| Metric | Spring Hill State Bank | Peer median | Δ |
|---|---|---|---|
| Asset growth (YoY) | -4.0% | +4.4% | -8.3 pts |
| Deposit growth (YoY) | -8.8% | +4.0% | -12.8 pts |
| Loan growth (YoY) | -0.5% | +5.6% | -6.0 pts |
| ROA | 1.42% | 1.24% | +0.2 pts |
| ROE | 8.8% | 11.9% | -3.1 pts |
ROA ranks in the 62nd percentile of its peer group · Q2 2026
| Quarter | Assets | Deposits | Loans | Equity | Net income YTD | ROA | NIM | Nonperforming |
|---|---|---|---|---|---|---|---|---|
| Q2 2026 | $238.5M | $186.9M | $182.5M | $39.8M | $1.7M | 1.42% | 4.81% | 0.76% |
| Q1 2026 | $238.4M | $187.3M | $180.3M | $39.1M | $824K | 1.35% | 4.73% | 0.86% |
| Q4 2025 | $249.7M | $204.6M | $182.6M | $38.5M | $3.7M | 1.50% | 4.57% | 0.58% |
| Q3 2025 | $249.9M | $205.6M | $182.9M | $37.7M | $2.7M | 1.47% | 4.50% | 0.36% |
| Q2 2025 | $248.4M | $205.0M | $183.4M | $36.6M | $1.7M | 1.42% | 4.39% | 0.50% |
| Q1 2025 | $248.1M | $205.5M | $173.9M | $35.8M | $825K | 1.35% | 4.28% | 0.57% |
| Q4 2024 | $239.4M | $196.7M | $177.7M | $35.1M | $3.1M | 1.34% | 4.27% | 0.48% |
| Q3 2024 | $242.0M | $199.9M | $180.3M | $34.4M | $2.3M | 1.33% | 4.29% | 0.28% |
Loan mix (Q2 2026): real estate $163.7M · commercial $11.0M · consumer $11.9M · securities $9.4M
| Ratio | Spring Hill State Bank | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Return on assets Annualized net income ÷ assets | 1.42% | 1.24% | 62th | |
Return on equity Annualized net income ÷ equity or net worth | 8.8% | 11.9% | 31th | |
Net interest margin Interest income − interest expense, ÷ assets | 4.81% | 3.96% |
Peer lists, growth filters, CSV export, CRM push.
Efficiency ratio Operating expense ÷ revenue — lower is leaner | 60.3% | 62.9% | 43th |
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 | Spring Hill State 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 | Spring Hill State 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 | Spring Hill State 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 | Spring Hill State 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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