WEBVTT -  Charlie Scharf

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<v Speaker 1>One of America's most experienced financial service executives is Charlie Sharff.

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<v Speaker 1>He's currently the CEO and chairman of Wells Fargo. Previously,

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<v Speaker 1>he'd served as CEO of Visa and CEO of BNY Mellon.

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<v Speaker 1>He's also held senior positions at JP Morgan and City Corp. Recently,

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<v Speaker 1>I had a chance to sit down with Charlie Sharff

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<v Speaker 1>to meet with him in Washington, d C. To talk

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<v Speaker 1>about his extraordinary career. Right now the Federal Reserve as

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<v Speaker 1>a chairman J. Powell, and obviously there's some dispute about

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<v Speaker 1>whether he should be investigator or not, at least in

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<v Speaker 1>the view of the president. What is the view of

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<v Speaker 1>the banking community. Do you think that fed's independence is

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<v Speaker 1>being compromised.

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<v Speaker 2>The independence of the FED is critically important, not just

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<v Speaker 2>here in the US but in other parts of the country.

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<v Speaker 1>And when you think.

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<v Speaker 2>About just the way our governing system works, you know,

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<v Speaker 2>it's different than a place like China, where there's long

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<v Speaker 2>term management, long term goals, high coordination across all the

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<v Speaker 2>different areas of government. You know, here we have, you know,

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<v Speaker 2>a political infrastructure that turns over, which has points of

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<v Speaker 2>views and we have a more long term structure in

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<v Speaker 2>place at the FED. The committee vote is extremely important,

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<v Speaker 2>and so you know, creating the right kind of balance

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<v Speaker 2>between physical and monetary policy to get to the best

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<v Speaker 2>outcome is extremely important. There's no reason in my mind

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<v Speaker 2>why the president should have a point of view. All

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<v Speaker 2>presidents have for a long period of time. They've done

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<v Speaker 2>it in different ways. This president does it very vocally

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<v Speaker 2>in terms of what his points of views are. But

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<v Speaker 2>even as it comes to you know, who he's choosing

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<v Speaker 2>to nominate for the FED. You know, in this case,

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<v Speaker 2>he's chosen someone who has a point of view on

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<v Speaker 2>what's going on in the world, AI, what it's going

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<v Speaker 2>to mean for jobs, what it's going to mean for productivity,

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<v Speaker 2>and it's got to be approved by Congress. But this

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<v Speaker 2>idea that there's total separation is just not true.

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<v Speaker 1>But it is true.

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<v Speaker 2>It's the actual decision making.

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<v Speaker 1>Eventually the person nominated by the president will be confirmed.

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<v Speaker 1>Do you think would be difficult for him the lower

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<v Speaker 1>interest rates at this point, given where the economy is.

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<v Speaker 2>Yeah, I think right now there's pretty clear consensus that

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<v Speaker 2>would be the wrong thing to do. Until the Iran

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<v Speaker 2>conflict is clear, what the end is in sight. There's

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<v Speaker 2>real risk out there, and I think as you hear

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<v Speaker 2>voting committee members talk about if there's a high degree

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<v Speaker 2>of consistency, including I think from the Treasury Secretary in

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<v Speaker 2>terms of you know, waiting to see how this all

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<v Speaker 2>plays out, and that seems like the prudent thing to do.

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<v Speaker 1>What do you think the impact is on the economy

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<v Speaker 1>of the war today?

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<v Speaker 2>Right now? From everything that we see, the economy is

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<v Speaker 2>still extremely strong. We just we all just reported our

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<v Speaker 2>first quarter results. In the banking space, loan demand is decent,

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<v Speaker 2>Delinquencies on the consumer side are extremely well controlled. Consumer

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<v Speaker 2>spend is growing on a year every basis. Need more

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<v Speaker 2>money on gas, but making adjustments in some of the

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<v Speaker 2>other categories. Businesses have gone into this in strong financial shape.

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<v Speaker 2>So those are all the good things. But then when

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<v Speaker 2>you ask them how they feel, everyone's nervous and so

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<v Speaker 2>you know, they're not laying off, but they're not hiring

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<v Speaker 2>to the extent that they would hire. Neutral to just

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<v Speaker 2>beginning to see some potential for some negative impacts. The

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<v Speaker 2>real question is going to be is how long does

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<v Speaker 2>oil and gas prices stay high. People always think about,

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<v Speaker 2>you know, the gas pump but it's all these other

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<v Speaker 2>things that matter. They're fine for a while because they

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<v Speaker 2>have long term contracts to buy some of these things,

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<v Speaker 2>but that will come down the pike, and if the

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<v Speaker 2>conflict ends, the straits open up, production returns in some

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<v Speaker 2>reasonable period of time, there will be this impact on

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<v Speaker 2>consumer spend on some of these other things. But in

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<v Speaker 2>that kind of environment, it won't be damaging. If this

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<v Speaker 2>goes on for a longer period of time, it can

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<v Speaker 2>be more.

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<v Speaker 1>Is it better for banks generally? If interest rates go

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<v Speaker 1>up or go down.

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<v Speaker 2>There's the short term impact and then there's a longer

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<v Speaker 2>term impact. You know, we have a lot of money

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<v Speaker 2>where we pay zero rates, and so when what we

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<v Speaker 2>earn falls, then that squeezes our margins because we can't

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<v Speaker 2>lower zero what we pay customers or point five basis points.

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<v Speaker 2>Rising rate environment is certainly helpful for something like that,

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<v Speaker 2>but what's most important is like, what are the reasons

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<v Speaker 2>underlying it? Because the amount of money that will make

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<v Speaker 2>in any given quarter from a favorable interest rate curve

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<v Speaker 2>for us is deminimus compared to what it does to

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<v Speaker 2>the underlying base of our customers. So if the economy

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<v Speaker 2>is healthy, the economy is growing, inflation's under control, people

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<v Speaker 2>are growing inventories, people are spending. That's what's going to

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<v Speaker 2>really drive Profitabilitia Banks, ninety five percent of our revenues

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<v Speaker 2>come from the US. We really live and breathe by

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<v Speaker 2>the success of the US customer in the US business.

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<v Speaker 1>Are you worried about the value of the dollar? The

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<v Speaker 1>dollar has gone down since President Trump has been office.

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<v Speaker 2>I think it's something we've got to be conscious about.

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<v Speaker 2>You know, the position the US dollar has in the world.

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<v Speaker 2>We can't assume that we just have this God give

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<v Speaker 2>and right to be the reserve currency. But it's going

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<v Speaker 2>to take a long time for people to get comfortable

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<v Speaker 2>with something else other than the dollar, and it's in

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<v Speaker 2>our control.

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<v Speaker 1>But about the US debt, we have, you know, thirty

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<v Speaker 1>nine trillion dollars of debt.

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<v Speaker 2>And that's one of the issues that's got to get solved.

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<v Speaker 2>Because you've got people who are in office for four

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<v Speaker 2>or eight years, they've got their own agenda on what

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<v Speaker 2>they want to accomplish. They're not going to be there

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<v Speaker 2>to solve that problem. And they don't have the same

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<v Speaker 2>kinds of immediate pressures that companies have when they become overleveraged.

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<v Speaker 1>Recently, the concern has been in the Financial Committee about

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<v Speaker 1>something called private credit. So is that legitimate concern? Is

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<v Speaker 1>private credit about the crumble in some way?

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<v Speaker 2>No, I don't think private credit's about to crumpline when

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<v Speaker 2>you look at private credit, when you just look at

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<v Speaker 2>the size of private credit, it's not big enough to

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<v Speaker 2>be a sis stemic risk broadly the way we think

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<v Speaker 2>about systemic risks that have existed in the past. But

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<v Speaker 2>it's credit, and there's been a huge amount of money

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<v Speaker 2>that's flown into these products, both institutional and retail. And

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<v Speaker 2>we've all seen this in the past when there's just

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<v Speaker 2>when there's a lot of money that needs to get invested,

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<v Speaker 2>because that's the only way that these firms get paid

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<v Speaker 2>is to actually invest. It doesn't always work out well.

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<v Speaker 2>And we're in an area where we've been in this

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<v Speaker 2>bull market for a long period of time. We haven't

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<v Speaker 2>seen any recession in over a decade. You will see

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<v Speaker 2>credit deterioration at some point in time.

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<v Speaker 1>Has AI changed your job very much? You use AI

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<v Speaker 1>in running Wells Fargo.

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<v Speaker 2>I personally do. We've enabled most of the company with

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<v Speaker 2>some of the basic AI tools, but we're at the

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<v Speaker 2>very beginning, and you know, we're kind of going through

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<v Speaker 2>pieces because we've got a monitor it in a couple

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<v Speaker 2>of different ways. Number one is how we use the

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<v Speaker 2>tools ourselves to either become more efficient or deliver differentiated

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<v Speaker 2>products and services for our customers. Number two is we

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<v Speaker 2>lent a lot of money to a lot of people,

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<v Speaker 2>and so understanding how AI is can impact their businesses

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<v Speaker 2>matters a lot to us. And then we've got the

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<v Speaker 2>question of just like, how how's AI going to change

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<v Speaker 2>our business model? We're most advanced in that order, but

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<v Speaker 2>we're towards the beginning of it. But it's incredibly powerful

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<v Speaker 2>and we're going to see meaningful benefits.

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<v Speaker 1>Revolute is a company with now a private market value

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<v Speaker 1>of seventy five billion dollars, headquartered in the UK, and

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<v Speaker 1>now they're trying to get a US banking license. Does

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<v Speaker 1>that worry you as a potential competitor to Wells Fargo

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<v Speaker 1>and other banks like yourself, that they can build a

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<v Speaker 1>whole banking system without any bricks and order.

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<v Speaker 2>We think about the competitive advantages that we have versus

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<v Speaker 2>who we compete with. When you just kind of step

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<v Speaker 2>back and look over the last ten or fifteen years

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<v Speaker 2>and say, you know, what have the FinTechs done to

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<v Speaker 2>the banking space. I think, first and foremost, it's made

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<v Speaker 2>it very clear to people who run banks that the

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<v Speaker 2>motes that have existed that have allowed you to move

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<v Speaker 2>slowly are no longer going to protect you. In fact,

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<v Speaker 2>you've got government and regulators that are telling it you

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<v Speaker 2>need to do more. So banks have woken up to

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<v Speaker 2>the fact that you have to compete not just with

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<v Speaker 2>regulated institutions, but non regulated institutions. And we come at

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<v Speaker 2>this with this great position of strength, which is we

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<v Speaker 2>have trust, we have the FDIC insurance, we have a

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<v Speaker 2>huge customer base. When you're at a big company, you

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<v Speaker 2>sit and look at small companies and say, oh my god,

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<v Speaker 2>look how quick they can move, the great products, they

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<v Speaker 2>understand the customer. All those things are true. And then

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<v Speaker 2>when you go to one of those companies, you look

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<v Speaker 2>at a company like us and say, they have seventy

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<v Speaker 2>million customers, and if they were to get some of

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<v Speaker 2>these things right, think about how hard it's going to

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<v Speaker 2>be for us to compete with them. So it puts

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<v Speaker 2>a huge amount of pressure on us to have to

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<v Speaker 2>deliver things in different ways. If we didn't have that

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<v Speaker 2>kind of competition, but we know it's there.

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<v Speaker 1>So today on Wells Fargo, what is your the market capitalization?

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<v Speaker 1>The market value today of Wells Fargo's what.

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<v Speaker 2>Two hundred and fifty two hundred and sixty billion.

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<v Speaker 1>Okay, And how many employees do you have?

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<v Speaker 2>Two hundred thousand?

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<v Speaker 1>How many customers do you have?

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<v Speaker 2>Seventy million?

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<v Speaker 1>Wow, it's a lot. And what about credit cards? You

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<v Speaker 1>have a big credit.

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<v Speaker 2>Cards, twenty something million cards.

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<v Speaker 1>Hey, have you ever used a credit card and had

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<v Speaker 1>it denied?

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<v Speaker 2>One of the truth.

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<v Speaker 1>Yes.

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<v Speaker 2>I get to Wells and first thing I want to

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<v Speaker 2>do is get a Wells Fargo credit card. And so

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<v Speaker 2>I get the new card, and I was out to

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<v Speaker 2>dinner with some good friends who run some big companies,

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<v Speaker 2>and I pull up my card and I got denied.

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<v Speaker 1>It's that person in charge of that division still there.

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<v Speaker 2>We've learned an awful lot. It doesn't get denied anymore.

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<v Speaker 1>That hasn't happened since, hasn't happened since? Okay? What about

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<v Speaker 1>the ATM business? Is that a profitable business for banks?

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<v Speaker 2>The ATM business, it's marginally profitable, but it's important. It's

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<v Speaker 2>convenience and you know, it's cash is becoming less important

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<v Speaker 2>over a period of time. People are able to deposit

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<v Speaker 2>checks on their phones and not having to go to

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<v Speaker 2>ATMs anymore. But it's a little like branches. You know,

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<v Speaker 2>we can debate about, you know, what the future is

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<v Speaker 2>going to look like in twenty or thirty years, but

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<v Speaker 2>customers tell you what they want and what they like,

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<v Speaker 2>and they like convenience. There's still plenty of cash that

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<v Speaker 2>circulates out there, especially in our customer base, and until

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<v Speaker 2>they stop using ATMs, we're going to still have them

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<v Speaker 2>for them.

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<v Speaker 1>Let's talk about your background. Where were you born?

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<v Speaker 2>I was born in Manhattan, raised in New Jersey.

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<v Speaker 1>What do your parents do?

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<v Speaker 2>My dad was what the time was called a stockbroker,

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<v Speaker 2>now we call it a financial advisor. He worked till

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<v Speaker 2>he was seventy seven. Loved the markets, still loves the markets.

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<v Speaker 2>My mom was a teacher because she wanted to be

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<v Speaker 2>able to be there when we came home from school,

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<v Speaker 2>and then ultimately went to work at AT and T

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<v Speaker 2>and went into technology.

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<v Speaker 1>Where'd you go to college?

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<v Speaker 2>JOHNS Hopkins? I wanted to be a research chemist and

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<v Speaker 2>I loved science. In high school, I loved math and

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<v Speaker 2>I love science My parents were always encouraging of learning

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<v Speaker 2>broad things and trying to find what you wanted, and

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<v Speaker 2>both my brother and I were both very much math

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<v Speaker 2>and science people. And I go to Hopkins and I

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<v Speaker 2>first semester I take organic chemistry, where you're in with

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<v Speaker 2>all the Hopkins pre meds, which was probably the worst

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<v Speaker 2>experience of my life.

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<v Speaker 1>All Right, So you said, I want to be the

0:11:26.520 --> 0:11:27.160
<v Speaker 1>head of a bank.

0:11:27.400 --> 0:11:30.160
<v Speaker 2>No banking was like, was not there yet. I said,

0:11:30.720 --> 0:11:32.520
<v Speaker 2>I want like a better education, I want a much

0:11:32.559 --> 0:11:35.520
<v Speaker 2>broader education. And I just got convinced in talking to

0:11:35.559 --> 0:11:39.440
<v Speaker 2>people that college is this great opportunity to learn a

0:11:39.480 --> 0:11:42.560
<v Speaker 2>broad set of things. I've got nothing against business schools

0:11:42.679 --> 0:11:44.960
<v Speaker 2>or things like that, but you know, there's plenty of

0:11:45.000 --> 0:11:48.040
<v Speaker 2>time to learn accounting. Most of that stuff you learn

0:11:48.160 --> 0:11:50.760
<v Speaker 2>on the job. Anyway, college is a great example to

0:11:50.800 --> 0:11:55.760
<v Speaker 2>learn about international relations, political science, psychology, sociology. So I

0:11:55.880 --> 0:11:58.320
<v Speaker 2>changed my major to what Hopkins had, this wonderful thing

0:11:58.720 --> 0:12:02.040
<v Speaker 2>called Social and Behavioral Science's area major, where you were

0:12:02.160 --> 0:12:04.640
<v Speaker 2>allowed to take a broad set of classes in all

0:12:04.679 --> 0:12:07.720
<v Speaker 2>those types of things that I just said. And I

0:12:07.760 --> 0:12:10.479
<v Speaker 2>loved it. I loved the people, I loved the professors,

0:12:11.880 --> 0:12:15.360
<v Speaker 2>the students, I love the work, and I think I'm

0:12:15.400 --> 0:12:16.360
<v Speaker 2>a better person for it.

0:12:16.800 --> 0:12:18.080
<v Speaker 1>So you graduated one year.

0:12:18.320 --> 0:12:21.040
<v Speaker 2>I graduated college in eighty seven, and so I started

0:12:21.040 --> 0:12:26.680
<v Speaker 2>going through all these interview programs, you know, the different

0:12:26.679 --> 0:12:28.640
<v Speaker 2>investment banks up in New York, because I was from

0:12:28.679 --> 0:12:32.160
<v Speaker 2>the New York area. And then something else came along.

0:12:32.600 --> 0:12:34.760
<v Speaker 1>So you got a job at a place called Commercial

0:12:34.800 --> 0:12:39.280
<v Speaker 1>Credit was a young guy was working there. Then Jamie

0:12:39.320 --> 0:12:40.480
<v Speaker 1>Diamond I think his name was.

0:12:40.760 --> 0:12:43.319
<v Speaker 2>Jamie was twenty nine thirty years old at the time.

0:12:44.200 --> 0:12:47.920
<v Speaker 2>Was CFO played a really important role, but he was

0:12:47.960 --> 0:12:52.120
<v Speaker 2>one of like six or seven really senior people, and

0:12:52.400 --> 0:12:55.320
<v Speaker 2>it was really over the next you know, three four, five,

0:12:55.400 --> 0:12:58.480
<v Speaker 2>six years that Jamie asserted himself in terms of what

0:12:58.520 --> 0:13:00.280
<v Speaker 2>his capabilities were. It's one of the things I talk

0:13:00.320 --> 0:13:01.360
<v Speaker 2>to younger people all the time.

0:13:01.400 --> 0:13:02.360
<v Speaker 1>I say, you know, they.

0:13:02.320 --> 0:13:04.280
<v Speaker 2>Always ask about you know, who you role models and

0:13:04.280 --> 0:13:06.960
<v Speaker 2>who do you learn the most from, and like for me,

0:13:07.320 --> 0:13:10.600
<v Speaker 2>it's just being able to see. You think you can

0:13:10.679 --> 0:13:13.560
<v Speaker 2>learn a whole lot from someone who's the most successful,

0:13:13.920 --> 0:13:18.319
<v Speaker 2>but in reality, you learn bits and pieces from different

0:13:18.360 --> 0:13:20.400
<v Speaker 2>people and figure out how it works for you.

0:13:20.640 --> 0:13:22.360
<v Speaker 1>How long were you at JP Morgan before you.

0:13:22.600 --> 0:13:25.320
<v Speaker 2>I was there until twenty twelve. So I got to

0:13:25.320 --> 0:13:28.400
<v Speaker 2>Bank One in two thousand. So I started out as CFO,

0:13:28.400 --> 0:13:30.640
<v Speaker 2>wound up running the retail businesses for a couple of

0:13:30.720 --> 0:13:34.240
<v Speaker 2>years when we sold Bank One to JP Morgan. I

0:13:34.320 --> 0:13:39.240
<v Speaker 2>ran the retail businesses until twenty eleven, then a year

0:13:39.280 --> 0:13:41.600
<v Speaker 2>in the private equity business, and then I went to

0:13:42.040 --> 0:13:42.640
<v Speaker 2>run Visa.

0:13:43.200 --> 0:13:45.200
<v Speaker 1>So you went to Visa, but Visas headquartered in San

0:13:45.200 --> 0:13:46.880
<v Speaker 1>Francisco and your families in New York.

0:13:46.920 --> 0:13:50.080
<v Speaker 2>So my wife eventually moved out to California. Our kids

0:13:50.080 --> 0:13:51.080
<v Speaker 2>were on the East Coast.

0:13:51.360 --> 0:13:54.240
<v Speaker 1>She moved out, she moved with you, She moved, she

0:13:54.559 --> 0:13:55.680
<v Speaker 1>moved out, she moved.

0:13:55.440 --> 0:13:59.440
<v Speaker 2>She came to join me with the dog. We were

0:13:59.440 --> 0:14:02.880
<v Speaker 2>all reunited in San Francisco. And then it just became

0:14:03.040 --> 0:14:06.040
<v Speaker 2>very clear, for personal reasons with one of my kids,

0:14:06.080 --> 0:14:08.040
<v Speaker 2>that we just couldn't be that far away.

0:14:08.400 --> 0:14:10.720
<v Speaker 1>Okay, so you moved back to the East Coast.

0:14:10.840 --> 0:14:15.840
<v Speaker 2>So I left Visa without a job and moved back

0:14:15.840 --> 0:14:16.320
<v Speaker 2>to New York.

0:14:16.520 --> 0:14:18.160
<v Speaker 1>Why wouldn't you want to go to a bank that

0:14:18.280 --> 0:14:21.480
<v Speaker 1>can't grow? How did they induce you to leave where

0:14:21.520 --> 0:14:22.360
<v Speaker 1>you were first?

0:14:22.400 --> 0:14:24.360
<v Speaker 2>I was very hard to leave because I was at

0:14:24.520 --> 0:14:27.600
<v Speaker 2>Bank of New York Mellon, which I went in maybe

0:14:27.600 --> 0:14:29.640
<v Speaker 2>a year and a half before I started these conversations,

0:14:29.640 --> 0:14:31.480
<v Speaker 2>and I didn't intend to leave. I intended to stay

0:14:31.480 --> 0:14:32.720
<v Speaker 2>there for the rest of my career if they would

0:14:32.760 --> 0:14:35.800
<v Speaker 2>have had me. But I knew someone on the Wells

0:14:35.840 --> 0:14:38.960
<v Speaker 2>Fargo board from another board that I'm on, and he

0:14:39.040 --> 0:14:41.680
<v Speaker 2>was on me about you should engage, you should engage,

0:14:42.080 --> 0:14:43.480
<v Speaker 2>you can be in New York. We have a lot

0:14:43.520 --> 0:14:45.280
<v Speaker 2>more in New York than you think, which was important

0:14:45.280 --> 0:14:48.680
<v Speaker 2>to me. And then I just kind of go through

0:14:48.760 --> 0:14:52.400
<v Speaker 2>what Wells is and I competed against them for years

0:14:53.040 --> 0:14:55.640
<v Speaker 2>and I believed, and I believed today more than ever.

0:14:55.760 --> 0:15:00.560
<v Speaker 2>It's an incredibly important, amazing financial institution in this kind

0:14:59.920 --> 0:15:04.520
<v Speaker 2>of which lost its way on a series of things.

0:15:05.000 --> 0:15:07.600
<v Speaker 2>And if you sit there and say, if those things

0:15:07.640 --> 0:15:10.160
<v Speaker 2>are all fixable, and someone were to hand you the

0:15:10.200 --> 0:15:14.000
<v Speaker 2>Wells Fargo franchise that had been underperforming, that had been

0:15:14.040 --> 0:15:17.760
<v Speaker 2>restrained for so long, that's like a dream job. So

0:15:18.200 --> 0:15:19.520
<v Speaker 2>you know, you got to take the risk that you

0:15:19.600 --> 0:15:22.280
<v Speaker 2>believe you can get through these problems with the government,

0:15:22.640 --> 0:15:26.000
<v Speaker 2>by the way, in a difficult environment with the Biden administration.

0:15:26.640 --> 0:15:28.600
<v Speaker 2>But if you come out on the other side. It's

0:15:28.640 --> 0:15:29.560
<v Speaker 2>incredibly exciting.

0:15:29.840 --> 0:15:33.600
<v Speaker 1>Before you came to Wells, they had a problem and

0:15:33.840 --> 0:15:37.800
<v Speaker 1>Wells was put under some constraints by the federal government.

0:15:37.880 --> 0:15:41.040
<v Speaker 2>Yeah, what were those constraints. We've had multiple constraints. The

0:15:41.040 --> 0:15:45.160
<v Speaker 2>biggest one that people know about is there was an

0:15:45.200 --> 0:15:49.400
<v Speaker 2>asset cap put in place. So at the time, I

0:15:49.400 --> 0:15:52.640
<v Speaker 2>think it was twenty eighteen, we were told that our

0:15:52.720 --> 0:15:56.880
<v Speaker 2>assets at the time were one point nine to five

0:15:57.120 --> 0:16:01.080
<v Speaker 2>two trillion and they couldn't go higher than that until

0:16:01.320 --> 0:16:07.040
<v Speaker 2>the consent order work was done to their satisfaction.

0:16:06.920 --> 0:16:09.160
<v Speaker 1>Well, how do you grow the company if you can't

0:16:09.160 --> 0:16:10.320
<v Speaker 1>grow your asset.

0:16:10.000 --> 0:16:12.240
<v Speaker 2>It's very very hard. So there are things you can't

0:16:12.240 --> 0:16:14.840
<v Speaker 2>do and the things you can do. You've got to be,

0:16:14.880 --> 0:16:17.000
<v Speaker 2>first of all, very selective and looking at your balance

0:16:17.000 --> 0:16:19.840
<v Speaker 2>sheet and saying, okay, it's not the worst thing in

0:16:19.840 --> 0:16:21.640
<v Speaker 2>the world to say, we need to become more efficient

0:16:21.640 --> 0:16:23.640
<v Speaker 2>on our balance sheet. What's less efficient? Where do we

0:16:23.680 --> 0:16:27.320
<v Speaker 2>make less money? How do we reallocate that balance sheet usage?

0:16:27.680 --> 0:16:31.080
<v Speaker 2>You then turn to certain things and say we're just

0:16:31.200 --> 0:16:33.920
<v Speaker 2>not going to be active about soliciting loans, We're not

0:16:33.960 --> 0:16:36.920
<v Speaker 2>going to be active about soliciting deposits. We were very

0:16:36.960 --> 0:16:41.000
<v Speaker 2>careful not to throttle consumer deposits. Because you tell a

0:16:41.000 --> 0:16:44.239
<v Speaker 2>consumer to please bring your deposit elsewhere, you've lost that relationship.

0:16:44.640 --> 0:16:47.440
<v Speaker 2>Large Corpus understand, they understand we have an asset cap.

0:16:47.520 --> 0:16:49.480
<v Speaker 2>They understand we want to take their money, but we

0:16:49.560 --> 0:16:52.720
<v Speaker 2>just can't right now. So we turned away massive amounts

0:16:52.800 --> 0:16:55.720
<v Speaker 2>of deposits at the time, and we focused a lot

0:16:55.840 --> 0:17:01.080
<v Speaker 2>on businesses that drove fee based revenues. So we've grown

0:17:01.120 --> 0:17:04.720
<v Speaker 2>our credit card business dramatically, which includes a significant portion

0:17:04.920 --> 0:17:07.880
<v Speaker 2>of increasing the spend. We've grown our trading capabilities, We've

0:17:07.920 --> 0:17:11.640
<v Speaker 2>grown our investment banking advisory capabilities. We have our fee

0:17:11.720 --> 0:17:16.280
<v Speaker 2>based treasury management businesses, and so you know that along

0:17:16.320 --> 0:17:19.359
<v Speaker 2>with our wealth management business when get paid on fees.

0:17:19.520 --> 0:17:20.520
<v Speaker 2>That's what we focused on.

0:17:20.800 --> 0:17:23.359
<v Speaker 1>What led to these sanctions? Why did this happen?

0:17:23.760 --> 0:17:27.880
<v Speaker 2>There were a series of individual things that the regulators identified.

0:17:28.920 --> 0:17:31.320
<v Speaker 2>They were right about them. We can argue about whether

0:17:31.320 --> 0:17:34.520
<v Speaker 2>the punishment fit the crime, whether an asset cap was

0:17:34.560 --> 0:17:36.520
<v Speaker 2>the right thing to do for a company like ours,

0:17:36.800 --> 0:17:39.760
<v Speaker 2>but they weren't wrong about the underlying issues. And what

0:17:39.840 --> 0:17:42.800
<v Speaker 2>happens is you get to the point where if you're

0:17:42.840 --> 0:17:46.040
<v Speaker 2>not resolving the issues quickly, enough, they say, Okay, we

0:17:46.080 --> 0:17:48.840
<v Speaker 2>need to get your attention. We're not getting your attention.

0:17:49.000 --> 0:17:51.359
<v Speaker 2>So the next step is you can't grow, and so

0:17:51.400 --> 0:17:54.360
<v Speaker 2>that's what they did. We need banks of all sizes.

0:17:54.720 --> 0:17:57.359
<v Speaker 2>Our banks do have to scale with the growth in

0:17:57.400 --> 0:18:01.240
<v Speaker 2>the economy. It doesn't mean that big versus small both

0:18:01.280 --> 0:18:05.040
<v Speaker 2>are necessary. We do different things, and we try and

0:18:05.080 --> 0:18:08.280
<v Speaker 2>support small banks because we know they play an incredibly

0:18:08.280 --> 0:18:08.880
<v Speaker 2>important role.

0:18:08.920 --> 0:18:11.159
<v Speaker 1>You're in town, I guess, to meet regulators and to

0:18:11.200 --> 0:18:13.479
<v Speaker 1>meet members of Congress. How do you find that an

0:18:13.520 --> 0:18:16.840
<v Speaker 1>uplifting experience When you're meeting with members of Congress, they're exciting.

0:18:17.200 --> 0:18:20.320
<v Speaker 2>I think it's incredibly important. And I really dislike when

0:18:20.359 --> 0:18:23.960
<v Speaker 2>people talk about lobbying like it's some awful, horrible thing.

0:18:24.359 --> 0:18:27.320
<v Speaker 2>Showing up and trying to convince a senator or a

0:18:27.359 --> 0:18:32.440
<v Speaker 2>congress person at the last minute that what I think

0:18:32.760 --> 0:18:35.280
<v Speaker 2>is right when it's clear that it's just going to

0:18:35.320 --> 0:18:39.040
<v Speaker 2>benefit me goes nowhere. What really matters is over a

0:18:39.040 --> 0:18:42.960
<v Speaker 2>period of time, building a relationship with members and their staffs,

0:18:43.680 --> 0:18:48.920
<v Speaker 2>where you're where you're honest about what works, what doesn't work,

0:18:49.119 --> 0:18:53.040
<v Speaker 2>what the risks are, and so that when they need

0:18:53.080 --> 0:18:56.920
<v Speaker 2>to actually have a position on something, they're more educated,

0:18:57.200 --> 0:18:59.880
<v Speaker 2>and sometimes we agree on those things. I mean, they're

0:19:00.040 --> 0:19:02.520
<v Speaker 2>plenty of members who I've got a huge amount of

0:19:02.560 --> 0:19:05.200
<v Speaker 2>respect for. We don't agree on something, but it doesn't

0:19:05.200 --> 0:19:06.520
<v Speaker 2>mean I'm not going to talk to them, and it

0:19:06.520 --> 0:19:09.000
<v Speaker 2>doesn't mean that we might not agree on the next thing.

0:19:09.359 --> 0:19:11.240
<v Speaker 1>What is the biggest problem in the United States is

0:19:11.280 --> 0:19:13.240
<v Speaker 1>facing now in the financial service world?

0:19:13.400 --> 0:19:16.560
<v Speaker 2>We have uncertainty with what's going on with the around conflict.

0:19:16.760 --> 0:19:20.200
<v Speaker 2>It's been a bull market for a long time. There's

0:19:20.240 --> 0:19:23.199
<v Speaker 2>a huge amount of liquidity in the system. There's this

0:19:23.400 --> 0:19:25.800
<v Speaker 2>underlying current that things are going to be fined for

0:19:25.840 --> 0:19:28.159
<v Speaker 2>a long period of time. There are a lot of

0:19:28.160 --> 0:19:30.960
<v Speaker 2>people in the financial services space, in banks and that

0:19:31.080 --> 0:19:33.960
<v Speaker 2>side of banks that have never been through cycles, like

0:19:34.000 --> 0:19:37.080
<v Speaker 2>a real cycle in terms of what that means. And

0:19:37.280 --> 0:19:39.560
<v Speaker 2>there's a point in which that's going to turn and

0:19:39.880 --> 0:19:42.480
<v Speaker 2>that's going to have a whole bunch of impacts that

0:19:42.520 --> 0:19:45.320
<v Speaker 2>I'm not sure we all really understand something's going to happen.

0:19:45.840 --> 0:19:48.080
<v Speaker 2>But then more long term, it's just the question of

0:19:48.119 --> 0:19:49.120
<v Speaker 2>the deficit.

0:19:49.240 --> 0:19:53.359
<v Speaker 1>JP Morgan City, Bank of America, and Wells Fargo. Do

0:19:53.400 --> 0:19:56.960
<v Speaker 1>you think only having four gigantic banks is the right number.

0:19:57.119 --> 0:20:00.720
<v Speaker 2>We have four thousand banks in the country, and when

0:20:00.720 --> 0:20:03.639
<v Speaker 2>we think about financial services, you really do have to

0:20:03.680 --> 0:20:06.560
<v Speaker 2>think beyond banks these days. Right, you've talked about private credit.

0:20:06.600 --> 0:20:10.160
<v Speaker 2>One point seven trillion dollars of lending is now done

0:20:10.680 --> 0:20:14.119
<v Speaker 2>away from banks. You've got all of the different things

0:20:14.200 --> 0:20:18.479
<v Speaker 2>that are being done in the private equity space, and

0:20:18.600 --> 0:20:21.680
<v Speaker 2>so you know, the definition of you know, what's done

0:20:21.680 --> 0:20:24.440
<v Speaker 2>in the banking sphere has changed very dramatically. We need

0:20:24.480 --> 0:20:27.160
<v Speaker 2>banks of all sizes. We're not going to have branches

0:20:27.160 --> 0:20:29.680
<v Speaker 2>in every location. We don't have the relationships that they have.

0:20:30.280 --> 0:20:32.480
<v Speaker 2>The standards that we have to live with under when

0:20:32.520 --> 0:20:35.240
<v Speaker 2>it comes to lending are different than small banks do.

0:20:35.680 --> 0:20:37.760
<v Speaker 2>If you're in a small bank in a local community,

0:20:37.960 --> 0:20:39.760
<v Speaker 2>I can I'll make a loan to you based upon

0:20:39.800 --> 0:20:42.040
<v Speaker 2>what I know about you. I knew you as a kid,

0:20:42.080 --> 0:20:43.680
<v Speaker 2>I knew your parents, I know you're going to pay

0:20:43.720 --> 0:20:45.600
<v Speaker 2>me back. I know exactly what you're going through. We

0:20:45.640 --> 0:20:47.760
<v Speaker 2>can't do that. The OECC is going to come in

0:20:47.800 --> 0:20:49.800
<v Speaker 2>and they're going to so any crazy no way. So

0:20:49.840 --> 0:20:52.440
<v Speaker 2>we need a broad cross section of banks to serve

0:20:52.480 --> 0:20:56.560
<v Speaker 2>people locally. We have big companies in this country and

0:20:56.600 --> 0:20:59.400
<v Speaker 2>we need big banks to do things for those companies.

0:20:59.520 --> 0:21:02.159
<v Speaker 2>Netflix decides that it wants to enter the bidding fray

0:21:02.520 --> 0:21:05.119
<v Speaker 2>for Time Warner they called the Sin We were involved

0:21:05.119 --> 0:21:08.200
<v Speaker 2>in the transaction. We made a thirty billion dollar commitment.

0:21:08.600 --> 0:21:11.639
<v Speaker 2>Those things have to get done if we're going to

0:21:11.640 --> 0:21:14.880
<v Speaker 2>continue to see the capital markets activity, and you need

0:21:14.920 --> 0:21:17.280
<v Speaker 2>big banks to do that. And if it's not us,

0:21:17.640 --> 0:21:20.000
<v Speaker 2>it's going to be the Europeans, it's going to be

0:21:20.119 --> 0:21:23.119
<v Speaker 2>the Japanese who are coming back, ultimately the Chinese. And

0:21:23.160 --> 0:21:25.960
<v Speaker 2>so you know, our banks do have to scale with

0:21:26.080 --> 0:21:29.200
<v Speaker 2>the growth of the economy. It doesn't mean that big

0:21:29.320 --> 0:21:32.800
<v Speaker 2>versus small both are necessary. We do different things and

0:21:32.960 --> 0:21:35.760
<v Speaker 2>we try and support small banks because we know they

0:21:35.760 --> 0:21:37.320
<v Speaker 2>play an incredibly important role.

0:21:37.800 --> 0:21:40.720
<v Speaker 1>So what is the most profitable part of the business

0:21:40.720 --> 0:21:41.439
<v Speaker 1>for big banks.

0:21:41.880 --> 0:21:44.560
<v Speaker 2>We have looked at all of the things we do

0:21:44.600 --> 0:21:48.600
<v Speaker 2>within welles. We've sold twenty two businesses. We did it

0:21:48.680 --> 0:21:51.399
<v Speaker 2>to eliminate hobbies, to get rid of things that we

0:21:51.520 --> 0:21:54.800
<v Speaker 2>just weren't interested investing in. We have four big lines

0:21:54.840 --> 0:21:58.680
<v Speaker 2>of businesses. We're incredibly excited about all four. All four

0:21:58.800 --> 0:22:02.400
<v Speaker 2>have really strong we'rens have really great growth prospects. Our

0:22:02.400 --> 0:22:06.600
<v Speaker 2>consumer deposit lending business it's our wealth management business, where

0:22:06.600 --> 0:22:09.160
<v Speaker 2>we have twelve thousand sum add advisors across the country.

0:22:09.440 --> 0:22:12.320
<v Speaker 2>It's our commercial bank where we've got almost fifteen percent

0:22:12.400 --> 0:22:13.800
<v Speaker 2>share and a lot of the things that we do,

0:22:14.040 --> 0:22:16.440
<v Speaker 2>and it's our in corporate investment bank. All of them

0:22:16.480 --> 0:22:20.000
<v Speaker 2>have very strong returns and strong opportunities to grow, and

0:22:20.040 --> 0:22:24.080
<v Speaker 2>they fit together inside the Wells Fargo franchise to allow

0:22:24.200 --> 0:22:28.159
<v Speaker 2>us to have just greater breadth and greater depth of

0:22:28.160 --> 0:22:29.280
<v Speaker 2>what we can do for customers.

0:22:30.640 --> 0:22:33.159
<v Speaker 1>Thanks for listening to hear more of my interviews. You

0:22:33.200 --> 0:22:37.280
<v Speaker 1>can subscribe and download my podcast on Spotify, Apple, or

0:22:37.320 --> 0:22:38.119
<v Speaker 1>wherever you listen.