| Metric | Town & Country Bank | Peer median | Δ |
|---|---|---|---|
| Asset growth (YoY) | -1.3% | +4.4% | -5.7 pts |
| Deposit growth (YoY) | -5.3% | +4.0% | -9.2 pts |
| Loan growth (YoY) | +11.8% | +5.6% | +6.2 pts |
| ROA | 2.31% | 1.24% | +1.1 pts |
| ROE | 16.9% | 11.9% | +5.1 pts |
ROA ranks in the 93rd percentile of its peer group · Q2 2026
| Quarter | Assets | Deposits | Loans | Equity | Net income YTD | ROA | NIM | Nonperforming |
|---|---|---|---|---|---|---|---|---|
| Q2 2026 | $206.9M | $169.9M | $172.8M | $31.5M | $2.6M | 2.31% | 4.91% | 0.56% |
| Q1 2026 | $226.5M | $195.7M | $174.9M | $30.3M | $1.3M | 2.28% | 4.60% | 0.51% |
| Q4 2025 | $231.9M | $202.4M | $163.2M | $29.0M | $4.9M | 2.37% | 4.90% | 0.50% |
| Q3 2025 | $212.6M | $180.5M | $164.3M | $31.6M | $3.8M | 2.49% | 4.99% | 0.55% |
| Q2 2025 | $209.8M | $179.3M | $154.6M | $30.0M | $2.4M | 2.42% | 4.87% | 0.55% |
| Q1 2025 | $198.4M | $169.4M | $151.4M | $28.6M | $1.1M | 2.39% | 4.87% | 0.00% |
| Q4 2024 | $183.1M | $150.1M | $140.0M | $27.2M | $4.4M | 2.35% | 5.06% | 0.00% |
| Q3 2024 | $185.3M | $154.0M | $136.2M | $30.4M | $3.4M | 2.38% | 5.08% | 0.00% |
Loan mix (Q2 2026): real estate $166.0M · commercial $9.1M · consumer $12K · securities $12.4M
| Ratio | Town & Country Bank | Trend (8q) | Peer median | Peer percentile |
|---|---|---|---|---|
Return on assets Annualized net income ÷ assets | 2.31% | 1.24% | 93th | |
Return on equity Annualized net income ÷ equity or net worth | 16.9% | 11.9% | 78th | |
Net interest margin Interest income − interest expense, ÷ assets | 4.91% | 3.96% |
Peer lists, growth filters, CSV export, CRM push.
Efficiency ratio Operating expense ÷ revenue — lower is leaner | 47.3% | 62.9% | 12th |
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 | Town & Country 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 | Town & Country 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 | Town & Country 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 | Town & Country 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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