.18% | 3.05% |
| Q4 2025 | $552.6M | $459.6M | $428.5M | $77.4M | $2.3M | 0.40% | 4.31% | 3.72% |
| Q3 2025 | $561.1M | $462.1M | $433.2M | $82.6M | $5.6M | 1.31% | 4.26% | 1.72% |
| Q2 2025 | $572.1M | $474.2M | $427.2M | $81.8M | $4.1M | 1.42% | 4.19% | 1.68% |
| Q1 2025 | $587.4M | $491.0M | $422.6M | $80.2M | $1.9M | 1.29% | 4.07% | 1.41% |
| Q4 2024 | $570.8M | $477.4M | $431.0M | $77.6M | $8.2M | 1.49% | 4.28% | 1.48% |
| Q3 2024 | $565.3M | $471.3M | $432.4M | $77.5M | $6.0M | 1.45% | 4.22% | 1.45% |
Loan mix (Q2 2026): real estate $336.6M · commercial $52.3M · consumer $36.8M · securities $55.6M
| Ratio | Bank of Holly Springs | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Return on assets Annualized net income ÷ assets | 1.30% | 1.28% | 51th | |
Return on equity Annualized net income ÷ equity or net worth | 9.5% | 12.4% | 30th | |
Net interest margin Interest income − interest expense, ÷ assets | 4.14% | 3.89% |
Peer lists, growth filters, CSV export, CRM push.
Efficiency ratio Operating expense ÷ revenue — lower is leaner | 62.5% | 61.2% | 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 Holly Springs | 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 Holly Springs | 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 Holly Springs | 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 Holly Springs | 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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