| Metric | MidCountry Bank | Peer median | Δ |
|---|---|---|---|
| Asset growth (YoY) | -0.2% | +5.5% | -5.7 pts |
| Deposit growth (YoY) | -6.5% | +5.1% | -11.5 pts |
| Loan growth (YoY) | -3.2% | +5.9% | -9.2 pts |
| ROA | 1.03% | 1.26% | -0.2 pts |
| ROE | 8.1% | 12.2% | -4.1 pts |
ROA ranks in the 32nd percentile of its peer group · Q2 2026
| Quarter | Assets | Deposits | Loans | Equity | Net income YTD | ROA | NIM | Nonperforming |
|---|---|---|---|---|---|---|---|---|
| Q2 2026 | $1.07B | $835.8M | $724.0M | $133.4M | $5.4M | 1.03% | 3.97% | 0.74% |
| Q1 2026 | $1.04B | $841.5M | $687.4M | $135.0M | $3.2M | 1.22% | 4.16% | 1.04% |
| Q4 2025 | $1.04B | $842.6M | $702.7M | $132.8M | $9.2M | 0.86% | 3.62% | 1.21% |
| Q3 2025 | $1.05B | $869.0M | $726.0M | $134.4M | $6.5M | 0.80% | 3.60% | 1.40% |
| Q2 2025 | $1.07B | $893.8M | $748.2M | $131.1M | $4.5M | 0.82% | 3.58% | 1.53% |
| Q1 2025 | $1.09B | $922.2M | $768.2M | $127.6M | $2.1M | 0.76% | 3.47% | 1.68% |
| Q4 2024 | $1.14B | $946.3M | $808.0M | $123.2M | $-6.3M | -0.52% | 3.43% | 2.04% |
| Q3 2024 | $1.11B | $904.4M | $805.5M | $119.4M | $-7.7M | -0.88% | 3.49% | 2.08% |
Loan mix (Q2 2026): real estate $608.0M · commercial $67.4M · consumer $30.9M · securities $225.5M
| Ratio | MidCountry Bank | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Return on assets Annualized net income ÷ assets | 1.03% | 1.26% | 32th | |
Return on equity Annualized net income ÷ equity or net worth | 8.1% | 12.2% | 19th | |
Net interest margin Interest income − interest expense, ÷ assets | 3.97% | 3.70% |
Peer lists, growth filters, CSV export, CRM push.
Efficiency ratio Operating expense ÷ revenue — lower is leaner | 61.7% | 59.0% | 59th |
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 | MidCountry 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 | MidCountry 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 | MidCountry 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 | MidCountry 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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