Primis Financial Corp. (FRST)

CIK: 0001325670. SIC: 6022 State Commercial Banks. Latest 10-K as of: 2026-03-16.

SIC breadcrumb: Finance, Insurance, And Real Estate > Depository Institutions > SIC 6022 State Commercial Banks

SEC company page: https://www.sec.gov/edgar/browse/?CIK=1325670. Latest filing source: 0001104659-26-028599.

Selected Fundamentals

Financials

Annual standardized facts from SEC companyfacts as of latest extracted filing date 2026-03-16. Source: https://data.sec.gov/api/xbrl/companyfacts/CIK0001325670.json. Derived margins, ratios, and free cash flow are computed from the extracted annual SEC facts.

Flow metrics use full-year FY periods from 10-K/10-K/A filings; balance-sheet metrics use FY-end instants. Free cash flow = operating cash flow - capital expenditures. Missing metrics are omitted rather than fabricated.

Ratios

ROE and ROA use period-end equity/assets. Liabilities / equity uses total liabilities divided by stockholders' equity. Current ratio uses current assets divided by current liabilities when both are reported.

Financial Charts

Quarterly

Quarterly standardized facts from SEC companyfacts as of latest extracted filing date 2026-05-08. Source: https://data.sec.gov/api/xbrl/companyfacts/CIK0001325670.json.

Flow metrics use discrete quarter-length periods from 10-Q/10-Q/A filings. Q4 revenue and net income are derived only when annual FY and nine-month YTD facts exist for the same fiscal year; derived Q4 values are labeled. EPS Q4 is not derived.

Quarterly Charts

Macro Cross-References

• CPIAUCSL - Consumer Price Index for All Urban Consumers: All Items in U.S. City Average
• UNRATE - Unemployment Rate
• FEDFUNDS - Federal Funds Effective Rate
• CES0500000003 - Average Hourly Earnings of All Employees, Total Private
• DFEDTARU - Federal Funds Target Range - Upper Limit
• DFEDTARL - Federal Funds Target Range - Lower Limit
• DGS3MO - Market Yield on U.S. Treasury Securities at 3-Month Constant Maturity
• DGS2 - Market Yield on U.S. Treasury Securities at 2-Year Constant Maturity
• DGS10 - Market Yield on U.S. Treasury Securities at 10-Year Constant Maturity
• DGS30 - Market Yield on U.S. Treasury Securities at 30-Year Constant Maturity
• T10Y2Y - 10-Year Treasury Constant Maturity Minus 2-Year Treasury Constant Maturity
• CPILFESL - Consumer Price Index for All Urban Consumers: All Items Less Food and Energy
• CPIUFDSL - Consumer Price Index for All Urban Consumers: Food
• CPIENGSL - Consumer Price Index for All Urban Consumers: Energy
• CUSR0000SAH1 - Consumer Price Index for All Urban Consumers: Shelter
• PCEPI - Personal Consumption Expenditures: Chain-type Price Index
• PCEPILFE - Personal Consumption Expenditures Excluding Food and Energy: Chain-type Price Index
• PPIACO - Producer Price Index by Commodity: All Commodities
• T10YIE - 10-Year Breakeven Inflation Rate
• U6RATE - Total Unemployed, Plus All Marginally Attached Workers Plus Total Employed Part Time for Economic Reasons
• PAYEMS - All Employees, Total Nonfarm
• CIVPART - Labor Force Participation Rate
• EMRATIO - Employment-Population Ratio
• UNEMPLOY - Unemployed
• CE16OV - Employment Level
• ICSA - Initial Claims
• JTSJOL - Job Openings: Total Nonfarm
• JTSQUR - Quits: Total Nonfarm
• GDPC1 - Real Gross Domestic Product
• A191RL1Q225SBEA - Real Gross Domestic Product: Percent Change from Preceding Period
• INDPRO - Industrial Production: Total Index
• TCU - Capacity Utilization: Total Index
• HOUST - New Privately-Owned Housing Units Started: Total Units
• PERMIT - New Privately-Owned Housing Units Authorized in Permit-Issuing Places: Total Units
• RSAFS - Advance Retail Sales: Retail Trade
• PCE - Personal Consumption Expenditures
• DSPIC96 - Real Disposable Personal Income
• PSAVERT - Personal Saving Rate
• M2SL - M2
• BOPGSTB - U.S. International Trade in Goods and Services: Balance
• MSPUS - Median Sales Price of Houses Sold for the United States
• HSN1F - New One Family Houses Sold: United States
• RHORUSQ156N - Homeownership Rate in the United States
• TTLCONS - Total Construction Spending: Total Construction in the United States
• RRVRUSQ156N - Rental Vacancy Rate in the United States
• TOTALSL - Total Consumer Credit Owned and Securitized
• REVOLSL - Revolving Consumer Credit Owned and Securitized
• DRCCLACBS - Delinquency Rate on Credit Card Loans, All Commercial Banks
• GDP - Gross Domestic Product
• GPDI - Gross Private Domestic Investment
• GCE - Government Consumption Expenditures and Gross Investment
• PCEC - Personal Consumption Expenditures
• NETEXP - Net Exports of Goods and Services
• GFDEBTN - Federal Debt: Total Public Debt
• GFDEGDQ188S - Federal Debt: Total Public Debt as Percent of Gross Domestic Product
• FYFSD - Federal Surplus or Deficit
• FGRECPT - Federal Government Current Receipts
• FGEXPND - Federal Government: Current Expenditures
• MANEMP - All Employees, Manufacturing
• USCONS - All Employees, Construction
• USTRADE - All Employees, Retail Trade
• USFIRE - All Employees, Financial Activities
• USGOVT - All Employees, Government
• AWHAETP - Average Weekly Hours of All Employees, Total Private
• DGORDER - Manufacturers' New Orders: Durable Goods
• NEWORDER - Manufacturers' New Orders: Nondefense Capital Goods Excluding Aircraft
• BUSINV - Total Business Inventories
• EXPGS - Exports of Goods and Services
• IMPGS - Imports of Goods and Services
• IR - Import Price Index (End Use): All Commodities
• PPIFIS - Producer Price Index by Commodity: Final Demand

Latest quarter (10-Q)

Latest 10-Q source: 0001104659-26-057998.

Extracted structurally from real Item 2 body heading to real Item 3/4 boundary. Confidence: high. Filing date: 2026-05-08. Report date: 2026-03-31.

ITEM 2 - MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF OPERATIONS

Management’s discussion and analysis (“MD&A”) is presented to aid the reader in understanding and evaluating the financial condition and results of operations of Primis. This discussion and analysis should be read in conjunction with the condensed consolidated financial statements, the footnotes thereto, and the other financial data included in this report and in our Annual Report on Form 10-K for the year ended December 31, 2025. Results of operations for the three months ended March 31, 2026, are not necessarily indicative of results that may be achieved for any other period. The emphasis of this discussion will be on the three months ended March 31, 2026, compared to the three months ended March 31, 2025 for the condensed consolidated income statements. For the condensed consolidated balance sheets, the emphasis of this discussion will be the balances as of March 31, 2026 compared to December 31, 2025. This discussion and analysis contain statements that may be considered “forward-looking statements” as defined in, and subject to the protections of the safe harbor provisions of the Private Securities Litigation Reform Act of 1995. See the following section for additional information regarding forward-looking statements.

FORWARD-LOOKING STATEMENTS

Statements and financial discussion and analysis contained in this Quarterly Report on Form 10-Q that are not statements of historical fact constitute forward-looking statements made pursuant to the safe harbor provisions of the Private Securities Litigation Reform Act of 1995. Forward-looking statements are not historical facts and are instead based on current expectations, estimates and projections about our industry, management’s beliefs and certain assumptions made by management, many of which, by their nature, are inherently uncertain and beyond our control. Accordingly, we caution you that any such forward-looking statements are not guarantees of future performance and are inherently subject to risks, assumptions and uncertainties that are difficult to predict. Although we believe that the expectations reflected in these forward-looking statements are reasonable as of the date made, actual results may prove to be materially different from the results expressed or implied by the forward-looking statements. The words “believe,” “may,”  “forecast,” “should,” “anticipate,” “contemplate,” “estimate,” “expect,” “project,” “predict,” “intend,” “continue,” “would,” “could,” “hope,” “might,” “assume,” “objective,” “seek,” “plan,” “strive” or similar words, or the negatives of these words, identify forward-looking statements.

Forward-looking statements involve risks and uncertainties that may cause our actual results to differ materially from the expectations of future results we express or imply in any forward-looking statements. In addition to the Risk Factors previously disclosed in our Annual Report on Form 10-K for the year ended December 31, 2025, and the other reports we file with the Securities and Exchange Commission, factors that could contribute to those differences include, but are not limited to:

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the effects of future economic, business and market conditions and disruptions in the credit and financial markets, domestic and foreign;

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potential increases in the provision for credit losses and other general competitive, economic, political, and market factors, including those affecting our business, operations, pricing, products, or services;

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uncertainties surrounding geopolitical events, trade policy, taxation policy and federal monetary policy, which continue to impact the outlook for future economic growth (including an economic downturn or recession), including the U.S. imposition of tariffs on other countries and consideration of responsive actions by these nations or the expansion of import fees and tariffs among a larger group of nations, which is bringing greater ambiguity to the outlook for future economic growth;

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fraudulent and negligent acts by loan applicants, mortgage brokers and our employees;

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our ability to implement our various strategic and growth initiatives, including our Panacea Financial Division, digital banking platform, V1BE fulfillment service, Mortgage Warehouse lending, and Primis Mortgage Company, as well as with respect to use and implementation of artificial intelligence and our cost saving projects to reduce technology vendor expenses and administrative and branch expenses;

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adverse results from current or future litigation, regulatory examinations or other legal and/or regulatory actions;

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changes in the local economies in our market areas which adversely affect our customers and their ability to transact profitable business with us, including the ability of our borrowers to repay their loans according to their terms or a change in the value of the related collateral;

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changes in interest rates, inflation, stagflation, loan demand, real estate values, commodity prices, or competition, as well as labor shortages, supply chain disruptions, the threat of recession and volatile equity capital markets;

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changes in the availability of funds resulting in increased costs or reduced liquidity, as well as the adequacy of our cash flow from operations and borrowings to meet our short-term liquidity needs;

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a deterioration or downgrade in the credit quality and credit agency ratings of the investment securities in our investment securities portfolio;

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impairment concerns and risks related to our investment securities portfolio of collateralized mortgage obligations, agency mortgage-backed securities and obligations of states and political subdivisions;

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the incurrence and impairment of goodwill associated with current or future acquisitions and adverse short-term effects on our results of operations;

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increased credit risk in our assets and increased operating risk caused by a material change in commercial, consumer and/or real estate loans as a percentage of our total loan portfolio, including as a result of rising or elevated interest rates, inflation and recessionary concerns;

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the concentration of our loan portfolio in loans collateralized by real estate;

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our level of construction and land development and commercial real estate loans;

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risk related to a third-party’s ability to satisfy its contractual obligation to reimburse us for waived interest on loans with promotional features that pay off early;

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our ability to identify and address potential cybersecurity risks on our systems and/or third party vendors and service providers on which we rely, heightened by the developments in generative artificial intelligence and increased use of our virtual private network platform, including data security breaches, credential stuffing, malware, “denial-of-service” attacks, “hacking” and identity theft, a failure of which could disrupt our business and result in the disclosure of and/or misuse or misappropriation of confidential or proprietary information, disruption or damage to our systems, increased costs, losses, or adverse effects to our reputation;

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changes in the levels of loan prepayments and the resulting effects on the value of our loan portfolio;

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the failure of assumptions and estimates underlying the establishment of and provisions made for credit losses;

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our ability to expand and grow our business and operations, including the acquisition of additional banks, and our ability to realize the cost savings and revenue enhancements we expect from such activities;

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government intervention in the U.S. financial system, including the effects of legislative, tax, accounting and regulatory actions and reforms, and the risk of inflation and interest rate increases resulting from monetary and fiscal stimulus response, which may have unanticipated adverse effects on our customers, and our financial condition and results of operations;

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the implementation of a regulatory reform agenda under the presidential administration that is significantly different than that of the prior administration, impacting rulemaking, supervision, examination and enforcement priorities of the federal banking agencies;

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increased competition for deposits and loans adversely affecting rates and terms;

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the continued service of key management personnel;

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the potential payment of interest on demand deposit accounts to effectively compete for customers;

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the potential environmental liability risk associated with properties that we assume upon foreclosure;

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increased asset levels and changes in the composition of assets and the resulting impact on our capital levels and regulatory capital ratios;

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risks of current or future mergers and acquisitions, including the related time and cost of implementing transactions and the potential failure to achieve expected gains, revenue growth or expense savings;

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increases in regulatory capital requirements for banking organizations generally, which may adversely affect our ability to expand our business or could cause us to shrink our business;

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acts of God or of war or other conflicts, civil unrest, acts of terrorism, pandemics or other catastrophic events that may affect general economic conditions;

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changes in accounting policies, rules and practices and applications or determinations made thereunder;

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any inability or failure to implement and maintain effective internal control over financial reporting and/or disclosure control or inability to expediently remediate our existing material weakness in our internal controls deemed ineffective;

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failure to maintain effective internal controls and procedures, including the ability to remediate identified material weakness in internal control over financial reporting expediently;

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the risk that our deferred tax assets could be reduced if future taxable income is less than currently estimated, if corporate tax rates in the future are less than current rates, or if sales of our capital stock trigger limitations on the amount of net operating loss carryforwards that we may utilize for income tax purposes;

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our ability to attract and retain qualified employees, including as a result of heightened labor shortages;

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risks related to DEI and ESG strategies and initiatives, the scope and pace of which could alter our reputation and shareholder, associate, customer and third-party affiliations or result in litigation in connection with anti-DEI and anti-ESG laws, rules or activism;

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negative publicity and the impact on our reputation;

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our ability to realize the value of derivative assets that are recorded at fair value due to changes in fair value driven by actual results being materially different than our assumptions;

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our ability to grow the mortgage warehouse business and achievement of certain margin results; and

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other factors and risks described under “Risk Factors” herein and in any of the reports that we file with the SEC under the Exchange Act.

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Forward-looking statements are not guarantees of performance or results and should not be relied upon as representing management’s views as of any subsequent date. A forward-looking statement may include a statement of the assumptions or bases underlying the forward-looking statement. We believe we have chosen these assumptions or bases in good faith and that they are reasonable. We caution you, however, that assumptions or bases almost always vary from actual results, and the differences between assumptions or bases and actual results can be material. When considering forward-looking statements, you should refer to the risk factors and other cautionary statements in this Quarterly Report on Form 10-Q and in our periodic and current reports filed with the SEC for specific factors that could cause our actual results to be different from

[Excerpt truncated for page length; source filing is linked above.]

Latest 10-K MD&A

Extracted structurally from real Item 7 body heading to real Item 7A/8 boundary. Confidence: high. Filing date: 2026-03-16. Report date: 2025-12-31.

Item 7. Management’s Discussion and Analysis of Financial Condition and Results of Operations

Item 7 of our Annual Report on Form 10-K generally discusses year-to-year comparisons between the years ended December 31, 2025 and 2024. Discussions of comparisons between 2024 and 2023 are not included in this Form 10-K, but can be found in “Item 7—Management’s Discussion and Analysis of Financial Condition and Results of Operations” in our Annual Report on Form 10-K for the year ended December 31, 2024 as filed with the SEC on April 29, 2025.

MD&A is presented to aid the reader in understanding and evaluating the financial condition and results of operations of the Company. This discussion and analysis should be read with the consolidated financial statements, the footnotes thereto, and the other financial data included in this report.

CRITICAL ACCOUNTING ESTIMATES AND POLICIES

We follow accounting and reporting policies that conform, in all material respects, to accounting principles generally accepted in the U.S. and to general practices within the financial services industry. The preparation of financial statements in conformity with accounting principles generally accepted in the U.S. requires management to make estimates and assumptions that affect the amounts reported in the financial statements and accompanying notes. While we base estimates on historical experience, current information and other factors deemed to be relevant, actual results could differ from those estimates.

We consider accounting estimates to be critical to reported financial results if (i) the accounting estimate requires management to make assumptions about matters that are highly uncertain and (ii) different estimates that management reasonably could have used for the accounting estimate in the current period, or changes in the accounting estimate that are reasonably likely to occur from period to period, could have a material impact on our financial statements.

Allowance for credit losses

Accounting policies related to the allowance for credit losses on financial instruments including loans and off-balance-sheet credit exposures are considered to be critical as these policies involve considerable subjective judgment and estimation by management. In the case of loans, the allowance for credit losses is a contra-asset valuation account, calculated in accordance with ASC 326, which is deducted from the amortized cost basis of loans to present the net amount expected to be collected.

In the case of off-balance-sheet credit exposures, the allowance for credit losses is a liability account, calculated in accordance with ASC 326. The allowance is reported as a component of other liabilities in our consolidated balance sheets. Adjustments to the allowance are reported in our income statement as a component of noninterest expenses.

The amount of each allowance account represents management's best estimate of current expected credit losses on these financial instruments considering available information, from internal and external sources, relevant to assessing exposure to credit loss over the contractual term of the instrument. We use internal factors including loan balances, credit quality, contractual life of loans, and historical loss experience. While historical credit loss experience provides the basis for the estimation of expected credit losses, adjustments to historical loss information may be made for differences in current portfolio-specific risk characteristics, environmental conditions or other relevant factors. Management’s primary qualitative factors utilized in informing qualitative adjustments to the modeled allowance calculations are loan-to-value exceptions, borrower debt service coverage exceptions, and large concentrations. As of December 31, 2025, the qualitative adjustments applied by management increased our modeled allowance that was based on historical loss information, but did not represent a material amount of our total allowance.

We consider a number of external economic variables in developing the allowance including the Virginia Unemployment Rate, Virginia House Price Index, Virginia Gross Domestic Product and National Unemployment and National Gross Domestic Product for pools of loans with borrowers outside of our local operating footprint. One of the most significant and judgmental assumptions is the selection and application of expected economic forecasts. In determining forecasted expected losses, we use Moody’s economic variable forecasts and apply probability weights to the related economic scenarios. Due to the inherent uncertainty in the macroeconomic forecasts, we evaluate a baseline

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scenario, as well as a downside macroeconomic scenario to assess the most reasonable scenario based on review of the variable forecasts for each scenario, comparison to expectations, and sensitivity of variations in each scenario. The Moody’s forecast scenarios are reviewed by management quarterly and probability weightings are assigned based on management’s judgment.  As of December 31, 2025, management concluded on a more neutral weighting of baseline versus downside scenario. While management uses its judgment, there is no certainty that future economic conditions will resemble the neutral weighting applied to our modeling and others could examine the same data and arrive at a different judgment around weighting of the economic scenario that when applied to the model could result in a smaller or larger allowance than the one we determined.  

Determining the appropriateness of the allowance is complex and requires judgment by management about the effect of matters that are inherently uncertain. While management utilizes its best judgment and information available, the ultimate adequacy of our allowance accounts is dependent upon a variety of factors beyond our control, including the performance of our portfolios, the economy, changes in interest rates and the view of the regulatory authorities toward classification of assets. Further, subsequent evaluations of the then-existing loan portfolio, in light of factors existing at the time of subsequent evaluation may result in significant changes to the allowance.

Goodwill

As required under U.S. GAAP, we test goodwill for impairment at least annually and more frequently if there are indications that goodwill could be impaired. Our annual goodwill impairment testing date is September 30 and accordingly, we performed testing as of September 30, 2025 of our two reporting units that include goodwill. For our assessment of goodwill as of September 30, 2025, we performed a step one quantitative assessment to determine if the fair value of the Primis Bank and the Primis Mortgage reporting units were less than their carrying amount. As part of the testing, we engaged an independent valuation firm to quantitatively estimate the fair value of each reporting unit so that it could be compared to the carrying value in assisting us in determining if impairment existed.

Our assessment of the reporting units includes the use of three or four approaches, each receiving various weightings to determine an ultimate fair value estimate: (1) the comparable transactions method that is based on comparison to pricing ratios recently paid in the sale or merger of comparable institutions; (2) the control premium approach that is based on the Company’s trading price, adjusted for holding company assets and an industry based control premium; (3) the public market peers control premium approach that is based on market pricing ratios of similar public companies adjusted for an industry based control premium, and (4) a discounted cash flow method (an income method), taking into consideration expectations of our growth and profitability going forward. The assessment included use of various assumptions and inputs into the modeling approaches, including creating a baseline and conservative scenarios that stressed certain assumptions such as projected cash flows and the discount rate.

Fair value determinations require considerable judgment and are sensitive to changes in underlying assumptions and factors. As a result, there can be no assurance that the estimates and assumptions made for purposes of the goodwill impairment testing as of September 30, 2025 will prove to be an accurate prediction of the future. Changes in assumptions, market data (for market-based assessments), or the discount rate (for income based assessments) could produce different results that lead to higher or lower fair value determinations compared to the results of our annual impairment testing performed as of September 30, 2025. Further, because the use of inputs and assumptions are highly judgmental an analysis performed to assess the fair value of our reporting units by others may result in higher, lower, or the same fair value determination and goodwill impairment decision through the use of their judgment in application of similar inputs and assumptions as we used.  As a result of our testing, we determined that the estimated fair value of both reporting units was higher than their respective carrying values. As of September 30, 2025, the estimated fair value of the Primis Bank and Primis Mortgage reporting units was 118% and 117%, respectively, of the carrying value of the reporting units, and no goodwill impairment was required.  The Company performed a qualitative assessment to identify any triggering events as of December 31, 2025 and determined there were not any triggering events that would indicate that it was not more likely than not that the fair value of either reporting unit was less than its carrying value.

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Third-party originated and serviced consumer loan portfolio

In the second half of 2021, we partnered with a TPOS to originate and service unsecured consumer loans through their proprietary point-of-sale technology (the “Consumer Program”). Loan options under the Consumer Program include traditional fully-amortizing loans and promotional loans with no interest, or “same-as-cash”, features if the loan is fully repaid in the promotional window.  The loans are originated at par in the Bank’s name and have a term of 5 to 12 years with a much shorter effective life due to amortization and pay downs.

The Consumer Program is governed by multiple interrelated agreements including the loan agreement between the Bank and the customer and agreements with the TPOS. The structure of the Consumer Program is intended to generate loans that yield a targeted return to the Bank on a portfolio basis while also providing limited credit enhancement from the TPOS.  Key characteristics of the combined arrangement include:

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The TPOS contributes funds to a reserve account at the time of origination to be used for future charge-offs if necessary.

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When a promotional loan pays off prior to the end of the promotional period, the customer owes no interest on the loan and any interest accrued during the period is waived.  In that event, the TPOS reimburses the Bank for the interest the customer otherwise would have paid if the promotional period didn’t exist.

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Excess yield on the portfolio after realized charge-offs and above an agreed upon target rate due to the Bank is paid to the TPOS as a “Performance Fee.”

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In the event charge-offs exceed the amount available as a Performance Fee, the TPOS remits a portion of current period origination fees to reimburse for losses and, if necessary, releases funds from the reserve account.

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If charge-offs exceed the amounts above, they roll over to future periods to offset potential Performance Fees and subsequent reserve account fundings related to the portfolio.

Under U.S. GAAP, agreements with multiple counterparties, such as the customer and TPOS, are generally required to be accounted for separately even if the agreements are highly interrelated.  As a result, we account for the Consumer Program as multiple units of account with the following impacts:

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The loans are accounted for as one unit of account under U.S. GAAP including revenue recognition and inclusion in our CECL allowance methodology.

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No interest income is recognized on promotional loans until the expiration of the promotional period.  If the customer doesn’t pay off the loan prior to that expiration, deferred interest from the beginning of the loan becomes the obligation of the customer and is billed straight-line over the remaining life of the loan.  We recognize the accumulated deferred interest at the time of expiration discounted for the time value of money with the discount amortized over the remaining life of the loan.

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The agreement that governs the Performance Fee and interest reimbursement from the TPOS is a separate unit of account and meets the definition of a derivative under U.S. GAAP and is accounted for at fair value in our financial statements. The primary drivers of the derivative value include estimated prepayment activity on promotional loans that would trigger reimbursement from the TPOS to us and estimated excess yield above projected credit losses that would lead to performance fee payments from us to the TPOS. The credit risk of the third-party and discount rates used in the calculation also impact the value of the derivative. Changes in the fair value of the derivative are recorded as gains or losses in noninterest income. Additional details on the inputs to the derivative value can be found in Item 8. Financial Statements and Supplementary Data, Note 4 – Derivatives, in this Form 10-K.

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Noninterest income each period includes amounts due during the period for interest reimbursement and amounts paid by the TPOS under the limited credit enhancement described above.

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Noninterest expense each period includes actual amounts due during the period for Performance Fees and servicing fees as defined in our agreement with the TPOS.

In the fourth quarter of 2024, the Company made the decision to cease originating new loans under the Consumer Program, effective January 31, 2025 and moved a large portion of the portfolio, with an amortized cost of $133 million, to loans held for sale and marked them to the lower of cost or fair market value. The adjustment to fair market value resulted in additional provision expense and charge-offs of $20 million during the year ended December 31, 2024. The remaining portion of the portfolio of approximately $39 million remained classified as held for investment as of December 31, 2024. During the first quarter of 2025 the Company made the decision to retain until their maturity or payoff the loans previously transferred to held for sale. The loans were transferred back to held for investment at their then current amortized cost basis at the time of transfer, which included the previous fair market value adjustment as required by applicable accounting guidance.

We had $90 million and $152 million of loans outstanding in the Consumer Program, or 3% and 5% of our total gross loan portfolio, as of December 31, 2025 and 2024, respectively. As of December 31, 2025, all of the Consumer Program loans were in loans held for investment. As of December 31, 2024, $113 million was included in loans held for sale at lower of cost or market and $39 million in the consumer loans category in loans held for investment. Loans in the Consumer Program that are held for investment are included within the Consumer Loan category disclosures in in this 10-K. As of December 31, 2025, 3% of the loans, or $3 million, were in a promotional period, with 80% of these promotional loan periods ending through the second quarter of 2026.

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OPERATIONAL HIGHLIGHTS

Executive Overview

We organized the core bank and lines of business in a way that we believe will drive premium operating results. Our strategy centers on growing earning assets back to previous levels after the sale of our Life Premium Finance division in January 2025, growing non-interest deposits, and achieving higher production and profitability in our retail mortgage business. We continued to execute successfully during 2025 on our strategies, which included the following key highlights:

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Core Community Bank

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The core Bank’s loan portfolio was essentially flat at $2.1 billion at December 31, 2025, compared to $2.2 billion at December 31, 2024. The core Bank has low concentrations of investor commercial real estate loans as a percentage of the overall loan portfolio.

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The core Bank’s cost of deposits was 1.74% for the year ended December 31, 2025, compared to 2.15% for the year ended December 31, 2024. Approximately 23% of the core Bank’s deposit base at December 31, 2025, are noninterest bearing deposits.

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The core Bank had zero brokered deposits and low utilization of FHLB borrowings at December 31, 2025.

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Panacea Financial Division of the Bank

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Outstanding loan balances grew 25% to $544 million during the year ended December 31, 2025 from $434 million as of December 31, 2024. The year-over-year growth was despite a $54 million loan sale in December 2025.

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Outstanding deposits were $128 million as of December 31, 2025, up 38% from December 31, 2024.

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Mortgage Warehouse

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Outstanding loan balances as of December 31, 2025 were $318 million, up 398% from $64 million as of December 31, 2024.

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Mortgage warehouse funded approximately 14% of the outstanding loans with associated customer noninterest bearing deposit balances, which totaled $29 million as of December 31, 2025.

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Committed facilities were up 252% to $1.2 billion as of December 31, 2025, compared to $349 million as of December 31, 2024.

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Primis Mortgage

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Funded loan volume was $1.2 billion during the year ended December 31, 2025, up 50% from the year ended December 31, 2024.

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Pre-tax income for PMC was $7 million and $6 million for the year ended December 31, 2025 and 2024, respectively. The year ended December 31, 2025 was impacted by approximately $1 million of personnel costs related to new production teams hired at the end of the first quarter of 2025.

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Changes in the relationship with PFH during the first quarter of 2025 resulted in a determination to de-consolidate PFH as of March 31, 2025. The deconsolidation resulted in recognition of a $25 million gain during the year ended December 31, 2025, as a result of recording the fair value of our retained interest in common stock of PFH. As a result of the de-consolidation. we no longer include PFH’s financial results in our financial results after March 31, 2025. In June 2025, we sold a portion of our retained ownership in PFH common shares generating proceeds of $22 million and an additional gain during the year ended December 31, 2025 of $7 million. As of December 31, 2025, we continued to hold approximately 467 thousand shares in PFH recorded in our balance sheet at a fair value of $7 million.  PFH continues to work with the Panacea Financial Division of the Bank to originate loans, some of which the Bank will retain, and others which will be sold to investors and other financial institutions.

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SUMMARY OF FINANCIAL RESULTS

Results of Operations Highlights

We experienced significant improvement in financial performance during the year ended December 31, 2025 compared to the year ended December 31, 2024. Net income available to common shareholders for the year ended December 31, 2025 totaled $61 million, or $2.49 basic and diluted earnings per share, compared to a net loss of $16 million, or $0.66 loss per basic and per diluted share, for the year ended December 31, 2024, resulting in an increase year-over-year of $78 million, or 481%. The key financial drivers of the improvement are noted in the following table with additional discussions following the table ($ in thousands).

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​

​

Year Ended

​

​

December 31, 2025

​

​

compared to

​

  ​ ​ ​

December 31, 2024

​

​

​

​

Net interest income

​

$

7,206

Provision for credit losses

​

38,332

Noninterest income

​

69,210

Noninterest expenses

​

(13,291)

Provision for income taxes

​

(18,951)

Noncontrolling interest

​

(4,858)

Net income attributable to Primis' common stockholders

​

$

77,648

​

●

Net interest income increases were driven by declines in interest expenses in 2025 compared to 2024. The interest expense declines were driven by lower average deposit and borrowing balances combined with lower interest rates. During the year ended December 31, 2025 we also had lower average loan balances primarily as a result of the sale of the Life Premium Finance portfolio and significant interest income reversals on the Consumer Program loans due to higher credit losses on these loans, both of which drove interest income down compared to the prior year.

●

Net interest margin increased to 3.12% for the year ended December 31, 2025, compared to 2.86% for the year ended December 31, 2024. The significant driver of this increase were the changes in net interest income as noted above along with a 47 basis points decrease in our cost of funds, driven by the increase in average noninterest bearing deposits.

●

The provision for loan losses decrease during the year ended December 31, 2025 was driven by less reserves in the Consumer Program loan portfolio in 2025 due to higher reserves and charge-offs in 2024 along with enhanced loss mitigation efforts in 2025 that resulted in improved portfolio performance. The provision on the remaining loan portfolio was flat year over year due to a decline in provision related to $54 million of sold loan in December 2025, offset by higher provision on specific commercial and commercial real estate loans during the year.

●

Noninterest income increased during the year ended December 31, 2025 compared to 2024, primarily due to a $51 million gain on the sale-leaseback transaction in the fourth quarter of 2025 and from the $32 million gain on our PFH investment. There was also higher income from mortgage banking activity during the year ended December 31, 2025 compared to the same period in 2024. These gains were partially offset by a $14 million loss on sale of investment securities due to the portfolio restructuring during the fourth quarter of 2025 and a $3 million decline in Consumer Program income primarily due to ending loan originations under the program in January 2025 along with less promo loans ending their promo period in 2025 compared to 2024.

●

The sale-leaseback transaction was undertaken to monetize branch real estate, increase on-balance-sheet liquidity, and provide additional financial flexibility to support our strategic growth initiatives while maintaining continued operational control of our branch locations. The transaction specifically allows us to reallocate capital held on real estate assets to higher-earning assets like loans and securities. The sale-leaseback will add to our operating expenses in future years, but we believe the deployment of the funds received in the transaction into interest earning assets will compensate for the future increase in lease expense.

50

Table of Contents

●

Noninterest expense increased during the year ended December 31, 2025 compared to 2024 primarily driven by higher personnel costs due to growth in PMC, Mortgage Warehouse, and the Panacea Division of the Bank. We also had higher FDIC insurance assessments and higher occupancy expenses due to increased lease costs in 2025. These were partially offset by fraud losses in 2024 that did not reoccur in 2025, lower miscellaneous lending expenses, and lower core deposit intangible amortization.

Balance Sheet Highlights

​

●

Total assets increased 10% as of December 31, 2025 when compared to December 31, 2024, primarily due to growth in loans driven by lending at PMC, Mortgage Warehouse, and the Panacea Division.

●

Total LHFI as of December 31, 2025 were $3.3 billion, an increase of $396 million, or 14%, from December 31, 2024. The increase was led by growth in the Mortgage Warehouse loans of $254 million and Panacea Division loans of $110 million since December 31, 2024.

●

Total deposits were $3.4 billion at December 31, 2025, compared to $3.2 billion at December 31, 2024, with growth centered in noninterest bearing demand deposits that grew $116 million, or 26%. Growth was partially driven by increases in deposit account balances in Mortgage Warehouse and the Panacea Division. We had no wholesale deposit funding at December 31, 2025.  

●

The ratio of gross loans (excluding loans held for sale) to deposits increased to 96.7% at December 31, 2025, from 91.1% at December 31, 2024.

●

Allowance for credit losses to total loans was down 46 basis points to 1.40% as of December 31, 2025, compared to 1.86% as of December 31, 2024. The decline was driven by improved expected performance in the Consumer Program portfolio due to the significant decline in promotional loans that drove prior credit losses along with enhanced loss mitigation efforts during 2025. The improvement was also impacted by a changing mix of the Bank’s loan portfolio to loan categories with lower reserve requirements and the sales of Panacea Division loans.

●

Asset quality declined from year end with nonperforming assets as a percentage of total assets (excluding SBA guarantees) at 2.03% as of December 31, 2025, compared to 0.29% as of December 31, 2024, a 174 basis point change. This decline was primarily driven by one commercial real estate loan and one commercial relationship comprised of two loans that were placed on nonaccrual in 2025. We have individual reserves on these loans of approximately 18% and are actively working with the borrowers to facilitate a return to performing status.

●

Our capital ratios continued to exceed requirements to be considered well capitalized as of December 31, 2025, with increases in Common Equity Tier 1 and Tier 1 capital ratios of 62 and 59 basis points, respectively, compared to December 31, 2024 and decrease in total risk-based capital of 13 basis points, compared to December 31, 2024.

​

RESULTS OF OPERATIONS

Net Income (Loss)

Net income available to common shareholders for the year ended December 31, 2025 totaled $61 million, or $2.49 basic and diluted earnings per share, compared to net loss of $16 million, or $0.66 loss per basic and per diluted share, for the year ended December 31, 2024. The results reflect an increase in noninterest income of $69 million, primarily due to a $51 million gain on a sale-leaseback transaction, $32 million in gains on our investment in PFH, and an increase of $8 million in mortgage banking income, partially offset by a $15 million loss on investment portfolio restructuring in the fourth quarter of 2025. We also had $38 million less provisions for credit losses primarily driven by improvement in the Consumer Program loan portfolio and a $7 million increase in our net interest income driven by lower interest expenses in the current year on deposits and borrowings. These increases were partially offset by an increase in noninterest expenses of $13 million driven primarily by higher personnel costs due to growth in PMC, Mortgage Warehouse, and the Panacea Division of the Bank and an increase in income tax provisions of $19 million from higher pre-tax earnings.  Additional details of the changes in net income will be discussed in the remaining sections of this Results of Operations section.

51

Table of Contents

​

Net Interest Income and Net Interest Margin

Our operating results depend primarily on our net interest income, which is the difference between interest and dividend income on interest-earning assets such as loans and investments, and interest expense on interest-bearing liabilities such as deposits and borrowings.

The following table details average balances of interest-earning assets and interest-bearing liabilities, the amount of interest earned/paid on such assets and liabilities, and the yield/rate for the periods indicated:

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

Average Balance Sheets and Net Interest Margin

​

​

Analysis For the Year Ended

​

​

December 31, 2025

​

December 31, 2024

​

​

​

​

​

​

Interest

​

​

​

​

​

​

Interest

​

​

​

​

​

Average

​

Income/

​

Yield/

​

Average

​

Income/

​

Yield/

​

​

  ​ ​ ​

Balance

  ​ ​ ​

Expense

  ​ ​ ​

Rate

  ​ ​ ​

Balance

  ​ ​ ​

Expense

  ​ ​ ​

Rate

  ​ ​ ​

​

​

(Dollar amounts in thousands)

Assets

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

Interest-earning assets:

​

​

  ​

​

​

  ​

​

  ​

​

​

  ​

​

​

​

​

  ​

​

Loans held for sale

​

$

142,973

​

$

7,406

​

5.18

%  

$

85,485

​

$

5,571

​

6.52

%  

Loans, net of deferred fees (1) (2)

​

​

3,089,537

​

​

181,499

​

5.87

%  

​

3,231,206

​

​

194,369

​

6.02

%  

Investment securities

​

​

240,463

​

​

7,569

​

3.15

%  

​

245,323

​

​

7,213

​

2.94

%  

Other earning assets

​

​

100,591

​

​

3,968

​

3.94

%  

​

82,757

​

​

3,816

​

4.61

%  

Total earning assets

​

​

3,573,564

​

​

200,442

​

5.61

%  

​

3,644,771

​

​

210,969

​

5.79

%  

Allowance for credit losses

​

​

(43,872)

​

​

​

​

​

​

​

(50,530)

​

​

​

​

​

​

Total non-earning assets

​

​

289,253

​

​

​

​

​

​

​

293,074

​

​

​

​

​

​

Total assets

​

$

3,818,945

​

​

​

​

​

​

$

3,887,315

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

Liabilities and stockholders' equity

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

Interest-bearing liabilities:

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

NOW and other demand accounts

​

$

824,985

​

$

17,794

​

2.16

%  

$

772,099

​

$

18,695

​

2.42

%  

Money market accounts

​

​

760,971

​

​

20,534

​

2.70

%  

​

829,331

​

​

26,923

​

3.25

%  

Savings accounts

​

​

873,794

​

​

29,880

​

3.42

%  

​

825,129

​

​

33,462

​

4.06

%  

Time deposits

​

​

326,331

​

​

11,229

​

3.44

%  

​

421,058

​

​

16,582

​

3.94

%  

Total interest-bearing deposits

​

​

2,786,081

​

​

79,437

​

2.85

%  

​

2,847,617

​

​

95,662

​

3.36

%  

Borrowings

​

​

139,714

​

​

9,577

​

6.85

%  

​

169,912

​

​

11,085

​

6.52

%  

Total interest-bearing liabilities

​

​

2,925,795

​

​

89,014

​

3.04

%  

​

3,017,529

​

​

106,747

​

3.54

%  

Noninterest-bearing liabilities:

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

Demand deposits

​

​

473,734

​

​

​

​

​

​

​

441,520

​

​

​

​

​

​

Other liabilities

​

​

40,681

​

​

​

​

​

​

​

36,422

​

​

​

​

​

​

Total liabilities

​

​

3,440,210

​

​

​

​

​

​

​

3,495,471

​

​

​

​

​

​

Primis common stockholders' equity

​

​

375,740

​

​

​

​

​

​

​

373,613

​

​

​

​

​

​

Noncontrolling interest

​

​

2,996

​

​

​

​

​

​

​

18,231

​

​

​

​

​

​

Total stockholders' equity

​

​

378,735

​

​

​

​

​

​

​

391,844

​

​

​

​

​

​

Total liabilities and stockholders' equity

​

$

3,818,945

​

​

​

​

​

​

$

3,887,315

​

​

​

​

​

​

Net interest income

​

​

​

​

$

111,428

​

​

​

​

​

​

$

104,222

​

​

​

Interest rate spread

​

​

​

​

​

​

​

2.57

%

​

​

​

​

​

​

2.25

%

Net interest margin

​

​

​

​

​

​

​

3.12

%

​

​

​

​

​

​

2.86

%

(1)

Includes loan fees in both interest income and the calculation of the yield on loans.

(2)

Calculations include non-accruing loans in average loan amounts outstanding.

​

​

52

Table of Contents

Net interest income was $111 million for the year ended December 31, 2025, compared to $104 million for the year ended December 31, 2024. Net interest income increased as a result of interest-bearing liability costs declining more than the decline in interest-earning asset income which was significantly impacted by the sale of the Life Premium Finance loan portfolio and income reversals on charged-off Consumer Program loans. Our net interest margin for the year ended December 31, 2025 was 3.12%, compared to 2.86% for the year ended December 31, 2024. Margin increased by 26 basis points primarily from higher net interest income on lower average interest-earning assets over those periods.

●

Average earning assets decreased $71 million, or 2%, primarily due to a decline in average total loans of $84 million, or 3%. Decline in average loan balances was driven primarily by the sale of approximately $400 million of our Life Premium Finance loan portfolio in the fourth quarter of 2024 and the decision to run-off the remaining retained life premium finance loans and the decline in average balances of Consumer Program loans of $102 million due to a combination of charge-offs and paydowns. These average loan balance declines were partially offset by continued growth of average Panacea Division loans of $138 million and Mortgage Warehouse loan of $153 million during the year ended December 31, 2025 compared to the same period in 2024. We also had growth in average loans held for sale at PMC of $57 million, or 67%

●

Average interest-bearing liabilities declined by $92 million largely due to maturing time deposits driving average time deposit balances down by $95 million. We also experienced declines in average money market accounts of $68 million, partially offset by growth in demand deposits of $53 million and savings balances of $49 million. The increase in demand deposits was driven by growth in the Panacea Division and Mortgage Warehouse business, each of which has been successful in growing deposits alongside their loan growth. Rates on average interest-bearing deposits declined 51 basis points, in large part due to a decline in the Fed Funds borrowing rate during the year of 75 basis points, which influences our deposit pricing. Interest paid on average borrowings decreased by $2 million due to a decline of $30 million in average borrowings from the prior year.

●

Yields on average interest earning assets decreased 18 basis points driven by lower yields on LHFS and LHFI during the year ended December 31, 2025 compared to the same period in 2024. The sale of our life premium finance loans, which earned higher yields than our average loan portfolio yield, and the significant reversals of Consumer Program loan income due to charge-offs of promotional loans during the year ended December 31, 2025 drove the overall earning asset yield decline. The drop in benchmark lending rates since the year ended December 31, 2024 also impacted the decline as newer production was generally at lower rates in 2025 compared to 2024. Partially offsetting lower loan yields was an increase in yield on investments of 21 basis points during the year ended December 31, 2025 compared to same period in 2024 due to the normal paydowns of investments and reinvesting proceeds in higher yielding securities during the year.  Yields on all of our interest bearing deposits declined meaningfully during the year ended December 31, 2025 compared to the year ended December 31, 2024, with declines of 26 to 64 basis points across the portfolio, primarily driven by the decline in benchmark borrowing rates by 75 basis points over that time.

​

​

53

Table of Contents

The following table summarizes changes in net interest income attributable to changes in the volume of interest-earning assets and interest-bearing liabilities compared to changes in interest rates. The change in interest, due to both rate and volume, has been proportionately allocated between rate and volume.

​

​

​

​

​

​

​

​

​

​

​

​

​

Year Ended

​

​

​

December 31, 2025 vs. 2024

​

​

​

Increase (Decrease)

​

​

​

Due to Change in:

​

​

​

​

​

​

​

​

​

Net

​

​

  ​ ​ ​

Volume

  ​ ​ ​

Rate

  ​ ​ ​

Change

  ​ ​ ​

​

​

(in thousands)

Interest-earning assets:

​

  ​

​

  ​

​

  ​

Loans held for sale

​

$

2,978

​

$

(1,143)

​

$

1,835

​

Loans, net of deferred fees

​

​

(8,392)

​

​

(4,478)

​

​

(12,870)

​

Investment securities

​

(167)

​

523

​

356

​

Other earning assets

​

462

​

(310)

​

152

​

​

​

​

​

​

​

​

​

​

​

​

Total interest-earning assets

​

(5,119)

​

(5,408)

​

(10,527)

​

​

​

​

​

​

​

​

​

​

​

​

Interest-bearing liabilities:

​

​

​

  ​

​

  ​

​

NOW and other demand accounts

​

1,516

​

​

(2,417)

​

(901)

​

Money market accounts

​

(2,096)

​

​

(4,293)

​

(6,389)

​

Savings accounts

​

2,160

​

​

(5,742)

​

(3,582)

​

Time deposits

​

(3,429)

​

​

(1,924)

​

(5,353)

​

Total interest-bearing deposits

​

(1,849)

​

(14,376)

​

(16,225)

​

Borrowings

​

(2,110)

​

​

602

​

(1,508)

​

Total interest-bearing liabilities

​

(3,959)

​

(13,774)

​

(17,733)

​

​

​

​

​

​

​

​

​

​

​

​

Change in net interest income

​

$

(1,160)

​

$

8,366

​

$

7,206

​

​

​

Provision for Credit Losses

The provision for credit losses is a current charge to earnings made in order to adjust the allowance for credit losses for current expected losses in the loan portfolio based on an evaluation of the loan portfolio characteristics, current economic conditions, changes in the nature and volume of lending, historical loan experience and other known internal and external factors affecting loan collectability, and assessment of reasonable and supportable forecasts of future economic conditions that would impact collectability of the loans. Our allowance for credit losses is calculated by segmenting the loan portfolio by loan type and applying risk factors to each segment. The risk factors are determined by considering historical loss data, peer data, as well as applying management’s judgment.

For the year ended December 31, 2025 and 2024, we had provision for credit losses of $12 million and $51 million, respectively. Decline in provision for credit losses for the year ended December 31, 2025 compared to December 31, 2024 was driven by higher provisions in 2024 primarily related to the Consumer Program loans. We had elevated credit losses during 2024 concentrated in the promotional portion of the Consumer Program portfolio that were largely originated between the third quarter of 2022 and first quarter of 2023 that were exiting their promotional period and defaulting. Due to the majority of these promotional loans ending their promotions in 2024 or the first quarter of 2025, significant reserving in 2024 for these loans, and coupled with our enhanced loss mitigation efforts in 2025, our provisioning for this portfolio was only $1 million during the year ended December 31, 2025, compared to $40 million during the year ended December 31, 2024.

Excluding the provisioning on the Consumer Program portfolio, our provision for credit losses on the remaining loan portfolio was flat year over year. The Financial Condition section of this MD&A provides information on our loan portfolio, past due loans, nonperforming assets and the allowance for credit losses.

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Table of Contents

Noninterest Income

The following table presents the categories of noninterest income for the years ended December 31, 2025 and 2024 ($ in thousands):

​

​

​

​

​

​

​

​

​

​

​

​

For the Year Ended

​

​

December 31, 

(dollars in thousands)

  ​ ​ ​

2025

  ​ ​ ​

2024

  ​ ​ ​

Change

Account maintenance and deposit service fees

​

$

5,664

​

$

5,784

$

(120)

Income from bank-owned life insurance

​

1,785

​

2,410

​

(625)

Gains on Panacea Financial Holdings investment

​

​

32,342

​

​

—

​

​

32,342

Mortgage banking income

​

32,387

​

23,919

​

8,468

Gains on sale of loans

​

​

1,929

​

​

303

​

​

1,626

Gain on sale-leaseback

​

​

50,573

​

​

—

​

​

50,573

Loss on sales of investment securities

​

​

(14,777)

​

​

—

​

​

(14,777)

Gains on other investments

​

​

159

​

​

408

​

​

(249)

Gain on sale of Life Premium Finance portfolio, net of broker fees

​

​

—

​

​

4,723

​

​

(4,723)

Consumer Program derivative income

​

​

1,340

​

​

4,320

​

​

(2,980)

Other noninterest income

​

948

​

1,273

​

(325)

Total noninterest income

​

$

112,350

​

$

43,140

$

69,210

​

​

​

​

​

​

​

​

​

​

​

Noninterest income increased 160% to $112 million for the year ended December 31, 2025, compared to $43 million for the year ended December 31, 2024. The increase in noninterest income was primarily driven by a $51 million gain on the sale-leaseback transaction in the fourth quarter of 2025 and the $32 million gain on our PFH investment, which comprised the gain on deconsolidation of PFH in the first quarter of 2025 and gain on the sale of a portion of our retained ownership in PFH and fair value adjustments in 2025 to the remaining common share investment retained. The increase was also driven partially by $8 million of higher income from mortgage banking activity during 2025 compared to 2024. The increase in mortgage banking income was due to higher gain on sale income driven by $922 million in loan sales during the year ended December 31, 2025 compared to $706 million of sales in 2024, a 31% increase. We also had $2 million of additional income in 2025 compared to 2024 due to gains on sales of loans. The largest portion of the gain in 2025 was due to the sale of $54 million of Panacea Division loans to another financial institution resulting in over $1 million of gains.

The increases were partially offset by a $15 million loss on sale on investment securities in the fourth quarter of 2025 that resulted from our decision to restructure the portfolio by selling securities at lower yields and purchasing securities earning higher yields, declines in Consumer Program derivative income, a $5 million gain on sale of our LPF portfolio in 2024, and income from bank-owned life insurance as a result of several one-time death benefit gains in 2024 that did not re-occur in 2025.

The decline in Consumer Program related income was a combination of less income earned from the third-party on origination of loans, which ended in January of 2025, and less reimbursement due to us when borrowers paid off their promotional loans before the end of the promotional period. These two items resulted in a combined decline of $5 million in income when comparing the year ended December 31, 2025 to the same period in 2024. Partially offsetting this decline was $2 million in lower derivative fair value losses during the year ended December 31, 2025 compared to 2024. The decline was a result of the promotional loan population declining at a faster pace during the year ended December 31, 2024 compared to the year ended December 31, 2025 and also because the promotional loan balances were at a lower starting point at the beginning of 2025 compared to January 1, 2024. Noninterest income from the Consumer Program is expected

55

Table of Contents

to be increasingly immaterial going forward as promotional loans have declined to only $3 million at the end of 2025 and we are no longer originating these loans.

Noninterest Expense

The following table present the major categories of noninterest expense for the years ended December 31, 2025 and 2024 ($ in thousands):

​

​

​

​

​

​

​

​

​

​

​

​

For the Year Ended

​

​

December 31, 

(dollars in thousands)

  ​ ​ ​

2025

  ​ ​ ​

2024

  ​ ​ ​

Change

Salaries and benefits

​

$

79,059

​

$

66,615

​

$

12,444

Occupancy expenses

​

6,864

​

5,415

​

1,449

Furniture and equipment expenses

​

7,488

​

7,327

​

161

Amortization of core deposit intangible

​

602

​

1,265

​

(663)

Virginia franchise tax expense

​

2,307

​

2,525

​

(218)

FDIC insurance assessment

​

​

3,731

​

​

2,549

​

​

1,182

Data processing expense

​

10,676

​

10,564

​

112

Marketing expense

​

​

2,156

​

​

1,906

​

​

250

Telephone and communication expense

​

1,272

​

1,312

​

(40)

Professional fees

​

10,877

​

10,384

​

493

Fraud losses

​

​

232

​

​

2,039

​

​

(1,807)

Miscellaneous lending expenses

​

​

2,599

​

3,280

​

(681)

Other operating expenses

​

11,072

​

10,463

​

609

Total noninterest expenses

​

$

138,935

​

$

125,644

​

$

13,291

​

​

​

​

​

​

​

​

​

​

​

The higher salaries and benefits expense of $12 million for the year ended December 31, 2025 compared to the same period in 2024 was driven primarily due to additions of several lending teams at PMC, one of which is the top mortgage originator in the Nashville, TN market and the other is the fourth ranked VA lender in the country. These teams drove the salaries and benefits expense increase in 2025 due to their salary draws while they rebuilt their portfolios. These teams are ultimately expected to generate production that will exceed these initial salary draws, which should help to generate income that offsets the salary expenses in later periods. Increase in salaries and benefits was also from the growth in salaries and benefit expenses in the Panacea Division and Mortgage Warehouse businesses, each increasing $1 million when comparing the year-to-date periods in 2025 to 2024. Increase in salaries and benefits for the year ended December 31, 2025 also included $3 million related to restricted stock compensation expenses in 2025 compared to $1 million in 2024. The $2 million increase is a result of strong financial performance in 2025 along with improved expectations of future performance resulting in a higher expectation of issued restricted stock eventually vesting.

Occupancy expenses increased $1 million for the year ended December 31, 2025 compared to the year ended December 31, 2024, primarily due to increase in lease expenses driven by several additional leases in 2025, increased annual rent on existing leases, and one month of lease expense related to the new master lease for the 18 branches sold and leased back in December in the sale lease-back transaction.

FDIC insurance expense increased $1 million during the year ended December 31, 2025 compared to the same period in 2024 primarily due to an increase in our assessment base as a result of our financial restatements in 2024 and the changes in asset quality during 2025.

These expense increases were partially offset by TPOS vendor fraud in 2024 that did not reoccur, less core deposit intangible amortization that fully amortized by June 30, 2025, and lower miscellaneous lending expenses due to less loan collection costs and lower mortgage loan repurchase provisions in 2025 compared to 2024.

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FINANCIAL CONDITION

The following illustrates key balance sheet categories as of December 31, 2025 and 2024 ($ in thousands):

​

​

​

​

​

​

​

​

​

​

​

  ​ ​ ​

December 31, 

  ​ ​ ​

December 31, 

  ​ ​ ​

​

​

​

​

2025

​

2024

​

Change

Total cash and cash equivalents

​

$

143,607

​

$

64,505

​

$

79,102

Securities available-for-sale

​

171,377

​

235,903

​

(64,526)

Securities held-to-maturity

​

6,981

​

​

9,448

​

​

(2,467)

Loans held for sale, at fair value

​

166,066

​

​

83,276

​

​

82,790

Loans held for sale, at lower of cost or market

​

​

—

​

​

163,832

​

​

(163,832)

Net loans

​

3,237,800

​

​

2,833,723

​

​

404,077

Other assets

​

321,557

​

​

299,428

​

​

22,129

Total assets

​

$

4,047,388

​

$

3,690,115

​

$

357,273

​

​

​

​

​

​

​

​

​

​

Total deposits

​

$

3,395,585

​

$

3,171,035

​

$

224,550

Borrowings

​

​

139,487

​

​

116,991

​

​

22,496

Other liabilities

​

​

89,420

​

​

37,107

​

​

52,313

Total liabilities

​

​

3,624,492

​

​

3,325,133

​

​

299,359

Total equity

​

​

422,896

​

​

364,982

​

​

57,914

Total liabilities and equity

​

$

4,047,388

​

$

3,690,115

​

$

357,273

​

​

LOAN PORTFOLIO

Loans Held for Sale

LHFS at fair value increased $81 million from December 31, 2024 to December 31, 2025 due to growth at PMC during the year and timing of origination and sale of loans at year end. LHFS at the lower of cost or market declined by $164 million primarily due to the sale of $51 million of LPF loans, paydowns of Consumer Program LHFS, and the transfer back to net loans of $102 million of Consumer Program loans in 2025 after the decision to retain these for the foreseeable future or until maturity.

Loans Held for Investment

Gross LHFI were $3.3 billion and $2.9 billion as of December 31, 2025 and 2024, respectively. The increase in loans held for investment was driven by growth of mortgage warehouse loans and Panacea Division commercial loans, both of which were the primary driver of the $362 million increase in commercial loans seen below. LHFI also increased in 2025 due to the transfer back from LHFS of Consumer Program loans into the consumer loans category of LHFI, resulting in $51 million more Consumer Program loans in LHFI at December 31, 2025 compared to December 31, 2024. The growth was partially offset by the sale of $54 million of commercial loans in the Panacea Division and loan paydowns during the year ended December 31, 2025 of loans secured by real estate. As of December 31, 2025 and 2024, over 50% of our loans were to customers located in Virginia and Maryland. We are not dependent on any single customer or group of customers whose insolvency would have a material adverse effect on our operations.

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The composition of our loans HFI portfolio consisted of the following as of December 31, 2025 and 2024 ($ in thousands):

​

​

​

​

​

​

​

​

​

​

​

​

​

​

December 31, 2025

​

December 31, 2024

​

​

  ​ ​ ​

Amount

  ​ ​ ​

Percent

  ​ ​ ​

Amount

  ​ ​ ​

Percent

  ​ ​ ​

Loans secured by real estate:

​

  ​

  ​

​

  ​

  ​

Commercial real estate - owner occupied

​

$

510,088

15.5

%  

$

475,898

16.5

%  

Commercial real estate - non-owner occupied

​

567,091

17.3

%  

610,482

21.1

%  

Secured by farmland

​

3,408

0.1

%  

3,711

0.1

%  

Construction and land development

​

131,757

4.0

%  

101,243

3.5

%  

Residential 1-4 family

​

576,866

17.5

%  

588,859

20.4

%  

Multi- family residential

​

140,261

4.3

%  

158,426

5.4

%  

Home equity lines of credit

​

61,738

1.9

%  

62,954

2.2

%  

Total real estate loans

​

1,991,209

60.6

%  

2,001,573

69.2

%  

​

​

​

​

​

​

​

​

​

​

​

​

Commercial loans

​

970,492

29.6

%  

608,595

21.1

%  

Paycheck protection program loans

​

​

1,719

​

0.1

%  

​

1,927

​

0.1

%  

Consumer loans

​

315,407

9.6

%  

270,063

9.4

%  

Total Non-PCD loans

​

3,278,827

99.9

%  

2,882,158

99.8

%  

PCD loans

​

​

4,856

​

0.1

%  

​

5,289

​

0.2

%  

Total loans

​

$

3,283,683

​

100.0

%  

$

2,887,447

​

100.0

%  

​

The following table sets forth the contractual maturity ranges of our LHFI portfolio and the amount of those loans with fixed and floating interest rates in each maturity range as of December 31, 2025 ($ in thousands):

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

After 1 Year

​

After 5 Years

​

​

​

​

​

​

​

​

​

​

​

​

​

Through 5 Years

​

Through 15 Years

​

After 15 Years

​

​

​

​

One Year

​

Fixed

​

Floating

​

Fixed

​

Floating

​

Fixed

​

Floating

​

​

​

  ​ ​ ​

or Less

  ​ ​ ​

Rate

  ​ ​ ​

Rate

  ​ ​ ​

Rate

  ​ ​ ​

Rate

  ​ ​ ​

Rate

  ​ ​ ​

Rate

  ​ ​ ​

Total

Loans secured by real estate:

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

Commercial real estate - owner occupied

​

$

29,094

​

$

60,956

​

$

36,770

​

$

204,362

​

$

128,943

​

$

3,000

​

$

46,963

​

$

510,088

Commercial real estate - non-owner occupied

​

​

88,049

​

​

166,569

​

​

35,700

​

​

74,221

​

​

74,817

​

​

9,207

​

​

118,528

​

​

567,091

Secured by farmland

​

​

941

​

​

590

​

​

76

​

​

215

​

​

525

​

​

—

​

​

1,061

​

​

3,408

Construction and land development

​

​

77,226

​

​

12,322

​

​

36,053

​

​

—

​

​

6,114

​

​

—

​

​

42

​

​

131,757

Residential 1-4 family

​

​

28,260

​

​

43,681

​

​

17,589

​

​

20,669

​

​

38,541

​

​

66,075

​

​

362,051

​

​

576,866

Multi- family residential

​

​

52,874

​

​

30,555

​

​

28,904

​

​

—

​

​

6,122

​

​

—

​

​

21,806

​

​

140,261

Home equity lines of credit

​

​

2,603

​

​

131

​

​

6,814

​

​

28

​

​

686

​

​

106

​

​

51,370

​

​

61,738

Total real estate loans

​

​

279,047

​

​

314,804

​

​

161,906

​

​

299,495

​

​

255,748

​

​

78,388

​

​

601,821

​

​

1,991,209

Commercial loans

​

​

124,598

​

87,028

​

​

388,098

​

​

322,415

​

​

46,027

​

​

1,033

​

​

1,293

​

​

970,492

Paycheck protection program loans

​

​

1,719

​

​

-

​

​

—

​

​

—

​

​

—

​

​

—

​

​

—

​

​

1,719

Consumer loans

​

​

108,552

​

​

78,146

​

​

59,527

​

​

60,721

​

​

6,810

​

​

1,646

​

​

5

​

​

315,407

Total Non-PCD loans

​

​

513,916

​

​

479,978

​

​

609,531

​

​

682,631

​

​

308,585

​

​

81,067

​

​

603,119

​

​

3,278,827

PCD loans

​

2,332

​

​

1,108

​

​

88

​

​

—

​

​

957

​

​

371

​

​

—

​

4,856

Total loans

​

$

516,248

​

$

481,086

​

$

609,619

​

$

682,631

​

$

309,542

​

$

81,438

​

$

603,119

​

$

3,283,683

​

Our highest concentration of credit by loan type is in commercial real estate. As of December 31, 2025, 37% of our loan portfolio was comprised of loans secured by commercial real estate, including multi-family residential loans and loans secured by farmland. Commercial real estate loans are generally viewed as having a higher risk of default than residential real estate loans and depend on cash flows from the owner’s business or the property’s tenants to service the debt. The borrower’s cash flows may be affected significantly by general economic conditions, a downturn in the local economy, or in occupancy rates in the market where the property is located, any of which could increase the likelihood of default.

We seek to mitigate risks attributable to our most highly concentrated portfolios and our portfolios that pose unique risks to our balance sheet through our credit underwriting and monitoring processes, including oversight by a centralized

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Table of Contents

credit administration function, approval process, credit policy, and risk management committee, as well as through our seasoned bankers that focus on lending to borrowers with proven track records in markets with which we are familiar.

The following table presents the composition of the industry classification for commercial real estate non-owner occupied loans as a percentage of total loans for the periods ended December 31, 2025 and 2024 ($ in thousands):

​

​

​

​

​

​

​

​

​

​

​

​

​

​

December 31, 2025

​

December 31, 2024

​

​

  ​ ​ ​

Amount

  ​ ​ ​

Percent

  ​ ​ ​

Amount

  ​ ​ ​

Percent

  ​ ​ ​

Commercial real estate - non-owner occupied

​

​

​

​

​

​

​

Hotel/ Motel

​

$

163,487

​

28.8

%  

$

190,077

​

31.1

%  

Office

​

​

131,638

​

23.2

%  

​

136,046

​

22.3

%  

Retail

​

​

80,918

​

14.3

%  

​

97,748

​

16.0

%  

Assisted living

​

​

54,382

​

9.6

%  

​

58,191

​

9.5

%  

Mixed use

​

​

44,626

​

7.9

%  

​

49,419

​

8.1

%  

Warehouse/ Industrial

​

​

20,691

​

3.6

%  

​

21,454

​

3.5

%  

Daycare/Schools/Churches

​

​

10,760

​

1.9

%  

​

8,851

​

1.4

%  

Self-storage

​

​

10,402

​

1.8

%  

​

5,833

​

1.0

%  

Leisure/Recreational

​

​

10,695

​

1.9

%  

​

4,598

​

0.8

%  

Other

​

​

39,492

​

7.0

%  

​

38,265

​

6.3

%  

Total Commercial real estate - non-owner occupied

​

$

567,091

​

100.0

%  

$

610,482

​

100.0

%  

​

The following table presents the composition of office portfolio loans for commercial real estate non-owner occupied loans, their loan count and their weighted average loan-to-value percentage as of December 31, 2025 and 2024 ($ in thousands):

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

December 31, 2025

​

December 31, 2024

Commercial real estate - non-owner occupied - Office Portfolio (1)

​

Loan count

​

​

Amount

​

Weighted Average Loan-to-Value

​

Loan count

​

​

Amount

​

Weighted Average Loan-to-Value

Commercial medical office

​

10

​

$

9,303

​

66.7

%  

​

5

​

$

7,020

​

66.9

%  

Commercial office building

​

28

​

108,586

​

65.9

%  

​

31

​

110,675

​

66.3

%  

Commercial office/ warehouse

​

12

​

13,749

​

36.8

%  

​

12

​

18,351

​

37.8

%  

Total

​

50

​

$

131,638

​

62.9

%  

​

48

​

$

136,046

​

62.5

%  

​

The shift to work-from-home and hybrid work environments has caused a decreased utilization of office space. As such, we have additional monitoring for our exposure to office space, within our non-owner occupied commercial real estate portfolio, including periodic credit risk assessment of expiring office leases for most of the office portfolio. We do not currently finance large, high-rise, or major metropolitan central business district office buildings, and the office portfolio is generally in suburban markets with good occupancy levels that have improved from last year.

​

Consumer Program Loans

The following table sets forth the contractual maturity ranges of our Consumer Program loan portfolio as of December 31, 2025, which is only originated at fixed rates ($ in thousands):

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

  ​ ​ ​

One Year or Less

​

After One Year to Five Years

​

After Five Through Ten Years

​

After Ten Years

​

Total

Total Consumer Program Loans (1)

​

$

325

​

$

25,797

​

$

64,613

​

$

6,263

​

$

96,998

(1)

Does not include $7 million of remaining fair market value adjustments related to the original $20 million write-down of the portfolio when transferred to LHFS as of December 31, 2024.

​

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Table of Contents

The following table describes the period over which our Consumer Program loans that are currently in a no interest promotional period will exit that promotional period and begin to amortize. All these promotional loans generally amortize over four years from the date they exit the promotional period if not prepaid before the end of the promotional period ($ in thousands):

​

​

​

​

​

​

​

​

​

​

​

​

Amount ending

​

Amount ending

​

​

​

​

No Interest

​

No Interest

​

Total outstanding

​

​

Promotional Period in

​

Promotional Period in

​

Promotional

​

​

next 6 months

​

7-12 months

​

as of 12/31/25

Consumer Program Loans

​

$

2,240

​

$

566

​

$

2,806

​

​

During the year ended December 31, 2025, $36 million of Consumer Program loans either paid off during the no interest promotional period or converted to amortizing at the end of the promotional period. As of December 31, 2025, 94% of Consumer Program loans outstanding are current, 4% are past due 1-30 days, and the remaining 2% are past due greater than 30 days.

​

ASSET QUALITY

Nonperforming Assets

The following table presents a comparison of nonperforming assets as of December 31, 2025 and 2024 ($ in thousands):

​

​

​

​

​

​

​

​

​

  ​ ​ ​

December 31, 

​

December 31, 

​

​

​

2025

  ​ ​ ​

2024

  ​ ​ ​

Nonaccrual loans

​

$

84,823

​

$

15,026

​

Loans past due 90 days and accruing interest

​

1,713

​

1,713

​

Total nonperforming assets

​

$

86,536

​

$

16,739

​

​

​

​

​

​

​

​

​

SBA guaranteed amounts included in nonperforming loans

​

$

4,482

​

$

5,921

​

​

​

​

​

​

​

​

​

Allowance for credit losses to total loans

​

1.40

%  

1.86

%  

Allowance for credit losses to nonaccrual loans

​

54.09

%  

357.53

%  

Allowance for credit losses to nonperforming loans

​

53.02

%  

320.94

%  

Nonaccrual to total loans

​

2.59

%  

0.52

%  

Nonperforming assets excluding SBA guaranteed loans to total assets

​

2.03

%  

0.29

%  

​

Nonperforming assets increased $70 million, or 417%, as of December 31, 2025 compared to December 31, 2024, which was driven by an increase in nonaccrual loans. The increase in nonaccrual was primarily due to the addition of one commercial real estate loan with a $40 million amortized cost balance that was past due 60- 90 days as of December 31, 2025 and one commercial relationship comprised of two loans totaling $24 million in amortized cost that was nonaccruing, but not past due as of December 31, 2025.  

The commercial real estate loan is delinquent due to turnover in tenant occupancy on the underlying office asset leading to reduced lease income. Leasing activity has become more stabilized in the DC market, and the asset is seeing strong interest in new lease negotiations. We have a lien on the underlying collateral which is Class A office space in a desirable location in northern Virginia. The borrower is actively seeking new tenants for vacant office space in the building.  We assess expected credit losses on this loan individually and have a $7 million individual reserve against the loan, or 18% of its amortized cost balance, as of December 31, 2025.

The commercial loans were placed on nonaccrual early in the third quarter of 2025. The loans were utilized originally by the customer to support a business acquisition into an existing business. Stabilization of operations had a longer trajectory than originally forecast. The company became profitable at the end of 2024 and has shown steady improvement during 2025. We have subsequently entered into a forbearance agreement with the borrower who is satisfactorily performing under the terms of agreement as of December 31, 2025. We assess expected credit losses on this loan

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Table of Contents

individually and obtained a third-party valuation of the business in 2025 to assist in determining the $5 million individual reserve against the loan, or 20% of its amortized cost balance, as of December 31, 2025.

We identify potential problem loans based on loan portfolio credit quality. We define our potential problem loans as internally rated as substandard or worse, less total nonperforming assets noted above. As of December 31, 2025, our potential problem loans totaled $60 million.

We will generally place a loan on nonaccrual status when it becomes 90 days past due, with the exception of most consumer loans, which are charged off at 120 days past due and Consumer Program loans, which are charged off once they reach 90 days past due. Loans will also be placed on nonaccrual status in cases where we are uncertain whether the borrower can satisfy the contractual terms of the loan agreement. Cash payments received while a loan is categorized as nonaccrual will be recorded as a reduction of principal as long as doubt exists as to future collections.

We maintain appraisals on loans secured by real estate, particularly those categorized as nonperforming loans and potential problem loans. In instances where appraisals reflect reduced collateral values, we make an evaluation of the borrower’s overall financial condition to determine the need, if any, for impairment or write-down to their fair values. If foreclosure occurs, we record OREO at the lower of our recorded investment in the loan or fair value less our estimated costs to sell.

Our loan portfolio losses and delinquencies have been primarily limited by our underwriting standards and portfolio management practices. Whether losses and delinquencies in our portfolio will increase significantly depends upon the value of real estate securing the loans and economic factors, such as the overall economy, rising or elevated interest rates, historically high or persistent inflation, and recessionary concerns.

Loan Review

​

We rely on a combination of first and second line of defense processes to measure the overall quality of our loan portfolio. From a first line perspective, each loan is assigned a risk rating ranging from one to nine, with loans closer to a rating of one having less risk. This risk rating scale is our primary credit quality indicator that is reviewed periodically by management, while delinquency status is a secondary risk indicator we also monitor. From a second line of defense perspective, we have a loan review function independent of credit administration that reports to the Company’s CRO and performs a risk-based review of a sample of commercial loans and loan relationships to evaluate credit quality and adherence to underwriting standards.

​

Allowance for Credit Losses

We are focused on the asset quality of our loan portfolio, both before and after a loan is made. We have established underwriting standards that we believe are effective in maintaining high credit quality in our loan portfolio. We have experienced loan officers who take personal responsibility for the loans they originate, a skilled underwriting team and highly qualified credit officers that review each loan application carefully.

Our allowance for credit losses is established through charges to earnings in the form of a provision for credit losses. Management evaluates the allowance at least quarterly. In addition, on a quarterly basis, our Board of Directors reviews our loan portfolio, evaluates credit quality, reviews the loan loss provision and the allowance for credit losses and requests management to make changes as may be required. In evaluating the allowance, management and the Board of Directors consider the growth, composition and industry diversification of the loan portfolio, historical loan loss experience, current delinquency levels and all other known factors affecting loan collectability.

The allowance for credit losses is based on the CECL methodology and represents management’s estimate of an amount appropriate to provide for expected credit losses in the loan portfolio. This estimate is based on historical credit loss information adjusted for current conditions and reasonable and supportable forecasts applied to various loan types that compose our portfolio, including the effects of known factors such as the economic environment within our market area will have on net losses. The allowance is also subject to regulatory examinations and determination by the regulatory agencies as to the appropriate level of the allowance.

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Table of Contents

The following table sets forth the allowance for credit losses allocated by loan category and the percentage of loans in each category to total loans at the dates indicated ($ in thousands):

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

As of December 31, 

​

​

As of December 31, 

​

​

​

2025

​

​

2024

​

​

​

​

​

​

Percent of

​

​

​

​

​

Percent of

​

​

​

Allowance

​

Loans by

​

​

Allowance

​

Loans by

​

​

​

for Credit

​

Category to

​

​

for Credit

​

Category to

​

​

  ​ ​ ​

Losses

  ​ ​ ​

Total Loans

  ​ ​ ​

​

Losses

  ​ ​ ​

Total Loans

  ​ ​ ​

Commercial real estate - owner occupied

​

$

5,682

​

15.5

%  

​

$

5,899

​

16.5

%  

Commercial real estate - non-owner occupied

​

​

15,329

​

17.3

%  

​

​

6,966

​

21.1

%  

Secured by farmland

​

​

30

​

0.1

%  

​

​

20

​

0.1

%  

Construction and land development

​

​

748

​

4.0

%  

​

​

1,203

​

3.5

%  

Residential 1-4 family

​

​

6,852

​

17.5

%  

​

​

6,819

​

20.4

%  

Multi- family residential

​

​

1,368

​

4.3

%  

​

​

1,620

​

5.4

%  

Home equity lines of credit

​

​

428

​

1.9

%  

​

​

533

​

2.2

%  

Commercial loans

​

​

11,197

​

29.6

%  

​

​

10,794

​

21.1

%  

Paycheck Protection Program loans

​

​

—

​

0.1

%  

​

​

—

​

0.1

%  

Consumer loans

​

​

4,249

​

9.6

%  

​

​

19,625

​

9.4

%  

PCD loans

​

​

—

​

0.1

%  

​

​

245

​

0.2

%  

Total

​

$

45,883

​

100.0

%  

​

$

53,724

​

100.0

%  

​

The following table presents an analysis of the allowance for credit losses for the periods indicated ($ in thousands):

​

​

​

​

​

​

​

​

​

​

For the Year Ended December 31, 

​

​

  ​ ​ ​

2025

  ​ ​ ​

2024

  ​ ​ ​

Balance, beginning of period

​

$

53,724

​

$

52,209

​

Provision charged to operations:

​

​

​

​

​

​

​

Total provisions

​

​

12,289

​

​

50,621

​

Recoveries credited to allowance:

​

​

​

​

​

Commercial real estate - owner occupied

​

​

—

​

​

31

​

Residential 1-4 family

​

—

​

2

​

Home equity lines of credit

​

5

​

3

​

Commercial loans

​

​

—

​

​

20

​

Consumer loans

​

​

14,198

​

​

1,873

​

Total recoveries

​

14,203

​

1,929

​

Total

​

80,216

​

104,759

​

Loans charged off:

​

  ​

​

  ​

​

Residential 1-4 family

​

72

​

8

​

Home equity lines of credit

​

—

​

9

​

Commercial loans

​

​

935

​

​

926

​

Consumer loans

​

​

33,326

​

​

50,092

​

Total loans charged-off

​

34,333

​

51,035

​

Net charge-offs

​

20,130

​

49,106

​

Balance, end of period

​

$

45,883

​

$

53,724

​

​

​

​

​

​

​

​

​

Net charge-offs to average loans, net of unearned income

​

0.65

%  

1.48

%  

​

We believe that the allowance for credit losses as of December 31, 2025 is sufficient to absorb future expected credit losses in our loan portfolio based on our assessment of all known factors affecting the collectability of our loan portfolio. Our assessment involves uncertainty and judgment; therefore, the adequacy of the allowance for credit losses cannot be determined with precision and may be subject to change in future periods. In addition, bank regulatory authorities, as part of their periodic examination, may require additional charges to the provision for credit losses in future periods if the results of their reviews warrant additions to the allowance for credit losses.

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Table of Contents

Our allowance for credit losses was $46 million as of December 31, 2025, compared to $54 million as of December 31, 2024. The $8 million decrease was driven by $29 million in net charge-offs during the year ended December 31, 2025, primarily a result of Consumer Program loans, and less provision for credit losses. Our provision for credit losses decreased $38 million during the year ended December 31, 2025 compared to the same periods in 2024, primarily related to improved performance in the Consumer Program portfolio as a result of the significant decline in promotional loans that drove prior credit losses and a changing mix of the Bank’s loan portfolio to loan categories with lower reserve requirements. Partially offsetting these declines were specific provisions for expected credit losses of $7 million on the individually evaluated commercial real estate loan that was 60 - 90 days past due and proactively placed on nonaccrual during the year ended December 31, 2025.  Additional discussion of the change in the provision for credit losses is included in this MD&A in the “Provision for Credit Losses” section.

Net charge-offs were primarily related to the Consumer Program portfolio during the year ended December 31, 2025 and 2024. During the year ended December 31, 2025, we charged off $18 million, net of recoveries, in the Consumer Program portfolio. Comparatively, during the year ended December 31, 2024, we charged off $46 million, net of recoveries. The majority of these charge-offs related to loans originated from the third quarter of 2022 through the first quarter of 2023 where we experienced significant credit weaknesses. Included in Consumer Program net charge-offs during 2025 were $13 million of recoveries related to charge-offs taken as of December 31, 2024 to record the loans at the lower of cost or market when we made the decision to move a substantial portion of the loans to HFS. As previously discussed, we subsequently decided to retain the loans and they were moved back into LHFI at their then amortized cost balance inclusive of the prior charge-offs. When excluding the Consumer Program net charge-offs, we had net charge-offs of $2 million and $3 million during the year ended December 31, 2025 and 2024, respectively, on the remainder of our LHFI portfolio.

We have experienced a majority of our losses in the Consumer Program on promotional loans originated in the third quarter of 2022 through the first quarter of 2023. Our allowance methodology for the Consumer Program was updated during the year ended December 31, 2024 to consider promotional loan maturity, especially around these earlier vintages, and amount of first payment defaults with eventual charge-off, which was a key driver to the heightened overall charge-offs in 2024.  Almost all of these earlier vintages have since ended their promotional period and began to amortize prior to December 31, 2025. As a result, we believe that any remaining loans in these older vintages, along with newer vintage promotional loans that end their promotional period over the next four quarters have been considered in our reserving methodology based on our loss experience from 2024 to the first quarter of 2025 with the earlier vintage promotional loans. Additionally, we have also implemented enhanced loss mitigation efforts that include working with promotional loan borrowers both prior to the end of the promotional period and once a borrower defaults in order to maximize collectability. A combination of these factors, along with the remaining balance of promotional loans of only $3 million, resulted in our lower provisioning for the year ended December 31, 2025 and lower ending allowance balance at December 31, 2025.

As of December 31, 2025, the principal balance outstanding of Consumer Program loans was $97 million, excluding a $7 million discount as a result of our prior decision to market a majority of the portfolio for sale, which has since been moved back to LHFI and will be run-off over time. These loans are accounted for like our other consumer loans and are not placed on nonaccrual because they are charged off when they become 90 days past due. The allowance on this portfolio plus the discount amounts to $8 million as of December 31, 2025. As of December 31, 2025, 94% of the outstanding principal balance was current, resulting in 148% coverage by the aggregate allowance and discount of the non-current principal balances.

​

​

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Table of Contents

INVESTMENT SECURITIES

Our investment securities portfolio provides us with required liquidity and collateral to pledge to secure public deposits, certain other deposits, advances from the FHLB, and repurchase agreements.

Our investment securities portfolio is managed by our CFO, who has significant experience in this area, with the concurrence of our ALCO. In addition to our CFO (who is the chairman of the ALCO) this committee is comprised of outside directors and other senior officers of the Bank, including but not limited to our CEO and Treasurer. Investment management is performed in accordance with our investment policy, which is approved annually by the Board of Directors. Our investment policy authorizes us to invest in:

●

GNMA, FNMA and the FHLMC residential MBS and CMBS

●

Collateralized mortgage obligations

●

U.S. Treasury securities

●

SBA guaranteed loan pools

●

Agency securities

●

Obligations of states and political subdivisions

●

Corporate debt securities, with rated securities at investment grade

●

CLOs

​

MBS are securities that have been developed by pooling a number of real estate mortgages and which are principally issued by agency/ GSEs such as the GNMA, FNMA and FHLMC. These securities are deemed to have high credit ratings, and minimum regular monthly cash flows of principal and interest are guaranteed by the issuing agencies.

CMOs are bonds that are backed by pools of mortgages. The pools can be GNMA, FNMA or FHLMC pools or they can be private-label pools. The CMOs are designed so that the mortgage collateral will generate a cash flow sufficient to provide for the timely repayment of the bonds. The mortgage collateral pool can be structured to accommodate various desired bond repayment schedules, provided that the collateral cash flow is adequate to meet scheduled bond payments. This is accomplished by dividing the bonds into classes to which payments on the underlying mortgage pools are allocated. The bond’s cash flow, for example, can be dedicated to one class of bondholders at a time, thereby increasing call protection to bondholders. In private-label CMOs, losses on underlying mortgages are directed to the most junior of all classes and then to the classes above in order of increasing seniority, which means that the senior classes have enough credit protection to be given the highest credit rating by the rating agencies.

Obligations of states and political subdivisions (municipal securities) are purchased with consideration of the current tax position of the Bank. Both taxable and tax-exempt municipal bonds may be purchased, but only after careful assessment of the market risk of the security. Appropriate credit evaluation must be performed prior to purchasing municipal bonds.

Corporate bonds consist of senior and/or subordinated notes issued by banks. Bank subordinated debt, if rated, must be of investment grade and non-rated bonds are permissible if the credit-worthiness of the issuer has been properly analyzed.

CLOs are actively managed securitization vehicles formed for the purpose of acquiring and managing a diversified portfolio of senior secured corporate bank loans, otherwise known as “broadly syndicated loans”. The loan portfolio is transferred to bankruptcy-remote special-purpose vehicle, which finances the acquisition through the issuance of various classes of debt and equity securities with varying levels of senior claim on the underlying loan portfolio. CLOs must be rated AA or better at the time of purchase.

AFS and HTM investment securities totaled $178 million as of December 31, 2025, a decrease of 27% from $245 million as of December 31, 2024, primarily due to sale of $144 million in book value of investment securities during 2025, improvement in unrealized losses on AFS securities and paydowns, maturities, and calls of the AFS and HTM investments over the past year, partially offset by purchases of AFS securities during that time. We recognized no credit impairment

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Table of Contents

charges related to credit losses on our HTM investment securities during the year ended December 31, 2025. We decided to sell the $144 million of investment securities in 2025 as an opportunity to restructure the portfolio into better yielding investments over the long-term, taking advantage also of gains during the year in the sale-leaseback and PFH transactions to offset the $15 million of realized losses upon sale of the securities. The average coupon of the aggregate investments sold was 2.98% and we partially replaced the $144 million of sold investments with $75 million of par value AFS securities with an average coupon of 4.22%.

The following table sets forth a summary of the investment securities portfolio as of the dates indicated. AFS investment securities are reported at fair value, and HTM investment securities are reported at amortized cost ($ in thousands).

​

​

​

​

​

​

​

​

​

December 31, 

​

December 31, 

​

  ​ ​ ​

2025

  ​ ​ ​

2024

Available-for-sale investment securities:

​

  ​

​

  ​

Residential government-sponsored mortgage-backed securities

​

$

71,806

​

$

91,407

Obligations of states and political subdivisions

​

5,778

​

29,705

Corporate securities

​

6,579

​

15,080

Residential government-sponsored collateralized mortgage obligations

​

63,807

​

56,390

Government-sponsored agency securities

​

—

​

13,836

Agency commercial mortgage-backed securities

​

16,965

​

22,178

SBA pool securities

​

6,442

​

7,307

Total

​

$

171,377

​

$

235,903

​

​

​

​

​

​

​

Held-to-maturity investment securities:

​

  ​

​

  ​

Residential government-sponsored mortgage-backed securities

​

$

5,462

​

$

7,760

Obligations of states and political subdivisions

​

1,519

​

1,519

Residential government-sponsored collateralized mortgage obligations

​

—

​

169

Total

​

$

6,981

​

$

9,448

​

Debt investment securities that we have the positive intent and ability to hold to maturity are classified as HTM and are carried at amortized cost. Investment securities classified as AFS are those debt securities that may be sold in response to changes in interest rates, liquidity needs or other similar factors. Investment securities AFS are carried at fair value, with unrealized gains or losses net of deferred taxes, included in accumulated other comprehensive income (loss) in stockholders’ equity.

For additional information regarding investment securities refer to “Item 8. Financial Statements and Supplementary Data, Note 2 - Investment Securities” in this Form 10-K.

​

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Table of Contents

The following table sets forth the amortized cost, fair value, and weighted average yield of our investment securities by contractual maturity as of December 31, 2025. Weighted average yield is calculated as the tax-equivalent yield on a pro rata basis for each security based on its relative amortized cost. Yields on tax-exempt securities have been computed on a tax-equivalent basis. Expected maturities may differ from contractual maturities because borrowers may have the right to call or prepay obligations with or without call or prepayment penalties ($ in thousands).

​

​

​

​

​

​

​

​

​

​

​

​

​

Investment Securities Available-for-Sale

​

​

​

​

​

  ​

​

​

Weighted

​

​

Amortized

​

​

​

​

Average

​

  ​ ​ ​

Cost

  ​ ​ ​

Fair Value

  ​ ​ ​

Yield

Obligations of states and political subdivisions

​

  ​

​

  ​

  ​

​

Due less than one year

​

$

795

​

$

791

​

2.16

%

Due after one year through five years

​

​

1,355

​

​

1,358

5.15

%

Due after five years through ten years

​

2,965

​

2,562

2.38

%

Due after ten years

​

1,205

​

1,067

3.60

%

​

​

6,320

​

5,778

3.16

%

Corporate securities

​

  ​

​

​

  ​

​

Due after one year through five years

​

​

5,000

​

​

4,786

​

8.05

%

Due after five years through ten years

​

​

2,000

​

​

1,793

​

4.50

%

​

​

​

7,000

​

​

6,579

​

7.03

%

Residential government-sponsored mortgage-backed securities

​

  ​

​

  ​

  ​

​

Due after one year through five years

​

2,975

​

3,002

4.55

%

Due after five years through ten years

​

7,083

​

6,597

2.93

%

Due after ten years

​

62,120

​

62,207

4.47

%

​

​

72,178

​

71,806

4.33

%

Residential government-sponsored collateralized mortgage obligations

​

  ​

​

  ​

  ​

​

Due after five years through ten years

​

11,999

​

12,268

5.31

%

Due after ten years

​

51,217

​

51,539

4.96

%

​

​

63,216

​

63,807

5.03

%

Agency commercial mortgage-backed securities

​

  ​

​

  ​

  ​

​

Due less than one year

​

​

619

​

​

618

​

1.53

%

Due after one year through five years

​

1,637

​

1,434

0.97

%

Due after five years through ten years

​

10,584

​

9,341

1.53

%

Due after ten years

​

​

6,173

​

​

5,572

​

1.47

%

​

​

19,013

​

16,965

1.46

%

SBA pool securities

​

  ​

​

  ​

  ​

​

Due after one year through five years

​

​

517

​

​

512

​

4.87

%

Due after five years through ten years

​

4,090

​

4,048

4.24

%

Due after ten years

​

1,892

​

1,882

6.20

%

​

​

6,499

​

6,442

4.87

%

​

​

$

174,226

​

$

171,377

4.36

%

​

​

​

​

​

​

​

​

​

​

​

​

Investment Securities Held-to-Maturity

​

​

​

​

​

  ​

​

​

Weighted

​

​

Amortized

​

​

​

​

Average

​

  ​ ​ ​

Cost

  ​ ​ ​

Fair Value

  ​ ​ ​

Yield

Obligations of states and political subdivisions

​

  ​

​

  ​

  ​

​

Due after one year through five years

​

$

1,014

​

$

993

2.59

%

Due after five years through ten years

​

505

​

500

2.70

%

​

​

1,519

​

1,493

2.63

%

Residential government-sponsored mortgage-backed securities

​

  ​

​

  ​

​

​

Due after five years through ten years

​

2,002

​

1,911

2.45

%

Due after ten years

​

3,460

​

3,156

2.49

%

​

​

5,462

​

5,067

2.48

%

​

​

$

6,981

​

$

6,560

2.51

%

​

For additional information regarding investment securities refer to “Item 8. Financial Statements and Supplementary Data, Note 2 - Investment Securities.”

DEPOSITS AND OTHER BORROWINGS

Deposits

​

The market for deposits is competitive. We offer a line of traditional deposit products that currently include noninterest-bearing and interest-bearing checking (or NOW accounts), commercial checking, money market accounts, savings accounts and certificates of deposit. We use deposits as a principal source of funding for our lending, purchasing of investment securities and for other business purposes. We seek to fund increased loan volumes by growing core deposits,

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Table of Contents

but, subject to internal policy limits on the amount of funding we may maintain, we may use funding sources to fund shortfalls, if any, or to provide additional liquidity. We use purchased brokered deposits as part of our overall liquidity management strategy on an as needed basis, and we purchase such brokered deposits through nationally recognized networks.

We compete for deposits through our banking branches with competitive pricing coupled with personalized service, as well as nationally through advertising and our online digital banking platform.  We leverage technology as a differentiator in the marketplace, including with our V1BE fulfillment offering.  V1BE is an app-based delivery service that allows customers to order a variety of banking services that would normally require an in-person visit to a branch.  The service is particularly popular with small business customers that generally have fewer employees and are more sensitive to the amount of time consumed by dispatching an employee to a branch on a regular basis. As of December 31, 2025, more than $200 million of deposits were supported by V1BE with approximately $30 million of checking accounts associated with customers that use the service every week.

Total deposits increased by $224 million, or 7%, to $3.4 billion as of December 31, 2025 from $3.2 billion at December 31, 2024. The mix of deposits changed during the year ending December 31, 2025, including an increase in lower-cost demand, NOW deposit balances and savings balances of $306 million, offset by a decline in money market and time deposit account balances of $82 million. The driver of the increase in 2025 was due to the growth of noninterest bearing and lower cost interest bearing deposit accounts generated by our local banking footprint as well as our Panacea and Mortgage Warehouse divisions that have focused on this deposit growth to cost-effectively fund their loan growth. We had no wholesale deposit funding at December 31, 2025 or 2024.

Approximately $1.0 billion of our total deposits at both December 31, 2025 and December 31, 2024 are from our digital banking platform with a substantial portion of these deposits from customers outside of our local branch footprint.  Deposits were flat year-over-year on this platform as we managed rates paid on these deposits during the Federal Reserve’s rate cutting cycle in the latter half of 2025.  As of December 31, 2025, approximately 83% of the customers on the digital platform have been with us for at least two years.

Our deposits are diversified in type and by underlying customers and lack significant concentration in any type of customer (i.e. commercial, consumer, government) or industry. Deposits are net of excess amounts we sweep off balance sheet to manage liquidity. Deposits swept off our balance sheet were $137 million as of December 31, 2024, compared to none as of December 31, 2025.  

Uninsured deposits are defined as the portion of deposit accounts in U.S. offices that exceed the FDIC insurance limit and amounts in any other uninsured investment or deposit accounts that are classified as deposits and are not subject to any federal or state deposit insurance regimes. Total uninsured deposits as calculated per regulatory guidance were $943 million, or 28% of total deposits at the Bank, as of December 31, 2025.

The following table sets forth the average balance and average rate paid on each of the deposit categories for the years ended December 31, 2025 and 2024 ($ in thousands):

​

​

​

​

​

​

​

​

​

​

​

​

​

​

2025

​

2024

​

​

  ​ ​ ​

Average

  ​ ​ ​

Average

  ​ ​ ​

Average

  ​ ​ ​

Average

  ​ ​ ​

​

​

Balance

​

Rate

​

Balance

​

Rate

​

Noninterest-bearing demand deposits

​

$

473,734

  ​

​

$

441,520

  ​

​

Interest-bearing deposits:

​

  ​

  ​

​

  ​

  ​

​

Savings accounts

​

873,794

3.42

%  

825,129

4.06

%  

Money market accounts

​

760,971

2.70

%  

829,331

3.25

%  

NOW and other demand accounts

​

824,985

2.16

%  

772,099

2.42

%  

Time deposits

​

326,331

3.44

%  

421,058

3.94

%  

Total interest-bearing deposits

​

2,786,081

2.85

%  

2,847,617

3.36

%  

Total deposits

​

$

3,259,815

  ​

​

$

3,289,137

  ​

​

​

The variety of deposit accounts we offer allows us to be competitive in obtaining funds and in responding to the threat of disintermediation (the flow of funds away from depository institutions such as banking institutions into direct

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Table of Contents

investment vehicles such as government and corporate securities). Our ability to attract and maintain deposits, and the effect of such retention on our cost of funds, has been, and will continue to be significantly affected by the general economy and market rates of interest.

The following table sets forth the maturities of certificates of deposit of $100 thousand and over as of December 31, 2025 ($ in thousands):

​

​

​

​

​

​

​

​

​

​

​

​

​

​

Within

  ​ ​ ​

3 to 6

  ​ ​ ​

6 to 12

  ​ ​ ​

Over 12

  ​ ​ ​

​

3 Months

​

Months

​

Months

​

Months

​

Total

$

73,482

​

$

58,421

​

$

67,078

​

$

21,230

​

$

220,211

​

Other Borrowings

​

Other borrowings can consist of FHLB borrowings, federal funds purchased, secured borrowings due to failed loan sales, and repo transactions that mature within one year, which are secured transactions with customers. Other borrowings consist of the following as of December 31, 2025 and 2024 ($ in thousands):

​

​

​

​

​

​

​

​

​

​

December 31, 

​

  ​ ​ ​

2025

  ​ ​ ​

2024

  ​ ​ ​

Total FHLB advances

​

$

25,000

​

$

—

​

Secured borrowings

​

​

14,773

​

​

17,195

​

Securities sold under agreements to repurchase

​

3,552

​

3,918

​

Total

​

$

43,325

​

$

21,113

​

​

​

​

​

​

​

​

​

Weighted average interest rate on FHLB advances at year end

​

4.94

%  

—

%  

​

​

​

​

​

​

​

​

For the years ended December 31,

​

2025

  ​ ​ ​

2024

Average outstanding balance

​

$

43,522

​

$

54,492

​

Average interest rate during the year

​

4.98

%  

5.37

%  

​

​

​

​

​

​

​

​

Maximum month-end outstanding balance

​

$

184,760

​

$

168,677

​

​

We borrow funds on a short-term basis to support our liquidity needs and to temporarily satisfy our funding needs from increased loan demand and for other shorter-term purposes. We are a member of the FHLB and are authorized to obtain advances from the FHLB from time to time, as needed. The FHLB has a credit program for members with different maturities and interest rates, which may be fixed or variable. We are required to collateralize our borrowings from FHLB with purchases of FHLB stock and other collateral acceptable to the FHLB. As of December 31, 2025 and 2024, we had $25 million and no FHLB borrowings, respectively. The FHLB borrowings at December 31, 2025 are short-term borrowings that were obtained in October 2025 primarily to fund increased loan growth and were repaid in the first quarter of 2026. As of December 31, 2025, we had $319 million unused and available FHLB lines of credit as well as $484 million of available credit with the FRB, secured by excess collateral pledged to the FHLB and FRB in the form of loans and investment securities.

We had secured borrowings of $15 million and $17 million as of December 31, 2025 and 2024, respectively. The Company transferred zero and $1 million in principal balance of loans to another financial institution in 2025 and 2024, respectively, that were treated as secured borrowings. These borrowings reflect the cash received for transferring the loans to the other financial institution and any unamortized sale premium and are secured by approximately the same amount of loans held for investment that are recorded in our balance sheet. We retained the servicing of the loans that were transferred and accordingly receive principal and interest from the borrower as contractually required and transfer the interest to the other financial institution net of our contractually agreed upon servicing fee. The loans transferred have an average maturity of approximately ten years, which will be the time over which the principal balance of the loans in our balance sheet and secured borrowings will pay down, absent borrower prepayments. For additional information on secured borrowings refer to “Item 8. Financial Statements and Supplementary Data, Note 10 –Securities Sold Under Agreements To Repurchase And Other Borrowings” in this Form 10-K.

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JUNIOR SUBORDINATED DEBT AND SENIOR SUBORDINATED NOTES

For information about junior subordinated debt and senior subordinated notes and their anticipated principal repayments refer to “Item 8. Financial Statements and Supplementary Data, Note 11 – Junior Subordinated Debt and Senior Subordinated Notes.”  

INTEREST RATE SENSITIVITY AND MARKET RISK

We are engaged primarily in the business of investing funds obtained from deposits and borrowings into interest-earning loans and investments. Consequently, our earnings significantly depend on our net interest income, which is the difference between the interest income on loans and other investments and the interest expense on deposits and borrowings. To the extent that our interest-bearing liabilities do not reprice or mature at the same time as our interest-earning assets, we are subject to interest rate risk and corresponding fluctuations in net interest income. Our ALCO meets regularly and is responsible for reviewing our interest rate sensitivity position and establishing policies to monitor and limit exposure to interest rate risk. The policies established by the ALCO are reviewed and approved by our Board of Directors. We have employed asset/liability management policies that seek to manage our net interest income, without having to incur unacceptable levels of credit or investment risk.

We use simulation modeling to manage our interest rate risk and review quarterly interest sensitivity. This approach uses a model which generates estimates of the change in our EVE over a range of interest rate scenarios. EVE is the present value of expected cash flows from assets, liabilities and off-balance sheet contracts using assumptions including estimated loan prepayment rates, reinvestment rates and deposit decay rates.

The following tables are based on an analysis of our interest rate risk as measured by the estimated change in EVE resulting from instantaneous and sustained parallel shifts in the yield curve (plus 400 basis points or minus 400 basis points, measured in 100 basis point increments) as of December 31, 2025 and 2024. All changes are within our Asset/Liability Risk Management Policy guidelines ($ in thousands).

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

Sensitivity of EVE

​

​

As of December 31, 2025

​

​

EVE

​

EVE as a % of

Change in Interest Rates

​

​

​

​

$ Change

​

% Change

​

Total

​

Equity

in Basis Points (Rate Shock)

  ​ ​ ​

Amount

  ​ ​ ​

From Base

  ​ ​ ​

From Base

  ​ ​ ​

Assets

  ​ ​ ​

Book Value

Up 400

​

$

580,061

​

$

(92,337)

(13.73)

%  

14.33

%  

137.16

%

Up 300

​

609,258

​

(63,140)

(9.39)

%  

15.05

%  

144.07

%

Up 200

​

635,000

​

(37,398)

(5.56)

%  

15.69

%  

150.16

%

Up 100

​

665,294

​

(7,104)

(1.06)

%  

16.44

%  

157.32

%

Base

​

672,398

​

—

—

%  

16.61

%  

159.00

%

Down 100

​

664,487

​

(7,911)

(1.18)

%  

16.42

%  

157.13

%

Down 200

​

636,039

​

(36,359)

(5.41)

%  

15.71

%  

150.40

%

Down 300

​

589,701

​

(82,697)

(12.30)

%  

14.57

%  

139.44

%

Down 400

​

496,404

​

(175,994)

(26.17)

%  

12.26

%  

117.38

%

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

​

Sensitivity of EVE

​

​

As of December 31, 2024

​

​

EVE

​

EVE as a % of

Change in Interest Rates

​

​

​

​

$ Change

​

% Change

​

Total

​

Equity

in Basis Points (Rate Shock)

  ​ ​ ​

Amount

  ​ ​ ​

From Base

  ​ ​ ​

From Base

  ​ ​ ​

Assets

  ​ ​ ​

Book Value

Up 400

​

$

438,490

​

$

(68,444)

(13.50)

%  

11.88

%  

120.14

%

Up 300

​

451,722

​

(55,212)

(10.89)

%  

12.24

%  

123.77

%

Up 200

​

464,410

​

(42,524)

(8.39)

%  

12.59

%  

127.24

%

Up 100

​

493,213

​

(13,721)

(2.71)

%  

13.37

%  

135.13

%

Base

​

506,934

​

—

—

%  

13.74

%  

138.89

%

Down 100

​

​

509,055

​

2,121

0.42

%  

13.80

%  

139.47

%

Down 200

​

493,913

​

(13,021)

(2.57)

%  

13.38

%  

135.33

%

Down 300

​

​

469,048

​

(37,886)

(7.47)

%  

12.71

%  

128.51

%

Down 400

​

435,781

​

(71,153)

(14.04)

%  

11.81

%  

119.40

%

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Table of Contents

​

Our interest rate sensitivity is also monitored by management through the use of a model that generates estimates of the change in the NII over a range of interest rate scenarios. NII depends upon the relative amounts of interest-earning assets and interest-bearing liabilities and the interest rates earned or paid on them. In this regard, our model historically assumes that the composition of our interest sensitive assets and liabilities remains constant over the period being measured and also assumes that a particular change in interest rates is reflected uniformly across the yield curve regardless of the duration to maturity or repricing of specific assets and liabilities.

During the year ended December 31, 2025, we implemented enhancements to our interest rate risk modeling framework, which impacted the NII sensitivity modeling results as of December 31, 2025 seen below. The enhancements include the adoption of non-linear beta and decay assumptions, which reflect industry best practices for modeling deposit behaviors and rate sensitivities. As a result of these changes, the Bank’s overall interest rate risk profile shifted toward a more neutral position.  Additionally, the Bank has also steadily increased its portfolio of floating-rate mortgage warehouse loans during the year ended December 31, 2025, which when combined with the modeling enhancements increased our asset sensitivity compared to year end as seen in each of the shock scenarios as of December 31, 2025. The results below are within our ALM Policy guidelines as of December 31, 2025 and 2024 ($ in thousands).

​

​

​

​

​

​

​

​

​

​

Sensitivity of NII

​

​

As of December 31, 2025

​

​

Adjusted NII

Change in Interest Rates

​

​

​

​

$ Change

in Basis Points (Rate Shock)

  ​ ​ ​

Amount

  ​ ​ ​

From Base

Up 400

​

$

138,460

​

$

12,036

Up 300

​

135,719

​

9,295

Up 200

​

132,912

​

6,488

Up 100

​

130,888

​

4,464

Base

​

126,424

​

—

Down 100

​

122,521

​

(3,903)

Down 200

​

117,838

​

(8,586)

Down 300

​

113,697

​

(12,727)

Down 400

​

109,356

​

(17,068)

​

​

​

​

​

​

​

​

​

​

​

Sensitivity of NII

​

​

As of December 31, 2024

​

​

Adjusted NII

Change in Interest Rates

​

​

​

​

$ Change

in Basis Points (Rate Shock)

  ​ ​ ​

Amount

  ​ ​ ​

From Base

Up 400

​

$

95,367

​

$

(15,874)

Up 300

​

98,941

​

(12,300)

Up 200

​

102,472

​

(8,769)

Up 100

​

107,370

​

(3,871)

Base

​

111,241

​

—

Down 100

​

114,126

​

2,885

Down 200

​

114,960

​

3,719

Down 300

​

115,205

​

3,964

Down 400

​

115,736

​

4,495

​

Sensitivity of EVE and NII are modeled using different assumptions and approaches. Certain shortcomings are inherent in the methodology used in the above interest rate risk measurements. Modeling changes in EVE and NII sensitivity requires the making of certain assumptions that may or may not reflect the manner in which actual yields and costs respond to changes in market interest rates. Accordingly, although the EVE tables and NII tables provide an indication of our interest rate risk exposure at a particular point in time, such measurements are not intended to, and do not, provide a precise forecast of the effect of changes in market interest rates on our net worth and NII.

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Table of Contents

LIQUIDITY AND FUNDS MANAGEMENT

The objective of our liquidity management is to ensure the ability to meet our financial obligations. These obligations include the payment of deposits on demand or at maturity, the repayment of borrowings at maturity and the ability to fund commitments and other new business opportunities. We obtain funding from a variety of sources, including customer deposit accounts, customer certificates of deposit and payments on our loans and investments. If our level of core deposits is not sufficient to fully fund our lending activities, we have access to funding from additional sources, including but not limited to, borrowing from the FHLB and institutional certificates of deposits. In addition, we maintain federal funds lines of credit with two correspondent banks, totaling $75 million, and utilize securities sold under agreements to repurchase and reverse repurchase agreement borrowings from approved securities dealers as needed. For additional information about borrowings and anticipated principal repayments refer to the discussion previously in “Deposits and Other Borrowings” and “Item 8. Financial Statements and Supplementary Data, Note 10 – Securities Sold Under Agreements To Repurchase And Other Borrowings, Note 11 – Junior Subordinated Debt and Senior Subordinated Notes, and Note 15 – Financial Instruments With Off-Balance-Sheet Risk.”

We prepare a cash flow forecast on a 30, 60 and 90 day basis along with a one and two year basis. These projections incorporate expected cash flows on loans, investment securities, and deposits based on data used to prepare our interest rate risk analyses. As of December 31, 2025, we were not aware of any known trends, events or uncertainties that have or are reasonably likely to have a material impact on our liquidity. As of December 31, 2025, we had no material commitments or long-term debt for capital expenditures.

CAPITAL RESOURCES

Capital management consists of providing equity to support both current and future operations. Primis Financial Corp. and its subsidiary, Primis Bank, are subject to various regulatory capital requirements administered by the federal banking agencies. Failure to meet minimum capital requirements can initiate certain mandatory - and possibly additional discretionary - actions by regulators that, if undertaken, could have a direct material effect on our financial statements. Under capital adequacy guidelines and the regulatory framework for prompt corrective action (“PCA”), we must meet specific capital guidelines that involve quantitative measures of our assets, liabilities and certain off-balance sheet items as calculated under regulatory accounting practices. The capital amounts and classification are also subject to qualitative judgments by the regulators about components, risk weightings and other factors. As of December 31, 2025 and 2024, the most recent regulatory notifications categorized the Bank as well capitalized under regulatory framework for PCA. Federal banking agencies do not provide a similar well capitalized threshold for bank holding companies.

Quantitative measures established by regulation to ensure capital adequacy require us to maintain minimum amounts and ratios of Total and Tier I capital (as defined in the regulations) to average assets (as defined). Management believes, as of December 31, 2025, that we meet all capital adequacy requirements to which it is subject.

See “Item 1. Business, Supervision and Regulation—Capital Requirements” for more information.

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Table of Contents

The following table provides a comparison of the leverage and risk-weighted capital ratios of Primis Financial Corp. and Primis Bank at the periods indicated to the minimum and well-capitalized required regulatory standards.

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​

​

​

​

​

​

​

​

​

​

​

Minimum

​

​

​

​

​

​

​

​

Required for

​

​

​

​

​

​

​

​

Capital

​

To Be

​

Actual Ratio at

​

​

Adequacy

​

 Categorized as

​

December 31, 

​

December 31, 

​

​

  ​ ​ ​

Purposes

  ​ ​ ​

 Well Capitalized (1)

  ​ ​ ​

2025

  ​ ​ ​

2024

Primis Financial Corp.

  ​

  ​

​

  ​

​

Leverage ratio

4.00

%  

n/a

8.80

%  

7.76

%  

Common equity tier 1 capital ratio

4.50

%  

n/a

9.36

%  

8.74

%  

Tier 1 risk-based capital ratio

6.00

%  

n/a

9.64

%  

9.05

%  

Total risk-based capital ratio

8.00

%  

n/a

12.40

%  

12.53

%  

​

​

​

​

​

​

​

​

​

​

Primis Bank

​

​

​

​

​

​

​

Leverage ratio

4.00

%  

5.00

%  

9.74

%  

9.10

%  

Common equity tier 1 capital ratio

7.00

%  

6.50

%  

10.74

%  

10.78

%  

Tier 1 risk-based capital ratio

8.50

%  

8.00

%  

10.74

%  

10.78

%  

Total risk-based capital ratio

10.50

%  

10.00

%  

11.99

%  

12.04

%  

(1)

Prompt corrective action provisions are not applicable at the bank holding company level.

Bank regulatory agencies have approved regulatory capital guidelines (“Basel III”) aimed at strengthening existing capital requirements for banking organizations. The Basel III Capital Rules require Primis Financial Corp. and Primis Bank to maintain (i) a minimum ratio of Common Equity Tier 1 capital to risk-weighted assets of at least 4.5%, plus a 2.5% “capital conservation buffer”, (ii) a minimum ratio of Tier 1 capital to risk-weighted assets of at least 6.0%, plus the capital conservation buffer, (iii) a minimum ratio of Total capital to risk-weighted assets of at least 8.0%, plus the capital conservation buffer and (iv) a minimum leverage ratio of 4.0%. Failure to meet minimum capital requirements may result in certain actions by regulators which could have a direct material effect on the consolidated financial statements.

Primis Financial Corp. and Primis Bank remain well-capitalized under Basel III capital requirements. Primis Bank had a capital conservation buffer of 3.99% as of December 31, 2025, which exceeded the 2.50% minimum requirement below which the regulators may impose limits on distributions.

Impact of Inflation and Changing Prices

The financial statements and related financial data presented in this Annual Report on Form 10-K have been prepared in accordance with U.S. GAAP, which require the measurement of financial position and operating results in terms of historical dollars, without considering changes in the relative purchasing power of money over time due to inflation. The primary impact of inflation on our operations is reflected in increased operating costs. Unlike most industrial companies, substantially all of the assets and liabilities of a financial institution are monetary in nature. As a result, changes in interest rates have a more significant impact on our performance than the effects of changes in the general rate of inflation and changes in prices do. Interest rates do not necessarily move in the same direction or in the same magnitude as the prices of goods and services. Many factors impact interest rates, including the decisions of the FRB, inflation, recession, changes in unemployment, the money supply, and international disorder and instability in domestic and foreign financial markets. Like most financial institutions, changes in interest rates can impact our net interest income, which is the difference between interest earned from interest-earning assets, such as loans and investment securities, and interest paid on interest-bearing liabilities, such as deposits and borrowings, as well as the valuation of our assets and liabilities.

Our interest rate risk management is the responsibility of the Bank’s ALCO. The ALCO has established policies and limits for management to monitor, measure and coordinate our sources, uses and pricing of funds. The ALCO makes reports to the Board of Directors on a quarterly basis.

Seasonality and Cycles

We do not consider our commercial banking business to be seasonal.

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Table of Contents

Off-Balance Sheet Arrangements

We are a party to financial instruments with off-balance sheet risk in the normal course of business to meet the financing needs of our customers. These financial instruments include commitments to extend credit, standby letters of credit and guarantees of credit card accounts. These instruments involve elements of credit and funding risk in excess of the amount recognized in the consolidated balance sheets. Letters of credit are written conditional commitments issued by us to guarantee the performance of a customer to a third party. The credit risk involved in issuing letters of credit is essentially the same as that involved in extending loans to customers. We had letters of credit outstanding totaling $20 million and $10 million as of December 31, 2025 and 2024, respectively.

Our exposure to credit loss in the event of nonperformance by the other party to the financial instruments for commitments to extend credit and letters of credit is based on the contractual amount of these instruments. We use the same credit policies in making commitments and conditional obligations as we do for on-balance sheet instruments. Unless noted otherwise, we do not require collateral or other security to support financial instruments with credit risk.

Commitments to extend credit are agreements to lend to a customer as long as there is no violation of any condition established in the contract. Commitments are made predominately for adjustable rate loans, and generally have fixed expiration dates of up to three months or other termination clauses and usually require payment of a fee. Since many of the commitments may expire without being completely drawn upon, the total commitment amounts do not necessarily represent future cash requirements. We evaluate each customer’s creditworthiness on a case-by-case basis.

For additional information about off-balance sheet arrangements, refer to the discussion in “Item 8. Financial Statements and Supplementary Data, Note 15 – Financial Instruments With Off-Balance-Sheet Risk.”

Allowance For Credit Losses - Off-Balance-Sheet Credit Exposures

The allowance for credit losses on off-balance-sheet credit exposures is a liability account, calculated in accordance with ASC 326, representing expected credit losses over the contractual period for which we are exposed to credit risk resulting from a contractual obligation to extend credit. No allowance is recognized if we have the unconditional right to cancel the obligation. Off-balance-sheet credit exposures primarily consist of amounts available under outstanding lines of credit and letters of credit detailed above. For the period of exposure, the estimate of expected credit losses considers both the likelihood that funding will occur and the amount expected to be funded over the estimated remaining life of the commitment or other off-balance-sheet exposure. The likelihood and expected amount of funding are based on historical utilization rates. The amount of the allowance represents management's best estimate of expected credit losses on commitments expected to be funded over the contractual life of the commitment. Estimating credit losses on amounts expected to be funded uses the same methodology as described for loans in “Item 8. Financial Statements and Supplementary Data, Note 3 - Loans and Allowance for Credit Losses”, as if such commitments were funded.

​