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OSBC

Old Second Bancorp, Inc.

OSBC

Old Second Bancorp, Inc. NASDAQ
$18.85 -0.89% (-0.17)

Market Cap $992.81 M
52w High $19.46
52w Low $14.14
Dividend Yield 0.28%
P/E 12.74
Volume 133.54K
Outstanding Shares 52.67M

Income Statement

Period Revenue Operating Expense Net Income Net Profit Margin Earnings Per Share EBITDA
Q3-2025 $115.476M $61.455M $9.871M 8.548% $0.19 $16.489M
Q2-2025 $84.647M $41.93M $21.822M 25.78% $0.48 $31.933M
Q1-2025 $82.386M $43.125M $19.83M 24.07% $0.44 $28.906M
Q4-2024 $85.392M $42.825M $19.11M 22.379% $0.43 $28.639M
Q3-2024 $85.195M $37.85M $22.951M 26.939% $0.51 $31.198M

Balance Statement

Period Cash & Short-term Total Assets Total Liabilities Total Equity
Q3-2025 $938.585M $6.992B $6.125B $866.685M
Q2-2025 $1.319B $5.701B $4.983B $718.649M
Q1-2025 $1.057B $5.728B $5.033B $694.491M
Q4-2024 $1.261B $5.649B $4.978B $671.034M
Q3-2024 $1.307B $5.672B $5.01B $661.39M

Cash Flow Statement

Period Net Income Cash From Operations Cash From Investing Cash From Financing Net Change Free Cash Flow
Q3-2025 $9.871M $35.941M $91.787M $-152.97M $-25.242M $34.715M
Q2-2025 $21.822M $24.245M $-90.163M $-48.436M $-114.354M $25.854M
Q1-2025 $19.83M $17.838M $76.737M $62.217M $156.792M $16.229M
Q4-2024 $19.11M $23.996M $259.304M $-299.738M $-16.438M $21.847M
Q3-2024 $22.951M $48.499M $-7.421M $-46.203M $-5.125M $46.154M

Five-Year Company Overview

Income Statement

Income Statement Old Second’s income statement shows a bank that has grown meaningfully over the last several years. Revenue has climbed steadily, and core profitability has generally improved as the bank gained scale from acquisitions and organic growth. Net income has risen compared with earlier years, although earnings per share have leveled off more recently, suggesting rising costs, higher credit provisioning, or some share dilution weighing on the per‑share results. Overall, this looks like a mature, profitable regional bank with growth that has slowed a bit after a strong run‑up, but with earnings still at a clearly higher level than a few years ago.


Balance Sheet

Balance Sheet The balance sheet reflects a larger institution than it was several years ago, driven by acquisitions and loan growth. Total assets expanded materially and have since stabilized, which is typical after a period of rapid integration. Cash levels have come down from earlier peaks, indicating funds have been redeployed into loans or securities rather than sitting idle. Debt usage spiked and then eased back, while shareholder equity has been building, pointing to retained profits and a generally stronger capital base. The picture is of a bank that has bulked up and is now digesting that growth while maintaining a solid capital position.


Cash Flow

Cash Flow Cash generation from the core banking business has been consistently positive and has improved over time. Operating cash flow comfortably exceeds the relatively modest spending on technology and physical infrastructure, so the bank is not stretching to fund its own growth. Free cash flow trends are healthy, giving management flexibility for dividends, buybacks, or future acquisitions. From a cash perspective, Old Second appears to be running a straightforward, self‑funding model rather than relying heavily on new external financing to grow.


Competitive Edge

Competitive Edge Old Second holds a strong community franchise in the Chicagoland area, reinforced by its long history and reputation for personal service. Independent recognition as a top bank in Illinois and strong community reinvestment ratings suggest high customer satisfaction and deep local relationships, which are hard for larger, more distant competitors to replicate. Recent acquisitions have turned it into one of the largest community banks in its asset range in the region, improving scale, efficiency, and brand visibility. The addition of a specialized powersports lending platform further differentiates its offering and broadens its reach beyond its home market, giving it a niche strength in a national lending segment.


Innovation and R&D

Innovation and R&D Instead of building everything in‑house, Old Second leans on a strategic partnership with Jack Henry to modernize its technology. The Banno digital platform gives customers a contemporary online and mobile experience, while open APIs allow the bank to plug into a wide range of fintech services without heavy internal development. This partnership‑driven model keeps technology current and relatively flexible at a lower risk and cost than attempting to compete with large national banks on proprietary systems. The move into powersports lending through acquisition is also an innovation in business model, using its deposit base to support a specialized, higher‑yield lending niche. Future innovation is likely to come from further fintech integrations, better digital personalization, and additional targeted product expansions rather than from big, in‑house R&D programs.


Summary

Old Second Bancorp looks like a scaled‑up community bank that has used acquisitions and technology partnerships to move from a traditional local bank into a more diversified regional player. Financially, revenue and profits are meaningfully higher than several years ago, cash generation is solid, and capital has strengthened, though per‑share earnings have recently flattened. The balance sheet shows the after‑effects of a growth and acquisition phase now settling into a more stable posture. Competitively, its long‑standing community presence, strong customer ratings, and CRA performance support a durable local franchise, while powersports lending adds a differentiated national niche. The main things to watch are how well it manages credit risk and integration in the newer lending businesses, and whether it can keep improving digital capabilities and efficiency without eroding its high‑touch community banking identity.