| Metric | FVCbank | Peer median | Δ |
|---|---|---|---|
| Asset growth (YoY) | +5.8% | +5.5% | +0.4 pts |
| Deposit growth (YoY) | +8.0% | +5.1% | +3.0 pts |
| Loan growth (YoY) | +1.6% | +5.9% | -4.3 pts |
| ROA | 1.37% | 1.26% | +0.1 pts |
| ROE | 11.7% | 12.2% | -0.5 pts |
ROA ranks in the 60th percentile of its peer group · Q2 2026
| Quarter | Assets | Deposits | Loans | Equity | Net income YTD | ROA | NIM | Nonperforming |
|---|---|---|---|---|---|---|---|---|
| Q2 2026 | $2.36B | $2.06B | $1.88B | $279.7M | $15.9M | 1.37% | 3.37% | 0.48% |
| Q1 2026 | $2.33B | $2.04B | $1.90B | $270.6M | $7.0M | 1.22% | 3.24% | 0.52% |
| Q4 2025 | $2.29B | $2.00B | $1.92B | $266.7M | $23.7M | 1.05% | 3.01% | 0.48% |
| Q3 2025 | $2.31B | $1.98B | $1.84B | $262.1M | $17.5M | 1.04% | 2.96% | 0.48% |
| Q2 2025 | $2.23B | $1.91B | $1.85B | $255.6M | $11.6M | 1.04% | 2.95% | 0.47% |
| Q1 2025 | $2.24B | $1.91B | $1.86B | $252.0M | $5.5M | 1.00% | 2.89% | 0.48% |
| Q4 2024 | $2.19B | $1.87B | $1.85B | $245.1M | $16.5M | 0.74% | 2.67% | 0.59% |
| Q3 2024 | $2.29B | $1.96B | $1.86B | $240.4M | $11.3M | 0.67% | 2.60% | 0.16% |
Loan mix (Q2 2026): real estate $1.42B · commercial $464.7M · consumer $2.0M · securities $147.2M
Nothing unusual in Q2 2026 — steady quarter.
| Ratio | FVCbank | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Return on assets Annualized net income ÷ assets | 1.37% | 1.26% | 60th | |
Return on equity Annualized net income ÷ equity or net worth | 11.7% | 12.2% | 47th | |
Net interest margin Interest income − interest expense, ÷ assets | 3.37% | 3.70% |
Peer lists, growth filters, CSV export, CRM push.
Efficiency ratio Operating expense ÷ revenue — lower is leaner | 48.7% | 59.0% | 20th |
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 | FVCbank | 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 | FVCbank | 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 | FVCbank | 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 | FVCbank | 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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