Transcription
Think you'd be doing this for 20 years. I didn't give it much thought. I'm thrilled to be here. Everybody go free enterprise.
But yeah. Okay. So, so after 20 years, your um your market capitalization is up about uh I guess it's about 700%. And your stock price up about 500% or something like that?
Like a,000%. But go ahead. How much? We well we pay back we bought back a lot of stock and paid a lot of dividends and all that. So yeah.
So it's pretty good Tom. So people are very happy. And so the question you get asked every day five times a day is how much longer do you want to do this? And the answer is five more years.
Yeah. At least. About five more years. I love what I do. It's up to the board how long I do it. As long as I have the energy and the the spit in the eye and the fire in the gut. Yeah. I want to do it.
Okay. Yeah. So you recently built a new building in New York. Why did you decide to build your headquarters in New York? You tore down the building you had built the new building took a couple years and cost maybe $3 billion or something like that and it's now open. Are you happy you made that decision? And are you going to build a similar building in London now?
Yeah, we are. So if you look at what we have, we spend $40 billion a year in on people, uh, which is important, $4 billion a year on real estate. We want to have great great real estate. Uh, the old building wasn't fit for purpose. It was too small. Couldn't handle our trading floors. I looked everywhere. I looked downtown. I looked at Hudson Yards. I looked at uh I looked at buying Vanderbilt. Uh, but we could tear that building down. We could buy air rights. You know, I thought it was the best location in the best city. Uh, and then we should build it there. We're quite happy we did it. It's beautiful. It's got 14 places to eat. Got Morgan's Pub, Guinness Beer. Uh, it has sushi bars and hamburger and deli provisions. People like Danny Myers helped us make sure it had the right vibes when you go there. It's got sweet greens, you know, eight trading floors, full city blocks. Uh, yeah, it's a beautiful place and people like going there and people bringing their moms and dads and kids to show it. Uh, when you walk in, it's also got a big American flag up front blowing in the wind inside. And so, uh, yeah, I love it.
So recently you've been uh talking about the importance of of the United States and are celebrating our 250th but also investing in things that are security related. Uh what made you uh focus on that and you're now going to commit what a bill a trillion and a half dollars over the next 10 years for this kind of investment? Why did you decide to do that?
Yeah. So I've always been a patriot and like you know you talk here about growth uh you know growing the economy and the grievances of of America which is a lot of legitimates we got to deal with to get policy right but one of them was this notion that we ended up being so reliant on other people some potential adversaries for things critical to the security of the United States and it wasn't just us allies too so we did some real research across 28 industry groups and you're talking about rare earth which you all know about active pharmaceutical ingredients which some of you may know about, you know, obviously military production, drones, air, cyber, satellite. What are the things you need for resiliency that we already did a lot of it and we wanted to do more realizing it was a an important thing to do? How we got here? I don't like crying over spilled milk, but we should never have been here. Uh, so that's a trillion half dollars. My guess is it'll be quite a bit more than that by the time we're done. We've had a deluge of interest in it. Then we have we hired Todd Combmes who's just a world-class investor and a world-class person who's got his own deluge coming in to invest you know 10 billion and probably more and we certainly probably have partners in that in helping companies with growth capital they need to grow to build the next plant or something. We did real research on supply chains. There's a lot of companies that you know provide what's important for basic important military equipment that need help to grow. They could be private companies or bigger companies. There's a venture capital component. We're also going to do research. So think around the ship building ecosystem. Uh and then and policy. A lot of things that are wrong are policy reasons how we how we're allowed to procure in the military. Uh things like permitting, EPA laws. You know, if you want to keep this country safe and secure, we need to do this work. We need to do it now and right away. It also will be extended to, you know, nations in Europe, you know, Australia, Japan, South Korea, uh, uh, a Australia, etc. And it's just important we do it. National security, you know, if you didn't, if you didn't get the wakeup call in February when, you know, 300,000 Russian troops invading Ukraine, you know, the world's not safe. It was never safe. We just got lulled to a false sense of security. The big biggest safe thing to have is the strongest military on the planet.
So, uh, Jamie, uh, you went to Harvard Business School, graduated as a Baker Scholar, top 5% of your class. You could have gone to Goldman Sachs, Morgan Stanley, all the famous firms. You chose to go work for a person who was a friend of your father's name is Sandy Wild. You did that and then when Sandy left, you stayed with him and then ultimately you guys uh went to City Corp and then he fired you. And um did you ever think then that you'd be coming back and running the most important bank in the world at the time you got fired there or what were you thinking at that time and I I said you should come into private equity. I went to see you and I said why don't you come to private equity and you you didn't seem that interested but
the biggest money offer I ever got in my life was from this guy over here. It was never about money for me and uh I knew after I got fired that they were going to screw up city because I knew how stupid some of the things they were doing was. Uh but no and I didn't I didn't think that way. I just, you know, I took time. I thought about all these various alternatives. I spoke to a lot of people, you know, and then I went to Bank One. I love the Home Depot guys. They were talking to me and uh but I had to confess to them and I walked in, I'd never been in a Home Depot until my friend made me go that weekend before I had dinner with Arthur Blank, Bernie Marcus, and Ken Langon. And I just loved their culture, but I'd never been in a merchant business. and I'd been on, you know, kind of the Wall Street trading, uh, you know, insurance, etc. Uh, but, you know, bank was there. I thought it was going to be tough. I put half my money into it. I moved my money in Chicago. I love Chicago. And I all I thought about is just do the best you can. I I don't like it when senior people complain. I always had a no wine sign. Suck it up and do the job. That's that's all it was. And that's I just go about the work, you know, and you division by division, person by person, department by department, tech by tech, you know, try to build something great. I I had my eye on JP Morgan Chase and you know a couple years I thought it would never happen because we were so small and not doing well. But you know four years later we had you know done a good job at Bank One. The values were close enough. Bill Harris and I know each other. We merged the two companies. Then I had a dream that if we did it right we could make this a great company. Then I really did like that was
What do you think is the most important thing you did that put JP Morgan ahead of every other bank in the world? What is it? Is it that you worked harder? uh you hired better people around you. What were the things that you think their most important thing that made JP Morgan what it is today?
I think first of all I want to a lot of people do things better. So to say we're the best and everything is not right. And I think that's one of the reasons sometimes we do better a little bit which is you know I'm relentless detail facts analysis no bullshitting no meetings after meetings. Share all the information. Put it on the table. Put the dead cats on the table. Go through system by system by system by system. Get out in the road. You know visit other companies. They all do things better than you. Learn, learn, learn, learn, learn and be relentless about doing it. Big companies slow down. They become complacent. They become bureaucratic. All that stuff arrogant, you know, is the petri dish of politics. You know, as Jeff Bezos says, you know, that kind of stuff leads to stasis and death. And if you don't believe me, I you know, you look at all the companies who failed, huge, wonderful companies. And, you know, it's because of things like that. So, I'm kind of relentless about driving stuff. Nothing's too small to care about. So when I go around my company, I was listening to you talk about, you know, Chris running Hilton. Nothing's too small to care about. You know, hey Chris, I want to be able to read when I'm having shampoo or conditioner. Okay, that's my one big beep. And also one button to turn off all the lights when you get in these fancy rooms or something like that and you're tired and you're going to go to bed. So just you that's what management is. It's relentless attention to detail, getting strategy right, investing your capital, not being beholden people, but the most important is you that the people at the company can contribute to the best their ability. They know that you, the boss, don't know everything. Uh, and they know that you just want to do the right thing for the company, the client, or the community. And that's the only goal. There's no other goal. Uh, we don't pander to Wall Street about, you know, quarterly earnings or stuff like that. I' I've never spent any time in that in my life. uh just try to do the right thing for the right reason and do it quickly.
Now, you used to I don't know if you still do this how technologically proficient you are, but you used to uh come in every morning with a list of things to do. You wrote it down on the handwriting.
I hesitate to do this because the TV out there and so the TV's going to zoom in on it. I did that once with a credit card. They took my number and immediately got stolen by criminals and uh yeah.
I hope I does say anything bad about the press on here. Uh.
Okay. So, um, now many people in the business world, they're out socializing, all kinds of other organizations. You don't do anything. You just run your bank and you spend time with your family. Isn't that boring?
No, I love my family. I love all of them. I got seven grandkids and one more coming. Uh, we take our family vacation together. That's the most important thing. The the second most important is my country that I do spend time on, you know, with my own time, my own effort. My company obviously gets involved. I love business. I think if I you know she's talking about I don't do a lot of black tides. I don't play golf. I don't do red carpets. I do a little bit, you know, uh but I love what I do. I mean, it's not like I I don't feel like I have any regrets at all about doing that. And I feel, you know, if JP Morgan Chase does well, I can help our employees. I help my clients. I help my communities. I help my country. I help the world if I do a good job. You know, I always tell people if you know if if we don't keep JB healthy and vibrant, I I cannot do those things. That's what the other side of that lay people off. You It's miserable. Your life is terrible. And Okay. Um, so I fight hard to make sure we're healthy and vibrant.
Now, you flirted at times with maybe running for president of the United States. Are you still thinking maybe you would ever do that?
Yeah. I never really flirted with it. I simply asked someone once, "What does it entail?"
Okay. And they told me that was it.
All right. Um, and it entails a lot. I mean, it's it is a it is a huge thing, but I I love I love what I do, and that's this is what I intend to be doing. So.
Suppose a president of the United States said, "I'd like you to be Secretary of the Treasury or chairman of the Federal Reserve Board." What would you say to that?
Well, chairman of the Fed, I'd put in the absolutely positively no chance, no way, no how for any reason.
Okay. Secretary of Treasury, I would consider you if a president calls you up and asks you to do something, uh, you know, you should consider it. So I would take the call and consider it and think about why and what they want etc.
But what what they want and how they want to operate that would be important to me. I like my job. I've been my own boss for pretty much 25 years and I like it that way. when they
the LA I was in Peru at the APEC meeting or something like that and I was coming on stage like this a televised thing and as I was walking up you know the per person questioned me I think it was from Bloomberg you know said uh the president just tweeted that he likes you or something like that but you're not going to be secretary of treasury and she asked me on national TV I said that's good because I like being my own boss.
So when the we both like it that way. When when the great recession happened um were you worried about the viability of our financial system. Your bank was in pretty good shape. Were we worried that more many investment banks and commercial banks want to go under at that time?
Well, a lot of them did, you know, and yeah, a lot of companies around the world, a lot of non-banks around the world went bankrupt, you know, JP Morgan, we did a lot to keep people afloat. We took a lot of risk to do that. We worked with governments around the world. It was, it was terrifying. and it was, you know, 247 and uh, you know, people just trying to do the right thing to make sure, you know, we kept the
Do you think there's a chance of something like that happening next couple years? You think we're much better protected from that kind of problem?
Well, there's there's no chance that you're going to have that kind of problem, but you know, there are chances you have a problem somewhere somehow. You know, the biggest unknown is is geopolitics, you know, and it's not like and you have to be dangerous careful you talk about it's not like that's going to determine what the economy does in 2026, but it is a moving tectonic plate. You know, alliances, you know, obviously this terrible war in Ukraine, which we need to do as much as we can to help Ukraine, but aiden embedded by an R and Russia, somewhat by China, those folks have told you what they want to do. They want to dismantle the system set up they think by America but it's set up by the western world after World War II has been quite successful. Yeah, there there are a lot of forces at play and you know uh and people are going to have to choose you know how they want to play this play this for now. So yeah, that that would be my greatest concern and that that's about the future of the free democratic world. That's not just about America.
Are you are you worried about the overregulation that some people in the banking world think that is occurring now or do you think the regulations are okay now?
My biggest you know the problem with regulations when you talk to some people it's always act like it's more or less well and a lot of you deal with regulations I think you can create more liquidity in the system you know more capital uses more lending capability reduce rules and regulations which cause when there's complaints about debanking and complaints about X I think we could make the system better work better cheaper work for more Americans and safer you know and what what bothers me the most is when we talk about regulations that no one ever steps back and say what are we trying to accomplish and why do we want to accomplish it what's better this or that because no matter what you do there pros and cons so like take the system as you know banks are very strong today but take the system as a whole we've gone from 8,000 public companies to 4,000 public companies is that what we wanted because that's what we did we did it with no forethought without even thinking about it but it was you know years of rules and regulations that made it costly and latigious and hard and you know we that institutions like ISS and Glass Lewis, you know, vote 30% of the shares in America, you know, and and so yeah, I'm quite concerned about that we get regulations right. We all want safe financial system and safe food and safe but it doesn't mean you have to have endless regulations. Regulations should be reviewed and improved all the time as opposed to what we do today. I put that in a lot of policy. We just add things on top of things. And if you look at policy in America, well, our affordable housing, it's all about policy, you know, zoning policies, permitting policies, housing policies, you know, it's all about policy. It's got not a damn thing to do that people don't want to build homes or move into homes, you know, and I can say it's about a mortgage business. We made it more expensive because of rules and regulations. Education, you know, we don't measure the outcomes of high schools and community colleges and colleges. How many jobs they get at what income levels? And we could do it. So look at work skills. We're going to need 200,000 welders. We need welding schools. So if government's going to have policies, you have policy that aids and abetss and in sense and has the guardrails to create the right behaviors. You know, not endless policies that like slow things down, which is what we have. You know, we're go we're slowly going the way of Europe. You know, Europe, you may not know this, has gone from 90% per person GDP of America to 65%. That's what they've done. It was all policy. A lot of the policy done in the name of good and that's what we do all the time where endless you know rules and regulations that create these things. I also think you all should learn to call it not red tape but blue tape. Blue tape. Okay. The Democrats love that crap. And then they want to make it latigious. You know that every flaw ever that ever happens is on purpose by by uh bad people. So, uh, policy, we need good policy, and we're going to be fighting much more for good policy this year at JP Morgan.
So, recently, uh, there's been, uh, some comment by you about the independence of the Federal Reserve Board. Um, what more might you want to say about your view about the importance of the independence of the Federal Reserve Board?
Yeah, I, you know, people, too much ink gets spilled on certain things. Everyone I know, including the president of the United States, says we need an independent Fed board. Most people I know, including the president of the United States, speak up about their opinion, which they're free to do. Some say it more aggressively than others. That's their right. The question is only about when certain things take place and think of lawsuits and stuff like that. Does it chip away at that independence? There's some spectrum. So you can say a little bit, you can say a lot, but you don't want to chip away too much because if you chip away too much, in my view, this is my opinion, it will drive rates higher, not lower. That's all.
And you that's not a job you would take if the president of the United States said to you, "I'd love you to be the chairman. You'll be very independent." You wouldn't take that.
I would so much more prefer this job than that job. That's a hard job, but I don't want to do that job.
So, um, Warren Buffett more or less invented the idea of writing a letter to shareholders that everybody reads. Uh, you have, uh, done the same, and now Warren Buffett's probably not going to write his letter anymore, and yours is widely, uh, read. How much time do you put into writing that letter? And do you get nervous that so many people are going to pay attention to every single word you have to get it exactly right?
Yeah, I do. I do all of that. So I first of all I kind of I I've been reading his letters my whole life and I in fact I got his letters from 1956 when it was a partnership in private. And uh and he said you should speak to your sher like your smart sister or mother something like that. Explain to them what you're doing and why you're doing it. Uh so I I do that. I make a list of questions. I get the questions I do it myself. I ask shareholders. I get, you know, my own management team or like what is the most important stuff for JP Morgan and uh uh and I kind of make that list. I start writing. I spend a lot of time on it. Very often I use to answer the question. I don't know the answer and I actually do the work. So now I'm like doing a lot of research while I'm writing the letter to answer the question. What are we going to do? Is what we did the right thing? Should we do do more of it? How are we going to use you know AI or open banking or whatever the question is? debanking what is the real issue and I then I try to explain it uh uh in terms to our people and then I start doing public policy because no bank is actually stronger much stronger than the country it lives in and you know and Suzanne showed you that 3% growth versus 1% growth you don't know how accurate that is about what it does so I had done this goes back but America uh from 2000 to 2020 grew 2% a year had it grown 3% % a year, which I think was eminently achievable. Our GDP per person would be $20,000 more a year today per person, which would afford a lot of safety nets, a lot of infrastructure, have a lot of taxes, and we didn't do it. And it's around, you know, basic things. So, I started to do more of that. What are the things that we could do that can, you know, foster growth, secure the country, make it healthier place, lift up all of our citizens? Almost all by here's another one. almost all of the bad policies we have, the thing know that's inner city schools don't work, immigration policy, you know, some of the stuff we do in immigration, permitting policies, schools, almost all of that hurts lower paid people more than anyone in this room. So, in some ways, we could ignore it because it's not really affecting us directly because your kids don't go to those schools. Are you not as worried about that? You know, they have the lower income folks have worse health care, worse job prospects. It's become intergenerational. Their schools don't work. they have more crime and that's what we did. That was us. That was all policy and you know and then people stand behind ideology of morality on both sides you know thinking that they did stuff to fix it and they didn't you know and so I you know I have a frustration around that and obviously I feel the same way about the security and resiliency things like permitting I I always make a list of what are the more how we do with mortgages and affordable housing. So we may start a new one called the American dream. We do a lot to do mortgages, affordable housing, health care, uh skills, jobs. Uh I would double the urgium tax credit or something like that. There are a lot of things we could do that would grow to 3% and help all of our citizens and secure the nation. And we better do it pretty quick because on the security side, we don't have forever.
Now, are you worried about the size of the US debt? We have $38 trillion of debt. We're adding two trillion every year. Do you see any way that's going to be solved? Then do you worry that this is going to impact the value of the dollar at some point?
Yeah. So the the so I agree with Chris if you look at the economy today there's a lot of good short-term things like think of this year you know the one big beautiful bill there's a lot of stimulus the Fed is buying bonds again that's you know they don't call it QE I would but it lifts up asset prices uh and stabilizes certain markets uh deregulation is is real and it's going to also drive animal spirits a lot of investment coming to the United States and AI that's all good and that's probably going to drive stuff there are I call this geopolitics and the deficit. I call I call those more like tectonic plates. They're difficult. They're moving. They may crash. We don't know and we don't know when. So, it isn't a 2026 issue, but our deficit is almost $2 trillion this year. Our debt to G our debt total debt is 30 trillion. Then it's be next year 32, then 34, then 37, then 40. It it is not sustainable. It will not work eventually. I just don't know when that is. The biggest the best anecdote is growth. I mean, if you just model anything, growth will make up for it. And that and growth good I always tell people good policy is free. Good policy is free for God's sakes. Like we already spent $800 billion in K to2. You know, stopping people from building stuff is free and it'll create jobs. It'll create productivity. And so yeah, that that I do quite worry about that. I think they're fig I think that that when we have time, we have time to get the policy right, to grow the economy. Uh uh and then we're going to have to start making some other choices, too.
So, um you're you know Warren Buffett and you admire him. Recently, you hired somebody that was working for Warren Buffett and to come do some investing for you. Was that difficult to call Warren Buffett and say, "I'm taking one of your people or he didn't really care."
No, because I think it's a free country and people can make their own decisions. Uh um and I did call Warren and you know, he probably wouldn't have preferred it, but he said if if he's going anywhere, at least he's going to you. He was on my board, so I knew him. Uh and I'm thrilled to have him. He's just a high class individual, brilliant investor. You know, I have a lot of incoming ideas to invest in. So, you're going to see us do investments in some of these security resiliency related companies from the venture side to more of a merchant banking large type of deal or something like that. So, uh, but he, you know, he he was an individ. He'd been with Warren for 16 years. Uh, he loved it. Uh, he was already thinking about what he really want to do in the next stage of his life. But this was like a patriotic move. It's different. He loving it. He has an office in the on our floor, you know, he's seen people we all know all the time, and it's been just a great ad to the company. So.
Of all the things you do, is the most enjoyable getting to meet with members of Congress. When you come down here, is that an uplifting experience when you come down to meet with members? How do you like that?
So, you should know I do it all the time. I think it's, you know, it's part of my job. I like years ago I said, you know, government is our another line of business. It is. We take it seriously and to make an important point here. It is and the chamber does this, which I think they do a great job. Congratulations, Suzanne and Ross. You got to get engaged. It's very easy to say no. There are a lot of people in the Congress, House and Senate, who want to do the right job, and they need help to do the right job. I'm not insulting their intelligence. They're quite bright, but you know, they need the research, the facts, the analysis to figure out what to do when these complex issues come up. So, I think we all need to do it. And the only thing I'd urge you all to do when you do it, don't always make it prochial about your own self-interest. It should also be about what's in the interest of the United States of America. You're all going to do fine anyway. And there's just too much. This happens from everyone. It happens from, you know, unions and government and businesses where it's the self-interest is so high. It actually is part of why we have 2% growth and I think we should all like open our eyes a little bit, make sure we do the right things. You know, it's okay to fight for it for you, you know, for your own interest. But, uh, but there's too much of that going on.
A lot of people in the top levels of financial world found it difficult to have only one spouse. Um, you've managed to have one spouse for how many years now?
I have a wonderful, unbelievable spouse, but one is enough.
Okay. All right. And so, what do you do in your spare time? time. I mean, you can't be working all the time. Do you have any hobbies? Do anything other than worry about worry about the JP Morgan?
Yeah. So, my daughters, who I also love deeply and I have wonderful son-in-laws, once said to me, "Dad, you need more hobbies." And I was like, "Wait, what are you talking about?" I we we take all our family vacations together, you know, around the world. We enjoy it. Uh um I love history. I love wine. I love music. I love reading. I love uh arts. I love We watch movies together. That's what I like.
Okay. I mean, I'm not looking to do other stuff. And we hiked together. We used to play tennis together. I can't play tennis anymore. So, that's what I like. Those are my sports. We all do the gym together. Uh we have lunches and dinners together. We have family dinners like almost every Saturday or Sunday night. That's what I like and that's what I'm going to do until I'm no longer here.
And do you um have you ever had your credit card denied? I mean, you have a lot of you I mean, does anybody ever deny Jamie Diamond?
Yes. Yes. My own credit card has denied me several times and I'm sitting
And what do you do? What do you you tell them who you are?
Well, it doesn't work to tell them who you are. They don't know who I am. Uh fortunately, I'm using it with someone else and I said, "Take your card out." But it's sometimes for very good reason because the card was stolen and that number would be used and they would just want to stop it. We have better algorithms now where you know even if my card was stolen, if I'm going to the same restaurant I've always gone to, it can get approved. you know, even though the number is already out in the marketplace trying to be used to buy TVs or jewelry somewhere or something like that, the most annoying and I get I I get these complaints and very often I get complaints. They say, "Oh, that's our rules." I'm like, they say, "Yeah, that may be our rule, but it's not the way to treat someone." You know, like we had someone who didn't pay a very good client. They had a credit card. They spent, you know, thousands of dollars a month. They did they always didn't pay on time, which happens to some of you, too. Uh uh and then the wife went to buy a bagel at a bagel store and it got turned down and I'm like really really is that how we should treat so change the goddamn policy you know and like because they hadn't paid $100 minimum balance or something like that. So yeah that you you have to fight hard to make everything better all the time and the first way you do that is you you and your teams should read these things that customer complaints go to the call centers go to brand I ask people the brands what is the biggest complaint you have and sometimes they tell me I say why do we do that you know why would we do that you know from opening like I remember going in Chicago it's freezing out and the branch was supposed to open at 10 there's all they hanging out you know it's 10 it's 10:01 and they fly open the rest And they say, "Well, that's the rule. They can't open till 10." I said, "When that little lady's next time, open the door. Give her a hot cup of coffee." So now I mandate they got to open the doors, which we better still be doing, by the way, 10 or 15 minutes ahead of time. I don't want to hear that crap. Treat people the way you want to be treated, and if our policies don't work, rewrite them.
Now, did your parents live to see your success? And what did they say? Did they say, "We always knew you were going to be the CEO of JP Morgan. It was going to do well." Or what did they say?
My my mom had a little of that. you'll be a general one day or something like that. But, uh, they they both died in 2016 literally together in the same bed, same within 12 hours of each other. Uh, so they got to see, you know, a lot of it and were quite proud. You know, my, you know, my grandparents were all Greek immigrants who didn't finish high school. Um, so I'm part of that story. Uh, and they instilled in all of us, you know, values and the values are have a purpose. Work hard, make the world a better place, treat everyone, treat everyone properly and equally. uh and they got to see that. So they're proud of all their all of their sons. My twin brother's an educator, my older brother is a physicist and so it wasn't about my dad was a broker, you know, so but it wasn't about going to financial services. It was about, you know, making the world a better place. Values I'm sure a lot of you have.
You have a twin brother?
I have a twin brother.
And is that easy being Jamie Diamond's twin brother? You think
he he No, he loves me and uh and vice versa. And you know, he is it's having a twin brother is an unbelievable thing. And so of course early on we foughten up. We got closer over time. We adore his wife. We he comes over to a lot of those family dinners, you know. And when I when I had cancer, he came to see me every freaking day.
And you're fully recovered now from your
No, I'm fully recovered. Yeah.
And how many times did people think that you are because you're in the financial service world, you're Jewish? Do you get a lot of that or did you get
it's that and my name is D I M O N but it would have been Deatrio so it's like an Ellis Island short name and my wife's last name was Kent and she is Jewish so uh a lot of people do um so
So final question. But but but my kids I mean I hate anti-semitism so I'm just make that clear should be fought everywhere all the time. Final question. What would you like people to know the most about uh JP Morgan if they walk away from here today? What would you like people to take back in their head about JP Morgan? About what it is, what it's done, or what it stands for?
That we are a we will stand by good clients in thick or thin. That we always try to be better. That we are strong, but that strength is for you. That we want the community to be better. We want your companies to be better. We want the country to be better. We'll do our part making this a better world. And we do it with a forethought and with every senue of our bodies to try to do the best we can. And if you and if we and we God knows we make mistakes, we will say we made a mistake. We're sorry and we'll fix it. That's what we'll do. And uh.
Well, congratulations on your success. Thanks for being here.
David. Thank you. Enjoyed it. Thanks a lot. Bye. Thank you, folks. Thank you very much. [music] Please welcome CEO of Madison Air [music] and vice chair of the board of the US Chamber of Commerce, Jill Wyatt. Thank you all. Well, I am feeling very inspired today. And Chris, I will tell you if you're still in the room, I am a delighted Hilton Diamond member. And I have never felt younger now that I know I'm the only person who can read the products in the bathroom. We uh walk away today armed with new insights thanks to the conversations we have been lucky to hear today. And thank you Suzanne for your very powerful statement of purpose and to the