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does that over time then impact the trajectory of net card fees, for example, on slide 15
walk us through in terms of the same pacing, in terms of the step up and related expenses
how does American Express continue to deliver this 8 to 10% revenue growth
can generate 8% to 10% revenue growth even in light of an unemployment rate that we haven't seen in a while
proprietary net cards acquired, it looked like it slowed down a bit in the fourth quarter after being up double-digits
what should we take away in terms of the expense messaging
should we presume that this is something that you could sustain over the near term and perhaps continue to work upwards
do you sort of plan to move away from the 1 to 2% expense growth
are there businesses that you're prioritizing in terms of redeploying that capital to
when is the appropriate time to address that 130 basis point buffer
if your plans are to, reduce this exposure or the message is look, you know, our ROTC is 13.9% and improving
Are those points still you know, still valid in terms of what's underneath the the surface of that four q twenty-five exit NII
can BMA get there more quickly, particularly given the deposit dynamics that you mentioned, Brian?
could you talk about the repricing or down deposit beta dynamics that you would assume to get to that net interest margin?
as you hit your end state, your target end state expenses come off. As we think about the entirety of the Consent Order listing, is it a gradual, you know, savings or is there sort of a giant chunk
BILT just unveiled credit cards cap at 10%, and will maintain those rates for a year
what is the allocated TCE to Banamex
is May the right time to address maybe more end-state capital targets
is there a way to size you know, when if the consent when the consent order is lifted
is 13.1% still the right level in terms of the year-end target as we think about you know, regulatory reform
How should we think about how you're thinking of global rates
your inability to dividend from the bank sub to the holding company in order to increase your buybacks
should we just really think of this as look, like it takes a while to turn around a money center bank
what are the specific mile markers that Citi needs to see in order to increase that piecing from that $1.5 billion
In terms of the capital market cycle ahead, what quote inning are we in?
How do we think about how that buyback fits in?
what are those opportunities for growth that you think maybe are missing or not scaled in the business right now
what do you need to see either from a regulatory construct or anything else in order to work down that buffer
whether or not what the US is doing could impact some of that sourcing
how are you going to allocate that freed-up capital? How does your -- where do your priorities go?
how you're seeing the macro backdrop unveil in 2026 for the banking industry
Could you give us a sense of what kind of balance sheet growth you think, is underpinning that
You mentioned that $100 billion could be a little low and that you are in the middle of the planning cycle. That would imply 4% growth year over year
what would be what would be the questions you think investors should ask when assessing NDFI exposure as it relates to future credit risk
if we do get a more simplified regulatory construct that addresses both the capital and liquidity constraints, does that move up JPMorgan's natural ROTCE
has some of the issues that prevented activity levels, or really stunted it in April and early May, have those fully been taken out of your clients thinking
can you double-click on how you think this is going to impact the economy going forward? And maybe double-click on Jeremy's statement that banking -- the banking system should be a source of strength
How should we think about any incremental builds from here? And what you're going -- obviously, deterioration in outlook, but what more do you need to see in terms of how you make decisions about f...
I wanted to follow up on the questions on capital and maybe ask about some of Jeremy, the cross currents in terms of the denominator
trying to arrest the growth of CET1, for now, should we just assume that anything that you don't need for organic growth
you mentioned 320 basis points of excess capital. You know, clearly, the regulators are keen to redefine that. As you think about the forward and achieving higher highs and higher lows, you know, w...
as we think about the sustainability of the investment banking strength, can't help but notice that, of course, markets are at all time highs, and and and spreads are quite tight
where deposits would play into your priority. I know that you have less than 10% of trading assets in the bank sub
is the expense number of 55.7 contemplating a pretty robust capital markets environment
What should investors be asking banks in terms of assessing NDFI exposure and risk
I'm wondering as we think about WIM, and sort of a sub-twenty pretax margin
is a hundred forty basis points still an appropriate buffer
I'm wondering, number one, if that's still your expectation and perhaps help us frame maybe the impact
what is the true natural return of this business?