Jamie Dimon

“I just think the goal should be to take a step back, look at these things in the open light, be very honest about what worked and what didn't work.”

“We've opened up in Berlin.”

“Hopefully, the dream would be that it'd be a pan-European successful digital bank building off of JPMorgan Chase's strengths.”

“At the end of the day, we're blessed with a lot of people who are great culture carriers across a broad spectrum.”

“I would just say it's a complete continuation of what we've been doing for years.”

“First of all, like I mentioned, how you evaluate people is their analytics, it's their brain power, it's their EQ, it's their heart, their soul, their culture carrier.”

“We've actually done much better in Germany than we thought we were going to do, though it's not quite profitable yet.”

“Not just Goldman Sachs, who's doing a great job, if you didn't read their numbers this morning, because I did, you've got Stripe and PayPal and Cash App and Block and Chime and SoFi and Revolut, and they're good.”

“No one has all those things in a perfect way, and some of those things you learn, and some of those things you get better at.”

“The whole company's involved in it.”

“I do think you might actually see a slowdown in growth, maybe a slowdown in 2027 or 2028.”

“That should be the real goal.”

“Over time, we've been doing this nonstop for 25 years with just large computers and mainframes and APIs and various tools and tricks we use.”

“I think it's great for him.”

“I don't think it's going to be like a bell curve of performance.”

“I think you have to put in the back of your mind that there are areas where we may just accelerate what we do that we'd want to get done anyway.”

“Like resolution did not work.”

“People should look at the discount window differently.”

“It's in all of our interest, the system be better.”

“We think it could be good for customers and good for us.”

“What we don't want to do is look at inorganic as a sign of weakness over organic, which I think companies do sometimes.”

“You guys are the guys who know so much about this that should be making some of these recommendations to the regulators.”

“Well, if they do that, we would have no MRAs because none of them related to our safety and soundness.”

“If they think they want to be more conservative, they should add conservatism.”

“We are going to use AI to do a better job for our clients.”

“They should adjust the G-SIB the way they're supposed to going back to 2015, and they should change the way they're doing short-term wholesale funding to be fair to everybody.”

“We're not just finding ways to waste money.”

“I think it's part of the reason why banks failed, if you go back 20 years ago.”

“We are preparing to make sure we can retrain our people.”

“We've always been trying to create more efficient stuff like this.”

“Obviously, a rapid increase in revenue drives a big increase in operating leverage.”

“What I was trying to point out is we have huge opportunities for organic growth in every single business we're in.”

“Those are the things they should do.”

“Even the CCAR market loss, I think it's like $14 billion or $15 billion.”

“It's kind of just starting.”

“You know it when you see it.”

“I do think it's very important that people have experience across the company.”

“We could obviously do far more than that or nothing at all.”

“I could give you a long list of stuff, but it's all of that.”

“The teams are looking at all of our opportunities, and we pointed out over and over again when we have an opportunity to spend more money in marketing, with deposit ROI, we're going to do it.”

“You should always be looking at things that could be good for your company inorganically.”

“The number should be the number.”

“You want it across the whole company, not weighted to investment banking or trading or just big CEOs, but also weighted to the fact that we've got 300,000 employees around the world.”

“I do also want to point out, maybe you could be ahead of other people, kind of, but what always happens is the benefit accrues to the customer, not to JPMorgan in this case.”

“I think there'll be some outliers out there, just like there were, by the way, in the great financial crisis.”

“I made a mistake last time mentioning $20 billion.”

“What you got to look at there is you have a platform.”

“We have $80 billion or more now of market risk capital, and the biggest quarterly loss we ever had was $1.4 billion.”

“The only point we're always trying to make is when there's a credit cycle, and there will be a credit cycle, how will everybody perform?”

“Resolution recovery does not work.”

“To give you the big numbers, I think CapEx is about $4 trillion a year, AI went from $400 billion last year to $700 billion this year.”

“It was a complete startup, and we made a little bit of fits and starts, but we have, I think almost 3 million or 2.5 million customers in the U.K.”

“No, I just think we're in a very healthy, active, exuberant market with very high prices and very high volumes, and we benefit from that.”

“They should get rid of the double count in operating risk capital.”

“We have to make certain investments to keep up with them, or to hopefully do a better job than some of them.”

“Our risk standards haven't changed.”

“I have high hopes for it.”

“If they think we should hold more capital, they should ask us to hold 10% more, and I'd be happy to do that.”

“I think there's almost 1,000 use cases today, though we'd say that the really important ones are 50 across risk, fraud, marketing, hedging, prospecting, note-taking, idea generation, document reading.”

“Not any one of us, all of us.”

“They should get rid of the double count in market risk capital.”