| Metric | Gate City Bank | Peer median | Δ |
|---|---|---|---|
| Asset growth (YoY) | +7.8% | +5.5% | +2.3 pts |
| Deposit growth (YoY) | +8.3% | +5.1% | +3.3 pts |
| Loan growth (YoY) | +1.1% | +5.9% | -4.8 pts |
| ROA | 0.85% | 1.26% | -0.4 pts |
| ROE | 9.3% | 12.2% | -2.9 pts |
ROA ranks in the 20th percentile of its peer group · Q2 2026
| Quarter | Assets | Deposits | Loans | Equity | Net income YTD | ROA | NIM | Nonperforming |
|---|---|---|---|---|---|---|---|---|
| Q2 2026 | $4.04B | $3.61B | $2.98B | $373.7M | $17.0M | 0.85% | 3.70% | 0.53% |
| Q1 2026 | $4.03B | $3.61B | $2.93B | $364.3M | $8.2M | 0.82% | 3.62% | 0.54% |
| Q4 2025 | $3.98B | $3.56B | $2.94B | $359.7M | $23.1M | 0.60% | 3.44% | 0.54% |
| Q3 2025 | $3.83B | $3.41B | $2.93B | $350.6M | $16.0M | 0.56% | 3.38% | 0.56% |
| Q2 2025 | $3.75B | $3.33B | $2.95B | $339.7M | $9.1M | 0.48% | 3.31% | 0.57% |
| Q1 2025 | $3.81B | $3.38B | $2.88B | $332.6M | $4.1M | 0.44% | 3.13% | 0.60% |
| Q4 2024 | $3.77B | $3.27B | $2.88B | $324.1M | $11.5M | 0.32% | 2.96% | 0.61% |
| Q3 2024 | $3.69B | $3.18B | $2.89B | $327.1M | $7.3M | 0.27% | 2.91% | 0.57% |
Loan mix (Q2 2026): real estate $2.29B · commercial $112.4M · consumer $599.2M · securities $596.0M
Nothing unusual in Q2 2026 — steady quarter.
| Ratio | Gate City Bank | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Return on assets Annualized net income ÷ assets | 0.85% | 1.26% | 20th | |
Return on equity Annualized net income ÷ equity or net worth | 9.3% | 12.2% | 28th | |
Net interest margin Interest income − interest expense, ÷ assets | 3.70% | 3.70% |
Peer lists, growth filters, CSV export, CRM push.
Efficiency ratio Operating expense ÷ revenue — lower is leaner | 74.6% | 59.0% | 87th |
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 | Gate City 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 | Gate City 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 | Gate City 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 | Gate City Bank | 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.