Jamie Dimon, Chairman and CEO, JPMorganChase, speaks during the Reagan National Defense Forum at the Ronald Reagan Presidential Library in Simi Valley, California, U.S. December 6, 2025.
Jonathan Alcorn | Reuters
President Donald Trump on Saturday threatened to sue JPMorgan Chase over allegedly “debanking” him following the Jan. 6, 2021, riot at the U.S. Capitol.
“I’ll be suing JPMorgan Chase over the next two weeks for incorrectly and inappropriately DEBANKING me after the January 6th Protest, a protest that turned out to be correct for those doing the protesting,” Trump said in a social media post. “The Election was RIGGED!”
“While we won’t get specific about a client, we don’t close accounts because of political beliefs,” said JPMorgan spokesperson Trish Wexler. “We appreciate that this Administration has moved to address political debanking and we support those efforts.”
In August, Trump signed an executive order requiring banks to ensure they are not refusing financial services to clients based on religious or political beliefs, a practice known as “debanking.”
Trump claimed without evidence in an August CNBC interview that he was personally discriminated against by banks. He said JPMorgan Chase and Bank of America refused to take his deposits following his first term in office.
At the time, JPMorgan said it does not close accounts for political reasons, while Bank of America said it doesn’t comment on client matters. BofA also said it would welcome clearer rules from regulators on how to conduct its activities.
Trump and his family have a history of railing against financial institutions for allegedly refusing to work with them on the basis of their political orientation.
“So, [my family] got into crypto, not because it was like, ‘hey, this is the next cool thing,’ we got into it out of necessity,” Trump Jr. told CNBC in an interview last June.
JPMorgan shares are down about 5% over the past week, even after the bank on Tuesday topped expectations for its fourth-quarter earnings and revenue. The shares, and others in the banking sector, fell in response to Trump’s demand to cap credit card rates at 10%, giving financial firms until Jan. 20 to comply.
Trump’s legal threat against JPMorgan comes as the president, in the same Truth Social post, denied a Journal report on Wednesday that said the president had offered JPMorgan CEO Jamie Dimon the position of Federal Reserve chairman months ago during a meeting at the White House.
Dimon took the proposition as a joke, according to the Journal report.
In his post, Trump denied the report, underscoring his reservations about Dimon and JPMorgan.
“This statement is totally untrue, there was never such an offer,” he wrote. “Why wouldn’t The Wall Street Journal call me to ask whether or not such an offer was made? I would have very quickly told them, “NO,” and that would have been the end of the story.”
JPMorgan’s Wexler said the “offer” reported by the Journal was a miscommunication. “I should have been more vigilant in correcting that word while attempting to dispute the WSJ’s anonymous sources,” she said.
The Journal did not immediately respond to a request for comment sent outside of normal business hours.
President Trump sued JPMorgan Chase Bank and its CEO Jamie Dimon for $5 billion in Florida, Thursday, alleging that the bank had closed his accounts in 2021 “as a result of political and social motivations.”
The suit, filed in Florida state court in Miami-Dade County, claims that Mr. Trump and his hospitality companies “suffered considerable financial harm and losses” in early 2021 when he and his companies were debanked, because of what the suit called JPMorgan Chase’s “woke beliefs.” Debanking occurs when financial institutions refuse to work with individuals or businesses or abruptly close clients’ accounts.
One of Mr. Trump’s personal lawyers, Alejandro Brito, alleged the debanking had a “devastating impact” on the ability of Mr. Trump and his businesses to transact and access assets, and caused “extensive reputational harm by being forced to reach out to other financial institutions in an effort to move their funds and accounts, making it clear that they had been debanked by JPMC.” The president’s companies were given notice in February 2021 they should take their business elsewhere, the lawsuit says.
The suit also alleges that Mr. Trump, his family, and businesses were blacklisted by the bank. It claims JPMorgan Chase urged other financial institutions “to not carry on business relationships,” with them, forcing the Trumps and their businesses to accept a “limited menu of options and less advantageous terms” at other banks.
JPMorgan Chase said the suit is meritless.
“While we regret President Trump has sued us, we believe the suit has no merit,” a spokesperson for JPMorgan Chase said in a statement. “We respect the president’s right to sue us and our right to defend ourselves — that’s what courts are for.”
“JPMC does not close accounts for political or religious reasons,” the bank added. “We do close accounts because they create legal or regulatory risk for the company. We regret having to do so but often rules and regulatory expectations lead us to do so. We have been asking both this administration and prior administrations to change the rules and regulations that put us in this position, and we support the administration’s efforts to prevent the weaponization of the banking sector.”
The suit was filed the same day the president left the World Economic Forum in Davos, Switzerland, where Dimon also spoke.
Mr. Trump raised the threat of a lawsuit over the weekend. On Saturday, he said in a post on Truth Social, “I’ll be suing JPMorgan Chase over the next two weeks for incorrectly and inappropriately DEBANKING me after the January 6th Protest, a protest that turned out to be correct for those doing the protesting,” Mr. Trump said in a social media post. “The Election was RIGGED!”
Debanking has been a focus for the administration for months. In August, the president signed an executive order that alleged that “financial institutions have engaged in unacceptable practices to restrict law-abiding individuals’ and businesses’ access to financial services on the basis of political or religious beliefs or lawful business activities.” It also directed the Office of the Comptroller of the Currency to investigate the matter.
The OCC’s preliminary report, issued in December, said it had found early evidence that nine of the biggest U.S. banks — including JPMorgan Chase and Bank of America — had improperly refused to do business with a range of industries. The six-page report did not identify clients who had been debanked or the institutions alleged to have engaged in the practice.
“While the OCC is releasing preliminary findings, its work continues to better understand the full extent and effect of these actions and their impact on affected industries and the American economy,” the comptroller of the currency said in a statement. “The OCC is also still reviewing thousands of complaints to identify instances of political and religious debanking, which it will report on in due course and as appropriate.”
Now more than ever, it’s difficult to know what makes candidates in a competitive labor market. While layoffs and unemployment remain low at the start of this year, jobseekers face an uphill battle as AI eliminates entry-level roles and employers added just 50,000 jobs in December. One founder says more than technical skills, being a good person is the quality that makes job candidates more appealing to hire.
Leila Hormozi, founder and CEO of Acquistion.com, said she learned her guiding principle for hiring from the Ritz-Carlton. Their philosophy is: “We don’t hire people who know how to make beds. We hire people that are good people,” she said in a video on Instagram to her 1.2 million followers.
“Our process was to hire the right people. Not just hire people but select people and then orient them, not just put them to work but orient them to our thinking,” said Ritz Carlton Hotel Company cofounder Horst Schulze, reflecting on how the global chain developed their high standard, in a 2019 interview with Chief Executive.
Hormozi says she echoes this philosophy: “I want to hire people who have the natural traits that I just need to give them the technical skills.” Hormozi cofounded Acquisition.com with her husband, Alex, in 2021. Before starting the private investment and advisory firm, Hormozi worked as personal trainer and launched fitness companies Gym Launch and Prestige Labs, and a software company ALAN. By 28, her net worth passed $100 million, she says. Acquisition.com now has a $200M+ portfolio and partners with companies to scale and grow business.
“Your business is only as strong as the people you pick to lead it. The fastest way to destroy your business is to hire the wrong people.” Hormozi wrote in a caption on Instagram.
Some leaders “have it backwards,” she added. “People overvalue technical skills and undervalue social and emotional skills.”
As AI masters technical skills used in administrative, human resources, finance, and logistics jobs, soft skills such as adaptability and creative and analytical thinking are growing in demand, according to research from LinkedIn. People with strong foundational skills, such as collaboration, adaptability, and basic math skills typically learn faster and acquire more complex skills over time, one 2025 Harvard study about about long-term performance and advancement shows.
Other business leaders share Hormozi’s philosophy.
“My advice to people would be critical thinking, learn skills, learn your EQ [emotional quotient], learn how to be good in a meeting, how to communicate, how to write,” JPMorgan Chase CEO Jamie Dimon said last month. “You’ll have plenty of jobs.”
Microsoft CEO Satya Nadella has also long advocated for empathy and emotional intelligence as foundational skills in the workplace.
“IQ has a place, but it’s not the only thing that is needed in the world,” Nadella said in an interview with Axel Springer CEO Mathias Döpfner in November. “And I’ve always felt at least as leaders, if you just have IQ without EQ, it’s just a waste of IQ.”
JPMorgan Chase CEO Jamie Dimon is bringing down the hammer on texting in meetings. But IBM CEO Arvind Krishna says a technology company shouldn’t discourage its employees from using their devices.
Checking our phones has become a popular habit, regardless of where we are. A Reviews.org study last year found that Americans pick up their phones 205 times throughout the day. That’s nearly once every five minutes from the time they wake up in the morning.
So it’s not surprising that the impulse has bled into the workplace. But some executives want to rehash meeting etiquette as it once was.
“If you have an iPad in front of me and it looks like you’re reading your email or getting notifications, I tell you to close the damn thing,” Dimon said to Alyson Shontell, Fortune editor-in-chief during its Most Powerful Women summit in October.
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“This has to stop. It’s disrespectful. It wastes time,” he previously wrote on the subject in his April annual letter to shareholders.
But Krishna says there’s an important distinction to make. He says a larger meeting is “not really a meeting. It’s a communication vehicle,” and therefore shouldn’t merit managing attendees’ tech use. But gatherings of up to 10 people are different.
“If it’s a small meeting, I would really frown upon if somebody is sitting opposite my desk and lost in their phone, I would tell them, ‘Why don’t you come back when you have time?”
Although company leaders are getting fed up, it’s becoming easier and easier to multitask at work. AI assistants integrated into Zoom and Microsoft Teams can record meetings and feed employees a summary whether they were listening or not.
Still, Dimon may be onto something. While multitasking by name suggests getting two things done at once, research shows the human brain isn’t wired to do that. In fact, what’s really happening when people think they’re multitasking is that they’re continuously switching from one task to another.
The process takes even more mental energy than focusing on one task at a time.
“Every single time we switch there is a cost,” says Dr. Sahar Yousef, UC Berkeley cognitive neuroscientist. “It’s draining. It’s taking longer to do the same thing.”
As tech tools continue to improve, the temptation of using them to do two things at once grows stronger. But it may be in our best interest to pay attention to what’s in front of us, and save the rest for later.
Jamie Dimon warned that there could be more to come after the bankruptcies of Tricolor and First Brands. Photo: Noam Galai/Getty Images
Last month’s collapses of Tricolor and First Brands, a subprime auto lender and auto-parts supplier, respectively, sent alarm bells ringing across Wall Street about the health of the consumer credit market. Those concerns deepened today (Oct. 14) as JPMorgan Chase CEO Jamie Dimon warned during the bank’s quarterly earnings call that “everyone should be forewarned” by the recent bankruptcies.
“My antenna goes up when things like that happen,” Dimon told analysts. “I probably shouldn’t say this, but when you see one cockroach, there are probably more.”
Tricolor filed for bankruptcy in September amid allegations of fraud. The Dallas-based company specialized in providing auto loans to so-called “subprime” lenders with low credit scores. First Brands, a car parts manufacturer headquartered in Rochester, Mich., went bankrupt shortly afterward, with more than $2 billion in funds unaccounted for. Both companies had received financing from various Wall Street banks, sparking fears that financial institutions could increasingly be put at risk due to their exposure to non-bank lenders.
JPMorgan said it had no exposure to First Brands. But it was impacted by Tricolor’s collapse, taking a $170 million charge-off—a loss recognized when a loan won’t be repaid—stemming from the company’s bankruptcy. The hit took place during an otherwise strong quarter for JPMorgan, which beat analyst expectations on both revenue and profit for July through September. Revenue rose 9 percent year-over-year to $47 billion, while net income climbed 12 percent to $14.4 billion.
Dimon said the bank is now reviewing “all processes, all procedures, all underwriting—all everything” in light of the Tricolor collapse. “There clearly was, in my opinion, fraud involved in a bunch of these things. But that doesn’t mean we can’t improve our procedures,” he added.
Dimon, who has led JPMorgan for nearly two decades, also warned that weaknesses in the credit market could worsen if the economy deteriorates. “We’ve had a benign credit environment for so long that I think you may see credit in other places deteriorate a little bit more than people think when, in fact, there’s a downturn,” he said, adding that he is hoping for a “fairly normal credit cycle.”
Even so, the bulk of JPMorgan’s lending to non-bank financial institutions (NBFI) is not particularly risky, said Jeremy Barnum, the bank’s chief financial officer. “The vast majority of that type of lending that we do is highly secured or in some way structured or securitized,” he told analysts today. “I’m not sure that our lending to the NBFI community is an area of risk that we see as more elevated than other areas of risk.”
JPMorgan Chase will directly invest up to $10 billion in U.S. companies with crucial ties to national security.
The investment plan revealed Monday will focus on four areas: supply chain and advanced manufacturing in critical minerals, pharmaceutical precursors and robotics; defense and aerospace; energy independence, with investments in battery storage and grid resilience; and strategic technologies, including artificial intelligence, cybersecurity and quantum computing.
The investment is part of the bank’s Security and Resiliency Initiative, a $1.5 trillion, 10-year plan to facilitate, finance and invest in industries critical to national security.
“It has become painfully clear that the United States has allowed itself to become too reliant on unreliable sources of critical minerals, products and manufacturing – all of which are essential for our national security,” Chairman and CEO Jamie Dimon said in a statement. “Our security is predicated on the strength and resiliency of America’s economy. America needs more speed and investment.”
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This summer, JPMorgan helped put together a deal under which the Defense Department agreed to invest $400 million in U.S. rare earth company MP Materials. The bank is also providing financing for MP Materials’ second magnet producing factory in the U.S.
The nation’s largest bank plans to finance approximately $1 trillion over the next decade in support of clients in these industries. JPMorgan Chase is looking to increase this amount by up to $500 billion, or a 50 percent increase, with additional resources and capital.
“America needs more speed and investment,” Dimon said. “It also needs to remove obstacles that stand in the way: excessive regulations, bureaucratic delay, partisan gridlock and an education system not aligned to the skills we need.”
JPMorgan says that it serves 34,000 mid-sized companies and more than 90 percent of the Fortune 500.
It plans to hire more bankers, investment professionals and other experts to help address its investment plan. It will also create an external advisory council that includes leaders from the public and private sectors to help guide the long-term strategy.
JPMorgan CEO Jamie Dimon supports amending quarterly earnings report requirements. Michel Euler/POOL/AFP via Getty Images
Since 1970, U.S. public companies have been mandated by the Securities and Exchange Commission (SEC) to provide financial updates every three months via quarterly earnings reports. This 55-year-old tradition could soon be cut in half under the Trump administration, which is seeking to move to semi-annual reports. The proposal has drawn both praise and criticism from some of Wall Street’s most influential leaders.
Jamie Dimon, CEO of JPMorgan Chase, voiced his support for President Donald Trump’s suggestion during an interview with Bloomberg TV yesterday (Oct. 7). “I would welcome it,” he said, noting that quarterly forecasts make “CEOs get their back up against a wall.” “They have to meet these things—earnings—and then they start doing dumb stuff,” he added.
Trump floated the proposal last month, arguing that reporting earnings every six months instead of three would “save money and allow managers to focus on properly running their companies.” The President previously pushed for a similar change in 2018 during his first term, when the SEC solicited public feedback but ultimately left the quarterly requirement in place.
This time, however, the SEC appears more willing to act. The agency has indicated that the proposal will be a priority, with Paul Atkins, the SEC’s chair, calling the President’s request “timely” and something the SEC is “working to fast-track.” A draft proposal could be released in the next few months, according to Atkins.
Dimon said JPMorgan would still report earnings quarterly, but with “much less stuff.” He described the requirement as part of a larger problem of “endless rules” that make it harder for companies to go public. “We’ve gone from 8,000 public companies in 1996 to, like, 4,000 today,” he told Bloomberg. “You want an active market, and we’ve kind of crushed it.”
Dimon isn’t alone in supporting the potential shift. Adena Friedman, CEO of Nasdaq, praised Trump’s proposal after it was announced, arguing that quarterly reporting encourages “short-termism“—an excessive focus on immediate results. In a LinkedIn post, she called for “common-sense reforms to reduce the burden on publicly listed companies.”
What financial leaders think of quarterly reporting
Still, Solomon admitted that eliminating quarterly reports could reduce transparency. “I’m still thinking it through, and the firm’s still thinking it through,” he added, noting that he has yet to decide whether he supports the change.
Citadel CEO Ken Griffin, however, has made up his mind. “I don’t understand the merits of holding back from the market, readily knowable information,” he told CNBC in September, warning that accountability could suffer if longer gaps between reports are allowed. “In this day and age, quarterly reporting is fair,” added Griffin. Griffin agreed with Dimon’s view that overregulation discourages initial public offerings, saying barriers to expanding the number of publicly owned companies should be addressed.
This isn’t the first time financial leaders have questioned the quarterly reporting model. In 2018, Dimon and Warren Buffett co-authored a Wall Street Journal op-ed urging companies to reduce or eliminate quarterly earnings forecasts. They argued that such forecasts push companies toward short-term thinking and discourage those with longer-term goals from going public. “Our views on quarterly earnings forecasts should not be misconstrued as opposition to quarterly and annual reporting,” wrote Dimon and Buffett, who maintained that transparency remains “an essential aspect of U.S. public markets.”
Jamie Dimon said JPMorgan Chase & Co. spends $2 billion a year on developing artificial intelligence technology, and saves about the same amount annually from the investment. “We know that it’s got to billions of cost savings and I think it’s the tip of the iceberg,” the bank’s chief executive officer said Tuesday in a […]
JPMorgan Chase’s wealthiest clients will now receive discounts and referrals on services from luxury travel to art restoration.
JPMorgan Private Bank announced on Tuesday that it is offering a new lifestyle program for its wealthy U.S. clients, providing access to services like booking private jets and hiring household staff. Services also include financial reporting programs, bill pay, and bookkeeping.
One service, for example, provides clients free access to Valerie Wilson Travel, a company JPMorgan acquired in 2022, for travel planning and advice. (JPMorgan did not name any other travel companies available through the network, but said that there was a wide range of firms offering exclusive services.) Another exclusive service involves maintaining and selling art collections.
For JPMorgan clients, there is no additional fee to tap into the new services, according to the press release. The new programming is part of a wider industry trend where private banks are expanding beyond traditional investment and financial guidance.
William Sinclair, co-head of J.P. Morgan Private Bank’s Global Family Office Practice, told CNBC that wealthy clients are increasingly seeking more than just financial advice from their advisors, including managing artwork collections and payroll management for household employees.
“There is a growing trend among clients who want our advice outside of traditional wealth management,” Sinclair told the outlet.
JPMorgan CEO Jamie Dimon. Photographer: Patrick Bolger/Bloomberg via Getty Images
Sinclair stated that the most requested services have been private jet travel, bill pay, and requests from business owners to help find health insurance plans for employees.
JPMorgan is also planning to add more features to the lifestyle service as it grows, Emily Margolis, head of JPMorgan Private Bank’s lifestyle services, told CNBC.
“We’re looking at physical security, insurance, more in-depth HR, areas that we see more requests,” Margolis told the outlet.
Expanding lifestyle services ties into JPMorgan’s overall strategy to grow as a bank. JPMorgan CEO Jamie Dimon talked about the company’s overarching growth plan and commitment to investments at the bank’s annual Investor Day in May.
“There’s a lot of competition,” he stated at the event. “You have to be prepared every day to make the investment you need to do in your people, your systems, your ops, your culture, and stuff like that to actually win.”
JPMorgan is also the largest U.S. bank with over $4.3 trillion in assets as of March 31. The bank had a market value of over $845 billion at the time of writing.
JPMorgan Chase’s wealthiest clients will now receive discounts and referrals on services from luxury travel to art restoration.
JPMorgan Private Bank announced on Tuesday that it is offering a new lifestyle program for its wealthy U.S. clients, providing access to services like booking private jets and hiring household staff. Services also include financial reporting programs, bill pay, and bookkeeping.
One service, for example, provides clients free access to Valerie Wilson Travel, a company JPMorgan acquired in 2022, for travel planning and advice. (JPMorgan did not name any other travel companies available through the network, but said that there was a wide range of firms offering exclusive services.) Another exclusive service involves maintaining and selling art collections.
JPMorgan Chase CEO and Chairman Jamie Dimon speaks during the U.S. Senate Banking, Housing and Urban Affairs Committee oversight hearing on Wall Street firms, on Capitol Hill in Washington, U.S., December 6, 2023.
Evelyn Hockstein | Reuters
JPMorgan Chase CEO Jamie Dimon sees risks climbing around the world amid widening conflicts in the Middle East and with Russia’s invasion of Ukraine showing no signs of abating.
“We have been closely monitoring the geopolitical situation for some time, and recent events show that conditions are treacherous and getting worse,” Dimon said Friday in the bank’s third-quarter earnings release.
“There is significant human suffering, and the outcome of these situations could have far-reaching effects on both short-term economic outcomes and more importantly on the course of history,” he said.
Dimon went deeper into his concerns last month during a fireside chat held at Georgetown University.
The international order in place since the end of World War II was unraveling with conflicts in the Middle East and Ukraine, rising U.S.-China tensions and the risk of “nuclear blackmail” from Iran, North Korea and Russia, Dimon said.
“It’s ratcheting up, folks, and it takes really strong American leadership and western world leaders to do something about that,” Dimon said. “That’s my number one concern, and it dwarves any I’ve had since I’ve been working.”
Dimon also said that he remained wary about the future of the economy, despite signs that the Federal Reserve has engineered a soft landing.
“While inflation is slowing and the U.S. economy remains resilient, several critical issues remain, including large fiscal deficits, infrastructure needs, restructuring of trade and remilitarization of the world,” Dimon said. “While we hope for the best, these events and the prevailing uncertainty demonstrate why we must be prepared for any environment.”
CEO of Chase Jamie Dimon looks on as he attends the seventh “Choose France Summit”, aiming to attract foreign investors to the country, at the Chateau de Versailles, outside Paris, on May 13, 2024.
Lucovic Marin | Getty Images
JPMorgan Chase is scheduled to report third-quarter earnings before the opening bell Friday.
Here’s what Wall Street expects:
Earnings: $4.01 a share, according to LSEG
Revenue: $41.63 billion, according to LSEG
Net interest income: $22.73 billion, according to StreetAccount
Trading Revenue: Fixed income of $4.38 billion, Equities of $2.41 billion, according to StreetAccount
JPMorgan will be watched closely for clues on how banks are faring at the start of the Federal Reserve’s easing cycle.
The biggest American bank has thrived in a rising rate environment, posting record net income figures since the Fed started hiking rates in 2022.
Now, with the Fed cutting rates, there are questions as to how JPMorgan will navigate the change. Like other big banks, it’s margins may be squeezed as yields on interest-generating assets like loans fall faster than its funding costs.
Last month, JPMorgan dialed back expectations for 2025 net interest income and expenses, and analysts will want more details on those projections.
Analysts will also want to hear JPMorgan CEO Jamie Dimon’s thoughts about the upcoming U.S. election and the industry’s efforts to push back against an array of regulatory moves to rein in fees and force banks to hold more capital.
Shares of JPMorgan have jumped 25% this year, exceeding the 20% gain of the KBW Bank Index.
JPMorgan Chase CEO Jamie Dimon has not endorsed Donald Trump, the financial giant said Friday after the former president claimed in a social media post that the executive, America’s most prominent banking industry leader, was supporting him.
“Jamie Dimon has not endorsed anyone. He has not endorsed a candidate,” Joe Evangelisti, a spokesperson for the New York-based bank told CBS News in a statement.
The denial came after the Republican presidential nominee posted a screenshot on his Truth Social account falsely stating, “New: Jamie Dimon, the CEO of JPMorgan Chase, has endorsed Trump for president.”
Trump told NBC News he didn’t know about the post, which was still visible on his account as of 5:10 p.m. Eastern Time.
The Trump campaign did not immediately respond to a request for comment.
Seemingly coming from a verified account on X earlier in the day, the post swiftly drew attention from various pro-Trump accounts before Trump weighed in.
Before Trump won the Republican nomination for president, Dimon had expressed support for former South Carolina Governor Nikki Haley during the party’s primaries.
Friday’s Truth Social post is not the first in which Trump incorrectly suggested winning support from a high-profile person. The former president in August posted AI-generated images claiming that Taylor Swift was backing him. The superstar endorsed his opponent, Kamala Harris, a few weeks later.
“Jamie Dimon has not endorsed anyone. He has not endorsed a candidate,” Dimon spokesman Joe Evangelisti told CNBC in a phone call.
Trump on Truth Social had posted a screenshot falsely claiming, “New: Jamie Dimon, the CEO of JPMorgan Chase, has endorsed Trump for President.”
The claim appears to have originated from a verified account on X earlier Friday. It was quickly amplified on social media by other pro-Trump accounts, and then the former president himself, before the bank issued its denial.
When NBC News asked Trump about the post later Friday, Trump said he did not know about it and that it was not posted by him.
“Somebody put it up,” Trump said, adding, “I don’t know.”
The post, published at 1:56 p.m. ET, was still visible on Trump’s official account more than two hours later.
The Trump campaign did not respond to CNBC’s requests for comment.
Former President and GOP Presidential candidate Donald Trump post a Truth that claims J.P. Morgan CEO Jamie Dimon has endorsed Trump for President.
Source: @realDonaldTrump | Truth Social
In September, Dimon said that he is not backing either Trump or Democratic nominee Kamala Harris.
“I’m not endorsing anyone at this time,” Dimon told CNBCTV-18 at the JPMorgan Investor Summit in Mumbai.
Dimon has at times offered qualified praise for Trump, but the two men have also clashed repeatedly over the years.
During the Republican presidential primary season, Dimon had urged corporate leaders to support former South Carolina Gov. Nikki Haley over Trump.
Trump tore into Dimon for siding with Haley, saying he “had to live with this guy when he came begging to the White House.”
JPMorgan Chase CEO and Chairman Jamie Dimon gestures as he speaks during the U.S. Senate Banking, Housing and Urban Affairs Committee oversight hearing on Wall Street firms, on Capitol Hill in Washington, D.C., on Dec. 6, 2023.
Evelyn Hockstein | Reuters
Buried in a roughly 200-page quarterly filing from JPMorgan Chase last month were eight words that underscore how contentious the bank’s relationship with the government has become.
The lender disclosed that the Consumer Financial Protection Bureau could punish JPMorgan for its role in Zelle, the giant peer-to-peer digital payments network. The bank is accused of failing to kick criminal accounts off its platform and failing to compensate some scam victims, according to people who declined to be identified speaking about an ongoing investigation.
In response, JPMorgan issued a thinly veiled threat: “The firm is evaluating next steps, including litigation.”
The prospect of a bank suing its regulator would’ve been unheard of in an earlier era, according to policy experts, mostly because corporations used to fear provoking their overseers. That was especially the case for the American banking industry, which needed hundreds of billions of dollars in taxpayer bailouts to survive after irresponsible lending and trading activities caused the 2008 financial crisis, those experts say.
But a combination of factors in the intervening years has created an environment where banks and their regulators have never been farther apart.
Trade groups say that in the aftermath of the financial crisis, banks became easy targets for populist attacks from Democrat-led regulatory agencies. Those on the side of regulators point out that banks and their lobbyists increasingly lean on courts in Republican-dominated districts to fend off reform and protect billions of dollars in fees at the expense of consumers.
“If you go back 15 or 20 years, the view was it’s not particularly smart to antagonize your regulator, that litigating all this stuff is just kicking the hornet’s nest,” said Tobin Marcus, head of U.S. policy at Wolfe Research.
“The disparity between how ambitious [President Joe] Biden’s regulators have been and how conservative the courts are, at least a subset of the courts, is historically wide,” Marcus said. “That’s created so many opportunities for successful industry litigation against regulatory proposals.”
Those forces collided this year, which started out as one of the most consequential for bank regulation since the post-2008 reforms that curbed Wall Street risk-taking, introduced annual stress tests and created the industry’s lead antagonist, the CFPB.
In the final months of the Biden administration, efforts from a half-dozen government agencies were meant to slash fees on credit card late payments, debit transactions and overdrafts, among other proposals. The industry’s biggest threat was the Basel Endgame, a sweeping plan to force big banks to hold tens of billions of dollars more in capital for activities like trading and lending.
“The industry is facing an onslaught of regulatory and potential legislative change,” Marianne Lake, head of JPMorgan’s consumer bank, warned investors in May.
JPMorgan’s disclosure about the CFPB probe into Zelle comes after years of grilling by Democrat lawmakers over financial crimes on the platform. Zelle was launched in 2017 by a bank-owned firm called Early Warning Services in response to the threat from peer-to-peer networks including PayPal.
The vast majority of Zelle activity is uneventful; of the $806 billion that flowed across the network last year, only $166 million in transactions was disputed as fraud by customers of JPMorgan, Bank of America and Wells Fargo, the three biggest players on the platform.
But the three banks collectively reimbursed just 38% of those claims, according to a July Senate report that looked at disputed unauthorized transactions.
Banks are typically on the hook to reimburse fraudulent Zelle payments that the customer didn’t give permission for, but usually don’t refund losses if the customer is duped into authorizing the payment by a scammer, according to the Electronic Fund Transfer Act.
A JPMorgan payments executive told lawmakers in July that the bank actually reimburses 100% of unauthorized transactions; the discrepancy in the Senate report’s findings is because bank personnel often determine that customers have authorized the transactions.
Amid the scrutiny, the bank began warning Zelle users on the Chase app to “Stay safe from scams” and added disclosures that customers won’t likely be refunded for bogus transactions.
The company, which has grown to become the largest and most profitable American bank in history under CEO Jamie Dimon, is at the fore of several other skirmishes with regulators.
Thanks to his reputation guiding JPMorgan through the 2008 crisis and last year’s regional banking upheaval, Dimon may be one of few CEOs with the standing to openly criticize regulators. That was highlighted this year when Dimon led a campaign, both public and behind closed doors, to weaken the Basel proposal.
In May, at JPMorgan’s investor day, Dimon’s deputies made the case that Basel and other regulations would end up harming consumers instead of protecting them.
The cumulative effect of pending regulation would boost the cost of mortgages by at least $500 a year and credit card rates by 2%; it would also force banks to charge two-thirds of consumers for checking accounts, according to JPMorgan.
The message: banks won’t just eat the extra costs from regulation, but instead pass them on to consumers.
While all of these battles are ongoing, the financial industry has racked up several victories so far.
Some contend the threat of litigation helped convince the Federal Reserve to offer a new Basel Endgame proposal this month that roughly cuts in half the extra capital that the largest institutions would be forced to hold, among other industry-friendly changes.
It’s not even clear if the watered-down version of the proposal, a long-in-the-making response to the 2008 crisis, will ever be implemented because it won’t be finalized until well after U.S. elections.
If Republican candidate Donald Trump wins, the rules might be further weakened or killed outright, and even under a Kamala Harris administration, the industry could fight the regulation in court.
That’s been banks’ approach to the CFPB credit card rule, which aimed to cap late fees at $8 per incident and was set to go into effect in May.
A last-ditch effort from the U.S. Chamber of Commerce and bank trade groups successfully delayed its implementation when Judge Mark Pittman of the Northern District of Texas sided with the industry, granting a freeze of the rule.
A key playbook for banks has been to file cases in conservative jurisdictions where they are likely to prevail, according to Lori Yue, a Columbia Business School associate professor who has studied the interplay between corporations and the judicial system.
The Northern District of Texas feeds into the 5th Circuit Court of Appeals, which is “well-known for its friendliness to industry lawsuits against regulators,” Yue said.
“Venue-shopping like this has become well-established corporate strategy,” Yue said. “The financial industry has been particularly active this year in suing regulators.”
Since 2017, nearly two-thirds of the lawsuits filed by the U.S. Chamber of Commerce challenging federal regulations have been in courts under the 5th Circuit, according to an analysis by Accountable US.
Industries dominated by a few large players — from banks to airlines, pharmaceutical companies and energy firms — tend to have well-funded trade organizations that are more likely to resist regulators, Yue added.
The polarized environment, where weakened federal agencies are undermined by conservative courts, ultimately preserves the advantages of the largest corporations, according to Brian Graham, co-founder of bank consulting firm Klaros.
“It’s really bad in the long run, because it locks in place whatever the regulations have been, while the reality is that the world is changing,” Graham said. “It’s what happens when you can’t adopt new regulations because you’re terrified that you’ll get sued.”
— With data visualizations by CNBC’s Gabriel Cortes.
The Microsoft co-founder has long been one of the world’s wealthiest people. Yi-Chin Lee/Houston Chronicle via Getty Imag
Bernie Sanders, the famously anti-billionaire senator of Vermont, and Bill Gates, the world’s seventh wealthiest person with an estimated net worth of $138.5 billion, make an unlikely pairing—especially when it comes to debating income inequality. Despite their differences, the duo sat down together to discuss wealth and taxation for the latest episode of Gates’ new Netflix series What’s Next? The Future with Bill Gates.
“Several of my friends raised an eyebrow when I told them I was going to meet with him,” said Gates in a blog post on Wednesday (Sept. 18) discussing his meeting with Sanders and the show, which aired the same day. “After all, Sen. Sanders is the first U.S. Senator in history to go on record saying that billionaires shouldn’t exist,” he added.
Sanders maintained this stance during their discussion, calling the existence of ultra-wealthy individuals “unacceptable” and “obscene.” Gates, meanwhile, suggested that billionaires should voluntarily donate their wealth but disagreed on outlawing them altogether. “But again, I’m biased,” conceded the Microsoft (MSFT) co-founder. Gates, who has given away some $77.6 billion via the Gates Foundation, has long been a champion for billionaire philanthropy and in 2010 helped create the Giving Pledge, a campaign that urges the ultra-wealthy to donate the majority of their wealth.
How much should the ultra-rich be taxed?
Despite their different stances on banning billionaires, both Gates and Sanders are advocates for higher taxes on the rich. “I’m amazed that the rich aren’t taxed substantially more than they are,” said Gates during the episode. “If you raise taxes a fair bit, there should be enough to somewhat raise the social safety net, which is not as well-funded as I would make it,” he added. The centibillionaire said his ideal tax system would leave the wealthy with a third of their current fortunes, which would give Gates around $46 billion given his current fortune. Sanders, meanwhile, said he “would go a lot further.”
Gates’ comments echo statements he made earlier this month in an interview with The Independent, where he voiced his desire for more progressive tax policies. “If I designed the tax system, I would be tens of billions of dollars poorer than I am,” he told the outlet.
In a 2019 blog post, Gates suggested increasing taxes on large investments by the wealthy and urged the U.S. government to raise the capital gains tax to equal taxes on labor. While those relying on salary and hourly work are taxed at a maximum of 37 percent, “the wealthiest generally only get a tiny percentage of their income from a salary; most of it comes from profits on investments, such as stock or real estate, taxed at 20 percent if they’re held for more than a year,” he said.
During his discussion with Gates, Sanders pointed to a similar idea proposed by Warren Buffett in 2011 when he criticized the fact that he was taxed less than his employees. “That is not what the American people want to see,” said the senator.
Earlier this year, JPMorgan Chase (JPM)’s Jamie Dimon—estimated to be worth $2.3 billion—said that higher taxes on the rich would help the nation bring its debt down while increasing economic spending and growth. “You would maybe just raise taxes a bit, like the Warren Buffett-type of rule,” Dimon told PBS, referring to a tax rule borne out of Buffett’s comments that dictates no households earning more than $1 million annually should pay a smaller share of their income in taxes than middle-class families.
JPMorgan Chase CEO and Chairman Jamie Dimon gestures as he speaks during the U.S. Senate Banking, Housing and Urban Affairs Committee oversight hearing on Wall Street firms, on Capitol Hill in Washington, D.C., on Dec. 6, 2023.
Evelyn Hockstein | Reuters
JPMorgan Chase has created a new global role overseeing all junior bankers in an effort to better manage their workload after the death of a Bank of America associate in May forced Wall Street to examine how it treats its youngest employees.
The firm named Ryland McClendon its global investment banking associate and analyst leader in a memo sent this month, CNBC has learned.
Associates and analysts are on the two lowest rungs in Wall Street’s hierarchy for investment banking and trading; recent college graduates flock to the roles for the high pay and opportunities they can provide.
The memo specifically stated that McClendon, a 14-year JPMorgan veteran and former banker who was previously head of talent and career development, would support the “well-being and success” of junior bankers.
The move shows how JPMorgan, the biggest American investment bank by revenue, is responding to the latest untimely death on Wall Street. In May, Bank of America’s Leo Lukenas III died after reportedly working 100-hour weeks on a bank merger. Later that month, JPMorgan CEO Jamie Dimon said his bank was examining what it could learn from the tragedy.
Then, starting in August, JPMorgan’s senior managers instructed their investment banking teams that junior bankers should typically work no more than 80 hours, part of a renewed focus to track their workload, according to a person with knowledge of the situation.
Exceptions can be made for live deals, said the person, who declined to be identified speaking about the internal policy.
Dimon railed against some of Wall Street’s ingrained practices at a financial conference held Tuesday at Georgetown University. Some of the hours worked by junior bankers are just a function of inefficiency or tradition, rather than need, he indicated.
“A lot of investment bankers, they’ve been traveling all week, they come home and they give you four assignments, and you’ve got to work all weekend,” Dimon said. “It’s just not right.”
Senior bankers would be held accountable if their analysts and associates routinely tripped over the policy, he said.
“You’re violating it,” Dimon warned. “You’ve got to stop, and it will be in your bonus, so that people know we actually mean it.”
A top Federal Reserve official on Tuesday unveiled changes to a proposed set of U.S. banking regulations that roughly cuts in half the extra capital that the largest institutions will be forced to hold.
Introduced in July 2023, the regulatory overhaul known as the Basel Endgame would have boosted capital requirements for the world’s largest banks by roughly 19%.
Instead, officials at the Fed, the Office of the Comptroller of the Currency and the Federal Deposit Insurance Corp. have agreed to resubmit the massive proposal with a more modest 9% increase to big bank capital, according to prepared remarks from Fed Vice Chair for Supervision Michael Barr.
The change comes after banks, business groups, lawmakers and others weighed in on the possible impact of the original proposal, Barr told an audience at the Brookings Institution.
“This process has led us to conclude that broad and material changes to the proposals are warranted,” Barr said in the remarks. “There are benefits and costs to increasing capital requirements. The changes we intend to make will bring these two important objectives into better balance.”
The original proposal, a long-in-the-works response to the 2008 global financial crisis, sought to boost safety and tighten oversight of risky activities including lending and trading. But by raising the capital that banks are required to hold as a cushion against losses, the plan could’ve also made loans more expensive or harder to obtain, pushing more activity to nonbank providers, according to trade organizations.
The earlier version brought howls of protest from industry executives including JPMorgan Chase CEO Jamie Dimon, who helped lead the industry’s efforts to push back against the demands. Now, it looks like those efforts have paid off.
But big banks aren’t the only ones to benefit. Regional banks with between $100 billion and $250 billion in assets are excluded from the latest proposal, except for a requirement that they recognize unrealized gains and losses on securities in their regulatory capital.
That part will likely boost capital requirements by 3% to 4% over time, Barr said. It’s an apparent response to the failures last year of midsized banks caused by deposit runs tied to unrealized losses on bonds and loans amid sharply higher interest rates.
Key parts of the proposal that apply to big banks bring several measures of risk more in line with international standards, while the original draft was more onerous for things such as mortgages and retail loans, Barr said.
It also cuts the risk weighting for tax credit equity funding structures, often used to finance green energy projects; tempers a surcharge proposed for firms with a history of operational failures; and recognizes the relatively lower-risk nature of investment management operations.
Barr said he will push to resubmit the proposed Basel Endgame regulations, as well as a separate set of capital surcharge rules for the biggest global institutions, which starts anew a public review process that has already taken longer than a year.
That means it won’t be finalized until well after the November election, which creates the risk that if Republican candidate Donald Trump wins, the rules could be further weakened or never implemented, a situation that some regulators and lawmakers hoped to avoid.
It’s unclear if the changes appease the industry and their constituents; banks and their trade groups have threatened to litigate to prevent the original draft’s implementation.
“The journey to improve capital requirements since the Global Financial Crisis has been a long one, and Basel III Endgame is an important element of this effort,” Barr said. “The broad and material changes to both proposals that I’ve outlined today would better balance the benefits and costs of capital.”
Reaction to Barr’s proposal was swift and predictable; Sen. Elizabeth Warren, D-Mass., called it a gift to Wall Street.
“The revised bank capital standards are a Wall Street giveaway, increasing the risk of a future financial crisis and keeping taxpayers on the hook for bailouts,” Warren said in an emailed statement. “After years of needless delay, rather than bolster the security of the financial system, the Fed caved to the lobbying of big bank executives.”
The American Bankers Association, a trade group, said it welcomed Barr’s announcement but stopped short of giving its approval to the latest version of the regulation.
“We will carefully review this new proposal with our members, recognizing that America’s banks are already well-capitalized and … any increase in capital requirements will still carry a cost for the economy and must be appropriately tailored,” said ABA President Rob Nichols.
JPMorgan Chase has rolled out a generative artificial intelligence assistant to tens of thousands of its employees in recent weeks, the initial phase of a broader plan to inject the technology throughout the sprawling financial giant.
The program, called LLM Suite, is already available to more than 60,000 employees, helping them with tasks like writing emails and reports. The software is expected to eventually be as ubiquitous within the bank as the videoconferencing program Zoom, people with knowledge of the plans told CNBC.
Rather than developing its own AI models, JPMorgan designed LLM Suite to be a portal that allows users to tap external large language models — the complex programs underpinning generative AI tools — and launched it with ChatGPT maker OpenAI’s LLM, said the people.
“Ultimately, we’d like to be able to move pretty fluidly across models depending on the use cases,” Teresa Heitsenrether, JPMorgan’s chief data and analytics officer, said in an interview. “The plan is not to be beholden to any one model provider.”
Teresa Heitsenrether is the firm’s chief data and analytics officer.
Courtesy: Joe Vericker | PhotoBureau
The move by JPMorgan, the largest U.S. bank by assets, shows how quickly generative AI has swept through American corporations since the arrival of ChatGPT in late 2022. Rival bank Morgan Stanley has already released a pair of OpenAI-powered tools for its financial advisors. And consumer tech giant Apple said in June that it was integrating OpenAI models into the operating system of hundreds of millions of its consumer devices, vastly expanding its reach.
The technology — hailed by some as the “Cognitive Revolution” in which tasks formerly done by knowledge workers will be automated — could be as important as the advent of electricity, the printing press and the internet, JPMorgan CEO Jamie Dimon said in April.
It will likely “augment virtually every job” at the bank, Dimon said. JPMorgan had about 313,000 employees as of June.
The bank is giving employees what is essentially OpenAI’s ChatGPT in a JPMorgan-approved wrapper more than a year after it restricted employees from using ChatGPT. That’s because JPMorgan didn’t want to expose its data to external providers, Heitsenrether said.
“Since our data is a key differentiator, we don’t want it being used to train the model,” she said. “We’ve implemented it in a way that we can leverage the model while still keeping our data protected.”
The bank has introduced LLM Suite broadly across the company, with groups using it in JPMorgan’s consumer division, investment bank, and asset and wealth management business, the people said. It can help employees with writing, summarizing lengthy documents, problem solving using Excel, and generating ideas.
But getting it on employees’ desktops is just the first step, according to Heitsenrether, who was promoted in 2023 to lead the bank’s adoption of the red-hot technology.
“You have to teach people how to do prompt engineering that is relevant for their domain to show them what it can actually do,” Heitsenrether said. “The more people get deep into it and unlock what it’s good at and what it’s not, the more we’re starting to see the ideas really flourishing.”
The bank’s engineers can also use LLM Suite to incorporate functions from external AI models directly into their programs, she said.
JPMorgan has been working on traditional AI and machine learning for more than a decade, but the arrival of ChatGPT forced it to pivot.
Traditional, or narrow, AI performs specific tasks involving pattern recognition, like making predictions based on historical data. Generative AI is more advanced, however, and trains models on vast data sets with the goal of pattern creation, which is how human-sounding text or realistic images are formed.
The number of uses for generative AI are “exponentially bigger” than previous technology because of how flexible LLMs are, Heitsenrether said.
The bank is testing many cases for both forms of AI and has already put a few into production.
JPMorgan is using generative AI to create marketing content for social media channels, map out itineraries for clients of the travel agency it acquired in 2022 and summarize meetings for financial advisors, she said.
The consumer bank uses AI to determine where to place new branches and ATMs by ingesting satellite images and in call centers to help service personnel quickly find answers, Heitsenrether said.
In the firm’s global-payments business, which moves more than $8 trillion around the world daily, AI helps prevent hundreds of millions of dollars in fraud, she said.
But the bank is being more cautious with generative AI that directly touches upon the individual customer because of the risk that a chatbot gives bad information, Heitsenrether said.
Ultimately, the generative AI field may develop into “five or six big foundational models” that dominate the market, she said.
The bank is testing LLMs from U.S. tech giants as well as open source models to onboard to its portal next, said the people, who declined to be identified speaking about the bank’s AI strategy.
Heitsenrether charted out three stages for the evolution of generative AI at JPMorgan.
The first is simply making the models available to workers; the second involves adding proprietary JPMorgan data to help boost employee productivity, which is the stage that has just begun at the company.
The third is a larger leap that would unlock far greater productivity gains, which is when generative AI is powerful enough to operate as autonomous agents that perform complex multistep tasks. That would make rank-and-file employees more like managers with AI assistants at their command.
The technology will likely empower some workers while displacing others, changing the composition of the industry in ways that are hard to predict.
Banking jobs are the most prone to automation of all industries, including technology, health care and retail, according to consulting firm Accenture. AI could boost the sector’s profits by $170 billion in just four years, Citigroup analysts said.
People should consider generative AI “like an assistant that takes away the more mundane things that we would all like to not do, where it can just give you the answer without grinding through the spreadsheets,” Heitsenrether said.
“You can focus on the higher-value work,” she said.
— CNBC’s Leslie Picker contributed to this report.
JPMorgan Chase CEO Jamie Dimon said Wednesday he still believes that the odds of a “soft landing” for the U.S. economy are around 35% to 40%, making recession the most likely scenario in his mind.
When CNBC’s Leslie Picker asked Dimon if he had changed his view from February that markets were too optimistic on recession risks, he said the odds were “about the same” as his earlier call.
“There’s a lot of uncertainty out there,” Dimon said. “I’ve always pointed to geopolitics, housing, the deficits, the spending, the quantitative tightening, the elections, all these things cause some consternation in markets.”
Dimon, leader of the biggest U.S. bank by assets and one of the most respected voices on Wall Street, has warned of an economic “hurricane” since 2022. But the economy has held up better than he expected, and Dimon said Wednesday that while credit-card borrower defaults are rising, America is not in a recession right now.
Dimon added he is “a little bit of a skeptic” that the Federal Reserve can bring inflation down to its 2% target because of future spending on the green economy and military.
“There’s always a large range of outcomes,” Dimon said. “I’m fully optimistic that if we have a mild recession, even a harder one, we would be okay. Of course, I’m very sympathetic to people who lose their jobs. You don’t want a hard landing.”
