| Metric | This bank | Peer median | Δ |
|---|---|---|---|
| Asset growth (YoY) | +25.8% | +5.5% | +20.3 pts |
| Deposit growth (YoY) | +37.9% | +5.1% | +32.9 pts |
| Loan growth (YoY) | +15.4% | +5.9% | +9.4 pts |
| ROA | 1.05% | 1.26% | -0.2 pts |
| ROE | 10.8% | 12.2% | -1.4 pts |
ROA ranks in the 34th percentile of its peer group · Q2 2026
| Quarter | Assets | Deposits | Loans | Equity | Net income YTD | ROA | NIM | Nonperforming |
|---|---|---|---|---|---|---|---|---|
| Q2 2026 | $3.26B | $2.88B | $2.56B | $317.2M | $15.2M | 1.05% | 4.21% | 0.53% |
| Q1 2026 | $2.68B | $2.24B | $2.26B | $266.0M | $8.4M | 1.25% | 4.35% | 0.67% |
| Q4 2025 | $2.69B | $2.37B | $2.20B | $258.0M | $25.2M | 0.99% | 4.38% | 0.55% |
| Q3 2025 | $2.72B | $2.19B | $2.22B | $249.2M | $16.6M | 0.88% | 4.31% | 0.47% |
| Q2 2025 | $2.59B | $2.09B | $2.22B | $239.9M | $8.4M | 0.69% | 4.21% | 0.47% |
| Q1 2025 | $2.47B | $2.03B | $2.02B | $231.9M | $411K | 0.07% | 3.98% | 0.49% |
| Q4 2024 | $2.26B | $1.87B | $1.79B | $172.3M | $11.0M | 0.57% | 4.11% | 0.35% |
| Q3 2024 | $2.08B | $1.68B | $1.75B | $168.4M | $6.3M | 0.46% | 4.15% | 0.75% |
Loan mix (Q2 2026): real estate $2.08B · commercial $386.4M · consumer $54.8M · securities $125.1M
| Ratio | Georgia Banking Company | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Return on assets Annualized net income ÷ assets | 1.05% | 1.26% | 34th | |
Return on equity Annualized net income ÷ equity or net worth | 10.8% | 12.2% | 40th | |
Net interest margin Interest income − interest expense, ÷ assets | 4.21% | 3.70% |
Peer lists, growth filters, CSV export, CRM push.
Efficiency ratio Operating expense ÷ revenue — lower is leaner | 64.0% | 59.0% | 66th |
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 | Georgia Banking Company | 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 | Georgia Banking Company | 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 | Georgia Banking Company | 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 | Georgia Banking Company | 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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