| 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 |
|---|---|---|---|---|
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% |
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