| Metric | Herring Bank | Peer median | Δ |
|---|---|---|---|
| Asset growth (YoY) | +6.1% | +4.9% | +1.2 pts |
| Deposit growth (YoY) | +6.5% | +4.3% | +2.1 pts |
| Loan growth (YoY) | +6.6% | +5.3% | +1.2 pts |
| ROA | 0.15% | 1.28% | -1.1 pts |
| ROE | 1.3% | 12.4% | -11.1 pts |
ROA ranks in the 4th percentile of its peer group · Q2 2026
| Quarter | Assets | Deposits | Loans | Equity | Net income YTD | ROA | NIM | Nonperforming |
|---|---|---|---|---|---|---|---|---|
| Q2 2026 | $540.5M | $477.0M | $366.1M | $58.6M | $387K | 0.15% | 5.70% | 0.51% |
| Q1 2026 | $528.4M | $465.2M | $353.2M | $59.1M | $595K | 0.47% | 5.71% | 0.42% |
| Q4 2025 | $487.5M | $424.5M | $351.3M | $58.8M | $4.9M | 0.98% | 5.72% | 0.47% |
| Q3 2025 | $504.5M | $440.8M | $355.2M | $59.1M | $2.9M | 0.77% | 5.58% | 0.25% |
| Q2 2025 | $509.4M | $448.0M | $343.4M | $57.2M | $2.2M | 0.86% | 5.42% | 0.23% |
| Q1 2025 | $497.9M | $439.0M | $337.9M | $55.5M | $540K | 0.44% | 5.34% | 0.14% |
| Q4 2024 | $491.0M | $431.3M | $347.5M | $53.8M | $369K | 0.07% | 5.49% | 0.10% |
| Q3 2024 | $500.8M | $440.0M | $357.5M | $55.8M | $1.0M | 0.27% | 5.41% | 0.12% |
Loan mix (Q2 2026): real estate $298.5M · commercial $25.8M · consumer $39.5M · securities $54.9M
Nothing unusual in Q2 2026 — steady quarter.
| Ratio | Herring Bank | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Return on assets Annualized net income ÷ assets | 0.15% | 1.28% | 4th | |
Return on equity Annualized net income ÷ equity or net worth | 1.3% | 12.4% | 4th | |
Net interest margin Interest income − interest expense, ÷ assets | 5.70% | 3.89% |
Peer lists, growth filters, CSV export, CRM push.
Efficiency ratio Operating expense ÷ revenue — lower is leaner | 94.6% | 61.2% | 97th |
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 | Herring 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 | Herring 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 | Herring 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 | Herring 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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