| Metric | High Country Bank | Peer median | Δ |
|---|---|---|---|
| Asset growth (YoY) | +2.9% | +4.9% | -2.0 pts |
| Deposit growth (YoY) | +6.3% | +4.3% | +1.9 pts |
| Loan growth (YoY) | +3.4% | +5.3% | -2.0 pts |
| ROA | 1.08% | 1.28% | -0.2 pts |
| ROE | 11.8% | 12.4% | -0.6 pts |
ROA ranks in the 37th percentile of its peer group · Q2 2026
| Quarter | Assets | Deposits | Loans | Equity | Net income YTD | ROA | NIM | Nonperforming |
|---|---|---|---|---|---|---|---|---|
| Q2 2026 | $528.5M | $450.5M | $440.5M | $49.1M | $2.9M | 1.08% | 4.72% | 1.13% |
| Q1 2026 | $524.1M | $438.1M | $440.3M | $48.6M | $1.4M | 1.06% | 4.66% | 1.14% |
| Q4 2025 | $533.0M | $437.3M | $444.0M | $47.8M | $4.9M | 0.96% | 4.67% | 1.03% |
| Q3 2025 | $522.3M | $431.9M | $435.4M | $43.6M | $3.2M | 0.83% | 4.64% | 1.30% |
| Q2 2025 | $513.6M | $424.0M | $426.1M | $42.5M | $2.3M | 0.90% | 4.65% | 0.76% |
| Q1 2025 | $503.6M | $424.0M | $413.9M | $42.1M | $1.3M | 1.01% | 4.60% | 0.76% |
| Q4 2024 | $499.5M | $414.9M | $413.5M | $41.1M | $3.1M | 0.65% | 4.49% | 0.81% |
| Q3 2024 | $496.8M | $412.0M | $406.3M | $41.9M | $2.3M | 0.63% | 4.44% | 0.66% |
Loan mix (Q2 2026): real estate $419.1M · commercial $19.8M · consumer $1.7M · securities $56.7M
Nothing unusual in Q2 2026 — steady quarter.
| Ratio | High Country Bank | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Return on assets Annualized net income ÷ assets | 1.08% | 1.28% | 37th | |
Return on equity Annualized net income ÷ equity or net worth | 11.8% | 12.4% | 46th | |
Net interest margin Interest income − interest expense, ÷ assets | 4.72% | 3.89% |
Peer lists, growth filters, CSV export, CRM push.
Efficiency ratio Operating expense ÷ revenue — lower is leaner | 71.3% | 61.2% | 77th |
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 | High Country 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 | High Country 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 | High Country 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 | High Country 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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