TEXAS COMMUNITY BANCSHARES INC

Insider Trading & Executive Data

TCBS
NASDAQ
Financial Services
Banks - Regional

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5 insider trades in the last year. Go beyond summary counts with transaction-level detail, compensation intelligence, and institutional ownership context.

Trade-level insider transactions with filing links, transaction codes, and footnotes
Executive compensation trends by role with year-over-year comparisons
Institutional ownership shifts by quarter with top-holder concentration data
Form 144 and Form 8-K monitoring with AI analysis and CSV export tools

Insider Activity Summary

Insider Trades (1Y)
5
0 in last 30 days
Buy / Sell (1Y)
1/4
Acquisitions / Dispositions
Unique Insiders (1Y)
5
Active in past year
Insider Positions
11
Current holdings
Position Status
11/0
Active / Exited
Institutional Holders
11
Latest quarter
Board Members
0

Compensation & Governance

Avg Total Compensation
$395616.76
Latest year: 2024
Executives Covered
5
Comp records available
Form 8-K Events (1Y)
2
Personnel Changes (1Y)
2
Bonus Plan Events (1Y)
0
Organization Changes (1Y)
0
Board Appointments (1Y)
2
Board Departures (1Y)
0

Restricted Sales

Form 144 Filings (1Y)
0
Form 144 Insiders (1Y)
0
Planned Sale Shares (1Y)
0
Planned Sale Value (1Y)
$0.00
Price
$16.70
Market Cap
$45.4M
Volume
461
EPS
$0.24
Revenue
$5.6M
Employees
68
About TEXAS COMMUNITY BANCSHARES INC

Company Overview

Texas Community Bancshares is a bank holding company (formed 2021) that operates Broadstreet Bank, SSB, a Texas-chartered community savings bank serving a five-county East Texas market from seven offices. At year-end 2024 the consolidated franchise had roughly $443.5M in assets, $293.7M of loans and $335.8M of deposits, with a loan mix concentrated in 1–4 family residential mortgages, construction/land and commercial real estate. Management emphasizes personalized, branch-based relationship banking, conservative underwriting (loan-to-value and Freddie Mac guidelines), active interest‑rate risk management (e.g., swaps) and reliance on core deposits with supplementary FHLB capacity; the bank is well‑capitalized under the community bank leverage ratio. Key near-term sensitivities are interest‑rate volatility, increasing CRE/construction exposure, unrealized securities losses and uninsured large deposit concentrations.

Executive Compensation Practices

Given the bank’s size and recent strategic shift (loan-mix diversification, balance‑sheet repositioning and focus on NIM), executive pay is likely driven by net interest income, net interest margin expansion, loan growth/quality, provision trends (CECL outcomes) and capital/leverage ratios. Incentive plans at a regional bank this size typically combine base salary with annual cash bonuses tied to short‑term financial targets (NII, loan originations, deposit growth, efficiency ratio, ROA/ROE) plus limited equity or deferred awards at the holding‑company level to align long‑term interests and capital preservation. Management’s explicit emphasis on disciplined underwriting, liquidity buffers and stress testing suggests compensation committees will incorporate credit‑quality and liquidity metrics and use deferrals or clawback language consistent with interagency guidance on sound incentive compensation. Because insiders may hold meaningful ownership in a small public float, pay design often balances retention with controls to avoid encouraging excessive risk-taking around CRE/construction expansion.

Insider Trading Considerations

Insider transactions at TCBS can be particularly informative because the company is small‑cap with concentrated insider ownership and a modest public float—individual trades may move market perceptions. Relevant trading catalysts include quarterly earnings and commentary on NIM and loan yields, strategic loan sales (like the 2024 residential loan sale), changes in unrealized securities losses, hedge activity (swap terminations), deposit mix shifts (uninsured large deposits or rising CD usage) and material CRE/construction credit developments. Executives and directors are subject to Section 16 reporting (Forms 3/4/5) and commonly use 10b5‑1 plans; banks must also design incentive pay consistent with regulatory expectations (clawbacks, deferrals), and insiders should expect blackout periods around earnings and regulatory exams. Purchases by insiders would signal confidence in the bank’s capital/credit outlook given management’s public stance on conservative underwriting, while sales may reflect personal liquidity needs more than views on fundamentals—so pay attention to timing, form (open‑market vs. planned) and proportion of holdings.

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