Loading…
Loading…
Is it just the stickiness of the relationship? Or is it efficiency or where should that show up
why is Bank of America and AI beneficiary
how much do you spend on that
What do you expect your spend to be this year versus last year, your spend on AI
how much savings do you have from AI? How do you measure those savings
improve the efficiency ratio to what
I'm just wondering why even with all that improved performance, the NII guide isn't even higher given the pace of loan growth
any foreshadowing of what you're preliminarily thinking about for next year
how do you think it'll be easier to do business at Bank of America
I'm just trying to reconcile the $7 trillion of lost stock market wealth with comments from you
what would you like to see changed as it relates to bank regulation?
how much is short rate? How much is long rate? But most importantly, how much of this is a little bit more states in the yield curve?
what will the financial benefits be? What are the financial benefits now, and in five years what are your financial expectations
I have a tough time dimensioning the new cyber risk given the new AI tools. How should investors think about this type of risk
you might have 134 digital employees today and does that equate to in savings
you certainly got our attention. You have over 100 digital employees. How many of those AI digital employees do you expect to have over 3 to 5 years
how much of this growth year over year would you attribute to actions that you've taken versus just a generally good market backdrop
What's the realm of possibilities for acquisition
the organic growth and you do it correctly x markets, x currency, x deals, whether it's two percent or three percent
how long can this go on before things tip, like the hard data goes to soft data, soft data goes back to hard data
did note that the non-comp expenses are growing mid-single-digits year-over-year
in the short term, are you guiding for positive fee operating leverage in '25
tech spending, '24 compared to '25 and how much -- do you feel better, worse, the same about your AI efforts
do you have an example outside the banking industry, software-as-a-service
So you are only pursuing organic growth. Does that mean that Citigroup Inc. is not pursuing a deal or an acquisition?
Is there a last-mile problem with the last 10% of the transformation, or is this continuing to move forward?
if you could elaborate on the new data point that over 80% of your progress with transformation is at the target state or near the target state, what remains
we're really left with regulatory data, which and, again, correct me. To me, that sounds like regulatory box checking
So can you just give us an update on your actions with the consent order as it relates to risk compliance controls and reg data
the transformation expense for 2025, maybe this is for you, Mark, you said it's going to be more than $3 billion, so it was like $3.5 billion, $4 billion, $5 billion kind of range for that
What were they for the second quarter? Just trying to get a run rate and where those go to
what is it you're trying to show to regulators to help show them that the amended portion
the concern is not just the possibility that revenues will nosedive, but that credit will implode
a verbal waterfall chart if you would, or maybe some numbers around org simplification, stranded costs, productivity savings
you are guiding for three consecutive years of lower expenses, including that $600 million reposition this year
do you still have the same line of business targets that you had last year
what's incremental in the last 3 months or since your last presentation that you think is maybe going better than expected? Is that any of that higher NII guide due to the expansion in Texas and th...
going from America to actually branded Fifth Third. How do you manage that transition?
for those last 110 branches that you need to secure, seems like, you know, you kinda telegraphed that
you said you look to get your 2027 targets in the '26 now? Is that right?
talent at the top of the the house. I like to hear how they're they'll be deployed for the integration
if you could just double click on the the tricolor category. I think it was 9% of your total NDFI
is commercial loan growth back to the industry? Or is it not back? And I'll let you choose Column A or column B here
I feel like I live in a multiverse. In one universe, there's a global trade war. The Fed chair gives caution, and there's $7 trillion of lost stock market value
have you done a name-by-name review? And I guess that would be a first-order review, but you don't really know what the second and third-order review is
Are you calling the turn for commercial loan growth for Fifth Third? Are you calling it for the industry? Are you calling it for both?
Can you comment on the increase in the provisions in Global Banking markets. It seems like that increase was a lot more than the growth in the balance sheet
at what point the investors kind of put their pencils down. It sounds like they're not that people are still trading and engaging
you had another CEO talk about over 10,000 large companies that remain private, even with record high stock markets. So why is that
And what percent is the sponsor activity of your investment banking activity? I know you said it still hasn't come back and that's potential upside
what are you hoping to achieve? So, like, this decade, your revenues are up two-thirds. Your headcount's up one-fourth
Can you give us a sense of that mix? Also, if I heard you correctly, you said—I might have heard this incorrectly—40% of your FICC and equity trading is financing
is it really happening now? Are these big strategic deals? What kind of deals? What geographies?
I was just wondering if you could put a little more meat on the bones or the reasoning behind the $40 billion buyback
how good could things get in your mind because you're saying the regulatory environment, the economic environment, the backlogs are up
I don't really have anything to say. It's different than what I've said about our journey around the consumer platforms
how much of that $1.7 trillion would you say is a substitution effect from banks to private credit? And how much of that might be types of credit you never would have originated
Is this the start to getting back on that higher deposit growth path or not yet?
this is the first time we have a chance to address that $9 billion increase in expense guide
how much of a risk is the lending to the NDFIs just because you guys are always out front highlighting what could happen
After Tricolor. Again, this is a real puny drop in the bucket for you guys, but have you gone back and looked at your processes
can you talk about why commercial loan growth was much stronger in the second quarter and any strength by geography
would you buy a private credit firm? Is that something you can at least consider
in terms of the risk of being an international company, an international US company during trade wars
you went from trade wars "get over it" to this week say "do something." So just as far as the tariff journey, what were you initially expecting to what happened
Jamie, who is your successor? And then the second question is, I know I asked the question at Investor Day, how -- why not stay as CEO a little bit longer
that mid-single digit guide—is that just, like, what it is
could drive more loan demand due to CapEx could also drive merger
What's causing the delay, and why is it turning now? And why don't you have visibility past the first quarter
as far as your appetite for a bank acquisition, you know, where is that given these board changes
you're going name by name. I assume you have not finished that. You've done a top-down review of reserving, but not your name by name
how do I reconcile a world that seems so much more problematic with your guide that isn't changing?
what percent of your middle market client base has access to capital market?
what is this competition? What does the Board see in terms of competition and the need for Key to retain the talent?
if you only had one rate cut instead of two, your guide for up 20% in NII would go to what roughly?
I am just wondering about the cyber risk and how that may have increased and what extra steps you are taking
elaborate more on the financing business within trading? I assume that is for both private credit and liquid markets
the trading side is what I think you know, people wonder about it. You've always put a forecast in there, and it doesn't always turn out so correctly. And so how do you think about the trading busi...
can you size where we are in the capital market cycle? Like, what inning are we in? Are you over earning, under earning
how do you see that trend, where it's been, where it's going? And how much lending do you do through your capital markets business
At what point does the uncertainty go on for so long as to kill off the recovery?
So you said the best backlog in seven years was that for mergers or all investment bank?
how much are your backlogs up? Is our backlog a record? I'm not hearing record backlogs anymore here, up, but not record
you're still guiding for 100 basis points of operating leverage this year, but you had over 700 basis points of operating leverage in the first quarter. Is the reason for no change in that guide ju...
why now do you look to increase the wealth producers? And what's your pitch? Because I think every -- literally every large bank, large brokerage firm is looking to expand wealth at this time. What...
What is it about now that gives you the confidence to increase your pretax return targets?
under what circumstances would you say, you know what? The the custody business you know, maybe you should downsize even more or disinvest
Why can you win in in tech and AI if you don't spend as much money?
under what circumstance would you consider ridding the custody business because you talked about scalability
what are your thoughts about acquisitions or accelerating the buyback?
family office solutions what do you imagine as the total addressable market?
How are you getting so much more loan growth than the industry?
How would you plan to use that extra capital, and when might you start leaning into using more capital
what's the difference between a national bank and a regional bank?
are you spending enough given the higher level of competition from the the bigger banks?
how much could this potentially save in expenses?
how much you would consider from your traditional middle market relationship-based sources
what's your current appetite for for getting that greater scale?
why is he coming to such a heavily regulated industry with so much oversight
what do you think is really happening? Is all the loan growth just going to debt capital markets or are the corporations just sluggish
if you were talking to them and you do indirectly through the different industry groups, what would you hope to see changed
can you size that a bit more in terms of the level of backlog versus history and where that is coming from?
under what scenario would you consider a combination with another bank?
if you put State Street strategy on a cocktail napkin, what would it say that would impress investors?
what do you think is you know, not understood about the State Street story, and what would you do to help change that?
did you benefit from [ heightened ] volatility and how you see that going down and NII is at a peak and now you see that going down? I guess, are you overearning the way you look at things or not?
it seems like some of the core businesses are doing better, like Charles River quarter-over-quarter, some kind of growth rate you've been uptiering the sales force? Are you still upgrading?
When will we know who the next CFO is?
How can State Street survive in an environment where there's a global trade war?
what do you think about a long-term growth rate for core fee growth? And where do you stand within that?
Can you talk about what you view as your core organic revenue growth rate in the fee businesses
Your core investment banking business growing double digits even without trading. That seems to be much faster than peers your size
What is Truist -- under what conditions would Truist consider, say, another merger of equals
what's the temperature on the degree of competition? How much are you using kind of marketing expenses, such as paying customers to move their accounts
Is that for the year 2027, or is that reaching 15% at some time in '27
do you need to increase your investments even more than you've you're already doing just to keep up with the bigger banks that are increasing their investments
what do you think about a normalized NIM or where should NIM be over time and how long might it take to get there
Can you just talk about the competitive dynamics in the fastest growing markets
do you have any frame of context in your career that gives us the lens or framework on how to view this
if the world is that much more difficult, why wouldn't you be increasing reserves more? Why wouldn't you be slowing down buybacks
I was surprised to hear you mentioned Pennsylvania and New Jersey when it looks like you have so much opportunity in the Southeast
are the banking battles heating up? It just seems like everybody is going into everybody else's backyard to compete
You're saying you have credit card customer growth of 10%, but you've only had fee growth of 5%. So does that imply you expect much better fee growth ahead
the positive operating leverage is something relatively new. It's not U.S. Bancorp of old in terms of the efficiency ratio
this is kind of like a link and leverage deal where you buy a firm and you leverage it over your entire franchise, but I'm not sure
where would you say you choose to say no a little bit more often than not?
I'm sure many appreciate your detailing of NDFI. But that's not really the way you run the business
is there anything that you need to change holistically with asset liability management or that you've done over the past year
Did you say there was deposit competition that was 1 of the drags on the NIM? And also, I think I see RWA up $9 billion
what are you doing differently? Now versus Andy? I know you're next to each other and your partners, and all that, but I want to know how you're different
What are the five verticals and you said that's most of the revenues and what's the opportunity to move the Union Bank franchise
The merchant acquiring yield looked like it contracted 70 basis points year-over-year in the fourth quarter, and the revenues didn't accelerate
Under what scenario do you think you could have more than the 200 basis points guide? Some other banks are actually guiding higher today