| Metric | One World Bank | Peer median | Δ |
|---|---|---|---|
| Asset growth (YoY) | +2.2% | +4.4% | -2.2 pts |
| Deposit growth (YoY) | +4.1% | +4.0% | +0.1 pts |
| Loan growth (YoY) | +8.3% | +5.6% | +2.7 pts |
| ROA | -1.30% | 1.24% | -2.5 pts |
| ROE | -9.9% | 11.9% | -21.8 pts |
ROA ranks in the 1st percentile of its peer group · Q2 2026
| Quarter | Assets | Deposits | Loans | Equity | Net income YTD | ROA | NIM | Nonperforming |
|---|---|---|---|---|---|---|---|---|
| Q2 2026 | $290.1M | $245.0M | $220.9M | $38.0M | $-1.9M | -1.30% | 4.39% | 0.00% |
| Q1 2026 | $285.7M | $239.7M | $213.5M | $38.7M | $-1.2M | -1.62% | 4.09% | 1.12% |
| Q4 2025 | $308.6M | $245.7M | $211.6M | $40.0M | $3.3M | 1.16% | 4.85% | 0.07% |
| Q3 2025 | $282.9M | $234.7M | $214.9M | $39.4M | $2.6M | 1.25% | 4.88% | 0.08% |
| Q2 2025 | $283.9M | $235.5M | $204.0M | $38.2M | $1.6M | 1.19% | 4.84% | 0.15% |
| Q1 2025 | $276.1M | $226.5M | $199.3M | $38.6M | $717K | 1.08% | 4.79% | 0.18% |
| Q4 2024 | $256.2M | $208.3M | $189.9M | $37.7M | $4.1M | 1.73% | 5.61% | 0.22% |
| Q3 2024 | $256.5M | $209.5M | $177.0M | $37.1M | $3.1M | 1.82% | 5.65% | 0.08% |
Loan mix (Q2 2026): real estate $217.2M · commercial $6.3M · consumer $513K · securities $15.5M
| Ratio | One World Bank | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Return on assets Annualized net income ÷ assets | -1.30% | 1.24% | 1st | |
Return on equity Annualized net income ÷ equity or net worth | -9.9% | 11.9% | 1st | |
Net interest margin Interest income − interest expense, ÷ assets | 4.39% | 3.96% |
Peer lists, growth filters, CSV export, CRM push.
Efficiency ratio Operating expense ÷ revenue — lower is leaner | 69.2% | 62.9% | 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 | One World 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 | One World Bank | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Uninsured deposit share Deposits above the insurance limit ÷ total deposits. The first number a CFO has watched since 2023; above ~40% is high | 00.0% | 00.0% | ||
Brokered deposits Brokered deposits ÷ total deposits — bought funding, rate-sensitive | 00.0% | 00.0% | ||
Borrowings-to-assets FHLB advances, fed funds, repos and other borrowings ÷ assets. Rising = deposits aren't keeping up | 00.0% | 00.0% | ||
Securities losses ÷ capital Unrealized losses on HTM + AFS securities as a share of tier-1 capital. Above ~30% constrains what they can sell to raise cash | 00.0% | 00.0% |
| Ratio | One World 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 | One World 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 | One World 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.
Technology spend in line with peers (21 bps of assets, 2025). Pro shows the figures, trend and peer comparison.
Technology spend is part of CharterBench Pro — on every bank page, in the screener and in the account brief.
Banks itemize data processing on Schedule RI-E when it exceeds $100,000 and 7% of other non-interest expense; most community banks itemize at year-end only, so figures are full calendar years. Peer group: banks in the same asset band. Not available for credit unions (the NCUA call report has no comparable line).
4 branches in 3 counties across 1 state (+0 vs 2025) · $245.0M branch deposits. Biggest market: Dallas, TX, ranked 78th with 0.1% of deposits.
| County | Branches | Deposits | Share | Rank |
|---|---|---|---|---|
| Dallas, TX | 2 | $173.2M | 0.05% | 78th |
| Harris, TX | 1 | $57.8M | 0.02% | 113th |
| Denton, TX | 1 | $14.0M | 0.01% | 54th |
Texas: 369th with 0.01% · Dallas-Fort Worth-Arlington metro: 135th, 0.02% · Houston-Pasadena-The Woodlands metro: 139th, 0.01% ·
Branch count: 2022 2 · 2023 3 · 2024 3 · 2025 4 · 2026 4
Ranked #411 of 1,373 lenders in FY2025 — an active SBA 7(a) lender, down 31% on FY2024.
Year-by-year volume and rank, loan size and pricing, top states and industries, and charge-offs by vintage are part of CharterBench Pro.
7(a) approvals net of cancellations, attributed to the lender named in the SBA’s file. 504 loans are made through certified development companies and are not included. All SBA lenders →