| Metric | County Bank | Peer median | Δ |
|---|---|---|---|
| Asset growth (YoY) | +9.1% | +4.9% | +4.2 pts |
| Deposit growth (YoY) | +7.4% | +4.3% | +3.0 pts |
| Loan growth (YoY) | +10.5% | +5.3% | +5.2 pts |
| ROA | 3.34% | 1.28% | +2.1 pts |
| ROE | 23.6% | 12.4% | +11.2 pts |
ROA ranks in the 98th percentile of its peer group · Q2 2026
| Quarter | Assets | Deposits | Loans | Equity | Net income YTD | ROA | NIM | Nonperforming |
|---|---|---|---|---|---|---|---|---|
| Q2 2026 | $696.4M | $577.8M | $514.1M | $99.8M | $11.4M | 3.34% | 5.34% | 0.23% |
| Q1 2026 | $684.8M | $567.9M | $501.3M | $96.7M | $5.6M | 3.31% | 5.33% | 0.05% |
| Q4 2025 | $665.5M | $553.4M | $483.3M | $92.5M | $22.5M | 3.50% | 5.35% | 0.05% |
| Q3 2025 | $657.0M | $552.7M | $484.5M | $85.6M | $15.5M | 3.24% | 5.25% | 0.05% |
| Q2 2025 | $638.5M | $538.0M | $465.1M | $77.8M | $9.3M | 2.94% | 5.01% | 0.05% |
| Q1 2025 | $656.9M | $535.8M | $462.8M | $73.2M | $3.9M | 2.48% | 4.79% | 0.02% |
| Q4 2024 | $604.6M | $518.2M | $439.2M | $68.5M | $12.4M | 2.07% | 4.59% | 0.03% |
| Q3 2024 | $604.4M | $520.4M | $423.3M | $67.5M | $8.3M | 1.84% | 4.49% | 0.06% |
Loan mix (Q2 2026): real estate $410.2M · commercial $37.1M · consumer $71.5M · securities $83.0M
Nothing unusual in Q2 2026 — steady quarter.
| Ratio | County Bank | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Return on assets Annualized net income ÷ assets | 3.34% | 1.28% | 98th | |
Return on equity Annualized net income ÷ equity or net worth | 23.6% | 12.4% | 95th | |
Net interest margin Interest income − interest expense, ÷ assets | 5.34% | 3.89% |
Peer lists, growth filters, CSV export, CRM push.
Efficiency ratio Operating expense ÷ revenue — lower is leaner | 38.0% | 61.2% | 3th |
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 | County Bank | 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 | County Bank | 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 | County Bank | 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 | County Bank | 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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