| Metric | The Tri-County Bank | Peer median | Δ |
|---|---|---|---|
| Asset growth (YoY) | +34.4% | +4.4% | +30.1 pts |
| Deposit growth (YoY) | +40.6% | +4.0% | +36.7 pts |
| Loan growth (YoY) | +23.0% | +5.6% | +17.5 pts |
| ROA | 1.01% | 1.24% | -0.2 pts |
| ROE | 13.3% | 11.9% | +1.5 pts |
ROA ranks in the 35th percentile of its peer group · Q2 2026
| Quarter | Assets | Deposits | Loans | Equity | Net income YTD | ROA | NIM | Nonperforming |
|---|---|---|---|---|---|---|---|---|
| Q2 2026 | $299.3M | $272.8M | $176.2M | $24.0M | $1.3M | 1.01% | 4.25% | 0.01% |
| Q1 2026 | $233.5M | $212.0M | $144.9M | $17.4M | $523K | 0.88% | 4.04% | 0.01% |
| Q4 2025 | $243.6M | $222.2M | $151.0M | $17.2M | $1.7M | 0.75% | 3.88% | 0.09% |
| Q3 2025 | $228.7M | $208.1M | $145.9M | $16.5M | $1.1M | 0.66% | 3.80% | 0.12% |
| Q2 2025 | $222.6M | $194.0M | $143.2M | $14.4M | $670K | 0.61% | 3.73% | 0.12% |
| Q1 2025 | $216.8M | $196.6M | $143.6M | $13.8M | $318K | 0.58% | 3.69% | 0.14% |
| Q4 2024 | $224.7M | $205.5M | $147.9M | $12.8M | $1.0M | 0.46% | 3.28% | 0.01% |
| Q3 2024 | $226.6M | $190.6M | $141.7M | $14.1M | $586K | 0.35% | 3.19% | 0.01% |
Loan mix (Q2 2026): real estate $112.7M · commercial $19.5M · consumer $4.7M · securities $74.6M
| Ratio | The Tri-County Bank | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Return on assets Annualized net income ÷ assets | 1.01% | 1.24% | 35th | |
Return on equity Annualized net income ÷ equity or net worth | 13.3% | 11.9% | 59th | |
Net interest margin Interest income − interest expense, ÷ assets | 4.25% | 3.96% |
Peer lists, growth filters, CSV export, CRM push.
Efficiency ratio Operating expense ÷ revenue — lower is leaner | 69.9% | 62.9% | 68th |
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 | The Tri-County 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 | The Tri-County 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 | The Tri-County 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 | The Tri-County 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 | The Tri-County 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.
The Tri-County Bank is in an open deal as the acquirer: Tri-County Company to acquire Butte State Bank (pending, filed Jan 31, 2026). Expect integration priorities and a consolidated vendor stack after closing.
| Date | Role | Counterparty | Kind | Status | Regulator |
|---|---|---|---|---|---|
| Apr 7, 2026 | Acquirer | — | Merger | Completed | FDIC |
| Jan 31, 2026 | Acquirer | Butte State Bank | Acquisition | Pending | Federal Reserve |
Technology spend in line with peers (27 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).
6 branches in 3 counties across 1 state (+2 vs 2025) · $272.8M branch deposits. Biggest market: Holt, NE, ranked 1st with 29.2% of deposits.
| County | Branches | Deposits | Share | Rank |
|---|---|---|---|---|
| Holt, NE | 3 | $182.3M | 29.20% | 1st |
| Rock, NE | 1 | $46.1M | 51.47% | 1st |
| Boyd, NE | 2 | $44.4M | 36.60% | 1st |
Nebraska: 74th with 0.26% ·
Branch count: 2022 4 · 2023 4 · 2024 4 · 2025 4 · 2026 6
Ranked #1199 of 1,373 lenders in FY2025 — an active SBA 7(a) lender, up 210% 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 →