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VLY

Valley National Bancorp

VLY

Valley National Bancorp • NASDAQ
$11.31 ▼ -0.31% (-0.04)
Market Cap $6.31 B
52w High $11.51
52w Low $7.48
Dividend Yield 0.44%
P/E 12.86
Volume 3.52M
Outstanding Shares 557.70M

Income Statement

Period Revenue Operating Expense Net Income Net Profit Margin Earnings Per Share EBITDA
Q3-2025 $721.583M ▼ $146.82M ▼ $147.464M ▲ 20.436% ▲ $0.28 ▲ $209.955M ▲
Q2-2025 $867.612M ▲ $284.122M ▲ $133.167M ▲ 15.349% ▲ $0.23 ▲ $190.548M ▲
Q1-2025 $843.06M ▼ $276.618M ▼ $106.058M ▼ 12.58% ▼ $0.18 ▼ $157.031M ▲
Q4-2024 $886.457M ▼ $278.582M ▲ $115.711M ▲ 13.053% ▲ $0.2 ▲ $109.978M ▼
Q3-2024 $913.9M $262.137M $97.856M 10.708% $0.18 $145.101M

Balance Statement

Period Cash & Short-term Total Assets Total Liabilities Total Equity
Q3-2025 $1.609B ▲ $63.019B ▲ $55.323B ▲ $7.695B ▲
Q2-2025 $1.543B ▼ $62.705B ▲ $55.13B ▲ $7.575B ▲
Q1-2025 $1.578B ▼ $61.866B ▼ $54.366B ▼ $7.5B ▲
Q4-2024 $2.124B ▲ $62.492B ▲ $55.057B ▼ $7.435B ▲
Q3-2024 $1.082B $62.092B $55.12B $6.972B

Cash Flow Statement

Period Net Income Cash From Operations Cash From Investing Cash From Financing Net Change Free Cash Flow
Q3-2025 $163.355M ▲ $5.159M ▼ $-92.652M ▲ $271.516M ▼ $184.023M ▲ $5.159M ▼
Q2-2025 $133.167M ▲ $159.154M ▲ $-981.284M ▼ $784.85M ▲ $-37.28M ▲ $159.154M ▲
Q1-2025 $106.058M ▼ $-17.122M ▼ $-175.31M ▼ $-473.996M ▼ $-666.428M ▼ $-17.122M ▼
Q4-2024 $115.711M ▲ $392.196M ▲ $469.443M ▲ $-11.419M ▼ $850.22M ▲ $392.196M ▲
Q3-2024 $97.856M $-157.168M $-163.484M $351.484M $30.832M $-157.168M

Revenue by Products

Product Q2-2024Q3-2024Q4-2024Q2-2025
Deposit Account
Deposit Account
 $10.00M ▲$10.00M ▲$40.00M ▲$10.00M ▼
Investment Advisory Management and Administrative Service
Investment Advisory Management and Administrative Service
 $10.00M ▲$20.00M ▲$50.00M ▲$10.00M ▼

Five-Year Company Overview

Income Statement

Income Statement Valley National has grown its revenue meaningfully over the past five years, especially as the franchise has expanded. However, profits have not kept pace with that growth. Earnings peaked a couple of years ago and have since eased back, even as revenue continued to rise. This points to margin pressure, likely from higher funding costs, a tougher rate environment, and possibly higher credit and operating expenses. The bank remains consistently profitable, but earnings are more volatile and no longer rising in a straight line, which is important context when thinking about its risk and resilience through cycles.

Balance Sheet

Balance Sheet The balance sheet has scaled up significantly, reflecting growth in lending and acquisitions, with total assets moving to a much larger base than a few years ago. Shareholders’ equity has been building steadily, which helps support that growth and absorb potential losses. Debt funding has increased compared with earlier years but has not exploded relative to total assets, suggesting a managed, though not risk-free, leverage profile. Cash and liquid resources move around from year to year, but recent levels indicate the bank is actively managing its liquidity in response to market conditions rather than simply stockpiling cash. Overall, this looks like a larger, more complex balance sheet that still appears reasonably capitalized but more exposed to sector-wide shocks.

Cash Flow

Cash Flow Cash generation from day‑to‑day banking operations has been positive but quite up and down from year to year, which is common for banks as deposits and loans shift. There was one very strong year of operating cash flow followed by more modest, but still positive, figures. Capital spending needs are low, so most operating cash effectively becomes free cash flow. This means the business can generally fund itself internally, but the variability highlights that cash flows are sensitive to broader interest-rate moves and customer behavior, not just management decisions.

Competitive Edge

Competitive Edge Valley National is a scale regional bank with a long history and a strong community banking identity, which helps it retain customer trust and relatively stable deposits. Its business is diversified across consumer, commercial, wealth, and specialized lending, reducing reliance on any single income stream. Management has been actively reshaping its loan mix away from more concentrated commercial real estate exposure and toward areas like commercial and industrial and auto lending, which can help balance risk. At the same time, it competes in a crowded field that includes large national banks, credit unions, and fintechs, all vying for deposits and attractive borrowers. Its edge rests on local relationships, niche lending expertise, and newer technology partnerships, but it still faces the same interest-rate, credit, and regulatory pressures as other regional banks.

Innovation and R&D

Innovation and R&D For a regional bank, Valley is leaning relatively hard into innovation. It uses a fintech “sandbox” platform to quickly test and plug in new technologies rather than building everything in-house, allowing faster rollout of digital features and services. The bank has committed capital to a venture fund focused on fintech, AI, and cybersecurity, giving it early visibility into emerging tools it might adopt. Partnerships around embedded finance and “banking as a service” aim to place Valley’s products directly inside customers’ and partners’ software systems. On top of this, offerings like Valley Connect, specialized lending programs, and a universal banker model in branches all point to a deliberate attempt to blend modern digital experiences with traditional relationship banking. Execution risk remains, but the strategy is clearly more tech-forward than the average regional bank.

Summary

Valley National today looks like a larger, more tech‑aware regional bank that is still working through the trade‑offs of rapid growth in a challenging rate environment. Revenue has grown strongly, yet earnings have softened from their highs as funding costs, credit risk, and operating complexity weigh on margins. The balance sheet is bigger and more robust in terms of equity, but it is also more exposed to sector stress, making risk management and credit quality key watch points. Cash flow is generally supportive, though inherently volatile for a bank. Competitively, Valley blends long-standing community relationships with targeted niches and an increasingly sophisticated technology and partnership strategy. The main opportunity lies in converting that innovation and scale into steadier, higher-quality earnings; the main risks center on credit, funding costs, regulation, and the execution of its digital and partner-banking ambitions.

NEWS

November 17, 2025 · 8:00 AM UTC

Valley Bank Appoints Curt Lang to Chief Banking Officer for New Jersey

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November 12, 2025 · 8:00 AM UTC

Valley National Bank Hires Mark Glasky as California Market President

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November 6, 2025 · 8:00 AM UTC

Valley Bank Appoints Matthew Verney Chief Banking Officer for Philadelphia Region

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November 3, 2025 · 8:00 AM UTC

Valley Bank Appoints Terry M. Keating to Lead Asset-Based Lending Group

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October 27, 2025 · 8:00 AM UTC

Valley Bank Selects Infinant to Enhance Partner Banking Capabilities

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