Bank of America Aktie

Okay. Up next, we have Bank of America, and I am delighted to have with us today Jim DeMare, Co-President of Bank of America. Jim, thanks so much for joining us.

Thank you for having me.

So Jim, you and Dean Athanasia have been Co-Presidents for about 9 months now.

Yes.

So maybe to start, can you spend some time talking about your new responsibilities to drive growth across the lines of business and what you're most focused on, where you see the biggest opportunity?

Yes. So Brian asked us in the fall to take the Co-President role. And as he stated, it was to help the businesses run, I think, was the quote. And so over the last -- particularly the last 6 months as we were kind of getting through Q4 of last year was to really take a look across our businesses and we've really started to look at them in the light of 2 continuums. One is we're saying the wealth continuum, so thinking consumer investments, Merrill to the Private Bank and then also on the business and banking side, just thinking about that continuum.

So from business banking to commercial banking to corporate banking and really trying to think about those as horizontals, not only in terms of how we face outwardly to clients, client acquisition or as they migrate along that path, but also tech and ops, so we can drive synergies there and then have those dollars available to reinvest. And it's really -- it's a similar approach to what I pushed through in the markets business when we were looking at complex technology and operations platform and really turning around and saying, where are the synergies, where can we drive that cleaner, simpler, better and then drive value out of that.

All right. So there's a lot to dig into. Maybe let's start on the broader environment and get your thoughts on the capital markets and trading environment. What are you hearing from corporate and institutional clients? And how is lending activity trending after starting the year so strong?

Yes. So I would say, generally speaking, not dislike what you're reading out there. There's more, I would say, concern and cautiousness than is what's reflected in the general level of activity. I was joking around with someone recently and saying it's kind of what you see broadly, whether it's on the consumer side or on the business side, where the surveys, various surveys are reflecting considerably more caution than what we actually see in the numbers, whether that's consumer spending still mid-single digits increase off a little bit from where it was, and that's off the most recent data that we had out.

And on the investing side and on the banking side, it's similar, similar in the sense of there's caution. But at the same time, the environment is pretty right. Corporate credit spreads are tight, even though yields are higher depending on where you are on the -- focusing on the U.S. for a moment, but U.S. interest rates up anywhere, 20 to 50 basis points where you are on the curve.

Corporate spreads are tight. That's obviously attractive for both M&A and general CapEx that people are spending on. And then from the investor side, the equity business has been where there's been increased activity. And I don't want to say euphoria yet, but there's a lot of excitement about technology, CapEx and what the future looks like, whether you're utopian or dystopian, that is a big focus.

So it sounds like there is some caution in the survey, but you're not seeing it in the numbers and the numbers are fairly resilient?

Yes. I would say from a corporate perspective, again, still a lot of dialogue on M&A. Exact timing, I think everybody is wishing and hoping for a quick resolution in the Middle East. That being said, nothing really of any note being canceled. It's just more like what's the opportune time to do that. So we still feel good about that pipeline. And my understanding is John was pretty effervescent about the IPO market. So I'm not going to repeat myself on that or repeat him on that, but it's a pretty exciting time for the capital markets.

The other question we get is the IB pipeline and how it's refilling with record equity markets on one hand and then concerns around the geopolitical environment on the other. What do you think about the pipelines at this stage?

Pipeline still remains plentiful, I would say. Again, a lot focused on technology, broader technology. Obviously, there's large IPO pricing this week. There were a couple of S-1 filings over the last few days from some of the larger names that are out there in these market capitalizations between, say conservatively $900 billion to upper $1.5 trillion plus. These are numbers that we've never seen before. And even if you think about the typical 5% to 10% that is placed off of that -- those market caps, these are larger than total company sizes that we were talking about not too long ago.

So I would say, again, there, people are disciplined. I mean, yes, there's enthusiasm around the tech names, but I think away from the tech names, companies with positive free cash flow and good outlooks are what people are focused on.

Got it. So we'll dig down into Global Markets and the Investment Bank in just a second. But maybe just while we're talking about the Co-President role and just given your role, which, I guess, capitalizes off of your previous position running Global Markets, I assume you still have primary responsibility for the commercial and institutional side of the business. It would be great to get your thoughts on the connections of those 2 businesses and how that makes BofA more competitive?

Sure. I think it's one of those things where if you're not -- if you don't have both those capabilities, it's difficult to imagine how powerful they can be. I mean we talked about it during Investor Day, and we've talked about it time and time again. But it's a pretty powerful position to be in to have the banking -- traditional banking relationship also with the capabilities of a markets business. Why? It's pretty straightforward. But for those that aren't as familiar with it, I mean, obviously, many companies are international, foreign exchange, whether it's hedging or payments. We can be there for them.

Interest rate hedges, also a big part of that business. I think people often overlook those 2, much more familiar with debt capital markets, equity capital markets and that kind of IB and advisory work that you have there. But when you look at rates, foreign exchange hedging plus payments, it's pretty powerful. And I think there are only a few of us that really have global scale and capabilities to execute on that. And I think it's really underappreciated.

Got it. Okay. So let's dig down into the Global Markets business. The trading business, you've seen consistent growth across the past 4 years. And you spoke about diversification, it's highly scalable. What are the most important drivers of this consistent growth?

I think the diversification -- well, I would say a couple of things. There's things unique to us, which I think the diversification, again, unless you have it, it's difficult to imagine how powerful it can be. I always used to say to the dismay of some of the people in the markets business, whether markets go up or down, spreads tighten, widen, whatever it may be, we're less concerned about that. Obviously, a rising market is more favorable.

But when you have the capabilities and the diversification across client types, a hedge fund is going to respond differently than an insurance company or a traditional asset manager. Similarly, you may have clients in -- or could be foreign non-U.S. clients or U.S. clients that want to access Asia markets, for example, or European markets or South American markets. And so as long as we have top-tier capability across the business, we're going to earn the business and we're going to see it.

So as opposed to someone who may be highly U.S.-centric or only a macro product or a micro product or boutique, it's much more volatile. The highs may be higher in terms of what they earn during those periods. But the diversification without question, gives us the ability to serve clients and to continually drive returns.

So one of the investor questions has just been around you're getting more volatility out there in the market, and that's driving the sales and trading businesses higher. But I guess what you're saying is that the diversification helps the underlying business as well?

Yes. I would say for us as a company, yes, that is a big driver. I think the size and the structural changes in the market are also strong contributors. And I think, again, depending on how long you've been in the business, from 2010 up until -- well, let's say, 2010 through 2015 when new rules and regs were being put in place and we were all trying to digest the cost of being in these businesses, we were also doing -- meaning there were higher capital charges, there were higher liquidity charges, so on and so forth, not surprising. But when you were in an environment that was heavily influenced by central bank policy and we had quantitative easing, you had suppressed rates, you had suppressed volatility and you had suppressed growth.

So those all keep a damper on what the opportunity could be. Where are we today? I mean, we barely got over 3% rates for a 10-year period, and we've been above 3%. The size of the markets themselves have also grown materially. If you look at outstanding debt for -- whether it's corporate bonds, sovereign debt, you can kind of mortgage -- U.S. mortgage agency debt, all those are larger markets growing and not to mention the equity market, has grown considerably in the -- not only in the price in aggregate or market value of the indices, but take a look at the volumes, I think we were doing like 7 billion shares a day in trading volume in equities pre-COVID. I think we got up to 11 billion or 12 billion. We're between 15 billion and 17 billion a day today. More volume, larger markets, more volume, higher prices and getting a piece of that is valuable.

And then you mentioned structural changes in the market as well. What are you thinking about that?

So structural changes there, meaning because capital requirements increased for complex products and also with movement of products towards exchanges or swap facility -- swap exchange facilities, for example, for interest rates. More of the activity of the banks today is in -- and brokerage houses are in Level 1 and Level 2 assets. So those that are liquid, observable and higher trade volumes.

I don't even hear anybody talk about Level 3 assets anymore as a part of their balance sheet, which from 2010 to 2019, you spent more time than not talking about what your Level 3 assets were. So when you think about it, it's -- and again, part of Dodd-Frank and other, there's just been that shift towards facilitation of activity, more products being traded on exchanges, growth in market, and it's a pretty strong flywheel.

It's less capital drag as well.

Yes.

Okay. And then just to round out that discussion, when we think about fixed income financing and NII revenues within the markets business, are you leaning into the FICC financing business? And what -- how does that drive the NII?

So yes. So an interesting point on that. We had been in that business for as long as I can remember in varying kind of forms. I joined the firm back in 2008. And I think once we got out of the financial crisis and the economies were starting to kind of rebuild and reenergize, we had done various forms of that activity. So we've been in it for a long time, consumer receivables, mortgage, warehouses, those types of things, some credit extension.

But I think the part that is misunderstood or maybe underappreciated is if you take a look at the economy, the U.S. economy between pre-COVID to where we ended last year, I think we've had aggregate nominal GDP growth of 37% or 38%. That's a considerable number. And if at the same time, bank capital was going higher, it wasn't coming down. By default, to achieve economic growth, which the U.S. economy credit, it's part of our philosophy as an economy that credit extension is part of economic growth. The growth had to come from somewhere, right?

So when we looked at the business, we just looked at it and said, hey, these are assets we have expertise in decades long, clients we've been dealing with for a long time. We're going to focus on client selection, and we're going to focus on the collateral and having robust structures, and we feel comfortable with it. I wouldn't say that we were going after something more aggressively or less aggressively during that period, but those -- I think those stats I provided give you a good sense of the economy was growing that there was always this discussion around what's occurring outside the banks versus what's inside the banks.

Nonregulated nonbank financial institutions grew, and we were part of that ecosystem. So it was a little bit less about -- we always stick to our guns, so to speak, on what we view as what's the return that we want to achieve along with the other criteria that I mentioned. So opportunistically, things get more attractive for us, and we'll look at that more closely. But I wouldn't -- we didn't lean out. We didn't lean in. It's a core part of the business, and we just follow it accordingly.

Got it. So while we're on the topic of the markets business, let's bring it a little bit more near term into 2Q. Brian provided an update a couple of weeks ago. I think you mentioned markets was trending up for the 17th straight quarter at up 15% or so year-on-year. Where are you seeing the most strength there across FICC and equities?

Yes. First, I'd say I think we're going to be a little better than that. It's been a couple of weeks since he spoke. As I mentioned, with interest rates on an upward trend, while credit spreads and the like have remained firm, a lot more of the activity and revenue has been coming from the equities business, and that's what we've been seeing, I think, in general for the industry, probably for the last 12 months. Within that, there's a lot of desire to access Asia, the Asia markets. That's been a high area of growth. It delivers strong returns when you look at it. And so I would say equities broadly, APAC has been a considerable part of that. When you get into the fixed income businesses, it's mixed. Some of the macro businesses are doing better than others. The same goes for micro. So growth has definitely been equity driven.

And then any specific color on the investment banking side? I think Brian mentioned it was in pretty good shape this quarter?

Yes. I would echo it's in pretty good shape.

All right. Anything across M&A, ECM, DCM?

It's going to be a good quarter. We're continuing to see the activity. There's deals that have been announced, not to get into any of them specifically, but activity remains robust.

All right. Perfect. And then while we're on 2Q, it seems like a pretty good environment for banks. And I know Brian touched on some near-term guidance points recently as well. But maybe you could cover those near-term points for investors that might not have caught those comments a couple of weeks ago?

Yes. So overall, I would say it was constructive, showing the growth where we indicated we were going to have the growth. Starting off with operating margin, we had guided 2% to 3% is kind of a target for operating margin. We got close to 3% for Q1. I think we're talking north of 4% for Q2. So I think that's a good indicator of kind of where we're seeing things trending. We've talked a lot about NII and NII and repricing of assets and part of that pulling straight through to the bottom line and not incurring additional expenses on that is what's helped driving that.

And so from a numbers perspective, I think Lee, we were saying $1.8 billion, right? Yes, $1.8 billion on investment banking and in NII guidance, we're sticking to the same.

Got it. Okay. So on the operating leverage side, over 400 basis points in the second quarter.

Yes.

All right. Perfect.

And I think it's important on that to note, there's a lot of discussion or comments being made. Is that at the expense of investment? It's not. We view everything as there's -- we're always looking to grow where we should be growing and in a way that we should be growing.

And at the same time, expense management and managing expenses accordingly so that you can make the right investments is the real philosophy for us. I mean, tech investments are significant. We've talked about them, our annual tech spend and how much we've been putting into specifics, whether it's AI and other, we want to keep driving that efficiency cleaner, simpler, better, reduce systems, bring synergies and then use those dollars to plow back into tech investment.

Right. So given the strong momentum you have on the revenue side and the operating efficiencies you're generating on the expense side, there's enough room for both investment spend and positive operating leverage. And then I think you spoke about 200 to 300 basis points of operating leverage for -- that was a number for [indiscernible]?

Right. And within that, we obviously talk about it regularly. But in I bring it up, it's topical since I was talking about Asia equities, variable expense there, the BC&E is just part of being in the business. And so we do have vacillation in expenses that's a function of variable expense, and we're very focused on maintaining the right balance, keeping fixed costs low so we can generate this operating leverage when the environment -- whatever environment that may be in, whatever business it is, but it gives us that opportunity to continue to drive value.

All right. Perfect. And let's pivot over then to the Global Corporate and Investment Bank. At Investor Day, you laid out a lot of growth opportunities. I think you pointed out that you have a medium-term target of 50 to 100 basis points of investment banking market share gains. So let's start on the investment banking side. Where is the biggest opportunity for share gains? And what is the business doing to drive that growth?

Yes. Great question. I think one of the things you're going to start to hear more regularly while we've done it, but the theme will be, I think, more consistent across the firm. Nice to say in the markets business, doing more with the clients that we have today, apply that to customers. And if you think about across our businesses, whether it's consumer or various banking businesses plus investment banking markets, you start to see some of that play out.

So when you look at our investment banking business, we've got M&A, top 5 player, I think it's like 5.3%, 5.5%, something like that for market share. If you get into investment banking, overall for corporate, you get to a number where we are fourth. I think that gets us mid-6% market share, low 6% market share. But the really powerful thing is if you start to look at where we have relationships, corporate banking relationships, that IB business grows materially. So we're -- I think it's like 300 basis points higher approximately where our market share with those clients. So that puts us up to like #2.

So if you look at clients that were doing corporate banking and investment banking, we rank much higher. It's further exaggerated in the commercial banking business. We have 12% to 13% market share, and we're #1 with our clients there. And so it's nuanced, but once we have those relationships and the trust is built and then we have the capabilities, that flywheel just keeps running. And so that's a key component or a key part of the strategy. And then we had talked about other synergies that we had during Investor Day around international growth opportunities, banking markets, payments, investment banking markets and payments, and that's a pretty powerful combination for us as well. We're -- for those businesses, we have about 40% of it.

When you look at -- it comes from international on a top line basis. Again, doing more with those clients that we're already doing business with. I think we had it on the market side. It was something like 95% or 96% of the clients we're already doing business with. We wanted to do more. You look at that, it's about 40%, I think, for corporate clients. So there was the opportunity to increase that there. And when you bring those capabilities together, markets, banking, investment banking and corporate banking, it's a pretty powerful combination of capabilities. And again, building trust with clients and the ability to execute opportunistically when they need us to and at the same time, day-to-day in the regular course of business is important.

So 40% of the combined Global Markets and Investment Bank -- Global Corporate and Investment Bank business is international?

Yes. I think that's the number that we...

Got it. Yes. And when -- I guess within that business, you outlined some of the opportunities that you're seeing in the near term. But as you look out over the longer term, where do you see the best opportunities there?

Well, we -- they're pretty -- for international. I mean it's a pretty staggering number. I think we cover like 80% of the Fortune 500 companies. It's an incredibly high number. The U.S. number is even higher. It's like 95% or 96% of the Fortune 1000. But we've talked a lot about -- for the most part, it doesn't mean that there's modest expansion in a country. But for the most part, it's in the regions we're already operating in. So obviously -- and where there's more opportunity.

So clearly, with higher interest rates in Japan and with the change in regulatory environment, there's a newfound enthusiasm for companies and non-Japanese investors to invest there. So I mean that just comes to mind is one that's -- that we have a lot of conversations about. I mean, obviously, we're cover Asia well and Europe and Latin America as well. And obviously, in the Middle East, there's likely to be once things are resolved, that there's going to be a great need for lending and capital markets activity to rebuild a lot of the infrastructure and other that's been destroyed.

And as you get more of that market share, both in the U.S. and internationally, is there anything more you need to do on the hiring side?

We're always -- we're -- I think we're pretty religious about reviews and performance and how we're doing. Periodically, we do make those hires. I can't say that right now, we're focused on one specific area, but we build in the flexibility in our planning such that, yes, we're going to staff up accordingly where we need to be. Candidly, I think the economic growth that we're seeing in the deal activity has caught many firms by surprise, and that's why it's been such an active environment for recruiting.

Got it. Maybe touching on private credit. We saw the $25 billion direct lending balance sheet allocation announcement. And as you think about some of the opportunities for banks to take back some of the lost share, whether it's from private credit, given the leveraged lending guidance has been withdrawn, where do you see the opportunities there?

So again, there is a significant need for capital for all this investment that's taking place, predominantly broadly defined infrastructure, digital infrastructure, power and broadly energy. And I think that those are the areas that you're going to continue to see it.

The candid response on this risk appetite, some of it was limited by what the rules and regs were and some of it's just simply limited by what risk appetite is and where we want to deploy our balance sheet. You live with loans once you make them. So we're very thoughtful about what it can look like through a cycle. That being said, the demand -- the size and scale of the financing that's being done is well beyond anything that can be handled in the loan market for banks. And that's why you're seeing the expansion or kind of regular access into the bond markets, which is why the bond markets were created in the first place was just that there was limited capital and balance sheet available in the regulated banking system.

So the $25 billion that we communicated, that was our way of saying that we're continuing to remain involved. We're going to be there for clients and some of this may not meet what our kind of traditional profile of lending is, and we do have some capacity to deploy that when we think we need to. The reality of it is now most of the activity or a great deal of the activity you're seeing is more for investment-grade type credit demand. So I don't -- and obviously, the private credit sector is going through a kind of repositioning and a recalibration, but a lot more of the demand we're seeing today for lending is much more on the investment grade.

Got it. On the -- I guess, the wealth side, you mentioned the wealth continuum in your opening comments.

Super excited.

Yes. So maybe you can talk about that. Where is the opportunities across consumer investments, Merrill, the private.

Yes. Dean and I spent a ton of time on this. It's really -- I think it's a highly differentiated platform. We talk about consumer investments when we talk about the consumer business. But when you really think about that across the continuum, consumer investments plus what we say, Merrill and the Private Bank, it's just incredible. We're offering investments and investment advice to traditional consumer bank clients. Obviously, they need a certain profile.

But we have that channel, and that's an acquisition channel, and that's going deeper with clients that we already have a traditional banking relationship with. Then you move over into Merrill, we've got, obviously, financial advisers. It's very powerful in terms of acquisition, but it's also powerful for those clients that want a more high-touch advisory role. But we also have digital capabilities that's a product. It was predominantly used as the investment interface and product for consumer, but growth does occur in the digital space for the industry, and that's an area that we're focused on not only for consumer, but for Merrill and for the Private Bank.

And then you get into the Private Bank, again, another jewel. And when you really look at all these businesses, they're durable as they are today. However, there's areas where they can all grow, right? For Merrill, where it's -- I don't know if we disclosed the numbers, but it's the majority of it coming from the earnings, top line and bottom line come from investments.

Lending and banking, we do talk to those clients about that, but that's where there is a bigger opportunity for us, not only on the investment side, which people think about, but lending and banking. And when you see those relationships, again, like we were talking about on the corporate and institutional side of the business, it really drives a powerful flywheel.

The Private Bank is almost the reverse, predominantly lending and trust services with less on investment, and we think that there's opportunity for growth there on the investment side. And we just think that there's growth opportunity really across the board. And we've being unified in that approach for tech dollars, for operations capabilities. Again, that's another part of the flywheel where we need to drive that efficiency, make it easier. And then this way we can have both external and internal efficiencies that we can just drive.

So maybe a tangential topic that's come up more recently is around funding costs, cash sorting, consumers and wealth management clients maybe using a little bit more AI to move their deposits around. What are your thoughts on the risk to the banking industry in general?

Like any new -- any innovation that's talked about, we spend serious time having discussions and analyzing it. I mean, yes, this is a more advanced version of when you could first pull up. I forget what the company was, but you could look at different borrowing rates for mortgages when someone just decided to aggregate them on the Internet and turn around and say, here's your menu of what you can get for a mortgage rate.

So we're focused on it. We're not -- you can't dismiss anything. I do think we're -- for a certain profile of customer or client, that's beneficial. We're not seeing requests for broad adoption for that yet, but it's obviously on the menu of things that we think about and are focused on.

All right. Perfect. Maybe let's end on the capital side. The trading businesses saw a sizable increase in balance sheet in the first quarter. Can you talk about maybe the trade-offs as you think about the deployment of excess capital? And how should we think about which businesses get more or less capital you have?

Yes. So I think there are a few ways to look at it. I don't think that there is a simple answer. We're always trying to optimize capital and financial resources. So capital is the one that's the most easily observable and reported. You obviously have liquidity, you have balance sheet and you have some others that are of less consequence but are all part of the evaluation process. So what we really try to do across the company is to turn around and forecasting, as you know, can be difficult.

But have the flexibility to move capital around when we can. And to go back to the markets business and our discussion on what those balance sheets look like, it's highly liquid securities where most of the balance sheet is deployed once you exclude the loans and that pure lending part in the markets business. So you have balance sheet, capital and liquidity that's scalable that we can adjust up and down, and we have to be very cognizant of what the rest of the company balance sheet looks like.

So we try to match what clients need, where those opportunities are with looking at what the returns are by business. Obviously, some businesses have much higher capital returns because they use a lot less capital. So yes, the markets business always is a larger user, we have lower returns there. So there's optimization not only within the markets business to continue to drive that higher, which we grew a couple of hundred basis points higher over the years that I was running it, continuous focus on driving -- continuing to drive that higher. Does that answer the question?

That does. And just to follow up on that, with the new rules that we have, does that change anything in terms of how you're thinking about capital allocation?

The process isn't changing.

Got it. All right. Fair enough. With that, we're out of time. Jim, thanks so much for joining.

Great. Thank you.

Okay. Hello again, everybody. Ken Usdin from Autonomous Research, the large-cap banks analyst, back with our second bank of the day. Brian Moynihan from Bank of America, Chairman and CEO. Brian, as you all probably know, has led the company since 2010, overseeing its transformation through the post global financial crisis period into one of the world's largest and most diversified financial institutions. And under his leadership, BofA has grown into its responsible growth strategy. It's invested heavily in technology, including digital platforms and expanded leading positions in many of its businesses, which we'll talk through as we get through the session. So Brian, thanks very much for joining us today.

Ken, it's great to be here. And so I learned that Ken was -- worked for me a long time ago, but I didn't realize that until this morning. So he's gone on to bigger and better.

Fun times, fond memories. Before we start, I just want to make sure everyone knows you can submit questions through the Pigeonhole app. And as we get into it, we're going to start with big picture. So Brian, there's a lot of news and noise this year, 5 months in. Just what's your just broad assessment of the economy as we sit here today? You see a lot of different metrics across the consumer and commercial businesses. What's your base case here? And how do you see things evolving?

So I think overall, our team, our research team and obviously, Bernstein and their research team everybody -- last year, this time after Liberation Day, knocked down the growth for this year a lot, a point took off the top. They were mid-2s and they knocked it down. And as we came through the year, they pushed it back up and we were 2.8 at the high point. They've knocked it back down to 2.2. This is U.S. And that just reflects the drag on the economy from oil and other things. So that's where we are. As we look at it, though, what's interesting is if you look even in the month of May so far, the consumer movement of money out of their accounts. So each year, consumers will move about $4.5 trillion to $5 trillion from their Bank of America checking accounts out into the economy.

And that's moving at 5% for this month so far, the first 20 days over last year. And April moved likewise. In the first quarter moved likewise, which is consistent with a strong underlying economy. And so people say, well, what's happening in gas spending, gas spending is up. But that's -- the other spending is up. What's happening with travel. So airline spending is up, but the numbers of charges are up, which means there's more tickets bought even though the price is driving it higher. So -- and restaurants are up. And so people are spending money, and that's because, frankly, they're employed. And when they're employed and earning money, they're in pretty good financial position. Consumer credit quality is great. Consumer availability of credit is great. And for us, a prime lender, the house -- the loan-to-value in our portfolio is 50% on the mortgage loans and home equity loans and combined loan to value in a similar number.

So the consumer is in pretty good shape because they're employed and all these wonderful companies that employ a lot of people. Earnings are growing. And yet there's a lot of worry about what happens next. Gas prices are on people's minds, the affordability question is there, but it hasn't impacted their day-to-day activity yet. And so the question really is a tension of if this goes on, does it ultimately call them to change. On the commercial side, large corporates in the markets and that activity everybody sees. But if you think about it from small- and medium-sized businesses, they sort of had as they came through last year, a pretty good setup for this year as they thought about their financial plans or investment rates because the 4 or 5 big policies were seeming to come together, trade tariffs, tax, immigration, deregulation were all come together, deregulation was coming to be more beneficial in '26 because a lot of the administration was taking their time. So that was sort of the thing.

And then all of a sudden, the Middle East war starts, and that sends it all into question in Supreme Court. So they're still trying to make sure they're grounded. What is my input price going to be? Can I get it? What's the impact of oil price inflation on the goods that come to me from Asia, for example. And so they're a little bit -- but still, they're borrowing a little more in the lines. The employment levels, you can see the small business employment levels pays, roles are going up a little bit. So it's all pretty good. And 2.2% GDP growth rate predicted for this year is actually -- if you go back and look across the last 15, 20 years, reasonably strong. Now inflation is higher, rates will stay higher, and you guys talk all about that. I'm sure your colleagues are talking about it. But overall, we're seeing a net growth. It's fairly decent. And everything we see in the customer bases that are harder to see than the capital markets and share price is very strong.

Yes. And does this uncertainty or hesitation just become part of the new normal, right? So we've been dealing with this for a while, going back 1.5 years or so. So do you sense any -- there's the spending differences you mentioned and wanting to be like grounded. But is this kind of just the new normal that the customer base just has to deal with and go through?

The customers have got to -- the consumer lives their life and does their things. And they're not -- the real impact on -- if you look across the 30 years of this data is when unemployment starts moving. And so if you watch new claims or something like that and they start moving against, they're very low 200s some thousand, they haven't moved much. continuing claims, 1.7 or something haven't moved much. And again, if you go back and compare them, say, that's pre-COVID, but pre-COVID, the workforce was actually smaller in population. So there's been growth since then. So that's what's going to cause them to change. The only thing after looking at it for years is retail trading volumes were more correlated to consumer confidence than anything else. That's kind of broken out because the market keeps going up, so they're effective in there. But -- so I think what has to change is employment levels, and that's going to take business -- businesses are being careful, both large, medium and small on hiring and making sure they're hiring carefully.

The quick rates are down. The turnover rates. We had the great resignation 2 years ago, it's no longer there. Businesses have adjusted their hiring to make sure that they're going to be able to deploy the people with the new world of AI and everything they're thinking about how that's all going to work. But even with these layoffs, you're seeing that being absorbed into the economy. So employment levels are not -- unemployment levels are not moving. And as long as that's true, I think the consumer hangs in there and as long as the consumer hangs in with the power of that engine, America stays in pretty good shape. Now there's affordability questions are much different by cohorts. We do -- our institute publishes low, medium, high income and how it affects. This is not -- this is an aggregate statement, not that there's affordability issues for $100,000 under households that are difficult and gas prices affect them more. So I'm trying to stay away from -- this is more of an aggregate question than a specific question.

Yes. Okay. Got it. So talking about Bank of America at the big picture. I mentioned that you've been building and growing all segments across the company. But there's a lot of competition out there, and that competition is building and expanding, whether it's peers, regionals, fintechs, et cetera. So when you think about the company for the next decade, how do you think about supporting and continuing to defend both your strengths and expand the advantages that you have across the businesses?

So it depends on -- the businesses are different. The 8 lines of business do slightly different things and where they attack, but -- and the competitors are different. We monitor all the competitors. We monitor the disruptors, so to speak. And you have today's parlance, disruptors, fintech and other parlance, e-companies and stuff like -- we monitor for years, wonder what they do, see where they're seeing, any traction, consumers, seeing if that's something we need to adjust to, whether it's in the core consumer space, in the retail investment space, the broad-based retail investment space and the high-end investment space.

And then the commercial business is the same things. We look hard at payment systems changes, obviously, stablecoins and the legislation going through and our positioning both as a company and the industry because that's a big driver of profit. But if you sort out the thing we have to maintain, our competitiveness and drive is really around the core transaction account, core activity count, whether that's a business, a person, affluent or not so affluent, whatever it is, at the end of the day, we want to be in the middle of household and then add to the product set.

And so that's what we're really focused on. We really, really watch the payment system. You see us constantly gaining share. So 5 years ago, it was like Venmo is going to eat your launch and now our Zelle payments exceed Venmo's payments. So it's just a matter of applying technology to drive it. So as you look forward, the idea of applying it is really drive the brand, drive the capabilities in the core businesses and just keep investing in them through new initiatives and technology and technology capability, et cetera, we can talk more detail about that. And then making sure that the talent and teammates we have are the best that we can get and the best in the business and then letting that work and then frankly, knitting them together.

So in the markets we operate around the United States, using techniques to get our corporate clients to drive us into their employee bases. We have something called employee base investing, using techniques to ride the continuum from birth to death, from small business to large business. And then secondly, find the potential customers where they are because without population growth at the rates, we have to go find them and take them. And so we work a lot on what we call the themes and how we work between each other and make it happen.

Yes. And we got a lot of that detail last year when you did the first Investor Day that the company has done in a while. So as we also think about the long term, we saw a lot of the new depth and breadth of the management team. Recently, Dean and Jimmy have been promoted to Co-Presidents. Can you talk about just how the new structure is elevating both the team of leadership for the future and how that's going to improve performance of the bank?

So our challenge is to keep developing the talent for the future. And so people focused -- Dean and Jimmy are talent executives and they took it. But the key is the 8 lines of business head and keep investing in the teammates running those businesses and keep adding to the talent and then even on the credit side or on the risk side or on the legal side or on the HR side. So we keep adding that. But it's going very well in the sense that we were able to elevate those 2 co-presidents, and they can help drive some of the initiatives across the franchise. While we preserve that the 8 lines of business heads run those businesses and drive them together, but they're to knit them together to push and help us execute and make sure we're driving and lifting the brand.

We're investing a lot to drive our consumer brand to places really nowhere else is on the theory that we're ubiquitous. Everybody knows this, but everybody has to have a strong opinion of this in order for us to continue to gain market share on the consumer side and in wealth management side and small business side and business banking, large corporates is a little different attack in terms of the brand and how you do that. So they're doing that. They've been great. But don't discount that the people who drive this company are the 200,000 people and 3 of us at the top sort of make sure it all works, but they do all the hard work.

Yes. So thinking about Bank of America's performance and relative performance versus peers, BofA is uniquely positioned certainly on the revenue side for the next couple of years to deliver both NII growth and NIM expansion. You got the tailwinds that we all know about, about fixed rate repricing and you've got the balance sheet mix changing. So can you just walk us through just the main drivers that give you confidence in that growth and that outlook trajectory and how long your line of sight is on that continuing?

Sure. So if you think about from the net interest income side, we raised our estimates from 5% to 7% to 6% to 8%, and that's driven by our view of the core growth in deposits. And frankly, we're at this time in the industry where people -- you have to be careful about nominal deposit growth versus core deposit growth and people are using for funding. And that's all fine. It's just that we don't need the funding. So that core deposit growth, along with good loan growth and good credit quality produces that NII lift that just -- and the repricing adds a kick to it. So that -- if the economy goes in the tank, that's different. But as long as the economy gets roll along, that happens because we grow faster than the economy on loans and deposits. That's -- it's more than half our revenue, and that locks it in and the repricing adds a little fuel of fire and you march from 200 basis points of NIM percentage up to 230 over time.

So that is pretty predictable and the team has done a great job. And then on the fee side, we had a couple of dynamics over the last several years, which was to keep becoming the most favorable bank for consumers to drive attrition down. We took the fee structure and really managed it carefully, no overdraft fee accounts, et cetera, et cetera. That's all through the system and flattened out. Now you're starting to see even the consumer service fees grow a little bit. Card incomes with rewards and stuff, a little different dynamic. But the core service, that's good. And then if you look at the commercial side that the GPS fees grow nicely in the mid- to upper single digits. And so that's good. And then the question then there is the 3 fee sets that really are going to depend on the market environment, the wealth management fees, the investment banking revenue and sales and trading. And right now, those are all very strong.

So while you wouldn't -- I guess, maybe we could if we're in a different dimension, but the idea of the market going up 20% per year in perpetuity would be a nice thing to talk about. But the reality is they're all positioned and they're setting new standards of profitability that even if they flatten there, it would be a great business sort of walking up the ladder. So we feel good about that. But as you look forward, it's really a common purpose, been at a long time. The growth rates are there. And now with the balance sheet turnover and becoming more core, the efficiency of the returns go up to 1% on assets, 6% common equity, 16% return to core. That's what we did in the first quarter. We said 16% to 18%. We hit it a year early. So you expect us to keep making progress there, too. So that's the general set -- we can get into specifics. That's a general setup is that loans grow, deposits grow drives that. Credit quality is strong, doesn't take it away.

And on the fee side, we experienced good growth. We expect to do that. But the reality is that will settle into a more normalized growth rate. But after 16, 17 quarters of core sales and trading growth rate year-over-year. It's been a different environment in that scene, and that's where Jim and now Dennis and [indiscernible] have done a great job. They've build that up. And likewise, investment banking, we're holding our market share growing a little bit here and there, but it will ebb and flow with the markets, but generally, it's the new baseline.

Got it. And so coming back to reasonable growth at Bank of America, your loan growth has been ahead of the industry for the last several quarters, right, led by the commercial side, U.S., international. What do you see as the main drivers of that growth? And do you see that as sustainable?

So yes. And yes, because the dynamic -- if you look back 2 or 3 years ago, the markets business was growing strong. It's flattened out, and now we're still getting good strong upper single-digit better growth. There's still a usage question in the core businesses. And so whether it's middle market or business banking, the line of credit usage is still not recovered, and we're seeing that eat back up and each point of that is a lot of outstanding. So if that goes from the -- say, mid-30s to the 40% type of numbers, round numbers, that gives us a nice anchor to win where we do no more work, we take no more risk and yet we get more revenue, which is a nice -- and loan growth, which is a nice thing. So that's what we feel good about. So what I felt good about in the last quarter is if you look the quarterly progression in markets lending, of which markets lending has very different pieces in there, it has slowed, but the rest of the businesses in the commercial side have caught up.

In the consumer side, basically, the credit card, they set a path to get to 5% nominal growth in balances. That aside, if you really look at the mortgage stuff, it's really not growing, and it's -- we don't have to go over the dynamics of that. But if you look at the home equity side, we're starting to see a little pickup. Ultimately, that -- those balances were $30 billion, down to $20 billion after the pandemic and should go back to $30 billion and beyond, given everything that's going on, yet the American consumer has not decided to tap that. And ultimately, they stay in the house longer to do repairs and things like that. So we think that grows, but mortgage loans are just going to run to stay in place until there's a more favorable environment. So the consumer side oddly is kind of bumping along card a little bit better. It's the commercial side driving it, and that has leveled out to more of the business is driving as opposed to just markets.

Yes. And at the Investor Day, we talked -- you talked about the card strategy. And can you talk to us -- talk about the competitive dynamics there and how you expect the card business to just evolve over time from where it's been historically?

So we've been in the card business a long time. We made a conscious decision along 3 dimensions: one, to be really focused on prime card lending; second, to focus on the Bank of America card base; and third, focus on the affinities where we thought we could have a good relationship and help drive success. At the time, we had 3,000 affinity relationships and 2,950 of them didn't have a lot of value, honestly. And the credit losses and some of them were pretty substantial. So we've narrowed the business. But this morning, we announced a redo of our rewards program. And we always believe that the rewards program ought to be holistic around all Bank of America customer capabilities. It was geared a little bit to the -- what we call preferred affluent -- mass affluent America.

We've now broaden out that all checking customers have access to reward programs. The card has a reward program, but it's one rewards program. So with the affinity we have, which are great, but the rest of the card is about building our brand, our Bank of America brand card in the eyes of our people, our customers and then drive that forward and the rewards is a key thing because the rewards drive the deposit base growth and deposit base stickiness. So that's the integrated approach. That's different than other people have taken because we're not a card-only company. We've been there and almost took the company down, frankly. And because we haven't had a serious consumer credit issue since 2007. And so it's very volatile.

And so we're playing it to make sure that doesn't create issues for us while at the same time, penetrate the customer base and drive it, use the rewards and do it. So that's the card business. That being said, the team has to grow at a faster rate and they got, I think, 3% maybe year-over-year this quarter, something in that range. They're moving towards 5%. But if you just say grow balances, you can forget that you got to get profitability and with 1/3 of the balances paying off every month, they're not paying any interest and you're paying money to carry them. So you have to be careful about that balance, and that's the management task that Holly and the team have.

Yes. So the deposit side of the business for the industry is getting a lot of attention. You have one of the largest and lowest cost deposit franchises around. And how do you think about the advent of all these new digital products, some of which have existed but in different forms, whether it's stablecoins, tokenized money market, mutual funds, AI agents, how do you see the company adopting over time and evolving to both continue to grow but also protect that core funding base?

So I think -- the principles of which money could move to higher rate products are not new. The device price are changing and they always change and they change over time. But -- and so we always have to be mindful of that dynamic. But when you back up from that, we have $2 trillion in deposits and $1.1 trillion of loans, just to make it simple. The $2 trillion deposits are very core. That's where our advantage comes, our 150 basis to 40 basis points cost of deposits is not because we're cheap on deposits because the dominant part of them are zero-interest or low interest checking in the consumer space and then even the commercial space, noninterest-bearing and in wealth too, that creates that value.

And so that's because we have a core transaction. That goes back to my earlier statement. So if you think it's pretty straightforward. If you think about the customer has transactional cash and cash they want to earn a return on, the company has balance sheet funding requirements and then excess funding. And if you're a position of excess funding, you don't need to chase 5% CDs because, frankly, we don't have anything to do with the money other than put it in overnight treasuries, and that's a loss. So we don't do that. Now on the other hand, can you move money at Bank of America to the market? Sure. We have massive money fund penetration for customers that move it over. Do we have higher rate products across the spectrum? Yes, we have 5 tiers of money market fund pricing and all the stuff.

So people move within it. So they can find rate as they want if it's excess cash. But you have to say why did people have the money? If they have the money to carry out their daily life, they cannot have a payment get missed or something happen. And so I think the constraints and where we've aimed our attack is to really drive and own that account for the household. And then we'll take the other cash or we'll put you in a market alternative because we don't need to fund the balance sheet. There's no advantage in holding it, but we want to control that cash decision. So we have very fast terms. If other ways to come up to do it, we will facilitate those ways, too. But it would be -- bring down the growth rate in deposits because I don't think they shrink because we don't have much of that CDs and stuff like that. We have very little. It would bring down the growth rate, but we'd still control the cash and make money on it somehow.

And we have fee side and everything else. So it's a complex thing. I think people are forgetting that all the ways to move money have existed and all the higher-paying devices have existed. And the reason why accounts stay where they are is because people are thinking about that money differently. The theoretical construct of an agent coming and moving every 10 minutes until they bust at once and all hell breaks loose, that will be an interesting question. And because once one payment doesn't go through right, all of them don't go through right and at $35 a clip or in our case, $10 or $15 a clip gets very expensive very fast. And so what did I save? What did I get? What did I -- the fine-tuning. And so that's going to be an interesting tension in all this, but we'll see it play out. We'll be competitive. We'll have all the techniques everybody else has. We have them today, we'll have them tomorrow.

Yes. So let's touch on some of those fee-generating businesses you mentioned earlier. So wealth management has been a longtime big strategy driver for BofA. You talked about this at the Investor Day. What are the key drivers that are going to drive growth in the wealth business ex markets, we'll keep that aside as a nice tailwind today, but in terms of organic and gaining market share, et cetera.

So if you look at the drivers in that business, it's more clients, more of the clients. And to get more clients, you have to have either more clients per adviser or more advisers in both. And then you have to decide whether internally generate advisers or external hires. And so over the years, the external hires have gotten so sort of expensive that we sort of laid off that. We're now going back in to fill up offices and to bring some talented teammates in and recruiting, and we had to restart that engine. The good news is the experienced adviser attrition is hitting -- bumping along all-time lows. And so -- and that number just keeps coming down. And by the way, it was all-time lows 2 years ago, and it just keeps bouncing down. And so that's good news.

So to get net flows, you have to have current customers add balances or new customers add balance. Lindsay and Eric, Katy have committed to drive those to another round of increase really the Merrill piece, the private bank is doing pretty well on that. To do that, you've got to then add advisers net and add clients net. And they're adding the clients through the continuum we have from Merrill Edge all the way through the private bank, we got, I don't know, $90 billion of net flows last year, something like that. So it's just pushing that a little bit higher. The big change for the Merrill teammates is the hiring and they started recruiting in advisers to come join this wonderful platform. That helps on the asset management side.

The real other thing that's going on, and we're getting -- every year, we make another step of progress is $280 billion of deposits in that business. And so it's one of the largest banks in the country in the wealth management business. If just we start to noodle on that question. And they have go to the rate they pay, rate they do it, but they have a big core checking business. And so that's been picking up. And then frankly, the best success they've had over the last few years has been on the loan side, and there's 2 parts to that. One is sort of the very high end, very structured loan to wealthy people for art and for other planes and other types of things. And then secondly, the securities-based lending has picked up as the market has been strong. So the loan growth has been very strong in that business.

And so you put that all together, it's -- the improvement they laid out was to go to higher net asset flows. That's from basically driving the adviser count up, and we can make advisers more efficient, too. But it's really from driving adviser. That comes from being a little more aggressive on the recruiting side. We manufacture advisers and training programs and stuff. But we said, let's go out and do that. The economics are -- you got to be careful of. But on the other hand, we believe we can bring somebody in even the economics now, we're much more confident in the ability to get them around out the base and make money for the company on loans and deposits and things which they couldn't do at other firms.

Yes. And another business where you've expanded and taken share has been in the markets business or the trading-related business. And some of that's been through allocating more balance sheet to it. But I guess the question is how much more share do you think you can see taking there? How much more are you willing to allocate in terms of the balance sheet towards growing that further and creating that -- continuing that stable base that you've talked about for a long time?

Yes. So I think if you look at the markets business, let's say, it was a $600 billion to $700 billion balance sheet at peak 3 or 4 years ago, now it's a $1 trillion balance sheet at peak. So the balance sheet has increased to support the business. The capital allocated to it is circa $50 billion now. It's getting a good return on that but the challenge for us always, if you think about the tightness of our franchise, the ROA and the TCE equivalent, then it's the one that earns less. So Dennis and [indiscernible] have to solve that equation all the time. So they've grown nicely, taken market share, done a great job, and we've given a lot more resources, but the constraint is you got to be able to put it to work. And a lot of what they do, prime brokerage overnight risk, it's not exactly something you're going to get paid a lot for from an ROA basis, but from an equity risk basis, there's huge return.

And so this is where you get in the arbitrage between regulatory accounting and RWA and actual tangible common equity and stuff. So they've done a great job. They continue to grow. What I'd say about that business is, I think it has 72 different regulators touch it. It operates in all the trading venues around the world. It supports the great clients in here with knowledge research about all the different things. This is not an easy business with the technology demands $700 million, $800 million, $900 million a year in technology spending. If you start to think about this business, it's really a business you have to really be willing to put a lot of scale work in a very highly talented nuanced business to the client, the scale behind it has to be there as it becomes extremely difficult. And the bespokeness has to be managed down.

And the team has done a good job at the cleaner, simpler, better, as Jimmy called it, and taking the breakeven point down $1 billion a quarter over the last decade probably.

And so that then puts up to $2 billion in the first quarter. And that's -- they've done a great job. It's just that in the scheme of things, we've added more capital, added more balance sheet, but we're always managing that against these other businesses, which have a much bigger impact on the return on tangible common equity. And as we're moving up in the range, we'll keep that balance going. And that's what we're doing, but we got to be careful that if it becomes too big relative to the franchise, it starts to drag the returns at the ROTCE level down a little bit. I don't know if that makes sense to you, but that's one of the challenges. They have lots more resources doing it. But it's -- and they do a great job running it in 16 straight quarters of year-over-year, nobody has come close to that. And I think they probably will do 17.

And the last one, just in terms of higher ROE business has been investment banking, which has been also gaining market share over the last couple of years. You talked about building up the middle market as part of it. Can you talk about both just that organic where you're taking share and where you can? And then as a second part of that, just coming back to the environmental question, are people just kind of plowing through this environment as the new normal? Or do you sense any change in terms of willingness to transact?

Well, let's go to the last part first. People are just plowing through. To your point, a little bit, they've adjusted to the to the situation and said, you know what, we can't wait too long. There's catalytic change going on with the impacts of technology and new technology and new change. We got to figure it out. Scale will help do that. So you're seeing our clients the ability to do deals in the market, the IPO, these apocryphal IPOs are one thing, but just the general IPO market is a little more constructive, et cetera. So the pipelines are full on the activity side. It can -- think last year, it can start and stop on a moment. And that's where you got to be careful about making sure that business has a throughput underneath it that gets you a minimum amount that's fine, and then it's tied to the corporate customer where you make money on loans and deposits and stuff.

So it's a fairly constructive place. The pipelines are strong and et cetera. You go to the sort of more philosophical long term, we think of that business, it's a global business, global companies. But the piece that we've been able to do a pretty good job in between Matthew and Wendy -- Matthew Koder and Wendy Stewart who runs our middle market is really drive the middle market business. And so -- and that's 2 pieces. That's smaller companies and still covered in the industry world, but also general middle market companies in which we have dominant market share around the country. And so right after COVID, when we end up with excess capacity because the world kind of stopped. They were saying, well, we've got too many investment bankers, what are they going to do? And I said, well, let's build that faster. So we went from 60 up to 200 people doing it, and we'll continue to do that.

As all this technology maybe makes it efficient, we have this outlet where we can keep that because there's capacity to add a lot more people doing that in all the markets. So they're out in the market out in 17, 20, Citi is doing -- working with Wendy's team going to call middle market clients. And we're seeing the market share of our middle market clients where lenders is strong, but there's a lot where we're not a lender and there's a lot of other clients and those 2 elements we're really after. So I think that's good. The rest of the business, which is a classic industry-driven global business with regional overlays, Matthew and team have done very well. We're doing -- Asia has been pretty strong and Europe on the M&A, we picked up some there. America is always strong. So I think that's just that's more standard fair. But this middle market thing is unique because we are coupling banker capabilities, investment bank capabilities with 30-year, 50-year relationships, and we can just do that over and over.

And it doesn't mean every client does a transaction every day because that's not the nature of it, but you have to be in the flow to catch the clients over time. And that's been -- it's probably about 30% of the revenue now in that business. So it's contributing, and it can keep growing because there's -- the market share sounds big, but it's not big when you think that there's 90% of the market out there we aren't touching.

Okay. So one of the things we talked about also at Investor Day and in the last earnings sessions has been just the benefit of having that built-in NII growth plus the fee growth you just described has been a better operating leverage output, which has been consistent, but it's getting wider again. And at a high level, what does good operating discipline look like to you in terms of like balancing reinvestment versus driving efficiency and bottom line performance?

So historically, we had -- remove a lot of costs because we got rid of businesses. We had a lot of buildup after the financial crisis, et cetera, et cetera. So that came down. We got down to a pretty low level. Then we had inflation and costs and things. But all the time, you're making investments. So as we think about it, our investments are really headcount growth, which is in the relationship business. So going from 500 to 600 private bank -- lead private bankers going from 700 to 800 middle market commercial bankers going from 1,000 to 2,000 business bankers, which is $50 million on revenue. It's just how do we keep adding that. And that we have to do it. And how do we fund that in the grand scheme of things is by becoming more efficient in operational excellence and stuff like that.

So that technique. So if you looked at Investor Day, we showed you this massive downdraft in expense and headcount, but what we showed you is from, say, '19 forward, what happened is we've added heads and still taken out heads and the net has been up a little bit. We're running about 210,000 people today. 210,000 to 211,000. That's down, but that's a constant reinvestment in retraining, reskilling people even within operations groups going from X to Y as we automate and do work. And so it's just -- it's a matter of doing.

The major change we wanted people to see is we gave a nominal reduction in expenses because we couldn't get people's attention that we're actually coming down, and then we could never get off that point. So now we're focused on operating leverage. Last quarter, we said at Investor Day said 200 to 300. Last quarter, we had 300. This quarter, you should expect us to do pretty well. That's the goal because we have to have the expense growth to fund that growth and initiatives and talent in usage of the new technologies, et cetera, but we got to keep it relative to revenue growth in sync and then that produces the profit margin.

And so we think in a steady-state economy growing a couple of percent, you have revenue growth in the mid-single digits, expense growth in the low single digits. None of this is true because of the markets and everything going crazy now, but in a more standardized environment, that produces 8% to 10% operating profit growth. And then with the share reductions and stuff, 10%, 12% EPS growth. And that model is the model that's going on underneath every day. It's just that right now, you have huge market activity comes in and covers up some of that activity and then comes back out and that comes through. But we watch that underneath every day. And that's just a constant reengineering of the platform using all kinds of technology, including AI.

Yes. And how -- and talk about how AI will now influence this, too. You've talked for years, you guys talked about how the customer side has been facing it with Erica, Zelle, your broader franchise. But what are the tangible benefits that you're seeing right now as you put AI through the whole platform and add it on to just normal digitalization? And how do you think these tools are going to change the firm's performance over time?

I think applying technology to task is not new in our industry. Managing the human part of that is also not new. So our job is to manage implementation of this and also manage our hiring and our attrition rates to make this all work and then retrain people inside the company. And so last year, we moved 14,000 people from job A to job B in the company. That's a huge retraining effort. We also hired about 1,000-plus people a month, yet we ended up relatively neutral headcount. And that's by thinking this through. So the job of management is to make this work. Now how is it going to affect us? It's really all over the place. So there's very concrete. Erica is a very concrete example, 20 million consumers use it a lot of times. They can use it in a way that doesn't increase cost for them to have intimacy and interaction at pace that you can do it.

In the consumer business, 99% of the stuff is all digital already. So there's not like a lot of -- it's just the piece -- it's huge. The piece of the 1% left is a lot of transactions. And as you move that, you can do it. But the question on my mind is that you got to be careful because even though Erica is used all those times, would people have done that if they didn't have Erica. And so what you do is you atomize the activity, more and more activity takes place and you got to be able to scale that without cost. And that's what the magic of AI can do. It can scale customer interface without adding cost other than operating in a system, which is much more leverageable. So -- then you get on that side. We've automated the underwritten for years on the consumer side. There's nothing new here, and this is 30 years of doing automated underwriting. It's not a new concept.

So there's very little income benefit on consumer decision of Brian Moynihan gets the loan or doesn't. There's a huge lift on the preparation credit offer memorandum for commercial clients because that's a write-up that goes on. That's a huge amount of work that we can then reduce by having them pulled together, prepared, then looked at human in the loop, making sure they're okay, people experience, making sure it's not giving you an answer doesn't make sense, but it speeds up the process of preparation. That's a big benefit because if you look on the consumer underwriting side, you're going to get relatively small in the decisioning of credit. On the process of doing mortgage lending and the paperwork, yes, it's big, scanning and reading and taking the text and making it work and loading and stuff, a lot of it was input of just because of the way the systems are configured outside our company, not only inside our company.

So it has applicability across every platform. We're a big sales force user, agent force is out. We're up to 1,000 -- 4,000 or 5,000 people using it. That's growing thousands each month as we deploy in the other businesses. That provides them the benefit to prepare for meetings faster. You go back to, say, the wealth management capacity question, that means an adviser can -- whether a private bank or wealth management can be more prepared, they can take on more client activity, less getting ready for that client activity. And those are where we see it have a growth aspect that's pretty strong.

And then a legal department uses it now, and they can in-source more legal work with the same number of people and generate a benefit on that. So it's just going to go through the whole organization. I think the job is it has to be right. It has to be perfect. The data -- we spent $3 billion or $4 billion getting all our data aligned for a wholly different purpose, honestly. It turns out to be fortuitous because we know that the lineage of our data, we have been establishing for years and years and years to get all this reporting and make Erica work right and all this stuff. That provides a good stead. You have to have your data perfect. You have to have the decision path and whether it's fully agent deterministic, that's going to be an interesting question when you let it run versus you always -- it's preparing an information to let a human being make a decision faster, better.

That's going to be tricky because if it goes haywire, they can go haywire. And we've seen that happen in the early days at Erica. We had to constrain Erica because of that. And then -- so that the platform -- and then the question is the cost because you're going to start to have the thing they call tokenomics. The amount of money we spend on this can't be infinite because it's got to have value. And so we test every project. We have 22 colleagues led by Jeff Busconi working on this. We went up to 3,000-plus people, give us your ideas. We're trying to make this everybody's work in our company. So we'll see it play out, but it's going to have a big impact. Our job is to make that impact work for our teammates. And their job is -- honestly, their job is to help make it work for the company and themselves, and we'll take more share and go on.

Understood. Talking about credit, we touched on it when we started just talking about the consumer being very stable. And outside of gas prices and the impact on spending and maybe substitution, just what are other important signals you're looking for, for any changes to potential changes in the consumer outlook and consumer losses?

Yes. In the near term, you obviously look at near-term delinquencies, all the stuff, which are in good shape and improving, et cetera. So that's not the problem -- really, you have to look at employment after our teammates have been in this business a long time after watching these companies after having prime, subprime, card prime, card subprime, mortgage prime, mortgage subprime, home equity lenders, all this stuff, the day if a person is employed, they're going to pay their debt. And so the question is employment and then the other life things, death, divorce, sickness, other things can impact it. And right now, the employment level is strong.

We watch that like a hawk, not only current new claims and things like that, but predicted outcomes and thinking through and getting the best advice from everybody we can, including our research team. Look at all the blue chip. We base our reserving based on the blue chip. We don't let our view color it and that shows and we're -- I think we're reserved at implied levels that are much higher unemployment and things like that. But if you -- that's the simple answer. People are employed, they're going to pay on the consumer side because they don't want to lose their access to credit. And yes, they'll get overextended and some things will happen. But when you look within the things happening, it's generally a cathartic thing has happened to the individual. And our job is to try to keep that incidence rate low and then keep it more secured credit versus unsecured credit because the loss factors are obviously much different.

And on the commercial side, there's still a lot of attention on the private credit ecosystem, although a lot of banks, including you guys talked about your comfort with your portfolio. As you think about just the interplay between banks and private credit, how do you think that this will evolve and become an opportunity for Bank of America?

Leave aside that we've laid out all the disclosure, which shows -- but let's go to the competitive question. The question was really what was the offer that was happening that we got concerned about in the middle market client. That's why we announced the $25 billion pool when people said, really, this stuff is being talked about. We announced [indiscernible] because we know how to do good credit. But the reality was that someone was doing a, say, $1 billion buyout with a sponsor or entrepreneur business recapping or something and somebody can then all supply everything. And we go in and say, well, the private equity come in, we'll do a loan syndication for $500 million or whatever, and we'll get 5 banks and you have to work through that and the person in and said, I'll do all $500 million. By the way, you'll pay more for it and people are taking the deal.

So we had a competitive risk here, not for the credit we didn't want to do, but for the credit we did want to do, and that's why we put the pull together. And that's the question now is can we win consistently for middle market companies going through that kind of change -- the average middle lines of credit and stuff are very different than this. It's when they're going through sort of a cathartic capital change that if the competition comes in, can we hold our position there, that's going to require us to combat it differently. That's the biggest exposure we had in the middle market business. In the larger end, everything ends up going through the markets and everything. But -- and so that's why we built the fund. But in terms of credit risk, we're very comfortable with our positions and build them in a way that it's not something we worry about.

So on capital, the recent rules were proposed for the Basel III end game and the G-SIB surcharge, you guys cited a net overall positive benefit. Do you anticipate any meaningful changes to come out of the final rules? And how do you feel about them as they stand?

I still think we've got some points to make on where the G-SIB recalculation starts, for lack of a better term, was meant to start in 2012. The data was meant to be updated. That's still something we feel strongly about it. And so there's a lot of ins and outs, but I'm not sure they'll change a lot. And -- but I think the key is to get a set of rules and make sure they stick to the risks going forward because under the old set of rules, suddenly, we had 20% more capital with no more risk, and it was just all this manipulation. So [indiscernible] and the team have done a good job of thinking this through about how they make sure it doesn't creep back other ways and codify it.

So at some point, we've got to get something done a call a day. But yes, we'd like to make sure that G-SIB is actually calculated from the time it's meant to calculate. A lot of our growth has been just general economic growth, come on now. We're not more important or less. Those are the factors we're concerned about. But we're making our points, and we'll see what comes out.

Yes. And along the way, Bank of America still has a meaningful excess capital position. You've been -- the dividend is strong, big buyback in the first quarter. How do you balance dividends, buybacks, organic growth as you look forward to that 16% to 18% ROTCE target you put out for the medium term?

So we think about us running plus or minus 6% tangible common equity. And so as we get down to that level, if you have $1 of earnings, pay the dividend, what business growth you have, the rest goes back into the shareholder base. The interesting question is because we have the excess that middle thing, we could just leverage the current capital base. And we're kind of getting to the point where with the new rules, we'll get a little more window and then we got to figure out how that all works. But you should expect us from the earnings we make in the first quarter, $8 billion plus, all of it goes back into the shareholders because we have excess capital to support the business growth we need. And then going back to the earlier point about Mark, you always got to be fine-tuning the returns, dynamics between the businesses.

Okay. But before we close, any updates that you want to provide in terms of the near-term outlook that we should all be considering?

Yes. I think if you look at us for this quarter, just to give you a sort of an update, I'd say the NII, we told you we -- what will happen in the extra day and stuff, we feel good about that. We moved the range of 5% to 7% for the year, up to 6% to 8%. We feel good about that. You should expect this quarter will be good and solid on that. On investment banking and trading, we're doing, I think trading, I think like a 15% increase year-over-year. We got to be careful. Year-over-year, you got to remember last year was liberation quarter, so some of these numbers will look big. Investment banking is in pretty good shape and wealth management in the low teens year-over-year.

So we feel good about that. The one thing I cautious is because the growth is coming from wealth management and things like that, the expense leverage, but we'll have good operating leverage. We'll do as well as last quarter, and that's good news. And so that's the only -- as I look at the things, people are forgetting that the revenue growth is exceeding what people's expectations are coming business, which have a BC&E, which is transaction costs on the market side plus compensation and things. But we feel good about the quarter.

And so I think the NII at the top end of our growth range for the year. I don't see any issue in that. I think 17th quarter of sales and trading up 15% plus or minus is investment banking up strong and then the wealth management up in the low teens. And then just make sure people are -- you're paying attention to the expense side of that is the only thing.

Excellent. Great. Well, please join me in thanking Brian Moynihan for joining us this morning.

Hello, and welcome, everyone, joining today's Bank of America earnings announcement. [Operator Instructions] Please note, this call is being recorded. [Operator Instructions]

It is now my pleasure to turn the meeting over to Lee McEntire with Bank of America.

Good morning. Thank you. Thanks for joining us to talk through our first quarter results. As always, the earnings release and presentation are posted on the Investor Relations section of bankofamerica.com and we'll reference those materials during the call. Brian will start us off with a few opening thoughts, and then Alastair will walk through the quarter and provide more detail on the results.

Before we begin, a quick reminder that during the call, we may make forward-looking statements and refer to non-GAAP financial measures. Those reflect management's current views and are subject to risks and uncertainties, which are outlined along with the relevant GAAP reconciliations in our earnings material and the SEC filings on our website.

With that, Brian, over to you.

Good morning, and thank you for joining us all of us. It's the our earnings report for the first quarter of 2026. I'm going to begin on Slide 2. Bank of America delivered strong first quarter 2026 results. Revenue grew 7% year-over-year to $30.3 billion. Earnings per share were up 25% year-over-year to $1.11 per share. This performance was driven by balanced results across our businesses, continued operating leverage, solid client activity and stable to modestly improved asset quality.

We also saw solid year-over-year growth in both loans and deposits. Our capital and liquidity positions remain strong and well above current regulatory requirements. Along the bottom of Slide 2, you can see the progress against some of our most important operating metrics. We delivered operating leverage of 290 basis points this quarter. The efficiency ratio for our company improved 170 basis points year-over-year to 61%. And importantly, we generated return on tangible common equity, ROTCE of 16%.

The biggest highlight I can provide you is you flip to Slide 3, there you can see that every segment of the company contributed to our year-over-year growth. Every segment grew revenue. Every segment grew earnings. Every segment grew average deposits and every segment grew loans and every segment drove strong returns.

Now moving to Slide 4. Let me talk about some of the primary drivers of results before Alastair takes you through additional details. First, net interest income performed better than expected. On an FTE basis, net interest income was $15.9 billion, up 9% year-over-year. Second, our fee-based market-facing businesses performed well, markets, wealth and investment banking, all show good momentum. Client activity remained healthy and revenues in each of these areas grew at double-digit rates compared to the first quarter of 2025.

Third, our team continued to manage expenses well. Reported noninterest expense of $18.5 million in the first quarter, which was in line with roughly 4% year-over-year increase we discussed in our last quarterly earnings call.

Let me just spend a few moments on expense and how we think about them in the context of delivering growth and returns for our shareholders. Having said consistently, our focus is on delivering durable earnings and returns. Expense discipline is embedded in how we run our company. And it's also one of the reasons we're able to convert scale, productivity and macro tailwinds and operating leverage over time. In the quarter -- the first quarter, our expenses reflect the deliberate choices we made. First, we continue to invest in our revenue-producing capabilities, whether it's relationship managers in all the businesses, new branches, technology of all types delivered throughout the platform and product enhancements of all types, all those support the client activity, market share gains and long-term earnings power of this company. These investments are return on investment driven. They're tied to businesses where you see clear demand and attractive returns.

The second thing we do is we continue to offset those investments through productivity and simplification. The continued digitization of activities by our clients and inside our company, the application of artificial intelligence that detailed process reengineering all help reduce manual work, lowered unit costs, limited increase in our base cost structure. That's why even as we've invested, we continue to deliver positive operating leverage. It's simply put that our revenue growth rate is faster than our expense growth rate.

Third, we remain highly disciplined in nonstrategic spend. We are conscious not to add complexity, layers or fixed costs that don't support the clients and what they need from us. That discipline is part of our responsible growth culture has been going on for many years.

If you think about that in terms of headcount, we are down about 1,070 people from year-end 2025 through attrition, and we'll continue to drive that. We continue to heavily extend the franchise, deepen the client relations and deliver attractive terms. And we're doing -- while reducing the FTEs and absorbing cost and inflationary cost out in the market.

Turning briefly to asset quality. We saw improvement from last year. Net charge-offs, card delinquencies, reservable criticized assets and nonperforming loans all declined versus the first quarter '25. Provision expense was $1.3 billion, compared to $1.5 billion last year, reflecting continued benign credit results. Finally, capital generation remains strong. We continue to deploy excess capital to support RWA growth across all the businesses, while returning capital to shareholders through dividends and share repurchases. We ended the quarter with a strong capital position, including $200 billion plus CET1 capital.

We also continue to benefit from the many quarters of organic growth across our businesses. We include our standard organic growth view, beginning on Slide 19 and following in the appendix. I commend you to look at those across all the different business lines, all the activity and all the digital activity are there. All that activity remains a key differentiator for us, driving continued growth in deposits, investment assets, lending balances and trade counter party. This combines with that strong engagement across our digital platforms, and we believe driving ongoing share gains in targeted markets and products. Overall results again demonstrate the value of our diversified earnings stream. The growth in [indiscernible] of all our businesses across different environments. In the end this is a strong performance by our team here at Bank of America, and I thank him for another great quarter.

Before I turn to Alastair to go through a few observations -- go through the quarter. I'm going to give you a few observations we see about the economy beginning on Slide 5. So we have 2 things that Bank of America to help us view the economy. First is our very strong research team and they provide great data to us based on their view of the world. And you can see that on the left-hand side of Slide 5, but we also couple that with our internal data, what our customers really do both on the consumer side, corporate side, small business side, et cetera, and you can see that on the consumer expressed on the right-hand side of the slide.

[indiscernible] team continues to see the economy that is resilient, that the core activities economy continue to push along even with all the uncertainty that you've all written about out there. We see the forward look of GDP growth rates in the U.S. in the 2% range, and we see a faster growth rate around the world.

When you look at the inflation, you can see on the lower left, you can see that the projections for it to be -- remain elevated in '26 and into '27 and we -- both at the U.S. basis and the global basis. But when you look on the right, you can see where the resilience comes from in the U.S. The U.S. consumer continues to spend through all these different platforms here, Bank of America. To put that in context of total spending by consumers across all the ways they move money into the U.S. economy Bank of America is $4.5 trillion a year.

For 2025, you can see that was up 5% from 2024. And at 5% growth has been consistent in the first quarter of '26 compared to the first quarter '25. And during that quarter, customers moved $1 trillion plus in the economy. As you look on the lower right, you can see the debit and credit card spending was up 6% year-over-year. This total is about 25% of the way consumers spend money at Bank of America.

If you look within the categories, you can see it's up in entertainment and services and travel and retail. And yes, it's up in gas prices, and we note that in March, it was up 16% year-over-year. At the same time, we look at this data and see what it tells us. We're also mindful of all the risks out there, the ongoing conflicts in the Middle East, including implications for the energy market inflation and growth. We look at global trade flows and broader financial conditions. To date, these impacts have been measured and absorbed by the economies here and around the world, and we continue to watch them carefully.

Looking ahead, our research team expects moderate U.S. and global growth over the next several years, and our data supports that view. In this environment, I'm asked at the capital markets activity has really inflected or is this just the volatility producing the results that our markets team produced or our investment banking team. What we're seeing is improved breadth in our global businesses, not just episodic activity. Trading has been in for volatility. In fact, this is the 15th quarter we have year-over-year revenue growth. But more importantly, investment banking pipelines are building and engagement is up across all products.

One of our corporate clients is strong. Like wonder about all the things I spoke about, they continue to conduct strong activity. That activity is healthier than a year ago and supports a continued constructive fee environment. In our view, while those risks are out there, the macro backdrop remains constructive and a diversified business model position us well to continue to deliver for you across a range of economic scenarios.

With that context, I'll turn it over to Alastair for more details.

Thanks, Brian. I'm going to begin with the balance sheet, starting on Slide 6. You can see total assets ended the quarter at approximately $3.5 trillion, up 2% linked quarter, reflecting loan growth, deposit growth and balance sheet to support our clients' increased activity in global markets. Deposits increased to more than $2 trillion, driven by continued strength in both commercial and consumer client engagement.

Common shareholders' equity was approximately $276 billion and relatively stable quarter-over-quarter as earnings generation was more than offset by the capital we returned to shareholders through dividends and share repurchases. This quarter, we paid $2 billion in common dividends and we bought back $7.2 billion of common shares. From a regulatory perspective, the CET1 capital ratio declined 14 basis points to 11.2%, and that decline primarily reflects the capital return to shareholders above earnings generation as well as balance sheet growth and mix change in support of our clients, and our ratio remains well above regulatory requirements.

Looking ahead, we don't have any meaningful updates to report on the recently proposed Basel III Endgame or G-SIB capital changes. As proposed, Basel III would result in modestly higher capital requirements. However, the proposed changes to the G-SIB surcharge are expected to more than offset the Basel III end game impact for U.S. G-SIBs.

Taken together, if Basel III Endgame and G-SIB frameworks are adopted as proposed, we believe Bank of America is likely to see some reduction in overall capital requirements relative to the current regime in future periods, and the public comment period concludes in mid-June, and we look forward to the finalization of the rules.

Liquidity remains strong with global liquidity sources of more than $960 billion, well above regulatory requirements. And now as we go a little deeper on the balance sheet, we'll focus on loans and deposits. So I start with deposits on Slide 7, where our franchise continues to demonstrate strength, stability and discipline. Average deposits remained solid during the quarter, increasing approximately $59 billion year-over-year or 3%, reflecting the depth of our client relationships and the value customers place safety, liquidity and convenience, particularly in an environment where rates and market conditions remain dynamic.

It's notable that both interest-bearing and noninterest-bearing deposits grew 3%. Growth was led by commercial clients, while Consumer Banking grew more modestly, marking its fourth consecutive quarter now of year-over-year growth. Composition of our deposits remains a key differentiator. We benefit from a high-quality mix with a meaningful portion in low-cost operational balances and strong engagement across consumer, wealth and commercial clients. That mix has continued to benefit our funding costs even as pricing competition persists across the industry. The total rate paid on our deposits declined 16 basis points to 1.47%, and this allows us to maintain one of the lowest cost funding profiles among the large U.S. banks.

Turning to loans on Slide 8. Average balances grew nearly 9% year-over-year driven primarily by client demand in our commercial portfolios. That growth was broad-based, and it reflects good core operating client activity. And as always, we remain disciplined in how we deploy our capital, prioritizing returns, credit quality and relationship depth over volume. Consumer loan balances were up about 4% year-over-year, including 3% credit card growth. Wealth Management contributed nicely to consumer loan growth through strong securities-based lending. And across both consumer and commercial folios, the credit performance remained consistent with our expectations, and we've not changed our risk posture. We remain highly liquid. We're focused on protecting our margin and preserving flexibility while continuing to support our clients.

Let's turn to net interest income on Slide 9. In the first quarter, net interest income on a fully taxable equivalent basis was $15.9 billion. On a year-over-year, NII increased by $1.3 billion or 9% driven by growth in average loans and deposits, the ongoing benefit of fixed rate asset repricing and higher global markets client-related activity, and those tailwinds were partially offset by the impact of lower average rates in the quarter.

Compared to Q4, NII was materially flat and reflected similar underlying benefits that were nearly enough to offset the negative impact of 2 fewer days of interest accrual in Q1. Net interest yield for the quarter was 2.07%, up 8 basis points year-over-year, reflecting disciplined balance sheet management, funding optimization and the continued benefit of repricing dynamics even as rates declined across the curve.

Regarding interest rate sensitivity, we continue to provide a 12-month dynamic deposit-based sensitivity relative to the forward curve. And on that basis, an additional 100 basis point decline in rates beyond the forward curve, would reduce NII over the next 12 months by $2 billion, while a 100 basis point increase would benefit NII by a little less than $500 million.

Looking ahead, while the rate environment remains dynamic, continue to see multiple levers supporting NII, including balanced growth, funding optimization and ongoing roll-off of lower-yielding assets. Given our outperformance against expectations of NII in Q1 and based on the most recent interest rate curve, which has now shifted from 2 rate cuts expected to having none currently, we're raising our full year NII growth guidance range for 2026 versus 2025 to be up 6% to 8%, and that outlook continues to assume moderate deposit and loan growth.

Turning to expenses on Slide 10. In the first quarter, noninterest expense was $18.5 billion. That was up 4% and consistent with the guidance we provided on our Q4 earnings call. We generated 290 basis points of operating leverage, and that translated into measurable improvement in both our efficiency ratio from 63% to 61% and an increase in the ROTCE to 16%. We continue to manage our cost base with discipline while investing selectively to support client activity and long-term growth. The year-over-year increase in expense largely reflects double-digit revenue growth in Investment Banking, asset management fees and sales and trading and the associated higher revenue-related incentives and transaction expenses.

Stepping back, our approach here remains unchanged. And we're [ testing ] where returns are clear. We tightly manage the discretionary spend, and we maintain our sharp focus on operating leverage, including expanding our use of technology and AI to improve operational efficiency and sales effectiveness.

Looking ahead, we continue to expect more than 200 basis points of positive operating leverage for the year, consistent with our prior guidance. And we also have levers that preserve our flexibility to help navigate changing market conditions as required.

Let's turn to Slide 11 for a discussion of asset quality. Credit performance remained stable and consistent with our expectations. Net charge-offs were approximately $1.4 billion with a net loss rate of 48 basis points. Both of those were down from Q1 '25 and modestly up from Q4, primarily reflecting the normal seasonality in our card portfolio with continued stability across the commercial portfolio and improved results in CRE office loans. Provision expense was approximately $1.3 billion, including a modest net reserve release driven by improvements in card and commercial real estate and partially offset by growth-related and targeted build supporting corporate and commercial lending portfolios. Overall, as you can see, our credit results remain benign, and we continue to feel good about the quality of our portfolio.

Turning to Slide 12 for some other credit metrics and a couple of comments here. Commercial reservable criticized exposure declined to roughly $24 billion, while nonperforming loans were flat quarter-over-quarter. It's also worth noting that this was the first quarter in more than 3 years with no new inflows of nonperforming assets into office exposures, which is another sign improvement in that portfolio. For perspective, we've now been in a benign credit environment for some time, and our performance reflects the benefit of decades long underwriting practices and responsible growth culture. We expect that approach to serve us well across a range of potential economic cycles. And we've updated the more detailed credit disclosures in the appendix beginning on Slide 19.

In addition, on Slides 24 and 25, we've chosen to include updated disclosure around our Global Markets loan portfolio. Let me start by saying we've not experienced any material losses in Global Markets loans, and we feel good about the underwriting and the secured positions that we have here. We acknowledge the potential for underwriting dispersion in the portion that's considered the private credit market, particularly in the faster growth vintages and we know that, that risk sits first with sponsor equity and fund investors. Bank of America's exposure has structural insulation from those first loss positions. For losses to reach us, we believe operating company equity and a substantial portion of fund investor capital would need to be impaired before we would experience losses. We don't rely on sponsor marks. We reunderwrite collateral continuously for borrowing base purposes. And our exposure is governed by independently determined borrowing basis with ongoing performance tests. So that means where credits deteriorate, the borrowing base contracts before the losses migrate.

We see the market activity is largely a repricing of liquidity. And growth expectations for alternative asset managers, not evidence of systemic credit impairment. We continue to monitor the market closely. We're comfortable with our positioning. And we're also glad to see the return of more traditional C&I loan growth in the first quarter.

Turning to Slide 13. Let's shift our focus to the lines of business, and we'll start with consumer, where you can see Consumer Banking delivered a strong first quarter as customers continue to place their trust in Bank of America for their personal finances.

Net income was $3.1 billion, up 21% year-over-year, driven by higher net interest income that led to 5% revenue growth, and we managed expense well. That resulted in over 500 basis points of operating leverage and a 53% efficiency ratio. We saw our fourth consecutive quarter of year-over-year deposit growth, with average deposits of $951 billion, while maintaining a high-quality mix with over half of balances in low and no interest checking. Client engagement remained a clear strength. We ended the quarter with a record 38.5 million consumer checking accounts, adding over 100,000 net new checking accounts this quarter. More than 90% of these relationships remain primary.

Digital adoption remains strong with 79% of households digitally active and 71% of sales coming through the digital channels compared to 65% a year ago. Finally, credit performance in consumer remains solid and in line with expectations.

On Slide 14, we turn to Global Wealth and Investment Management who also delivered a strong first quarter, benefiting from solid flows over the past 4 quarters, favorable market conditions and disciplined expense management, which together drove margin improvement and valuable operating leverage. Net income was $1.3 billion, up 32% year-over-year on record first quarter revenue of $6.7 billion, driven by higher asset management fees and solid client flows.

Pretax margin was 26%, reflecting the operating leverage achieved through disciplined expense management. Client balances increased to $4.6 trillion, up 10% year-over-year supported by favorable market conditions and net client flows during the quarter. Asset Management flows remained solid at $20 billion and lending momentum continued with average loans up 13% year-over-year led by custom letting and securities-based lending. We remain focused on pricing discipline, adviser productivity and long-term client relationships. We're driving productivity higher on both newer and existing members of our financial advisers team, and we continue to attract talent across both new and experienced advisers.

Now we move to commercial and corporate client-facing businesses and Global Banking on Slide 15, where Global Banking delivered solid results in the first quarter, reflecting strong client activity and continued balance sheet growth. Revenues were $6.3 billion, up 5% year-over-year, driven by higher net interest income and improved noninterest income. When combined with well-controlled expense, which rose only 1%, the business generated more than 350 basis points of operating leverage.

Net income was $2.1 billion, up 8% from last year as the higher revenue was partially offset by continued investment in the business and a higher provision for credit losses through builds of reserves that were primarily for loan growth. Investment banking fees of $1.8 billion were up 21% year-over-year, and we're a clear positive in the quarter. Investment Banking fees, strong momentum was led by M&A with equity capital markets also up very nicely in the quarter.

The year-over-year investment banking performance is particularly notable given our prior year first quarter included gains related to leveraged finance positions that didn't repeat this year. Balance sheet growth remained a strength. And you can see average loans increased 5% year-over-year with all lines of business contributing. Deposits increased 13% year-over-year, reflecting continued client engagement across the franchise, and rates paid was down linked quarter and year-over-year. Returns remained strong with a return on capital of 16%, which was higher year-over-year.

Turning to Global Markets on Slide 16. I'll focus my remarks as usual ex DVA. And Global Markets strong first quarter was driven by robust client activity and disciplined risk management in a volatile trading environment heightened by geopolitical uncertainty. Revenues ex DVA were $7 billion, up 7% year-over-year, where Sales & Trading had its strongest performance in a decade increasing 12% to $6.3 billion, led primarily by equities performance. And despite the noted volatility, we had no trading loss days during the quarter. Equities had their best quarter ever with revenues up 30% year-over-year, reflecting increased client activity and capital extended to the business for growth. The increase was driven by client financing activity, particularly in Asia, as well as strong trading performance in derivatives. FICC results remained strong and were modestly higher with strength in commodities, partially offset by lower revenue in FX and interest rate products.

Net income was $2 billion, which was up modestly from strong results in Q1 '25 that also included roughly $230 million in gains related to leveraged finance positions. Higher revenues were offset by increased expenses on higher activity levels, increased people costs and our continued investment in this business.

Average assets grew 14% year-over-year to $1.1 trillion, reflecting higher inventory levels and strong client balances. Returns remain solid with a 15% return on capital. Overall, Global Markets continues to deliver for our clients producing consistent profitability, continued revenue momentum and it reinforces the durability of the franchise across different and challenging market environments.

On Slide 17, all other shows a modest profit of roughly $100 million in Q1 with very little to cover here. So as I wrap up, I'll just note the Q1 effective tax rate was 17.5%, that was seasonally lower, reflecting the annual vesting of employee share-based awards. And as a reminder, for the full year 2026, we expect an effective tax rate of just a little more than 20%.

So in closing, first quarter of '26 reflected continued revenue momentum, disciplined execution and improved efficiency and returns. Our diversified business model, strong balance sheet and prudent risk management position us well for the remainder of the year.

And with that, we'll open up the line for questions, please, Leo.

[Operator Instructions] Our first question comes from Manan Gosalia with Morgan Stanley.

First up, just on the expense side, the stronger NII guide was great to see, and you're keeping expense guide, but you're also keeping the operating leverage guide. I know there's some level of rounding in here, but how do you think about dropping the benefit of the better NII to the bottom line?

Manan, thanks for the question. We did this quarter, and we expect that the NII will drop to bottom line. And that -- and so if it goes up, you'd expect us to see a higher end of the operating leverage range like we did this quarter.

Got it. Perfect. And then maybe on the ROTCE side. So I guess you've already delivered on a 16% within the 16% to 18% target. How do you think about staying within that range in the near term as you deliver on the operating leverage? And are there any one-timers or anything else we should be considering for this quarter?

So Manan, I don't think there's any one-timers to consider here. We provided that guidance of a medium-term range for ROTCE over the course of the medium term. And look, every quarter is going to be different. We're obviously gratified with 16% based on the strong operating leverage performance. But the key for us as a management team is just keep moving up the ladder. A couple of years ago, it was 13%, then 14%, every quarter will be different. We just got to keep making progress towards our goal, and that remains our focus as a management team. .

We'll now move on to Glenn Schorr with Evercore.

Maybe an easy high of one on the consumer. I think your spending is so good. Employment and wages have been strong. So the easy question is why do you think loan and deposit growth in the consumer side is slow, sluggish. It's not like you're not opening new checking accounts, new credit card accounts. Just curious on the high level there.

Well, Glenn, I think if we look back over time, on the deposit side, what's been interesting, we talked about 3 or 4 years ago, at some point after the deposits were seeking higher yield, consumer would begin to find its floor. When you look at what's happening right now, you can see now 4 quarters in a row of year-over-year deposit growth. So it looks like we're finding that floor and beginning to grow out of it. You can also see, if you look at our numbers, growth in noninterest-bearing, and a little bit more this quarter than we've seen in the prior quarter. So there -- the elements that are sort of saying it's beginning to pick up.

Now obviously, there's an interest rate environment. There's a spend environment that go against deposits. But it feels to us like the consumer part, which is so powerful, is beginning to turn and grow at the beginnings of accelerating that's kind of where we are in the longer arc. On the lending side, we're in a period right now where unemployment is good. Home prices are good. Asset prices are good, savings remain elevated. So the lending is pretty broad-based within consumer, but you're getting 3% or 4% growth there. Can we see more over time? Yes. But at this point, I think relative to how the consumer is performing, we're in a good place.

One final thing I'll just say is, we've talked about the fact that we've got to focus on our own balance sheet efficiency. We've talked about the fact that we've got the ability over time, just to allow some of the retail and the institutional CDs to pay off. And we've sort of done that. So we don't have to chase CDs at this point, that in turn has meant that we've been very disciplined on rate paid. So we could put up more deposit growth if we wanted to, but we're really choosing at this point to just maximize the core operating client account activity. That's what we're focused on.

Well, I think it's working. That's cool. I appreciate that. I was interested, you guys mentioned that headcount is down over 1,000 this year. If I look over the last 5 years, it's kind of flattish, but there's a lot underneath the covers, right? You're adding in growth areas, you're subtracting some other areas. And I think your attrition rate is more like 7%. So maybe can you talk about some of the puts and takes where you're adding, where you're shrinking and obviously, the question of how AI might -- where are you in the AI journey in terms of how that might bring a little bit larger headcount reduction or not replacing all the attrition going forward?

Well, in the long arc, if you look in 2007 before we bought Merrill and Countrywide to give you a sense, we had more employees at Bank of America than we have today. And so the application of technology, the process and the customer utilization of our technology has led us basically run the company 19 years later on less people. And so this is not a new trend. What you're seeing now is the continuation of those trends, and you're right. So if you -- as we showed you at Investor Day, we showed a shorter term, we showed headcount down to 8,000. We showed at 50,000 out the consumer set of businesses at 25,000 out of ops.

What we're seeing now -- and during that time, we made massive investments in technologists and cybersecurity from a few hundred people or 3,000 people, et cetera, et cetera, new branches. So we continue to shift investment that went on again this quarter, where you saw headcount drift down out of operational process and managers and things like that. And that investment goes into developing more headcount in the relationship manager businesses across the board, and so we'll continue to do that to support the growth of the business.

So we're doing it through attrition. Each month, we have to hire 1,300 people round numbers to stay neutral in the company. And so you can adjust the headcount by just being careful on hiring and let attrition be your friend as we call it, and that's how we got down 1,000 people, but it comes from eliminating work and applying technology and consumer and commercial customers using those technologies and AI gives us pieces to go, we haven't gone. And we've got 90 installations working, all 200,000 teammates have access to AI or can use it every day. Erica is more understood out there, but it's been brought across lots of platforms that the models. And so -- we're still in the early stages of what all this will do, but we're seeing real benefits out of it today.

We'll now move on to John McDonald with Truist Securities.

In terms of capital, with the peak at the new proposals, how are you thinking about a capital target as you strive towards your ROTCE goals? Just kind of wondering now that you have some -- do you have some more incremental comfort in narrowing that management buffer that you have today, which is over 100 basis points to the reg minimums?

Thanks, John. Well, I think as we're getting more and more clarity, you've seen us take advantage of that by just allowing the capital ratios to drift down. So we'll wait ultimately to see what the final rules all look like, but it's pretty clear to us at the point that, yes, Basel III Endgame RWAs will be a little higher. Yes, it appears G-SIB inflation indexing is going to give us some relief, particularly as you move forward into future periods. So that's allowed us to do a little bit more buyback, it's allowed us to put out a little bit more balance sheet. So we're gaining a little more confidence. But at the end of the day, we're in a good place right now. We have plenty of capital, plenty of flexibility. We're earning well. Now we just got to wait for the fine rules.

John, I think your point about operating closer to the minimum [indiscernible] side, everything else have talked about and the shifts across time, the new rules, the old rules and the transition. The reality is as the -- as we have studied this, the volatility in our earnings stream under all the stress scenarios that we run every quarter is how we start to think about the cushion we have to maintain, and that's -- that cushion could be tighter to the reg minimum without having the same threats because of stability in the earnings streams and the capabilities of the company.

So -- so we brought it from a broader range to a narrow range, expect us to keep it in the 50 basis points that we said. And so if the underlying requirement goes down, the whole number goes down , et cetera, so let it play out a little bit. But there's no philosophical change in maintaining a decent cushion but not an overly big cushion, but our fine-tuning of that across the last 3 or 4 years really is based on the earnings -- capabilities of this company to earn through. different things like the COVID and the regional bank crisis, et cetera, you can see that the volatility is just not there.

Right. So what you're saying, Brian, is the 50 basis point kind of management buffer is over time, what you'd expect to gravitate to?

Yes. And we were moving there. But we're taking all earned capital out, right, to dividends and buybacks. That then leaves the nominal amount the same, and we're growing the company into it. And then we got all these rules and how they'll be implemented. Remember, there's step-ups and steps down and that kind of sort of see play out here. But you've got it right. I just think of the long term, 50 basis points over the minimum is more of what we're shooting for.

Okay. And then, Alastair, could you give a little more color on the drivers of the change, the tweak in the NII outlook? And more specifically, what you're assuming within the modest loan and deposit growth inside of that guide?

Yes. So we're not really changing anything in terms of the loan and deposit growth. We've been pretty encouraged with the way that started out the year. So it's more a continuation of what we've seen. But we've seen pretty good organic growth, so that's been good. The rotation is slowing from noninterest-bearing into interest-bearing. And in fact, noninterest-bearing picked up a little bit this quarter, so we're happy to see that.

So for as long as the loan growth stays there, deposit growth looks good, last a couple of rate cuts. Those might have hurt us at the back end of the year. They're not going to hurt us in the same way. So all those things, you add them up, it's a little bit of all of them, but a little bit more balance sheet into global markets. So added up that all feels good.

And final thing, John, is if you take a look at the loan growth disclosure that we put out, I think it's on Page 8 of our release, you'll see pretty broad-based now from each of the lines of business. Pretty broad-based by each of the products. So we're not reliant on any one thing, and that gives us a little more confidence around durability.

We'll now move on to Jim Mitchell with Seaport Global.

Alastair, can you expand on the funding optimization point a little bit? It seems like you had a significant drop in rates paid on non-U.S. deposits. So overall, how much can you do on that fund opposition point? And how do we think about balance sheet growth in that context?

Yes. So this is something we've talked about in prior earnings calls, Jim. So no change to what we've been thinking about over the course of the past couple of years. We had I'll call it, balance sheet puffiness around some of the longer-dated CDs and some of the repo activity. And as we go through the course of time, what we believe we can continue to do is just allow those to drift lower, which in turn is good for NIY, probably doesn't impact NII, particularly but it just -- we can fund the core growth of the clients while allowing some of that balance sheet tough to go out. So that's what we're doing. We're just sticking to that. You can see the CDs coming down quietly slowly over time, taken some of the repo down quietly slowly over time, while still giving more balance sheet to the business for clients.

And can you quantify how much you think is left of that?

I think last time we got together, we said probably somewhere around $100 billion or so a little more, it could be a little less, but it's in that kind of a number.

And Jim, be careful about nominal. In other words, within your -- we grow core loans within the balance sheet and let other stuff go off. But the total footings at one point, but it's the -- what you're holding within those footings that's the key point and what your -- what liabilities you have within those footings. So I think it was pointing out one of your colleagues earlier, if you think about deposits in our company and you look at Slide 7 and look at the rate drop across the board, we are clearly at the core of core deposits in all the businesses. They have different aspects. Obviously, wealth management business. So core deposit is different than the mass market consumer business or even the small business versus a large corporation -- so a large corporation. So look at that page, just think about we're sitting with $2 trillion of positive [ trillion 2-ish ] of loans. And we're only going to take the deposits we need -- we take the deposits from the customers in line with their core operating capabilities in the core business. That's what we're focused on.

Yes. No, absolutely. And on the C&I side, Alastair, you mentioned that more traditional C&I growth has picked up. Is that an early read on taking some share from private credit, given disruptions there? Is it simply just broadly improving demand and an improvement in credit line utilization?

It's mostly credit line utilization this quarter. So at the end of Q4, we saw a little bit of revolver pay down, which probably took our loan balances down, we still grew loans in Q4, but the growth wasn't quite as high because the revolver utilization came down. It just came back in a little bit more in Q1. So we probably picked up $5 billion to $10 billion of loan growth just for revolver draws. So it's sort of core middle market activity, building working capital across corporate America and internationally. That's where we saw the growth.

We'll now move on to Mike Mayo with Wells Fargo Securities.

What a difference a quarter makes. I think what I hear you saying is that you feel better about the short term and you can correct that. But you got the 16% ROTCE. You're guiding NII higher. You have 29 basis points of year-over-year operating leverage. So I think you're saying the short-term better, but since the last earnings report, there have been concerns about the long term, right, that AI agents will come and take your deposits. The AI bad actors will commit cybercrime against you, the AI spend will not bear fruit. So I know you guys have Erica and CashPro and GenAI and over 4,000 patents. And as you brought up less employees since 2007 and also some other advantages there. But as you think about that debate, the long-term debate AI, you being a victim or are you being a beneficiary, why is Bank of America and AI beneficiary? And if you could just frame it, somewhere I know that the question was asked already, but revenues per employee, how much would you expect that to increase or something around that?

Like Mike, I think in your question, you gave the answer, which is we are a beneficiary of the impacts of all technology, including AI. We've applied it and we'll continue to apply our team's job, and we've got catalyst efforts going on, on a corporate wide basis to bring all the ideas to bear. Our team's job is to benefit from the technology. It creates issues about cybersecurity and things like that that you're reading about in the paper and we take those extremely seriously and invest heavily to do it, and we work with our industry colleagues and colleagues and other industries to ensure the safety and security of our architecture.

But there's -- there will always be positive pressure on the earnings due to the application technology and AI gives us a lot of efforts there. There's nothing new and different about the ability to move deposits that we can move them in our company instantaneously to other off balance sheet, on balance sheet, right? So the question is, what are deposits for. And I think like it's lost in all the discussions a little bit the reflection of the earlier discussion on deposit rate paid is we have the deposits because people buy their transaction accounts with us here moving money. The CD and at the market deposit practice in our company is a small part of what we do to drive the economic value. And our job and our -- is to stay with our customers to be the core depository institution and transactional banks with them as well as our lending bank. And we feel very strongly that we will not only take advantage of AI will help us drive greater market share and capabilities in the future.

I guess as a follow-up to, I guess, you remind me like the primary checking account, I think, is what you're saying is very sticky. How to use AI to improve the trust of customers, whether it's with a cyber risk. I'm not sure if you were of the CEOs went down to DC or just trust with data and identity and the relationships?

Sure. I think the trust in our -- the customers go to our institution at all-time highs and the trust they see and in the way we use data and the way we use information, frankly, the -- some of the gates on our adoption of some of these technologies are, we're protecting customer data where other people are not. And that's been a constant struggle from cloud computing into the -- so we keep our data out of the models, we keep -- so that our customer data, et cetera, and take advantage of the models coming into us, but not feeding them. And that's what we owe our customers. We feel we're in a great trusted position. We spent a lot of time, effort and money over years, making sure we get to what we call never down and continue to deploy hot-hot hot backups and systems that will step in for each other. We work with the industry to ensure that, that goes throughout the other platforms, the FMUs and things like that. So we -- if you ask our customers, our digital capabilities, our technology capabilities and the trust in us is as high as it's ever been, matters higher than it's ever been, and it's growing literally month after month after month. So we feel good about that.

And then last follow-up, just in 5 years from now, when we look back, say, okay, AI, tech, where should we see the benefits? Is it just the stickiness of the relationship? Or is it efficiency or where should that show up?

So if you think about the just on the consumer side, Mike, because 2 things. One, you said the core deposit account. There's a core deposit account is a core investment account. It's a core corporate transactional account. It's a core borrowing home. So each of these core is what you're seeking, not just growth overall. So I just want to make sure it's broader. But if you say 5 years from now and think about it, I think you'll see the same elements, we should continue to see more and more digital or AI generated interface to the client. But I think AI really helps us internally just to make it straightforward.

99% round numbers of all the interactions we have with our consumers are digital already. So there's no person involved. So as you start to think about that, you go the inverse, the cost of that 1% is a pretty high number, and we're working on that with all this technology, and we're working on the efficiency even of the 99% in house delivered. The example of that is Erica versus Alerts. Alerts are basically instead of doing prompts and asking questions, we're using the same technology delivered to a constant flow of information. That saves the interface on the prompts and things and also allows it to be more interactive with the customers.

So in the AI intelligence technology intelligence is not different. So it will be more of it. I think at the end of the day, if you think about from [ '07 ] until now the same number of people, we'll be plowing into the front end, where relationship managers matter, the high-touch piece, which is critically important delivery. You'll see us keep adding there, and you'll see us keep taking out of the activities that are not directly facing the customer. But even on the customer facing with 90,000 sales force moving to agent force and AI and we'll get more efficient on that, too.

So I'm not going to give you exactly because you know that's [indiscernible] because it never quite works out that way, but the trends will be more technology, more intimacy with the customers more agentic versus prompt more built into the process rather than have it be delivered by teammates doing something, it's part of the process, more customers doing more with us and expense will be -- and the operating leverage will be there.

We'll now move on to Erika Najarian with UBS.

Just 2 quick follow-up questions from me. First, on the net interest income outlook. As we think about the possibility of no rate cuts. How should we think about how BofA is going to handle deposit costs in that scenario? Could deposit costs be contained particularly given sort of the loan growth in the market's balance sheet if the Fed doesn't cut?

I think -- Erika, I think so. I mean if the rates aren't moving, I don't see a great deal of impetus for us to be changing what we're paying in the interest-bearing side. And then it will just be a question of which of the 2 categories grows faster, interest-bearing and noninterest-bearing pointed out right now, we've got a little bit of growth in both. So that's helpful. We'll have to watch that over the course of the year. But even with 2 rate cuts, no longer in the period in the second half, doesn't make a great deal of difference because you're really talking about 1 cut for 6 months, 1 for 3 months in the old version. So we'll be a slight beneficiary of that, but the main thing going on is just organic growth of the company.

Got it. And just a very technical question on some of the capital reform proposals. And this sort of came to everyone's attention when one of your peers reported yesterday, I fully appreciate that the regulators are trying to address retrospective inflation with the coefficient changes. But companies like Bank of America in theory, based on your 2025 G-SIB score are set to go up by January 1, 2028. Now clearly, a lot of that growth was related to the economy and your risk density continues to go down. As you think about the comment period, is that something you would address because obviously, there's 90 days, and there's a lot of dialogue, I'm sure, going on between the industry. But I thought that was particularly notable in terms of that 2025 score potentially bringing your G-SIB up by January 2028, despite the positive revision on the surcharge.

Yes. So there are 2 worlds right now, Erika, there's the current rule and there's proposed rules. We don't have the proposed rules finalized yet. I'd just say the main thing you're talking about, which is G-SIB numbers going higher over time, the new proposal addresses that because there's inflation indexing. So what might look like a raise in the future may not be a rise in the G-SIB. So that's why we believe in the course of this. That's one of the most important things done here. We expect to be a beneficiary of that because we're an organic growth company as well all the large G-SIBs, one would think.

Erika, one thing to think about is in the words of the old song, you can't always get what you want, but can get what you need. The end of the day, we needed a concept of indexing because it was just -- it was in the original rule that after '12 data -- 2012 data that it was supposed to be indexed. So we needed that in there. What we would have wanted was a longer-term perspective than we are getting on it, but at least in the concept and we baked in a rule and we can go to work on how that impact because it was just -- we and the industry are not going to get everything who we want these proposals because at the end of the day, there's -- it's hard there's some negotiation going on.

But on the other hand, we're getting what we need. We just a concept of indexing because it's meant to be an original rule, it wasn't put in and then with gross growth in the economy from '19 and now, we all had an increase in capital, 15%, 20% with no major risk. So we got the concept in, let them finalize the rules. We're never going to get everything in the industry should get or desires to get actually we believe we should get. But at the end of the day, we got to get moving along here so we can get this implemented and then fine-tune the models around.

Got it. And Brian, a fantastic job on addressing the efficiency questions very clearly earlier in the call.

We'll now move on to Ken Usdin with Autonomous Research.

Just one follow-up with a great start on the 9% growth in NII, and you took up the range to 6% to 8% in I'm just wondering, Alastair, just as you look through the year, like why couldn't the first year growth rate stay there? And are there any either comp things or shifts in kind of the expectations around markets-related NII from NII to fees given the higher for longer? Or any other points that we should just be mindful of? Or is it just -- we'll see because it's early in the year, there's a lot that could still play out.

Well, it's a little bit of that. It's early in the year, we'll see how it plays out, but it's also a little bit of recognition that last year, we had a bigger second half just because of the shape of the fixed rate asset rebasing that took place. And we just got a little bit less of fixed rate asset repricing taking place in the second half of this year. So it's really a year-over-year comp thing that we're looking at.

Now, by the way, the organic growth continues to pick up. Can we do better? Of course, but that's why we give give you as much guidance as we can in each quarter based on what we actually see.

That's fair. And then on Brian's point about the great start to operating leverage, 290, same kind of question, like you did great in holding the line on cost, and I know you're trying to not focus is on a cost side per se, but is the demonstration of that flexibility going to be the ultimate driver of the incremental to get you from one side of the 200 to potentially the higher side. I mean I just kind of wonder just can you keep this range reasonably tight on the expense growth trajectory?

Yes. So we provided a guidance on operating leverage looking forward over a 3- to 5-year period and said we're aiming for 200 to 300 basis points. If we can do more, we will. Every quarter is going to look different because you're comparable versus last year will look different. The growth will look different. And so we just -- we recognize we have to have a range because it's not going to be the same every single quarter. That's one point.

Second. The main thing that we have to do on the expense side is just to be really disciplined on headcount because that remains 60% to 70% of the cost base when you really think about it. So you're going to look at the headcount, that's going to give you a pretty good idea as to whether or not we're really focused on the core operating expense being disciplined there.

And then you've got revenue-related expense, many of those are good expenses. We don't want to have to apologize for that. That's why we focus people on the operating leverage because when assets under management fees are going up 15%, with investment banking is going up 20%, when the sales and trading is going up 12%, those are good things and with them come good costs. So -- that's what we're managing on the operating leverage. We had a good quarter this quarter. We run to the next. We're figuring out how we can do 200 and higher this next quarter.

We'll now move on to Chris McGratty with KBW. .

I'm interested on the wealth strategy relative to the M&A targets laid out in November. Any recruiting or retention commentary would be great.

So I think we -- so 2 things. We'll update those targets not every quarter just because they're longer-term targets, medium-term, long-term targets on net new growth. The -- on recruiting, I think the team is doing a very good job and we're getting in, I think, doubled the amount of advisers this year first quarter as we did last year, something like that. But importantly, the attrition of the advisers is down to a low level, and it's a net benefit of that. So we feel that Lindsay and Eric and Katy and the [indiscernible] are well on the way to driving those metrics to where they should go. And the business had nice operating profit, which it will do when markets year-over-year up. It's a nice pickup and the margin continues to improve year-over-year, up a couple of hundred basis points. So they've done a good job. Importantly, you can look on the -- you get growth pages, you'll see some pieces in there about account, checking accounts and rounding out the relationship and the loan growth in Wealth Management was very strong for the last year or so. So we feel very good about it. We'll update you on those when we do more of a general update for the company, and we feel good.

Great. And then the popular question this quarter has been durability of trading revenues. I'm interested in how you see the potential of the firm to grow trading revenues and the mix within trading over the next near to medium term?

Well, we still feel good about it. I mean, this is another quarter where we allocated a little bit more in the way of resources to the team. They delivered with another 15% return on allocated capital. And at the end of the day, we've got a big global diversified set of businesses in global markets. Equities did very well this quarter. Commodities did well this quarter. Our international businesses came through this quarter. So this is what you have when you've got a nice portfolio of businesses, activity can move from one to another, still end up with 12%, sales and trading increases year-over-year. So we've obviously invested a lot we'll continue to invest in this business.

The client activity remains robust. There's a lot going on in the world and people have to think about them, their financing and their risk management and repositioning. So we've clearly been beneficiary of our client activity as well, but we feel good about the business, and we'll keep investing.

We'll move next to Gerard Cassidy with RBC Capital Markets.

Alastair, you talked about the loan growth and how the utilization rates have come up a bit, also mentioned about the consumer growth in the quarter or maybe Brian, at about 4%. The question I have is, we're starting to hear from a few banks that the underwriting standards might be getting stretched. And I know you guys emphasized you're sticking to your discipline on underwriting standards. But are you guys seeing that in any areas, particularly in the global markets lending area. Are people pushing it and you guys are just walking away from stuff maybe more often today than maybe 12 months ago?

Well, we've not seen any of that here, and we haven't detected that elsewhere at this stage.

Very good. And then as a follow-up, Brian, you talked about the growth of the consumer. You talked about the debit card growth and credit growth. I think it was Slide 5. We often hear about this cash recovery the lower end, struggling with inflation, the higher end, better off because of the affluence. Are there any -- what are the risks that may prop up or crop up for the higher end 6 or 12 months from now? Everybody is always focused on that lower end concern. Are there any -- should there be some concerns at the higher end? Or what could they be?

I think at the end of the day, whether you're talking about credit quality or the ability to spend money, it's always going to come back to -- for the broad base of American population that's critical the economy, they're working. And so unemployment level staying in the 4.5 range and et cetera? And then is wage growth there. And I think wage growth has been solid among all the different parts of the earnings spectrum.

And the question will be, will wage growth continue. And both of those things have up to the quarter, you're saying spending grow among all those parts economy just at a faster rate in the -- if we look at 1/3, 1/3, 1/3, 1/3 in the lower-income strata, middle income high. And you look at it, it's growing everywhere at a faster rate in the middle and high but the wage growth has been solid across all those populations. And so the spending ought to be there. So I would just keep watching the unemployment, new claims are up around 200,000 change, continuing claims 1.8, they're levels that they were on a bigger workforce than they were in prepandemic.

And so until those move, I don't see anything that interrupts the actual spending capability of all the consumers. And I know often people say you're optimistic. I'm giving what we see today in the spending even in early April here. And that's the critical thing what they do, not what they say they're going to do, and that's going to be dictated more am I employed, I have a job, my way just growing, and I feel that my money is being well spent. And that's where inflation can make them shift money around but not necessarily stop it.

Very good. And I assume you guys are watching the tax refunds, which are coming in better than expected, which obviously will bolster consumer spending as well. Appreciate Brian and Alastair. .

We'll now move on to David Chiaverini with Jefferies.

Follow-up on loan pipelines and borrower sentient on the commercial side. Are you observing any change in borrower behavior given the Middle East tensions were the line utilization drawdowns defensive or normal course of business type of drawdowns.

These were not panic draws. This has generally been BAU working capital type of activity at this stage.

David, I think when you talk to commercial customers and you think about where they were last year with Liberation Day in the middle of that, you come a year forward and a lot of things have been figured out with trade tariff policy immigration policy. Tax reform was in and deregulation was coming, the major principles of the new -- of the Trump administration were flowing through some -- obviously, the Middle East and the trade tariff and all that stuff, it's got them thinking but they're still seeing solid demand. So I'll trying to figure out what happens next.

And so the borrowings right now are because they see opportunities, and we'll see what happens with the resolution of the Middle East conflict and other things and what the terms are, what the duration of the inflation is, and that could impact them, but you're not seeing it now.

Great to hear. And then shift over to extense repricing. That's been a nice tailwind for you guys. At what point does the repricing tailwind begin to moderate? And if you happen to have at your fingertips, the dollar volume of fixed assets that are expected to reprice in coming quarters?

So when we got together at Investor Day, we laid out, number one, the magnitude. Number two, the time period. You can think about it, David, is 5 years. So it's not going to be 1 quarter. It's going to be every quarter for the course of the next 5 years, assuming rates stay where they are. So we laid out pretty good disclosure there. I would encourage you just to take a look at that. One see is we put it in 3 different buckets. One was the residential mortgage, the auto loans that come our balance sheet with clients every quarter and new ones that come on. We laid it out in terms of treasuries and mortgage-backed securities in our securities portfolio that will mature and we reprice every quarter, and then we laid it out in terms of the cash flow swaps and the hedging activities we do.

So there's pretty good disclosure there. It's a 5-year thing. It's a little bit longer than that, but the majority is -- the vast majority is in the next 5 years. We laid out the numbers, it might be helpful. Okay.

We'll move on now to Saul Martinez with HSBC.

I want to ask about reserving. I was a little bit surprised that you saw the slight reserve release this quarter given the macro uncertainties. And -- so I guess how are you factoring in macro volatility, downside case scenarios into reserving? Because it does seem like you take a different approach to reserving some of your peers. I fully agree that your track record on credit is comparatively strong. Loss content has been lower than your peers. You see that in the stress test that you guys have highlighted a number of times. But if I look at your reserve ratios by segment, but also things like reserve coverage of charge-offs, reserve coverage of delinquent loans, it tends to be lower than your peers.

So I guess, why not be a little bit more conservative in your reserving? And I'm curious if you agree or disagree with my assessment that maybe you're -- I don't want to call it more aggressive in reserving, but maybe more realistic in your reserving than some of your peers. But I'm curious just philosophically, your approach here on reserving? And why not be a little bit more conservative in terms of your reserving?

Okay. So first, I don't think we have any difference in the way we think about reserving relative to anyone else. We all will be under the same CECL methodology. We all operate in the same way. Second, I'd say, in terms of whether we have lower reserves or allowance tends for most banks to be reflective of the quality of their lending portfolio, the risk they take and their client selection.

So when we show you on slides 20, 21 and 22, how we have transformed the company over the course of the past 15 years, we have a very different risk profile of our lending than many of our peers. So when you look at, for example, on Page 20 of the earnings, you'll see we've got a lot less of consumer unsecured. So a lot less of credit card, a lot less of home equity lines. We have a lot more of wealth loans.

And when you look at the Federal Reserve stress test loss rate, we've been the lowest 13 of the last 14 years, which would tell you we probably should have a lower reserve because we have a more conservative approach to our client selection and the type of risk that we take. So we don't think we're any different than other people. We just think we've got a higher quality client base and a higher quality loan portfolio.

And the final thing to say is in the course of any given quarter, you might take, like, for example, this quarter, we took 5% out of the upside case. We've put it in the baseline. So we're pretty heavily skewed at this point towards a downside case plus baseline. And the only thing that happened to offset that was we had some release from the continued improvement in CRE office where we had built reserve pretty significantly. And as that portfolio has gotten smaller, as we've got less and less in the way of NPLs and [indiscernible] there, we've been able to take some of the reserve back out. So that's all that's going on in this particular quarter.

Okay. No, that's helpful. Maybe just a follow-up then on NII, obviously, encouraging to see the guidance increase. NII ex markets up about 5% year-on-year, which is a good number, obviously, lower than 9%, but a good number. How should we think about what the 6% to 8% means for growth in NII ex markets? And should we be thinking that global markets NII kind of stabilizes at current levels given that it's benefited from lower rates and if we see the Fed on hold here, maybe it kind of sticks around these levels?

And also just remind us what proportion of Global Markets NII is revenue earnings neutral? Because my understanding is that some part of it is not, but it does flow to the bottom line. But is it predominantly offset by higher Global Markets NII offset by lower global markets noninterest revenue. So just any color you can give there, that would be helpful.

Yes. So the Global Markets business NII has benefited over the course of the past couple of years from, number one, rates coming lower. And number two, continued balance sheet growth.

If rates don't go lower, that engine for global markets NII growth wouldn't be there. So you can almost think that go forward, more and more of the NII growth is going to come from global banking, consumer and global wealth and less of it is probably coming from global markets. And then in terms of the NII, there will be quarters where a little bit of the NII is offset in MSA. Last quarter happened to be one where I noted we got about $100 million or so of NII benefit that was offset in MSA. But I don't anticipate that being a big story for us going forward. We've talked about the fact that the NII that we're generating is going to drop to the bottom line, that continues to be our position.

Okay. And that's true in markets as well.

Yes. Generally speaking, it just depends on the client activity in markets because sometimes they can change from on balance sheet to off balance sheet at sometimes is the NII composition. But if it ever came up where it was a large impact, I would share that.

Okay. Got it. That's really helpful. .

There are no further questions at this time. I'm happy to return the call to Brian Moynihan for closing comments. .

So thank you for joining us. It was a good quarter at Bank of America, the first quarter 2026, strong NII growth, strong overall revenue growth, great operating leverage and good returns. We look forward to delivering for that in the future. Thank you.

Thank you. This brings us to the end of today's meeting. We appreciate your time and participation. You may now disconnect.

After lunch, Bank of America Corporation, which, of course, everyone knows is a bank that has $3.4 trillion in assets, a market cap of over $345 billion. And on top of that, they have over 3,600 branches throughout the country. With us is the Co-President, Dean Athanasia, and we're really quite pleased to have him. As you know, Bank of America has created these 2 co-Presidents, and Dean is one who overlooks the consumer wealth management, global banking, global markets. They serve 69 million customers. It's truly one of our nationwide banks in the United States. So Dean, thank you so much for joining us.

That's great being here. Thank you.

Maybe speaking of the new role, maybe you could talk to us about you and Jim DeMare, who is the other Co-President, of course, about the new responsibilities and the growth that you're looking to drive through the line of businesses at Bank of America. And where do you see like the biggest opportunities?

Yes. Let me come back to that last one. But just to give you a little bit of an overview, Jim and I oversee the 8 lines of business at Bank of America now. And we work with them, and you saw them all in Investor Day, it's an impressive array of leaders up there, but we work with them on their strategies, executing, hitting their metrics, finding the business opportunities in and around the businesses, having them work together. So -- but practically speaking, you mentioned Jim, I really -- I still keep an eye on all the regional businesses I used to have and although really focused on those. Jim is going to do the same on the global market side where we spend the most time together, and I think there are some -- the opportunities, and I'll come back to would be on our wealth continuum, looking at all the assets we have in that we think we have -- we have a $5.5 trillion wealth businesses embedded within Bank of America, looking at all the opportunities there.

Same thing, second biggest area we focus on together is our business continuum. So anything from small business, business bank, commercial bank, global corporate bank, all those assets, they all work together, technology and operations. So we make sure they effectively work smoothly together, and we capture all the business on all our 46,000 business clients in and around everything they do. And then the last one is, which Jim calls the Venn diagram, a little bit of the intersection of Investment Banking, Global Markets and our high net worth business on the wealth management side, finding those are all sort of the same clients. They share products. So there's a wealth of opportunity in that little intersection as well.

So we're looking at everything from high-level strategy, bringing in more clients, looking at deploying capital in the right areas, technology in the right areas, making sure the investments we get the return on them throughout the business. And coming back to the biggest opportunities, if I look at the way we do investor presentations every quarter, I'd break it down into consumer, right, continuing to lead on the deposit end, using all of our assets, digital, physical stores, having them work together continue to drive deposits and growth. Our credit card is another biggest opportunity, and we'll talk a little bit about that, but expecting to get more growth out of that and ramp it up to a 5% growth rate over the medium term. So we're working. We know we have to do better there, and we've got some focus on that.

On the Wealth Management side, we've got -- on the Merrill Lynch Private Bank side, we've got over 2 million clients in that business, but we have line of sight of another 8 or 9 clients that are embedded within Bank of America that we need to continue to build, bring in and build up and bring in all their investment assets. So that would be another big opportunity. And then on the corporate side, I mentioned, I think it's -- and again, we hit this on Investor Day, our international platform, investing in it, growing in it. That's our global markets business, our Global Corporate Investment Bank, our payments business, we expect in the medium term, another $4 billion of revenue out of that group. So we're keenly focused on that, but helping all the businesses grow, achieve, work together and hit all of our performance metrics we laid out on the table.

So if I heard you correctly, so on the Bank of America side, you've got in the consumer potentially a pool of 8 million to 9 million increment -- I mean, customers that could then be brought into the wealth management.

They are greater than $1 million in investable assets out there, and they haven't brought over all that full service opportunity. So we have a line of sight on all those clients, and we're going to use that to help wealth management grow in a better connection between the 2 businesses.

Got it. Very good. Obviously, one of the strengths that you have, and you've mentioned it about your consumer franchise. What are you seeing from the internal data on consumer activity today? Are there any shifts in behaviors going on right now in the consumer side of the house?

Yes. And just -- we did -- we've invested a lot in all of our analytics, but we have close to 70 million consumers on the consumer side, including stretching across wealth management. They push about $4.5 trillion through the economy. So there's a lot of activity that we track and keep tabs of almost daily. And then also on the business side, you didn't mention that the 46,000 business clients, they're generating payments of $450 trillion on that side as well. So there's all this activity we look at every day to see what's happening. So on the consumer clients, they're still spending at a 5% year-over-year rate. It's about equivalent to last year. If I just broke it down to debit and credit at about 5% to 6%, which is just a little bit higher, and you're seeing more spend on entertainment and travel than you did last year, just to tick up.

You do see evidence of a K-shaped economy. I know that's prevalent out there and sort of the discussion, but wages are growing faster and spend is higher on the upper end than it is on the lower end. The good thing about that is the credit quality, so there's a little bit of a growing gap there, but the credit quality is not growing. There's still -- clients on the lower end are still in good shape. So the lower FICO and the upper FICOs, that credit quality is not widening. So they're still in a great shape. They still have a lot of deposits. They have greater than 13% deposits more than they had in pre-COVID. So they are still in good shape, still spending. And so as far as we can see, the asset quality is still good. And on the corporate side, yes, we can -- we're getting good activity from our corporate clients led by our commercial bank clients, good lending coming out of the gate here and strong growth in that end as well.

Yes. It might be a little too early, but you mentioned the K-shaped recovery. Are the guys on the -- have your folks on the front line seen any evidence that with these tax refunds that are supposed to be greater this year than last year. Has that shown up yet in spending or deposits? Or is it too early?

Yes. It's too early to tell. Usually, we do the analysis post -- we'll see inflows now and we expect outflows coming all the way through April up to the 15th. So -- but as of right now, it's on track with what we expected. So there's no surprises there, no differences there, and you'll see that in our deposit numbers.

Got it. Okay. Obviously, you held an Investor Day in early November in Boston. And one of the themes was delivering one company to your customers. Can you talk about the advantages you have with the integrated platform that will enable you to do this? And also how it is a competitive differentiator in your local markets that you have this? And what are some of the other differentiators that BofA brings to the market?

I'll break my whole presentation down to the second answer here. So if I look at on Investor Day, if you didn't go, we compete at a very local level in the United States. I'm going to leave out international for a second. But early on, we targeted 100 top markets in the country. We wanted all of our businesses to be in those markets. We wanted them all working together because we know we're competing against an array of banks. And then we selected or elected a leader, a senior leader from one of the businesses to be the market president, if you will, and they marshal all the resources. So the resources in that market are dependent on the clients that are there -- business clients, consumer clients, two-legged clients and then our desire to drive market share in each and every one of those markets. So the market president's job is to make sure that each and every line of business is taking clients and growing their client share and being #1, striving to be #1 in that market, and we measure it and then also working with each other, sharing clients, referring clients to help each other grow.

And that's where we always come up with the number of 10 million referrals that I referenced back in Investor Day done every year. And somebody like Wendy Stewart, she gets on stage in the global commercial banks and she can declare that I'm going to get 30% of my clients from wealth management, 30% of our new clients. So what she's saying is, look, I've got a great partnership with wealth management. I'm going to rely on them. They're going to help me grow. And in fact, in my financial plan, I have that level of growth in my plan. So it's a great cultural thing. People love to come in and work, and they know they're going to work in a team environment. So I think that in itself is a competitive advantage because in a market, yes, we compete against the national banks. We compete against the very strong regional banks and very strong local banks, and you need that local level of leadership on top of everything else we do.

So we have to be good in decision-making. And then over the top, I mean I think we have strengths in a lot of different platforms. I mean technology and scale, first and foremost, we spent $13 billion a year on technology, $4 billion on new initiatives, and that's growing over $4 billion. We've been able to build great platforms. Our mobile banking, integrated banking and investment platforms. We've got over 1 billion log-ins every month, and we've got all sorts of transactions going through that. We advertise our businesses. We make sure it attracts clients and make sure they stay in longer and do business. Something like Erica, we added on, it's doing done over 3 billion transactions since the day we rolled it out.

Same thing on the corporate side. It's anchored by CashPro, right? That's 35,000 of our business clients are using CashPro. They're making those $450 trillion in payments, over 9 billion transactions going through that. Those are incredible just scale things that we have advantages over everyone else. And the last 2 is our wealth management platform. The combination of Merrill Edge, Merrill Lynch, our Private Bank, workplace benefits, all those platforms working together extremely hard to beat in terms of the level of investment somebody would need to replicate that. And then last, I'd say our international platform, and we've invested heavily in that, and that includes our Global Payments business. But we operate in 45 countries and jurisdictions, over 140 currencies. We have all the platforms, products and services to take all of our clients internationally around the world, which is a huge competitive advantage.

Speaking of the wealth management...

That was okay, right? In that short period of time, my presentation...

In the wealth management area, the targeted acceleration in the net new asset growth of about 4% to 5% over the medium term is really brought it to investors' attention. And so can you walk us a little deeper through the key drivers that -- to reach that goal, including the integration that you just mentioned, the different areas? And also highlight this workplace benefit solutions. I'm not so certain most people know...

We haven't. Yes, yes, it's a great secret. And we're about to go in a big way with that. But overall, just remember, wealth management at Bank, we have just under $5.5 trillion in assets. So it's a big entity, right? We have a lot of different pieces. And one of the ways, and I love them putting a stake in the ground on 4% to 5% net new asset growth. So -- and that's our medium-term target. So we're getting after it. But they've -- the reason we have confidence in doing that, we have the building blocks in place or being put in place to get there. So first step is accelerated client acquisition and retention. We've got 15,000 financial advisers. We backed them up with 1,000 product specialists.

We are creating capacity and allowing them to be more productive, reach more clients by leveraging AI, and we'll talk about that a little bit later, but getting and retaining those individuals at a higher rate given the platform we have and everything we offer, that would be one, more aggressive recruiting to bring people on our platform who fit in our model and want to work in that team-based environment. We have no problem recruiting, so we'll continue to do so. And then we develop -- we're ramping up the development of our own advisers Remember, we've got this great base of consumer financial service advisers, and they will move up. They'll do well in the consumer area, Merrill Edge and they'll sort of move up through the continuum and be great private bankers and full-service financial advisers over time.

So that part acquiring clients. The other one is a little bit what I talked about, again, in terms of building blocks, more and more referrals from the franchise. So small business, business banking, Global Commercial Banking, global -- our Investment Bank, our Global Markets group, all those groups bringing clients to wealth management, but doing it at an increasingly greater rate. So this year, we have a target. Next year, we have a higher target. And the year after that, we have an even higher target. So they'll be bringing more referrals in, and that will help grow the base. And then that's sort of new clients and then deepening with clients, I think 2 things. One, I think we said 64% of our investment clients use banking products and services from us. That's good, but not good enough.

We've got some room to go there, not just credit card or deposits or things like that, but custom credit, trust, estate planning, all those things that help grow assets and make them more sticky in the company. And then last, growing our alternative investment platform. We're putting new products, new services, widening the array of offerings we have for our high net worth and family office clients. So it's got over $100 billion of assets on that, and we see substantial growth there as well. And then I'll take the last one. Just explain workplace benefits, embedded within Merrill Lynch is an organization that has $600 billion in assets. They do 401(k) plans, they do equity plans, they do HSAs.

We offer it to our corporate clients. Great. We have a lot of corporate clients. We've got 24,000 corporate clients using workplace benefits. And so we have 46,000 corporate clients in the bank. So we have plenty of room to grow as we add new clients on, we're able to capture those assets on the platform that helps grow our platform. But it also happens when those employees separate from the company, we have first access into them. We probably have some of their external assets already, and then we go and building over there. So it's a way -- it's another way to acquire clients that not a lot of people have. So huge, huge benefit for us.

Absolutely. It's a one way of getting access to these people. You're on the front line.

You're on the front line, you're ready, you're the first call. They know you, they know what you have to offer. So you are the first step into it.

Absolutely. Can we shift a bit to the credit card? You touched on that a moment ago. And at Investor Day, you guys highlighted some plans to improve the growth there. Can you talk more specifically on just how are you going to drive that growth? And where is it -- how far underway are you with that?

Yes. Well, since I had that a long time ago, credit card has always been a great relationship product for us. We've got 71% penetration of our credit eligible clients at Bank of America for our core cards, which is they've done a phenomenal job there. It's a great job. We could go deeper than that. So there's room to grow there. when I say credit quality, our book FICO is 780 plus. So it is a high-quality book. If we have anything in 660, probably 10% to 12%, that's probably about half or 1/3 as much as other competitors and other peers. So it's a very high-quality book, and we've stuck to that, and we will stick to that. There are things that we can do to continue the growth, though, doing more -- I'll name a few, doing more with our co-brand partners. So Alaska Air is one of our good -- just as an example, we just launched the Atmos Card with them in August, and that's got great growth across and great deepening and people will grow assets with it.

So that's a big one for us and others like it. We're doing more. We changed our whole rewards program. We just relaunched it, and it captures a wider array of our core operating account clients, but it's partnered with credit cards. So you get more benefits if you do both of those products with us, and we open the door. So that will help both grow new clients, attract new clients, but deepen and grow those assets with clients at a faster rate. We've got new marketing programs. I don't know if you guys know we're the sponsor of the Masters, FIFA and other sporting events. So we're leveraging every dollar we're spending there. We're doing a FIFA credit card. And so that's been a big home run as well.

We've upgraded a platform on the digital side, remove some friction. We can acquire and onboard clients faster. We've changed the payment mechanisms to make it easier for clients to do more things with their credit card, which promotes deepening overall. And so that -- we've got an investment last year and investment this year in our digital platform. And then last, the platform itself. We've upgraded -- we're in the process of upgrading all the cards, enhancing them. We're adding new products. We're using AI and other analytics to do better and go deeper on underwriting and processing and things like that just to speed up things for our clients and help us make the right decisions. So if Holly talks about it, she's hitting on -- Holly O'Neil who runs that, is hitting on all those different elements. Each one of them is a building block. And so we're tracking it all the way through, and we feel pretty confident we're going to get there.

Got it. Now I talk to you or Lee on the World Cup tickets.

Well, since Lee is hoarding them, he's got stuff in his pockets, you can probably shake it up a bit.

First quarter '26 performance. Any updates on net interest income, loan growth? And then also any updates in the capital markets, markets or investment banking that you'd like to share with us?

Yes, you can -- and then there's a lot there, so you can hit me. But first quarter NII up at least 7%...

Year-over-year.

Yes, at least 7% year-over-year. Things are going pretty good there. We feel good about that. Deposits in the low single digits. Things are going as planned, as I said there. Consumers going through the usual tax inflows and outflows in corporate. You're seeing just the normal seasonality and outflows for dividend, bonus payments and everything else that happens in the first quarter, and we expect deposits to grow after we go through these periods in line with what we're talking about Wealth Management, fees are up double digits. So that's good for the first quarter, and that continues to go.

So there will be some volatility, but again, that goes. When I hit lending has actually come out of the gate pretty strong, led by our commercial bank, and I would expect in line or above the H8 data. So they're doing a great job, and we see good activity on our corporate clients. Capital markets is a little bit different. You're going to see probably a lot of volatility that are going to happen in the last 2 weeks here. So let me just couch it by saying, let me just focus on where we are today, if that's okay. Investment banking, we would see as we stand today as compared to last year at this exact time, up 10%, double digits right there. And I think on Global Markets, it's up low double digits as well. So really good activity. Again, we've got, whatever it is, 15, 16 more days left of trading that we'll see where the results go, but a lot of activity. And I think if I -- Jim would get mad of me if I didn't say he's pretty confident he's going to hit his 16th consecutive quarter of year-over-year growth in capital markets in Global Markets. So they're doing a great job, and he's continuing to drive it.

That's great. And we have always heard that volatility really helps the markets businesses and clearly, you're seeing that. One of the areas that everybody focuses in on Bank of America is expenses and operating leverage. And you provided at Investor Day some operating leverage targets for the medium term. And for this year, it's at the low end of the range is what you talked about. And so what are the expense levers that you have confidence in that can get you guys to that target and the amount of operating leverage that could improve from this year's target?

Yes. I think we gave at earnings 200 basis points, at least 200 basis points was the guidance. And so as I said, you've got good NII growth, and that's going to help us and the continued deposit growth in the second half of the year is going to help us. We've got the volatility you said in the capital markets area and the investment banking area and wealth management. Those are all good revenues. I wouldn't -- we want to see that continue. They do come with expense. Obviously, I sort of count that as good expense. On the rest of it, we have very tight expense controls.

We watch where we're spending, whether it's the investment, we're still going to hit our operating leverage and continuing our positive streak there. But we're going to we make sure that all the other expenses in the company and we're watching that. AI is going to help us, not yet baked into the numbers. So as we roll out, we'll talk about that as we roll those things out that might give us some leverage as well. So there's a lot of things we can do. I will say in all the other expenses that are non sort of activity based, we've got tight controls on. We feel pretty good about those, and we continue to work on them and drive efficiency from them.

Got it. And you obviously have invested. You mentioned the tech spend that you're going to have this year. And maybe investors are focusing on the investing and the positive operating leverage that you're going to generate. Maybe you can walk us through how you approach the investment decisions, both for tech and non-tech every year. And then also how important at the top of the house, you, Brian, Jim, on consistently delivering positive operating leverage.

Yes, we're very close. I actually think I've heard some of the -- we can do both, right? Our model allows us to do both, invest at a heavy level and the growth -- in the level we need to drive growth, but also get the operating leverage and efficiency. And you have to remember the way we manage it, we're sort of like -- we manage a portfolio, right? So we've made investments, whether it's technology, marketing, other sorts of investments 3 years ago, 2 years ago, 1 year, all the results -- and we track every single thing we do, we make sure we get results. So we get results that increase revenue, drive productivity, reduce expenses, then we're putting the new investment on top of that, right? Because there is capacity, there's a space. And so that way, we can drive high -- we can drive and continue a positive operating leverage and make all the right investments.

So for technology mentioned, I'll hit that one. I said over $4 billion in new investments. That's -- if you really -- that's gone up as does marketing, about $1.5 billion over the last 10 years. So we're able to sort of add more to the pool and get great benefits out of it and feed our business. So we get growth and we also get operating leverage along the way. And we like to manage. And I think it's because our culture is, yes, if we're going to invest something, let's make sure -- let's not forget about it, let's make sure it delivers year 1, year 2, year 3. And so if we get those results, we won't, we can actually do more and invest more and get more growth. It's kind of like a flywheel that just keeps going.

Yes. Obviously, technology is important for the banking system. It seems like AI could be the real -- one of the industries that are real big beneficiaries is going to be banking and specifically Bank of America. On your Investor Day, you guys talked about utilizing AI, of course, across the businesses. Can you spend a few minutes with sharing with us some of the live examples of where AI is succeeding? And then also going forward, where are some of the best opportunities that may come from AI?

Yes. I actually think we have a unique approach that we haven't sort of really put out there and advertised. But if I may just tell you how we run it is, we created this AI catalyst group in the company, very important to us. Since it's so important, we took our Head of Strategy, Jeff Busconi; and our Head of Technology, Hari Gopalkrishnan, and they're working together, and they run the AI Catalyst group for us. We selected senior -- 18 senior business leaders to be on that Catalyst. So they represent all the different areas of the bank, and they work together to make sure -- and individually to make sure that we're driving AI into every single area. It's only -- it's such a large bank. It's a way to get it done and to share and leverage and get every bank for every investment dollar that we go out there.

So before I get into the new ones, I mean, just point out -- I'd like to point out maybe because you know it was back in the day when I was there when we started. But Erica, we rolled it out as AI investment a long time ago. Now we're on our third generation of it. So it always advances forward. But like I said, it does 3 billion transaction. That is doing the work of 11,000 people for us today. I mean if I didn't have that, I'd have to have that many more people given the amount of touches and it will keep going. Then we've taken that -- it's a great example because we've taken that technology and we brought it over to the corporate side. It now answers 40% of questions that our corporate clients are asking us, takes you saving more heads. And then internally, we use it. 90% of our employees are using it for help desk, call desk, whatever they need internally, takes out 50% of the calls we used to have. And it's going to keep going, right?

So we'll be on a fourth generation, fifth generation, whatever. Some of the new things coming out, all of our developers, 18,000 developers using GitHub. So they're developing things faster. So think of 20% to 25% more productivity, faster, cleaner, better and getting it out there. It allows us to get out with our clients much faster on some of the things I talked about that we develop with. That's a big one for us. We use Erica again. We do Erica Assist. So Erica Assist is now if you're a call center individual with a call that comes through or anywhere, it listens to the call and it compiles all the data that, that individual will need to answer the client. It does it in 3 seconds. So there's no more hunting and packing all the analytics come up, all the data come up and it gets the best available answer for the conversation with the client. I think that's huge for us.

We use Salesforce agent force. We've rolled it out to 1,000 advisers when I was saying, make those financial advisers, help them become more productive. We rolled that out. We've got 80,000 people on Salesforce. So we're going to roll it out to 20,000 individuals by the end of the quarter, right? If I was going to see you, we'd pull up all the information on you and break it down and allow me all that prep time goes away. Pre and post call. So -- and there's other capabilities in it. But that's just a huge, huge time advantage, and we don't need a lot of admin sitting around creating that or the adviser to sort of spend time there. So huge productivity lifts there. Think of what else do we have. We have Copilot in the company. We've got 150,000 people on Copilot, including yours truly here using that, doing 1.5 million queries every week. So huge productivity lift across the board for any number of things.

And then we've got other projects looking at better, faster, quicker underwriting and more analytics, helping us to streamline processes and automate processes across multiple platforms. Information delivery, speeding that up immensely and compiling 3 or 4 different databases for a better solution. So all those things are coming. And those -- there's many more, there's thousands of ideas that people are circling up, that Catalyst group is responsible for driving it, getting it done fast, getting it out there and getting in finding us more productivity. That will help in our operating leverage and everything because we haven't baked all that stuff in, but that's coming.

As AI has evolved, I'm assuming it's taking a bigger percentage of the $4 billion of growing...

Yes, absolutely. Sorry, yes. And it's all there, the investments -- all the investments we need because we sort of dedicated a fair amount to it.

Got it. If we shift over to the regulatory side, Basel III endgame, we're thinking maybe we get some news here in the third or fourth week of March. So it's coming right up. What are your thoughts on just the regulatory environment and the outlook? Also G-SIB that is another part for...

Yes, I think you're right. I think we'll get a proposal, hopefully, by the end of the month, maybe a little bit after that. So I'm looking forward to -- hopefully, we finalize the capital rules. So that would be terrific. I think the regulators would agree that the banks have a great level of capital to support a growing economy. So -- and I think if you look at for us between the net-net impact of the G-SIB and the Basel III end game would be to lower regulatory capital for us.

So that's a positive thing. I think another thing that sort of occurred more on the operating side is that this on operating procedures around materiality, particularly as it relates to MRAs, I think that was particularly important for us for operating risk because it helps us dedicate the best people at the most critical areas and lower risk overall for -- not only for us, but for the industry. So I think that environment, waiting for the final capital rules, but that's a lot of positive direction there.

Sure. We've run out of time, but I do want to give one last question. And can you talk about the trade-offs between the deployment of excess capital where you think which businesses should receive it versus share repurchases and dividend increase?

Yes. I think when we look at -- we generate a significant amount of excess capital. Our CET1 ratio in the fourth quarter, 11.4%, right above the minimum level of 10% and our sort of buffer there of 50 basis points. So our first inclination is to use excess capital to help our businesses grow, and that's what we always try to do. And again, this is where -- when I said we look at things in our portfolio, every business that we have in every project, all those things I mentioned within the business operate and have different characteristics to it on our consumer side, on the lending side, high return on average capital business drives results over time and you just have to watch a loss rate. If you compare that to investing in Merrill Lynch, which we also would do, you've got also a high return on capital business, but the expense dynamics are much different and they're less efficient as a consumer bank is.

And then my friend, Jimmy, Global Markets, you can invest capital or you can deploy capital really quickly, get a result, get a return, but the returns are lower than those 2 businesses. So I think he came in around 13% for 2025. He has a medium-term target of 15%. But again, that's going to be lower. So what we have to do is make sure we are capitalizing on the opportunities in the market, finding the opportunities that are out there we can drive, but it's a balanced portfolio of where we allocate capital to get the best results and returns and growth for our shareholders.

With that, Dean, thank you so much for joining us. Please join me in a round of applause.

Good morning, and we'll go ahead and get started. So welcome to Bank of America's 34th Annual Financial Services Conference. I'm Ebrahim Poonawala, Head of North American Banks Research at BofA, and it's a pleasure to welcome you all. I would like to thank all the management teams and investors for their partnership, which has helped make this conference such a success.

As part of the conference, we are hosting over 350 institutional investors, more than 130 corporates and a number of timely and thought-provoking thematic panels. We hope it will be a productive few days for everyone here. I would also like to thank my colleagues in research, Craig Siegenthaler, who's sitting up here, who heads the coverage of our diversified financials, asset managers, brokers; Josh Shanker, who heads our insurance coverage; Mihir Bhatia in Consumer Finance; and Matt O'Neill, who just joined us recently and will be launching on the payments and IT services sector. So that's going to be a tough one to launch after the last few weeks.

But before we get started, please save the date for next year's conference, which will be held February 8 through 10. And as always, none of this would be possible without the blessing of our next speaker. So without further ado, it's my pleasure to welcome our keynote speaker, my big boss, Brian Moynihan, Chair and CEO of Bank of America. Brian, thank you very much for being here.

And I should have said Brian is joining us fresh of a Super Bowl loss for the New England Pats. I promised Lee, no hardball questions.

You know your bonus check hasn't cleared yet.

It hasn't cleared.

You can remind me about all that you want, and I can remind you about other things.

We do have a good relationship, as you can see.

So far.

It just got worse. So maybe I think, Brian, just to start out, there's a lot of optimism at least coming into the year on the macro outlook. Maybe give us a sense of like you were at Davos, you were talking to CEOs, you're looking at all the internal data at BofA. Just kind of what the expectations are. Does this macro backdrop look as the strongest you've seen in many, many years? And where are the soft spots, if any?

Yes. So I think you have to go back and think about a little bit of the last 15, 18 months because as we came off the election, your team raised their estimates for '26 in the mid-2s and we're enthusiastic of deregulation and tax policy and things like that. And then we came into the first part of the year and the enthusiasm was confused more than anything by the Liberation Day and tariff policy, et cetera. And as we -- by the time we got through the year and exit the year, you're back up at 2.8% for GDP for '26.

And so the important thing isn't -- is the number, obviously, being nearly 3. But the important thing is it's been -- I think you guys have raised it every month, every new thing, every month for the last 6, 7 months, which means it's building. And so that's good news.

And what's come out of that when I talk to the CEOs around the world, and I host a bunch of sessions with different CEOs plus some of the administration members and CEOs talking about U.S. policies, they see the trade tariff sort of except for the cases of national security-related stuff or certain things, they see it's basically working its way through and the deals are getting done and the outlines are not that impactful. So they're good news. They see the tax, which is a big deal and the bonus depreciation locking and guaranteeing it.

And they're now seeing the deregulation finally coming and it takes longer to get that because they're trying to sell them now. So they're very enthusiastic. And they look at America and they said it's a place to invest, and they just needed some stuff to fall in place. And then obviously, in the trade deals, they're supporting their countries because the countries need them to help make the commitments. So we feel very good.

Now the real question is what's going on in the data. And I think for a fairly long period of time, our research team was giving their estimates. And then the world out there was saying consumers are going to quit 3, 4 years ago after COVID. They're going to spend their money and quit, didn't happen. Earlier last year after liberation, the consumer is going to quit, didn't happen because price rise, didn't happen. The consumers in January spent 5% more money at Bank of America pushed in the economy than last year's January. And that's consistent with the growth rate in the high 2s and if you look at it. And if you look at it, it's across the board, all the cohorts, low, medium and high wage households all grew at different growth rates. So there is some -- the economy is real. The affordability question is real, but it's all growing.

And so for a long time, we have been -- look at what people do, not what they say they're going to do. And you're finally seeing other people recognize that because of all the stuff that goes on around them, they may say they feel one way, but why would cruises be up double digit month after month after month if people really thought they were stressed.

So why are they not stressed? I look to not only us, but all the street economists for the major firms, some of which are in here, nobody has an unemployment rate for all '26 that gets above maybe 4.6%, the highest out of all the different possibilities for every quarter times to 8 or 10 firms. Everybody is -- so people are employed, wage growth. Interest rates are going to continue to come down, and that's very constructive. And then on the deal side, the IPO markets, leave aside the ups and downs in software and all the things, the IPOs flow, the deal comments, especially in this industry are strong. And so people feel pretty good.

And just maybe very quickly, you mentioned the K-shift economy, the consumer affordability issues being front of mind for the administration. Like when we think about one of the proposals that was kind of put out there on our credit card cap. I'm just wondering what the conversations have been like there? Like what do you think the industry can do there?

I think the -- we all -- that arrived around earnings, and we all reflected on the implications of lowering credit availability, dropping people's lines, impact on economy, impact on ability of people to have the flexibility to spend and stuff. So that's all been made. I think at the end of the day, we're all for affordability. So in our company, on a consumer side, if you look at what we've done in the last 15 years for overdraft limits down to $10 and 40%, 50% of our accounts are no overdraft accounts, and we're up to, I think, double digits, millions of accounts now no overdraft capability. Therefore, that's a more affordable account. We have a loan for $500, 8 million customers, I think have taken advantage of that loan in the last 4 or 5 years, where for $5, they borrow up to $500, no interest rate for short-term borrowing, and that was really to push out the payday influence in our customer base.

If you look at -- we have no frills credit card for lack of a better term, annual fee, no rewards, the rates low, not quite that low, but lower. And so I think people are seeing that this is a much more complex question, and we'll see it play out. But the question of affordability, we believe for American Consumers and Banking, we are the most affordable company. And if you look at the FDIC stats, we run the most efficient consumer business, make a lot of money, but we do it through a very low cost to the consumer thing. And so we believe it.

I guess maybe another thing in terms of the macro before we jump into the business. We've argued that as folks who lived through the financial crisis, what you're seeing on the regulatory side, which I like to characterize as back to some level of normalization is playing itself out, and it's a regime shift. Like how do you see it like relative to the last 15 years? And where do you think we are on sort of additional regulatory changes?

So I think if you think about the travel coming out of financial crisis, there were key things that had to be taken care of. We had a bunch of companies that were outside the tent that had an amount of leverage that we put inside the tent, we had to bring them all their capabilities. We had the people that were inside the tent from start, what's the amount of capital required, liquidity requirements, et cetera. So all that came through. And we were kind of done with that by 2015 or so.

But what happened is it just kept coming. And so over time, and people think it's the First Trump administration, Biden, but this goes back before that. What happens just is there's constantly creeping on the capital liquidity, not indexing G-SIB from 2012 data or whatever it was supposed to be. The economy is probably twice as anomaly growth and all that just didn't do well. And so with the current administration and with the Vice Chair supervision, she has looked at this.

By the way, the last -- we were getting there with Jay and others before, it just got sort of out of hand. And so that -- I think you can see the path forward. I think the good news is they're taking the time to get it right. So doing a cost-benefit analysis in a way that ought to stick to the ribs as opposed to being able to be swung back by somebody else saying, I just want to change it. So that's good on capital liquidity, et cetera.

The other major thing, and I think this is important for all of us that operate banks, is the -- this supervisor operating procedures and things like that to go to materiality. This is a huge benefit to the banking system because I've been in discussions with prior people in the supervisory regime. Well, if you do something 10 million times a day and you find amiss 1 or 2 and they say, well, that's a problem. You say, are you expect it to be perfect? No. Well, you find 2 and they say, but that's a problem because we found 2 and you're saying, but you're way in the error rate of Six Sigma levels. So you're going to find some mistakes.

The question is do we have a process that runs a Six Sigma and do we check to make sure it's running Six Sigma? And then when we find a mistake, we fix it. That would end up with an MRA and right. I think that tone change is actually more -- as critical as anything else because if we get that right, our system is much more sound than any system in the world in terms of the proper balance of regulatory reach. That doesn't mean we're all ears for best practices, improving procedures and stuff.

But if you look at what happens with the formality around MRA and by the time you get done with 1,000 reports and all the information, it just really is not -- if it's not material, it's not -- and so people in the outside -- the companies don't -- won't appreciate this as much as inside the companies. And if we can get this right, that will be accretive. So capital liquidity, et cetera, you're seeing that all come, stress testing.

But the real question is we can get the balance back where supervisors on credit gave you insight and didn't try to write up immaterial things and have the license to do that and won't be criticized after that because the unfair thing is something go wrong, everybody says, well, you missed it. That's not fair because if you're going to have them have a balance, you expect banks to fail. We shouldn't be shocked when that happens. The system is set up to have that happen. That's why we guarantee the FDIC. So it can happen without having customer impact.

Got it. And you mentioned the G-SIB, I guess there's expectation around the G-SIB recalibration, Basel end game. Do you think we see the proposals anytime soon or...

I think they're coming soon. But I think they're trying to make sure they've got them really well researched, well built so they withstand scrutiny, not only in the instant case like right now, but they withstand 2, 3, 4, 5, 10 years from now. And I think they'll be constructive, and I think she's outlined her thoughts and they're just doing the work the right way. And I think it won't be everything the industry wants. It will not be like I'll just go back to low tangible common equity and stuff, and it shouldn't be honestly. And so -- but she's -- so we'll be arguing about some finer points in life and Greg Baer and Rob Nichols and our colleagues are here, and they'll be making the points for us. But so don't -- but I think it will be much better than the constant creeping. And over the -- from '19 to '24, I think we showed the data that you saw the capital requirements go up by 20%. And it wasn't apparent to anybody they've gone up. It's just the math behind the scenes was picking actually. It's RWA calculation. And that -- so it was very subtle. It went up and there was no more risk in the industry from '19 to '25, didn't have any consequences.

We have both Greg and Rob joining us for a panel later this morning on next, so it should be insightful. Maybe I guess switching focus to the business, Brian. We had our first Investor Day in a long time, laid out our return on tangible equity targets. Just frame that for us. I think the target is 16% to 18%. I think as we think about the timing of getting there and what gets us to the lower end versus higher end, just how should investors think about that?

So last year, we did 14% plus. It was up 100-some basis points from the year before. And what you're seeing is the NII, net interest income builds. You're seeing a lot of that flows through the bottom line. And that obviously this year will grow 5% to 7%. Well, 200 basis points to 300 basis points of operating leverage. So it's that just kicks in because the NII is, as Alastair showed at Investor Day, a lot of it is a repricing characteristic. And then mid-single-digit loan growth and sort of 2%, 3% deposit growth, which we did 8% loan growth last quarter over the year before. So we feel good about that.

And so the 16%, 18%, we reached 16%, we believe after 8 quarters as being quarter 1. So -- and then we reached the higher end of that range after 12 quarters, and we try to make that clear to people. And -- but it assumes the economy keeps pushing along at 2% to 3% growth, inflation stays in check and et cetera, it does count interest rates coming down, so that's factored in whatever the curve is. So we feel very good about that.

And -- but the important thing is we want to show people this -- we manage this company very tightly on expenses and headcount. And so people are getting paid more. But from 2015 to 2025, we have the same numbers of people. So just noodle on that. The company is probably 50%, 30% in certain areas bigger. People are getting paid more, but we have the same number of people. And we basically have -- we went from -- at that point, 213 down to 205, I think, 204 or something like that. And we went back up to 2018, we're down to 213. This quarter, we're down -- this month of January, we're down again. And so we're engineering out that stuff while investing heavily.

From that time to now, we probably invest $2 billion a year in technology development more than we did back then. From that time to now, obviously, the incentives for the wealth management teammates who do a great job. Their customers are a lot higher. From that time to now, the clearing expenses and the market base is higher, but we still end up with the expense base is growing a lot lower than the rate of inflation. And the headcount is flat, which sets us up to be able to manage the expenses going forward.

I do want to come to the headcount and just how AI is influencing all this. But maybe, Brian, when you think about the revenue growth momentum, be it the 4 large sort of business segments, where are you seeing the most energy and where is the capital or investment dollars being deployed?

Sure. If you think about consumer, that is a place we've gone from 100,000 people to 50-odd thousand people, just to give you a sense, 6,000 branches to 3,700 branches, even when we build out a lot of new branches. So it is all about, especially in the mass customer side, mass market side, driving the expense through digitization, through automation, et cetera, while growing core primary checking accounts, which drive the economics. And so we've driven the deposits over the last 15 years in that business from 350, 400 to 950. And so we feel good about that.

So the growth lever going forward, those primary checking and the mass consumer continue to grow in the preferred business, which is the upper end of that, that is a revenue growth business, and that's driving that. So the dynamics in that are how do you manage the headcount and expense carefully and really rigorously and keep automating and not get ahead of the customer. And then at the same time, drive up primacy. We're up in the 90s, drive up customer scores, all-time highs, drive down attrition all-time lows, both by employees and customers. And that business then has all-in team, say it's going to double its income and it's already earns a lot of money. And so that's that business.

On Wealth Management, we made it -- Lindsay and Eric and Katy moved their view of net new asset growth up from 2% to 3% level we've been at 4% plus. And I think they're busy at work making it happen. And what we're seeing is the Merrill Edge piece helping that because it's growing pretty well. So that team is set up. What they're changing is we're recruiting a little bit more strategically. They are also driving the connectivity of the franchise. They're also -- which is powerful across 100 markets we serve in all local markets and all the work they do here in Miami and elsewhere. And so that's going good.

But we're also able to get because of the efficiencies and some of the AI and some of the other things we're applying just in more digital, you're allowed to -- you're getting more customer ability to do a great job for customers without increasing the headcount a lot, which is important. So they're seeing that.

On global corporate investment -- Global Commercial Banking, Global Banking across the board, look, we're adding bankers in business banking and middle market across America and the markets that we're still undersized. We try to target a market share in every market. We look at the markets below that. We add bankers to make it happen. They've done a great job. The cash manager driving that business. In corporate investment banking, the investment banking team was up 7% last year. They're pushing harder, more in Asia, more in Europe, kind of continue to push the franchise and Matthew team. So we feel good about that business, but it's really the payments piece we highlighted. That's the piece that people -- it gets lost because it gets divided in businesses what Mark Monaco runs for us, the huge payments architecture drives a lot of profitability. And the market is 15 quarters of year-over-year growth.

And now Dennis and Soof, you have to drive that business for us, done a good job. It's more with each customer. And it's -- these are not strategies that you could write down, but the execution discipline of 15 straight quarters of year-over-year growth, nobody has done that. And guess what, spoiler, I think they'll do it again this quarter.

Good to hear. There's some news for you. And maybe just double-clicking on some of the things you mentioned, I think, one...

Actually just in the broadest thing, if you think about just the -- so think about what we did as the business lines, but what you thought is the platforms. So whether it's the EB&I platform, point bank investment platform or the payments platform, whether it's AI and how it's already deployed in Bank of America, we can talk more about that. We tried to feature these platforms that people get lost -- don't see as clearly and watch that they're up and operating. They're hugely scaled, they're market share leaders. And there's opportunity in our 401(k) business, I think we're 6 or 7. That business is growing a lot faster than other people in the industry because we can go to corporate clients, commercial clients and say, we can do a great job for you in this business. And so we can pick up the back-end flow on that the front-end flow.

And that's the workplace retirement kind of -- okay. So maybe just on consumer, like 2 things I wanted to touch upon. One is talk to us about deposit growth, right? Like to me, like just the lifeline for banks, the oxygen is deposit growth, getting low cost. You have a lot of sort of banks talking about branch openings, promotions. It's a competitive environment. Like how does the bank with our market share actually grow deposits in this environment?

So at the end of the day, you've got to grow. But when you think about the core product set, what we call a stair step, the checking account, then you go from there to the first sort of savings investment thing and then the home loan, the card loan, the car loan, so you have these stair steps and you're just going up the stair steps, but you have to have that anchor account. So we were doing about 1 million net new checking customers a year. If you look at them -- you look at our -- even with that kind of growth, which is 3% net new -- 2% to 3% net new checking accounts a year in a population growth in the United States that's sort of half that in the old days and now a lot less than that, that's outgrowing the market.

If you look at our share among young people, it's higher than they're represented by a lot. If you look at our -- and so we have lots of techniques to do that, that to materialize over time. So the key is to be -- to have great customer service, have all capabilities to all people.

And the third key and you mentioned is we weren't in a bunch of markets by historical accident. So our company has been around since 1784. And up until 6, 7 years ago, we didn't have a branch in the state of Ohio. It seems like how would you intentionally do that? It wasn't intentional. It just didn't happen. Now we have 25 branches in -- or 15 in Cleveland, 15, 20 in Columbus, Cincinnati, and we're building out Dayton, so you build that out. So we've done that. So why you have to do that is to cover the markets. That's -- we have to cover all the top 100 markets, and we're pushing into that.

Meanwhile, branch count keeps coming down. So what happens in the more mature markets, you're managing the distribution platform, you're watching the customer move. So -- but you have to build out in these markets. And the brand lift, there's no incremental brand cost to it. And by the way, when we go into some of these markets because of the historical presence of our Practice Solutions group, which lends to doctors and veterinarians and people or Merrill or a commercial bank, we can instantaneously pick up a customer base, which is pretty interesting.

So if you look at our build-out, of all the branches that have been deployed, I think the ones that are open more than a year are way above industry average deposits per branch already. And so we're -- the company we're way above it, but they're already covered it. So our job is just to drive it. So it's about net new household growth. It's about distribution effectiveness. It's about great digital capabilities and now AI capabilities and just driving that. But we have to cover the landscape because incrementally, it's really the cost is really the incremental branch cost in a bunch of markets we were in.

Makes sense. And maybe just one last on consumer. When we think about the card product, we had the preferred cards. I'm happy customer of the card. But I'm just wondering is -- just talk to us in terms of the evolution of that product. Are we doing more in terms of credit card offerings? What's the plan there?

Yes. I mean -- so I think our core strategy is, if you think about the universe of the 70 million consumers accounts, 65 million, 70 million of consumer customers at Bank of America. We're focused on that stair step and that depth of relationship and the card is a key part of that. And so we made a decision. We have great affinities with certain great corporate clients, and that's fine. But the affinity we are driving at is also the rewards program, the preferred rewards program, which is different because it goes across the entire platform. And so that's been the focus of what we've done. So we brought that program across, obviously, the wealth management businesses et cetera.

And so it took a repotting of the card business over a long time to get there because -- so the credit quality is strong. The usage is strong, the pre -- getting people to take the card out of the wallet is high. And now you're seeing -- we're starting to see the ability to grow and Holly is committed to growing the outstanding balances faster.

But with our credit focus, we're trying to keep the charge-offs from having a volatility. We have not had a consumer issue in the United States since the financial crisis. The pandemic unemployment rose, but the government pushed so much money, and there was no change. You are now 17, 18 years since the consumer break, I guess, 17 years since a consumer break. And look, we charged off $50 billion in cards from 7 till 10, 5-0. And so you have to be able to withstand that was a 10% unemployment rate. If you look at us now in our stress test, the 10% employment rate produces 1/3 of that over -- and that's from 0 to 10 instantaneous with no adjustment. So it wouldn't come close to that.

Understood. Maybe pivoting to the wealth management business. So you talked about the platform alert. I talk to our financial advisers very frequently, and it just feels like the bank has done, under your leadership, an amazing job of like connecting the dots over the last decade and the willingness of the advisers to sell credit cards or commercial banking products is super high. Just talk to us about that connection between the thundering herd and the bank, like how that's evolved over the last 10 years when we think about the 4% to 5% NNA growth target that we put out?

So if you back up, the idea is in the Private Bank and Merrill is to own the entire customer relationship from -- through the life cycle. And so the advantage we have is from birth to death, we can carry a customer all the way through that. And so their job -- and to do that, you have to have everything. It's not only transactional accounts and credit with us, obviously, wealth management practice, but it's a financial plan that leads in the state plan it does and that locks in. So that holistic approach is often talked about, but tricky to execute.

And then the second question is the flows in the business. So if you listen to Lindsay and Eric and Katy, they talked about the amount of flow they get from the business banking teammates or vice versa. And so that connectivity in the market, you go to Columbus, what got us started was we had 3 Merrill -- great Merrill offices, a lot of great colleagues. They can start to work with the business bankers and you build out or Pittsburgh or other places in Denver, et cetera. So that connectivity is strong.

So the margin, I think we've got in the high 20s. We've been as high as 30% in the past. As NII kicks in, there'll be a big beneficiary. People forget that, that business has $200 billion-plus deposit base, et cetera, et cetera. So it's very important for that. And it will be a beneficiary of the NII kicking in and the NII continue to kick in. And that will push them up in the pretax margins they have. And so we have industry-leading pretax margins. We're one of the biggest in the businesses. It's the least efficient business on our platform. And so one of the things we try to do, but it's one of the highest return on capital on our platform.

So the question is, and I don't really need new capital. The question is how do I have them do what they do and compete and win in the market and who they are. But secondly, how they contribute more. And so that interconnectivity is very high, and the teammates continue to do a great job doing both in the wealth management businesses and the other businesses working with them here in Miami, we have fellow in, Gene Schaefer, and his job is to get all the people in the market to drive that. We score every market. We go every market. We -- we just -- I won't tell you who won because we'll tell the teams, but we just found out the winner for last year, and there's 100 markets are ranked and it's -- they have great fun. And then we go to the market that wins and take our senior leaders there for a meeting. So 300 people show up in a market to support the market. And it's a connected thing and the financial advisers and the wealth management private bankers are critical to that.

But it's not some mind-numbing thing. It's just discipline of execution time in and time out and also getting our teammates to work with us to understand the magic of it all. When you see us be able to handle not only a business sale, but the proceeds and legacy planning, that's what we're here for as an institution. And anything short of that, we're not doing our job.

Got it. So when we think about the 4% to 5% NNA growth target, is that aspirational? Or do you think given everything that you did that you should be...

We wouldn't have said it unless they could do it. That's whether it's expense -- operating leverage targets, we don't -- we're not here to talk about what -- one of the reasons why we don't spend as much time is we want people to focus on the achievements and what we've accomplished. That's what to extrapolate off of, not what somebody tells you about the future.

And so we told people we'd be able to operate with operating leverage after we came down the expense growth beginning '18, '19, and we've been doing it since 2015, 10 years, 40 quarters, we had a streak of 5 years. We had a streak of about 2 years, and we've now 3 out of 4 quarters. So if you start to take 20 plus, I think it was 8 or 10, it's 30 plus another 2 or 3, that's a lot of those quarters had operating leverage. But we had to get people flip from just expense reduction to operating leverage because, frankly, we taken out 100,000 -- 90,000 people. There was not a lot of easy things left, and you're seeing that. So all those commitments were resolute about handling. We measure them carefully. And Lindsay and Eric wouldn't have said that, and we wouldn't have let them say unless they had a path to get there.

Got it. I guess maybe just moving Global Banking and Markets, you mentioned like just consistency of revenue growth. I think as we think about year-to-date activity, like has it started out as expected, better than?

Yes. It's -- everything is consistent with what we expected. And -- so if you look at it 2 ways, it's still 1.5 months into the quarter, but everything is as we expected, is coming in. The markets are getting the traditional kick in the first part of the year from all our good clients out there. And the real question is, does the market environment affect some of the investment banking. But as we look at it, there's enough other activity that the specified areas that are talked about all the time, and we don't need to get into that because it's the expertise of these people out here to figure out. But at the end of the day, the activity around is strong. So we feel good about the investment banking, good about markets. Loan growth where it's coming that we want, deposit growth is good. So it's setting up to be what we said it would be.

In the markets business, is there still wallet share to be gained for BofA? Like can we...

Yes. There is -- it's just -- so if you look at it over the last 4 or 5 years, we've gone from -- we increased the balance sheet exposure by a couple of hundred billion dollars. We're doing that again this year. And you got to be careful. It's the business that has the lowest return on capital in the company. Not because they're doing anything right or wrong, it's just -- it's up against some pretty [ start ] other businesses. So -- but it's important and critically important to grow the business. So the magic there is to grow with the right ROA and the right -- that produces the right ROTCE, even though it's not a business that, that's typically taking the kind of risk like the equity business that people are going to pay 100 basis points ROA generally for. So the team has done a good job of doing that. They brought the returns up. They brought the breakeven point in the business.

And the reason why I think market share comes, this business is hard. Every day, we file 3 billion quotes around the world. Every day, you have these systems, it takes about $700 million, $800 million of systems expenditure every year to drive the business. You're operating in 37 regulatory jurisdictions or 50-some regulators. You're posting quotes all over the world. You have activities going on, you have to manage the risk well. And so the breakeven point, what Jim and the team and even going back to Tom and Jim and now Soof and these guys, they brought the breakeven point down $1 billion a quarter through engineering at the back. That then means it's -- it used to have a tough quarter to make a few hundred million dollars, now makes $1 billion a tough quarter and more than that in a good quarter. So that is a tremendously different thing. It's hard to do that. And that's why when people say we're going to go into this business or expand this business, it's not just there that people hand it to you. It's hard to do, and the team has done a good job of doing that.

Got it. I guess one last one on the business just around Bank of America, but there's a huge international presence. And I think Bernie talked about it during the Investor Day. Just talk to us where the investment dollars are going either in markets that we are excited about or products that you're leaning into?

So if you look across the international platform, we operate outside 9 states in the Global Banking business, including the transaction services business, the investment banking business, the markets business. And those businesses are global. You have to work with the clients and the audience. We have to know if not these clients because they are all financial services, but if you're -- even financial if you're covering cards and you're not covering on a global basis, you really don't understand the card market. So whether it's research or whether it's corporate capital markets, in markets and whether it's investment banking, government clients. So they've grown very strong, I think 10%, 15%, I think Bernie was showing in the statistics. It goes into all lines of business because it has to be operated on a global basis, global businesses. But Bernie does a great job of bringing them together and driving it.

And where we've seen -- where we think there's opportunities for us continues to be in Europe, always in Asia because just the sheer formation and then the connectivity. When we go to talk to clients, I think to be competitive even in middle market in the United States, you have to have a global business because think about the discussion going on now for a midsized company producing a supply chain on a global basis and getting products from all over the world and how this is all going to work. So our teammates in India spend time with our middle market customers about how it's all going to work as India becomes a build-out for a backbone for the world and things like that. That's unique.

So it's -- Bernie has done a good job of leading the team, all the business leaders drive it, and it's a very important business. It's about 20-odd percent of what we have. So the reason why it's hard to get -- everybody says you want to be bigger. The answer is I never look at it that way because if you think about the consumer business being so big, it's a little hard to keep up with that. And there's just so much opportunity for us in the consumer and wealth management business in the U.S. that's sort of hard -- the rest of the world is not as big as people think. So it's hard to keep up with that. But that doesn't mean they're not growing and doing a great job.

Got it. I guess maybe pivoting to expenses, you talked about headcount a few times. I appreciate, I think the bank did not provide an expense target for the year, but I think there's a huge commitment to operating leverage. Just talk to us in terms of what gives you confidence in the level of operating leverage, what the levers are? As you earlier said, like you wouldn't say that if you didn't believe it. So what drives that confidence?

So start with what we said was 200 to 300 basis points of operating leverage. We said 5% to 7% NII growth and all that is setting up. And a lot of that comes from -- a good chunk of it comes from the rollover of the portfolios and then another chunk comes from loan and deposit growth. So NII is critical to that because when you look at our efficiency ratio back when it was the lowest in the low to mid -- 58 it was, that's when NII was a little higher percentage of the revenue stuff. So that's all there. So we feel good about it.

But how do you drive this? We are applying technology all the time. So each week, 1 million lines of code go in each week we take out. There's a whole bunch of operational excellence projects around the company where we're taking heads out and then redeploying them. And so what that's enabled us to do is from the summer of '25 until now, before we hired the 2,000-plus kids out of schools, we're flat headcount. So we engineered 2,000 jobs out in 4 months. You start to noodle on that. So that's what we're doing. And so you've seen the headcount at the end of January is 213,000, down, above 300 from end of year. You're always just driving that. We did no manager adds in January, which is good news. So how do we have costs that headcount manage out by month. We don't -- there's inflationary aspects. That's something we had to deal with. We've grown our expenses under the rate of inflation for the last 6 years. So yet in the revenue, especially in the fee-based business, have grown twice the rate of inflation. So -- and that's more costly.

So we're pretty confident. But we do measure it. We manage the hell out of it. We look at everybody, every -- we're very tough on hiring because at the end of the day, we have the option each month not to hire 1,000-plus people. So all you have to do is say, don't hire, we could drop it. So all the hiring and the replacement jobs and stuff like that is carefully engineered. And then we look and say, where can we redeploy that headcount capacity more productive. So it's something we've been doing over and over and over again.

The impact of the COVID and inflation pushed up the dollars per person paid, but the headcount being flat allows you to mitigate that back out. If you look from '24 to '25, the revenue from the fee-based businesses were all up high single or double digit and the actual expense base was about the same as it was the years before when they were growing at about half that rate.

And just on that one, Brian, every bank does things differently. If you're a shareholder of Bank of America, the expense control in a world where it's competitive, the need for technology investments, like how would you refuse the argument that this is not coming at the expense of investing in the business?

Well, we'll spend 10% more in technology development this year, I mean in '26 than we did in '25. We'll put several hundred million in AI as part of that. It didn't -- that came from nowhere. We'll build out the branches. It's all in the run rate. We've been building those branches out while we're taking them down. The branch count, I think fourth quarter, fourth quarter was down 100 or something like that. Net they're more costly coming in because we're bigger and built in a modern environment or the rental expense is higher, we're absorbing that. So it's just look at what we've done year after year after year, and it's because we've basically sat there and focus on the headcount.

So then the question is we are investing in new branches, technology development, more revenue-generating employees, and we're up -- we added 50, 70 private bankers over the last 12 to 18 months, we've added commercial bankers. We effectively added 1,000 people in business banking, which is 0 to $50 million by consolidating people out of the branches into it.

And then Sharon and team are actually shaping that down a bit because it was -- but that gave us a 40% -- 30%, 40% increase in the sales force. But people who are already at Bank of America already being paid, we just moved them to a place they could have more effectiveness and then more automated small business branches. So it's just -- the investment is there and has been in the market share you can see, it continues to push up and whether it's commercial banking or consumer banking or markets. And it's just -- it's very -- I believe strongly that we've got to invest in the businesses because we got to have the growth. I also believe strongly we can do that by reengineering the last cost out. It's not 0. And that's -- for a while, we were able to get out to be net 0 or below 0. Now it's going to be a couple of hundred basis points net of the inflation minus the takeout. But we've done it over and over again, and we watch it like a hawk.

But I also -- we put a lot more on the brand, and that's pushed our brand scores up the highest they've ever been and consistently month after month after month and push through our competitors. We've looked at -- we put a lot more in the physical plan around the world and stuff. So it's not for the faint of heart, but you can do it if you just are careful, but you have to invest to grow and look at our revenue growth and loan growth and deposit growth and things like that, but you have to be able to do it efficiently because we're in a big commodity business. You're going to have -- you said 100 or some corporates here. There's 4,000 competitors in consumer bank in the United States. It's not -- and plus the nonbank competitors. So it's not like you're sitting out there saying, we're a consolidated industry like that.

I can assure you the banks are thirsting and extremely productive. So feel good about that. But just very quickly, I know we have a few minutes left. One, so I wanted to hit upon 3 things. One, the role of AI, is this different from anything that we've seen in terms of what this could do in terms of productivity for Bank of America for the industry? Or is it a continuation of just how technology has shaped the industry?

It's both. Because it is something different, but it is a continuation of the paradigm of digitization, machine learning and now this, the thing is different. So we showed a chart at the Investor Day that showed -- we started -- the management team started in 2010, 285,000 people. We got up to 305,000 people. We're now the 213,000 people. But if you looked at what happened for the first big chunk of that time, basically 50,000 people came out of the consumer business writ large and about 25,000 people came out of operations and a net headcount reduction of, say, 85,000, 90,000. So start to think about that question.

What happened to the rest of it when we build out in revenue-producing areas and there were a lot of ability to -- as the regulatory onslaught came, we went from 2,500, 3,000 people in risk to 7,000, 8,000 people in risk and finance, et cetera. So what AI does is give you a chance to work on areas you heretofore haven't had that much of a chance to work on. So in supplying the 10 million [ sales ] we supply every day for the liquidity report that goes to the Fed, that's extremely capable of using AI to help you do and save money. And the audit team, which is 1,400 people, up from probably 600, 700 pre-financial crisis and now we can engineer the headcount back down. So it allows you to attack place.

Now how do we know that? If you looked at the Investor Day, we also talked about the ability to -- that AI is deployed. So a decade ago now, we were trying to put the search engine into our mobile banking, and we couldn't get it to work, the generally available search engine. So we said we need a model that can say, customer says X, this is what they really mean. Let's go do that for. Today, we call it a small language model. Nobody would know what we were talking about back then, and nobody did because we had to go and have somebody build it for a special. They built a thing which we end up calling Erica. Erica today has 20 million people using 150 million, 200 million times a quarter, 200 intents originally being 200 questions that can answer accurately, now 700. And so -- and we think it's 11,000 FTE equivalents that go through that system on a daily basis. So this isn't theoretical. And we took Erica from that, and we put it into the brake fix.

So when Ebrahim screws up his laptop and can't get it fixed, it used to be clicked on and he go call an 800 number and somebody talking through it. Now he clicks on little dot and he's interfacing to a bot. And that bot is actually powered by the Erica engine because we know it works. And look, we'll use other models. We are -- you do use other models, but that's gone. So it went there. Then Erica went into CashPro and several hundred thousand medium-sized and larger businesses use it. And so we took the same model across the platforms and use it, then we brought other models in. And so in the markets business, we have a model that helps put out a daily report of what's going on in markets. We have models which help us in the drafting of pitch books. So this isn't theoretical. And that's why I say it's not wholly different because we had models that did a lot of stuff before. It's just that the capabilities are now reaching other places. So -- and we know it works.

But what did we also learn? Your data has to be perfect. We spent about $3 billion on data cleansing over the last decade. The answer has to be right for the customers who go bunkers. The transmission mechanism has to be really robust. So at any given moment, you could be in a car 60 miles an hour going down the highway and hopefully not driving into this, but get on your mobile banking and ask a question, Erica, we have to hit 110 systems to get the answer right. So the pipe that transmits that, the pace at which it processes, you can't have this latency.

And by the way, you -- in the markets business latency -- so -- and so it's a lot more difficult than people think. So I think, yes, it's not -- it is wholly different. Yes, it's not totally different. But at the end of the day, what it takes is some infrastructure that I think people -- if [ blog bill ] comes, you can just take this model and let it run. The first time it does something with a customer in our business because of the relationship nature we have, you get the term paper wrong, your kid gets the term paper wrong in school. Yes, it's a bad day for him. We give a customer the wrong answer on something. It's not a bad day. It's a life defining moment for him.

Understood. Last question. I know we are over time. But when you think about capital deployment priorities, just talk to us what those are. And as we get more clarity on regulations, do you expect buybacks to ramp up?

So I think we basically have been focused on returning all the capital in incremental quarter. So -- and how do you think about that the other way around, the CET1/TCE stays about flattish, and we're trying to manage that. So we're basically taking all the earnings, paying the dividend and then putting the rest back in the market, we'll continue to do that. And then with the growth of the company, you'll see the ratios come down towards the target ratios. Now the question is how the math behind those ratio calculation goes. And so when we get that, then we'll be able to figure out what to do next. But right now, you've seen us drift from, I think, almost a 12% ratio. I remember down in the, I think, 11.30 or whatever it was last quarter, you'll see that drift down. So all the capital is going back to the shareholders and not because we don't have good uses for it because we are funding everything that's going on at the same time. It's just that our capital efficiency and effectiveness, we're able to continue to engineer that pretty well.

With that, thank you so much, Brian.

Thanks.

Hello, and welcome, everyone joining today's Bank of America Earnings Announcement.

[Operator Instructions]

Please note, this call is being recorded.

[Operator Instructions]

It is now my pleasure to turn the meeting over to Lee McEntire. Please go ahead.

Thank you, Leo. Good morning. Thank you for joining us to review our fourth quarter results. During the quarter, we elected to change the accounting method related to our tax-related equity investments in order to better align our financial statement presentation with the economic and financial impact of those investments.

As a result, we filed an 8-K on January 6 and a related mini supplemental package recasting the numbers for the quarters of 2024 and 2025 and the full year of '23 and '24. The primary impact of the accounting change was a reclassification between the income statement line items in our income statement, which had an insignificant impact on net income. Our discussion today is based on those recast numbers.

As usual, our earnings release documents are available on the Investor Relations section of the bankofamerica.com website. Those documents include the earnings presentation that we will make reference to during the call. Brian Moynihan will make some brief comments before turning the call over to Alastair Borthwick, our CFO, to discuss more of the details in the quarter.

Let me remind you that we may make forward-looking statements and refer to non-GAAP financial measures during the call. Forward-looking statements are based on management's current expectations and assumptions that are subject to risks and uncertainties. Factors that may cause our actual results to materially differ from expectations are detailed in our earnings materials and SEC filings available on our website. Information about non-GAAP financial measures, including reconciliations to U.S. GAAP, can also be found in our earnings materials and are available on our website.

With that, Brian, I'll pass it over to you.

Thank you, Lee, and good morning, and thank you for joining us. This morning, Bank of America reported net income of $7.6 billion for the fourth quarter. That is up 12% from the fourth quarter of 2024. Our EPS was $0.98 per share. That's an increase of 18% from the fourth quarter of '24. We delivered 7% year-over-year revenue growth. This was led by a 10% improvement in net interest income, up to $15.9 billion on an FTE basis. For net interest income, we have delivered each quarter what we laid out across the year and finished a bit stronger than we expected. We grew average loans 8%. We grew average deposits 3%, we delivered 330 basis points of operating leverage in quarter 4 through continuing disciplined expense management. Alastair Borthwick will take you through the details of the quarter. But first, I want to highlight a few things about 2025 to close the year out.

I'm working off of Slide 2 in the earnings presentation. Our fourth quarter topped off a strong performance by my teammates at Bank of America for 2025. We delivered on our commitments to shareholders across the year with solid growth across revenue, earnings and returns. We drove operating leverage and continued robust investments in people, brand, technology in both our physical and digital networks. Those results reflect the power of our diversified business model and our commitment to drive responsible growth. Some highlights of 2025, you can see here, revenue was a little over $113 billion, was up 7% year-over-year. We generated 250 basis points of operating leverage for the year. Asset quality was strong and net charge-offs improved from 2024. We grew net income year-over-year by 13%. In addition, we grew EPS year-over-year to $3.81 or by 19%. We also increased our profitability and returns during the year. Return on tangible common equity improved 128 basis points. Our return on assets improved to 89 basis points. Our results and prudent balance sheet management allowed us to distribute 41% more capital back to shareholders, more than $30 billion. We grew loans 8% and we grew deposits 3%. Loans outpaced the industry and average deposits now have grown for the tenth consecutive quarter. Our focus on all the markets we serve, whether they're domestic or international, has allowed us to grow our client balances at a faster pace than the industry. Dean described how we do this in the U.S. at our Investor Day, and we will cover it later in the program.

As you look to Slide 3, we've also highlighted some organic growth highlights for the year and the quarter. We grew net new consumer checking accounts by [ 680,000 ] during the year. And that's while maintaining a strong average balance of $9,000 plus. This extended our consecutive quarter net growth to 28 or 7 years straight. We crossed over $6.5 trillion in client balances of investments, deposits and loans across Wealth and Consumer Banking. Our consumer investment totals reached $600 billion. Similarly, our workplace benefits totals, i.e., 401(k) balances related balances crossed over $600 billion also.

It's worth noting that $28 billion of our year-over-year loan growth came through our wealth management clients. Global Wealth & Investment Management showed improved nominal profit growth, stronger pretax margin improvement and continue to draw net new assets within the combined consumer of $100 billion during the year. In Global Banking, average deposits increased $71 billion, up 13%. We saw treasury service fees increased 13% over '24 and ending loans go across each line of business year-over-year, good core customer organic growth driving that.

Investment banking saw good activity. For the full year, our investment banking fees were the -- were the highest they've been since going back to 2020 and the outside pandemic period recovery. They were 7% higher than the prior year. Fees generated in the second half of 2025 were 25% greater than the first half. What does this show? It showed good momentum by our team. It also showed that our corporate commercial clients settled in during the year after tax policy being clear, tariffs became more understood, and they look forward and receive the benefits of deregulation. Global Markets under Jimmy's leadership saw continued growth in sales and trading with its 15th consecutive quarter of improvement and drove a record year of nearly $21 billion in sales and trading revenue. In addition to these stats, I commend you to review Slides 21, 23 and 25. Those highlight the continued progress of digital deployment and activation statistics for each of our businesses.

You should note there the impact of Zelle and the continued usage growth and also note the impact of Erica, our AI agent and its use both across our businesses and with our teammates. A couple of high-level comments on what we see in the economy. It was a pretty good decent environment as we move through year 2025. Consumer spending grew 5% -- at $4.5 trillion grew 5% over the 2024 levels. Account balances in the consumer business, that broad base of the U.S. consumer were stable through the year. Delinquencies and charge-offs improved in 2025 consumer credit. Unemployment in the market remains stable, and the equity market appreciation benefit those consumers or investors in our Merrill Edge products or in our 401(k) platforms. This strong consumer health bodes well for the continued improvement in growth in 2026.

When you go to our corporate commercial customers, again, as the tax law settled in, the tariffs appear to be manageable and deregulation kicked in. They had a pretty good year in good profits, including good credit quality and good money movement activity as we move through the year as they participate in the world economy. A world-class research team has the global growth rate for GDP at 3.4% in 2026 and U.S. at 2.6%. Risks remain out there. They always do, but we're encouraged and constructive on the head -- a year ahead. So I'll turn it over to Alistair to cover the quarter.

Thank you, Brian. I'll start using Slide 4. And as Brian noted, the fourth quarter was a strong quarter for us with 7% year-over-year revenue growth and good operating leverage producing $7.6 billion in net income or $0.98 in earnings per share. Our EPS grew 18% compared to the fourth quarter of '24. Net interest income of $15.9 billion on a fully taxable equivalent basis was strong and a little better than expected, and we saw good momentum from market-based fees that complemented the NII growth. Of the $28.4 billion in total revenue, $10.4 billion came from Sales & Trading, investment banking and asset management fees. And those are 3 of the more highly compensable market-facing areas. It's these areas that grew revenue 10% year-over-year in the aggregate.

On expense, the teams have shown good discipline across the businesses as we held headcount flat across the year despite the volume growth of clients and activity. Most of the year-over-year expense growth was a result of revenue-related growth in markets and wealth-based activities I just described and our continued investments in the franchise. We saw productivity improvements through AI and digitalization more generally, and those enabled us to add client-facing associates as we eliminated work and roles in our operational support areas.

This year, we brought another 2,000 college graduates into the company, and we remain an employer of choice with progressive benefit programs for our employees. And even with those additions, we managed to hold our headcount flat for the year through good management. Provision and net charge-offs declined year-over-year. That's for a second straight quarter, driven by continued stabilization around credit card and lower losses in commercial real estate. The net charge-off ratio fell to 44 basis points and is down 10 basis points year-over-year. And lastly, we reduced our average diluted share count by about 300 million shares or 4% from the fourth quarter of '24.

Slide 5 highlights the various earnings points that Brian and I have covered to this point. So let's transfer to a discussion of the balance sheet using Slide 6 where you see total assets ended the quarter at $3.4 trillion, a little change from Q3 as securities and cash reductions were replaced with loan growth. Deposits grew $17 billion from Q3 and we use those deposits to continue to reduce wholesale funding as part of the plan we've discussed previously to intentionally lower balances and drive a more efficient balance sheet. Average global liquidity sources of $975 billion remain very strong. Shareholders' equity of $303 billion was up less than $1 billion as earnings and a modest increase in OCI was mostly offset by capital return to shareholders.

In the quarter, we returned $8.4 billion of capital back to shareholders with $2.1 billion in common dividends paid and $6.3 billion of shares repurchased, $1 billion increase in share repurchase from Q3 reflects increased earnings over the past 6 months and some reduction in excess capital. Tangible book value per share of $28.73 rose 9% from the fourth quarter of '24.

Turning to regulatory capital. our CET1 level decreased modestly to $201 billion, driven by a $2.1 billion capital reduction from making the tax equity investment accounting change period, and we were not required to restate prior period regulatory capital. That capital reduction reflects the timing of equity and profitability in those investment deals and comes back into our capital over the next several years as those deals wind down. That accounted for roughly 12 basis points of CET1 reduction in the quarter, again, that we'll get back over time.

Risk-weighted assets rose $22 billion from Q3, driven by loan growth. Our CET1 ratio then declined from 11.6% to 11.4%, and it remains well above our 10% regulatory required minimum. Our supplemental leverage ratio was 5.7% versus a minimum requirement of 5% as of December 31 and 3.75% under the new rule, which we are adopting starting in 2026. This leaves ample capacity for balance sheet growth and our $467 billion of TLAC, means our TLAC ratio remained comfortably above our requirements.

On Slide 11, we show a trend of average deposits and the consecutive growth across those periods. Average deposits were up nearly [ 3% ] from the fourth quarter of '24, driven largely by commercial client activity. Mobile Banking grew average deposit $74 billion or 13% compared to fourth quarter '24. Our global capabilities, innovative solutions and our relationship managers continue to offer clients value and access to our award-winning digital platform in CashPro.

Consumer Banking reported its third consecutive quarter of year-over-year growth and low and no interest checking was up $9 billion or 2%. Importantly, ending deposits improved sequentially in every segment. Team also showed continued discipline on pricing while achieving that growth, overall rate paid on total deposits of 163 basis points declined 15 basis points from Q3, reflecting lower rates and disciplined actions in our Global Banking and Wealth Management businesses. Global Banking and Wealth Management rate paid both declined 28 basis points from Q3. The rate paid on the roughly $945 million of consumer deposits fell 3 basis points to 55 basis points in Q4 and remains low driven by the operating nature of that account base and that client base.

Let's turn to loans by looking at average balances on Slide 8. Loans in Q4 of $1.17 trillion improved $90 billion or 8% year-over-year, driven by 12% commercial loan growth. Consumer loans grew at a slower 4% year-over-year pace and importantly, we're up across every loan category of card, mortgage, auto and home equity. For the fifth quarter in a row, every business segment recorded higher average loans on a year-over-year basis. While commercial loan growth has been driven by our Global Markets Group, we've also seen year-over-year growth of 3% in Global Banking and strong custom lending growth of $18 billion year-over-year in Wealth Management as affluent clients borrowed for investments in assets like hospitality, sports, yachts, arts and business. In addition, small business saw its 12th straight quarter of year-over-year lending growth.

Let's turn our focus to NII on Slide 9, where on a GAAP non-FTE basis, NII in Q4 was $15.8 billion. And on a fully taxable equivalent basis, NII was $15.9 billion. And as I said earlier, that's up 10% from the fourth quarter of '24. On a fully taxable equivalent basis, NII grew $1.4 billion year-over-year, and $528 million over the third quarter. Our growth was driven by several factors: First, we saw good core NII performance from loan and deposit growth and disciplined pricing; second, we benefited from asset repricing as higher-yielding loan growth, replaced loan and security maturities and paydowns; third, client activity in Global Markets drove more of the sales and trading growth through NII than fees this quarter compared to Q3. That was about $100 million more of a shift in global markets activity to NII from MMSA than we had originally anticipated. And lastly, we had a small benefit from an average Fed fund rate, which primarily impact our liabilities dropping more than the way average SOFR rates behaved on variable rate assets, so we had a slight benefit there.

Our net interest yield, NIY, improved 7 basis points from the third quarter to 208 basis points, reflecting the growth in NII, while the earning balance remains stable as higher-yielding loan balances replaced lower-yielding securities. And as I said earlier, higher deposits allowed us to reduce wholesale funding while cash balances declined. Regarding interest rate sensitivity, on a dynamic deposit basis, we provide a 12-month change in NII for an instantaneous shift in the curve. That means interest rates would have to move instantaneously lower by another 100 basis points more than the 2 expected cuts contemplated in the curve. On that basis, a 100 basis point decline would decrease NII growth over the next 12 months by $2 billion. And if rates went up 100 basis points, NII growth would benefit additionally by approximately $700 million. With regard to a forward view of NII, let me give you a few thoughts. At Investor Day in November, we indicated our expectation that we would see 5% to 7% growth in net interest income in 2026 compared to 2025, and that's still our belief today based on the latest interest rate curve, which includes 2 rate cuts in 2026.

To reiterate our expectation from Investor Day, we expect good core NII performance from loan and deposit growth that will additionally benefit from sizable fixed asset repricing and cash flow swap repricing to drive the 5% to 7% NII improvement. During 2026, we expect roughly $12 billion to $15 billion in combined mortgage backed securities and mortgage loans to roll off quarterly, and those will be replaced with new assets at 150 to 200 basis points higher in yield or they'll allow us to pay down expensive short-term debt. For Q1 NII expectations I would use Q4 as a base after excluding about $100 million or so for the shift in Global Markets client activity that I referenced, that is likely to be offset in MMSA.

So simply a change in geography that's revenue neutral. I'd also note, we have 2 less days of interest in Q1 than Q4. And of course, we had a 25 basis point rate cut in December. Still we expect Q1 NII will grow roughly 7% from Q1 '25 based on the assumptions on Slide 18, in line with our full year guidance. Okay. So let's turn to expense and we'll use Slide 10 for our discussion. This quarter, we reported $17.4 billion in expense, up a little less than 4% year-over-year. When combined with our 7% revenue growth, this good expense management allowed us to generate more than 300 basis points of operating leverage, and that aligns to our target for the medium-term operating leverage range that at Investor Day. The increase in expense was mainly driven by incentives tied to revenue growth and higher brokerage clearing and exchange costs, or BC&E, costs from trading activity. Those BC&E costs reflect client activity shifting toward higher growth and higher transaction cost overseas markets. Now these costs are the ones that are generally reimbursed by the client, so they're included in our revenue essentially offset one another.

If we isolate change in expense for the incentives tied to Wealth Management, and remember, that reflects a 13% year-over-year improvement in asset management fees and we isolate the BC&E costs that supported a 10% increase in sales and trading revenue. Then combined, they represented roughly 2% of our expense growth for the year and they came with good revenue. Beyond that, productivity improvements from AI and digitalization continued to help offset higher wages, benefits and technology investments. Headcount remains our key driver of expense from compensation and benefits to real estate and technology. And we manage this closely, not only in total numbers, but also an organizational structure aiming to strike the right balance of managers and teammates.

Since the end of 2023, we've operated within a tight range of 213,000 employees. This year, we hired about 17,000 new teammates just to replace departures from what was a very low attrition rate. And every time someone leaves, we take the opportunity to evaluate whether the role needs to be replaced.

[ Coming to ] the third quarter. Noninterest expense was up about $100 million, driven by technology investments and wealth management revenue-related costs. That was partially offset by a $200 million net benefit from the combined impact of the reduction of the FDIC special assessment accrual and some other settlements that modestly increased litigation expense.

Looking ahead, our focus remains on delivering operating leverage for shareholders. We expect to generate about 200 basis points of operating leverage in 2026. Those expectations include a constructive fee environment that complements our expected NII growth. We've seen encouraging momentum in asset management fees, investment banking and Sales & Trading, and we look for that to continue. And importantly, if revenue comes in below our expectations, then obviously, revenue-related expense will be lower. As for Q1, we typically see seasonal strength in sales and trading activity and elevated payroll tax expense.

Combined with the absence of the FDIC benefit we saw in the fourth quarter and combined with ongoing productivity improvements, we expect Q1 expenses to be about 4% higher than Q1 of 2025. And even with that, we still expect to deliver operating leverage.

Let's now move to credit and turn to Slide 11. And where you can see asset quality remains sound with small improvements in several key indicators. It's not a great deal to cover here. Our net charge-offs were $1.3 billion, down about $80 million from the third quarter and driven by lower losses in commercial real estate. Total net charge-off ratio this quarter was 44 basis points, down 3 basis points from the third quarter and down 10 basis points from Q4 '24. Provision expense in the quarter was $1.3 billion and mostly matched net charge-offs. Focusing on total net charge-offs looking forward in the near term, we expect continued stability in total net charge-offs, given the mostly benign consumer delinquency trends and low unemployment data, the continued stability of C&I and reductions in our commercial real estate exposures.

On Slide 12, in addition to the consumer delinquency statistics, note the modest changes in other stats for both our consumer and commercial portfolios. Let's now turn to the performance across our lines of business, beginning with Consumer Banking on Slide 13. Our Consumer Bank had a strong year. And for the full year, the team generated $44 billion in revenue and delivered $12 billion in net income. Net income grew 14% from 2024, and we earned a 28% return on allocated capital. In Q4, Consumer Banking delivered strong results, generating $11.2 billion in revenue, up 5% versus the fourth quarter of last year and $3.3 billion in net income up 17%. So a really strong finish to the year.

These results reflect the value of our deposit franchise and underscore both the breadth of our platform and the success of our organic growth strategy and digital banking capabilities. Our focus on client experience and investments in both physical and digital capabilities, combined with more investment in product innovation and rewards drove the strong results. Business was also managed well for shareholders as we grew expense less than 2%, allowing us to improve our efficiency ratio to 51% and deliver nearly 350 basis points of operating leverage. This 2% expense growth reflects our continued investments in our brand, highlighted by our minimum wage increase to $25 earlier this year and incentives for more production. Digitalization and early utilization of AI helped offset some of the investments. Consumer investment balances grew $81 billion from Q4 '24 to nearly $600 million, supported by $19 billion in full year client flows and market appreciation. Average balance per investment account at $147,000 is up 12% from last year. And this investment platform serves as a great catch basin for first-time investors and for more experienced investors looking to manage some element of their own money.

As mentioned, consumer net charge-offs improved again on a year-over-year basis, and we continue to see stability in asset quality metrics. Credit card net charge ratio of 3.4% improved nearly 40 basis points from Q4 and improved linked quarter.

Finally, as shown in the appendix, this is Slide 21. You can see strong digital adoption and the engagement that all continued, and the customer experience scores remain strong, reflecting the impact of our ongoing investments in digital.

Turning to Wealth Management on Slide 14. And you can see this is a business that has strong momentum right now, and we've improved growth as we work towards the medium-term targets laid out at Investor Day. For the full year, revenue of $25 billion grew 9% compared to 2024, and net income grew 10% to nearly $4.7 billion. Over the past 3 quarters, net income has gone from $1 billion in Q2 to nearly $1.3 billion in Q3 and to $1.4 billion in Q4. Return on allocated capital went from 20% in Q2, up to 28% in Q4. And the pretax margin has climbed back into the high 20% range as we ended the year. Underneath all that, client balances grew $500 billion across the year to $4.8 trillion and that included strong ending loan growth of nearly $30 billion or 13%.

Within that, AUM flows were $82 billion and total flows of 80 -- sorry, [ $96 billion ]. And coupled with the flows of consumer investments, we saw $115 billion of well flows for the firm this year. And for the year, Maryland, the Private Bank added 21,000 net new relationships with the average size of new relationships continuing to grow across both businesses. Importantly, we're not just growing relationships, we're deepening them as we added 114,000 new bank accounts this year. And finally, I'd highlight the continued digital momentum as shown on Slide 23, where new accounts have increasingly opened digitally, underscoring the effectiveness of our digital investments and the evolving preferences of our clients.

On Slide 15, you see the results for Global Banking. The team had a good year and generated $7.8 billion in earnings and that represented about 25% of the company's overall net income. Year-over-year earnings were down a modest 2% as a result of interest rate cuts impacting NII from the variable rate assets in the business. [indiscernible] grew average deposits $71 billion or 13% and grew loans $12 billion. This included the addition of roughly 500 new clients in middle market, banking and more than 1,000 in business banking that chose Bank of America as their financial services provider in 2025.

For the fourth quarter, Global Banking delivered net income of $2.1 billion down 3% year-over-year with a 6% improvement in fees overcoming the NII pressure. Business remains very efficient with a 50% efficiency ratio and we earned 16% return on allocated capital in Q4. We generated $1.67 billion in investment banking fees, up modestly over Q4 '24. And we maintained our #3 position for the full year. And as Brian and I said earlier, investment banking fees showed good momentum, given all the regulatory and tariff announcements around the globe uncertainty settling in and our pipeline remains strong. Noninterest expense grew 6% compared to last year as we position the firm for the future with continued investments in technology and bankers.

Switching to Global Markets on Slide 16. I'll focus my comments on results that exclude DVA as we typically do. The Global Markets team produced a record year of record -- sorry, a record year of revenue, improved earnings and solid returns. We generated $24 billion in revenue for the year, and that exceeded last year's revenue by 10%. Earnings of $6.1 billion for the year were up 8% and the business generated a 13% return on allocated capital. It's worth noting this is the 12th consecutive quarter of year-over-year net income growth. Q4 Global Markets generated net income just shy of $1 billion, up 5% from Q4 '24. Revenue, excluding DVA, grew 10% year-over-year driven by strong sales and trading performance. And focusing on Sales & Trading, revenue ex-DVA, rose 10% year-over-year to $4.5 billion. And it was equities trading that led the improvement, growing 23%, supported by increased activity in Asia. And that brought higher revenue, it also brought higher revenue -- sorry, higher cost in the form of transaction costs as the clients still reimburse us for those fees.

[indiscernible] revenue grew 1% driven by improved performance in macro rates and FX products offsetting a modest decline in credit products. Loan growth continues to benefit from opportunities tied to highly collateralized pools of high-quality assets and clients value our expertise and in delivering these solutions.

On Slide 17, all other shows a loss of $132 million in Q4, with very little to cover here. And as we wrap up, I would just note Q4 effective tax rate was 21%, and it was 19% for the full year. For 2026, we expect an effective tax rate of roughly 20%. And then finally, I'd just note on Slide 18, we provided a summary of the forward-looking guidance that we discussed today. So I'll stop there. Thank you. And with that, we'll jump into Q&A.

[Operator Instructions]

Our first question comes from Betsy Graseck with Morgan Stanley.

Thanks so much for all the detail here. I did just want to understand one thing on the outlook as we're thinking about the expense ratio. I know that you've got the accounting change, and you also have outstanding guidance for the expense ratio over the medium term, I believe it is 55% to 59%, is that right?

Right.

Okay. I'm wondering, are you going to be adjusting that expense ratio guide given the accounting changes that you have made in this quarter?

Well, I don't think -- so at this stage, Betsy, but similar to our comments at Investor Day, the numbers that we put out aren't a cap on our ambition. So obviously, as we go through the course of the next couple of years, if we improved our efficiency ratio by a couple of hundred basis points this year, we're going to keep driving towards that range. And once we get in that range, we'll reassess and we'll consider whether it's time to consider a lower efficiency number in the future.

Yes, I was just thinking mechanically with the accounting change, the revenues improve, right? So with the denominator moving higher, shouldn't that target expense ratio of 55 to 59 move down a percentage point on each side?

Well, remember, we recast the prior periods. So that's already in there when you use the comparative periods. And I think part of the reason that it was important for us just to recast all the numbers and adopt the accounting is because that's how our competitors showed their results. So now we feel like it's on a comparable footing.

We'll now move on to Ken Usdin of Autonomous Research.

So [indiscernible] just a follow-up, Alastair, you made the point about just your outlook for fees is strong, and obviously, there will be compensation aligned with that. So just coming back on expenses in an absolute sense with 4% year-over-year growth expected in the first quarter. And I know everyone is just thinking about just how do you get to this operating leverage algorithm. Is that around what you're expecting just absolute expenses to grow given your underlying base of good fee growth in there?

Well, I think what we're trying to convey is, and we've said this over the course of the past several years. Ours is an organic growth company. We're investing for growth all the time. And when we perform the way that we believe we can, we're going to create operating leverage every year. That's what our North Star is in terms of the financial model. So we've guided you towards NII, up 5% to 7% this year. We've said in the first quarter, we believe the first quarter will be up 4% or so. We've said that we expect the operating leverage to be a couple of hundred basis points. So that should allow you to work backwards into the expense side of the equation, especially since we've given Q1 essentially.

And then I think it would just depend on your revenue assumptions regarding assets under management fees, markets and investment banking because those will be the big drivers. And yes, we remain constructive on all 3 of those.

Okay. Got it. And then so -- as you think about your -- when you talked about the Investor Day, you talked about a 200 to 300 basis point range. So obviously, each year is going to be different things, but you've got -- with a strong base of NII growth and fee growth and we're on the 200 side, what are the things you could do to kind of longer term expand that and potentially get back -- to get up to the 300 side of that 200, 300 range that you had given us in November?

Well, I think one of the things we've talked about when we went back to Investor Day, and this gets back to driving return on tangible common equity over time. You think about the fact that we've just gone from 13% to 14% last quarter. Prior quarter, we were at 15%. We Said we're going to get in that 16% to 18%. If you think about the organic growth opportunity we have around deposits and loans, and then you add the fixed rate asset repricing that drops to the bottom line. And then you combine it with the fee growth that we've talked about. When we manage expense carefully as we have done this year and headcount flat, sort of the core expense minus BC&E and incentive comp closer to 2% type growth. Then you'd look at something that gets pretty interesting over time. So that's what we're trying to drive over a period of time. And you're right, it won't always show up every year where it's exactly the same. But what we're trying to do, most importantly, drive organic growth, keep our expense discipline. That's it.

So Ken, the number one thing is to continue to let the headcount -- work the headcount through operational excellence and applications of new technologies, including AI that we gave you some sense for. So as we told you at Investor Day, today's activity in Erica in our consumer business alone is worth thousands of teammates that we don't have to have to do the great work we do for the customers. So we've applied digital, and that's why I put the pieces in the deck that you can see in the Pages 21 and beyond. We apply the digital capabilities now AI capabilities. And you saw during the year, the headcount was basically flat while we added more people in the field facing off the clients and generating new client flows. And that's why when Alastair talked about the middle market business, particularly in the private bank business, why we're seeing strong growth there.

So it's going to be about bringing up the numbers of people down over time, and we expect the headcount to come down during this year. And each month, we get the -- to maintain neutral headcount, we have to hire at a 7%, 7.5% turnover rate, you got to think it's higher than 1,000-plus people so we can just make decisions not to hire and let the headcount drift down. The team has done a good job of we ended the year basically flat. And we absorbed, as Alastair said, 2,000 very talented teammates from colleges in July. And by the end of the year, we were down to 2,000 people and end up back net neutral. So that's what you're going to get there. If you look at the expense load, it comes from people and it comes from the benefits and compensation, and it ultimately comes from the buildings and computer systems to allow them to do the great job for clients. So that's what we're working on.

We'll now move on to Mike Mayo with Wells Fargo Securities.

If you could just give more of an update on technology. What do you expect your spend to be this year versus last year, your spend on AI? And then Slide 21, again, we -- I think everybody appreciates the data you provide on your digital engagement, which is more than others. But no good deed goes unpunished. I'm just looking at Slide 21 and your interactions in consumer with Erica took a dip down in the last year, even while your users go up. So if you can talk about the spend investments and the results from Tech and especially AI.

Yes. So Mike, we'll be up on initiatives this year, 5%, 6%, 7%, I think, types of numbers. Total spending [ $13 billion, plus $4 billion ] plus in initiatives, that's all new code. And in that spending, remember, also we get the advantage of all the other people. So for example, under the 365 CoPilot rollout, which is now out across a total of 200,000 teammates and using it and learning from it, we expect to get good leverage of that. So that's an increase in the run rate year-over-year. So that's -- the technology is increasing, the technology number is sizable and the team does a good job in implementing change every weekend, frankly, except for 1 a year. So we feel good about that.

One of the things that you'll note is you use these technologies and combinations. So your point on Erica, I asked the same question, Mike, because it's pretty straightforward why would the interactions of the Erica could go down. The reality of that is -- well, we don't show is the amount of alerts that we deliver. So you can set up alerts which then has slowed down the need for Erica because the alerts are up to, I think, billions a quarter that are telling you when you're balanced low and things like that, that avoid you go in and asking the question.

So that combination of things is growing very quickly. So again, what you always try to do is look at a process from a customer to you and figure out how you can get that customer the best client -- the best customer experience at the lowest cost so you can plow that back into the low fee structures, which help us grow the business for, as we said, for 7 straight years in [ checking ] accounts. So there's a technical explanation on the Erica that is a little bit different. But thematically, you can see just the digital enablement just continues to grow and continues to help us leverage our franchise and frankly, consumers now pushing through 50% profit margin, and it will continue to go up.

Okay. And specifically on AI investments, like how much do you spend on that? Or the number of people, if you could dimension that and kind of what kind of outcomes you're looking for, especially as we say here at the start of the year?

Yes. Well, we're looking for -- we have the -- we have -- to give you an example, we have 18,000 people on the company's payroll who code. And we've using AI techniques. We've taken 30% out of the coding part of the stream of introducing a new product to service or change that saves us about 2,000 people. So that's how we're applying it. That was this year's statistic, meaning '25. Next year, we should get more out of it as we figure out and apply it across. So there's different projects going on in the company. I don't know off the top of my head the total expenditure, but it's several hundred million dollars.

Importantly, we're going through the company to generate more ideas how to apply AI. And I use example like our audit team has built a capability they think a series of prompts around doing audits and stuff to allow them to shape the head count back down that they had to grow during the regulatory on side over the last few years. They're going to be able to bring that down in AI, they'll be able to bring it down further, and they've laid out plans to do that. And so that's going on everywhere. But that was organic from there starting to use the copilot capabilities and then learning how to do the prompts and then using it to set up audit practices. So you're seeing it everywhere in the company.

So there's, I don't know, 15, 20 projects going on, and there will be a laundry list of much bigger size as we go through the company now and are generating ideas now that people are using it and getting used to how to use it.

We'll now move on to John McDonald with Truist Securities.

One of the other levers for the ROTCE ambitions that you guys have talked about is the denominator with the CET1 ratio. Could you talk a little bit, Alastair or Brian, about the time line for kind of where you are today with [ 11.4% ] to the target you laid out, which I think was around mid-10s?

Yes. I think, John, if you think about that we're still, as you well know, and your colleagues will now, we're still waiting for the rules to get finalized and they're multifaceted rule set that we got to make sure how it applies. But our goal, we appealed from 11.6% to 11.40%. And you're going to keep peeling that number down through expansion of our markets business, expansion of lending and other uses of RWA and so -- and we bought back a little more stock than in dividends than we earned. And so we'll keep working that down. But the idea is not to take the $200 billion-ish nominal and reduce that a lot. The idea is to use the excess to grow the balance sheet and let that work down as we see the final rules, the constraint may be sort of to common equity ratio stuff or $6.20. Could you be in the mid- to high 5s or something like that, that might be possible. And if you -- so we'll let this all drift down over time. And so just expect us to keep buying back -- to paying the dividend, increasing it and buying back the stock. And remember that as you said, we've drifted down a little bit by growth, but also the accounting change hit it, which will repeat.

So the next quarter we'll keep walking it down. Just the idea is as this will settle in, then maybe we can be more aggressive, but we got to know exactly what we're dealing with.

Okay. And then maybe if we pull back just the broader timeline on the ROTCE path. It looks like for 2025, you kind of ended in the 14, low 14s. What's the ambition to get to the lower end of the 16 and then the 18 over time.

I think we made it clear that you had -- and by the 8th quarter to the 12th quarter, you move in the lower part of the range and then the upper part of the range given a core economy growing it to 2.5% type of number. So -- and all the other attributes. So we made that clear. So that's basically 8 quarters from -- including this quarter, obviously, first quarter '26 and then we move into the 16 level, and then we move to the upper end of the range as we move through the third year.

We'll now move on to Matt O'Connor with Deutsche Bank.

I was hoping you could elaborate a bit on your outlook for loan growth and some of the drivers. You've obviously been bringing loans quite a bit. And just well in excess of the industry and how sustainable is that? And what are some of the drivers?

Yes. So embedded in our NII assumption is loan growth in the mid-single digits Matt. Obviously, we've had pretty good loan growth this year, kind of $20 billion a quarter or so. A decent amount of that has been on the commercial side. And we highlighted that in our financials and in our commentary earlier. So we're still seeing the growth in each of the consumer categories. And that feels like it's in a position where it's likely to continue to grow from here. So we feel pretty good about those 2.

I don't see any reason that it would be a whole lot lower necessarily than it was last year, but last year was a good 1 year, no question. So that's why we're saying mid-single digits. I think it will still be led by commercial. But you see the consumer categories picking up.

Okay. And then I guess, specifically in credit card, the spending was good, up 6% year-over-year or the balances were up just a couple of percent, fees were down. I know at Investor Day, you talked about accelerating the growth there. Maybe just update a little on kind of the initiatives there and the timing.

Yes. So [indiscernible] was very clear about this at Investor Day. It's our intention to continue to accelerate the growth in card. I think we've seen that in the last 3 or 4 quarters. It's picked up sequentially quarter after quarter. And if you were to look at what the team is doing right now, they're investing a little more for future growth. So you can see that in some of the things we're doing around the World Cup this year. You can see it in some of the things we're doing around more rewards in November. You can see it in our rewards program with our co-brand partners. And you could see it in the June cash back rewards offering. So we've got a lot of things going on right now that we're excited about. We know what we've committed in terms of higher credit card growth, and we feel like we're on the right path.

We'll now move on to Erika Najarian with UBS.

I just need to reask this question, Brian, Alastair because as I speak with investors, I think the communication on efficiency and expenses is a big part of what's holding down the stock. So just to clarify in terms of what Betsy was asking, she was asking, well, given the restatement and thereby higher fees, shouldn't you adjust the efficiency ratio range to 54% to 58% because you shouldn't get credit for the restatement, right? So that's why she was asking that. And I think what Ken was asking was, everything that Alastair mentioned, the curve, the growth capital markets, it's hitting this year, right? And so you're on the low side of the 200 basis point -- of the 200 to 300.

And so I guess the question here is what should we take away in terms of the expense messaging? Is it sort of what Brian alluded to that the headcount just needs time to work through and then you'll hit 250 to 300, and we just need to be patient. Is there more investment spend like you told Mike Mayo that you wanted to front load in a great revenue year. Like what exactly do you want your investors to take away in terms of how you're viewing the expense growth relative to your -- the revenue side because, for example, for your closest peer at JPMorgan, they grow expenses to $105 billion, no one really links, right, because of the revenue side. So what is the underlying message for operating leverage for Bank of America over this year and over the 3 years that is underpinning that 16% to 18%?

Let's back up to it. We -- as Alistair said, we are driving these numbers and they have improved on a recast basis by a couple of hundred basis points, and they'll continue to improve. And so the range will move down to lower numbers. And when we get into the range, we'll reset the range. But I think we're focused on the wrong thing. The question is, what are you doing now as opposed to what you say you're going to do. We have a tendency to actually deliver as opposed to talk about what we do in the future, and that's what we focus on. So what have we done? The efficiency ratio came down a couple of hundred basis points on an apples-to-apples basis with the parts of the revenue stream that are least efficient, the wealth management revenue growing very strong in the capital markets revenue.

So when the consumer bank revenue grows in and Global Banking revenue grows at the efficiency ratio there at, they produce a lot more pop than wealth management, which has, obviously, the financial advisory tariffs. So you have to also think of where the revenue growth is coming from to see the improvement, but we moved to 200 basis points. We've moved in past years when rates stabilize, we'll move it into the 50s.

As you get the lower efficiency ratio, the operating leverage can be narrow and you still get a bigger earnings spot. One thing that we've been telling you and that we want to make sure people understand is our goal is to keep driving all the extra NII to the bottom line meaning the difference between sort of the core and the repricing because we owe that to drive the returns up and the rest of it will have more normalized attributes to it.

So we've driven the efficiency down, and we expect to continue to drive it down. It is all going to be due to headcount because that's 60-plus percent of our expenses. We've absorbed inflation and everything while we're doing that. The expense growth Alastair just told you first quarter, 4% with expense increases and base increases and third-party inflation coming through, et cetera. So we're very -- we're very efficiently to our businesses, and we're very efficient relatively to our peers, and that will continue to improve. And that's -- I don't know how to do it.

One of the things when I talk to investors and I actually talked to people own a lot of stock every quarter. Their view is stay away from -- focus people on the operating leverage in the company because at the end of the day, we've got to grow expenses at a faster rate, which we have been doing than a slower rate than revenue -- excuse me, revenue at a faster rate than expenses for operating leverage. We produced that for our last 5 quarters. We had 5 years of it leading up to the pandemic.

You should expect us to get back on a streak. But the reason why they want us to focus on that, the people that own the stock is to get away from the nominal dollar debate every quarter and get more focused on how the team is doing a great job of driving the revenue and driving the expense. The revenue growth slows down because the dynamics outside our company, the expense growth will slow down.

We'll now move on to Jim Mitchell with Seaport Global Securities.

Maybe just a question on deposits. We've seen 3 rate cuts in September. Can you speak to what you're seeing in terms of deposit pricing whether betas are worse, better or worse than expected? And just also what you're seeing with respect to client behavior would just be helpful to?

Okay. First, with respect to our pricing discipline, really when you talk about pricing, we're most focused on the upper end of the corporate banking, commercial banking, a very large global banking deposit base where we're passing on rate cuts essentially the moment that they take place and in full. And so that's why you see the beta there, obviously quite high. Same thing in the upper end of wealth management. Consumer, you see much less in the way of pricing coming down because we have so much in the way of noninterest-bearing and checking and so much in the way of low interest-bearing.

So we feel good about the team's pricing discipline overall. In terms -- and you should expect that to continue in Q1, recognizing that the rate cut was late in Q4. In terms of growth, I think if you were -- to look at Page 7 in the earnings materials, it sort of tells you the picture. On the bottom right, you can see Global Banking. That's had a very good period of growth. Not sure that sustains at that sort of level. But we've had good growth in Global Banking. And most importantly, on the top right, consumer has begun to turn and is growing. And that's the most powerful engine for us. Those are the most valuable balances. We've now got 3 quarters of year-over-year growth. It's poised to grow, place to accelerate. So that's very important and wealth management is bottoming here. So we feel good about the mix of deposits changing in our favor this year. I won't just need to make sure that we keep track of that through the course of the year, but we're pretty optimistic on that, Jim.

Right. So I guess when you think about maybe inflection [indiscernible] in deposits growing loan growth still strong. You have an NII target of 5% to 7% for this year. Could we just drill down and look at NII ex markets, it's grown about 5% over the past 2 quarters. Is that a reasonable growth rate for this year? Or do rate cuts make that a little more challenging? Just how do we think about the markets versus ex markets NII dynamic?

Yes. So markets is going to benefit from a couple of different things. First, we obviously invested 10% plus into the Global Markets balance sheet. So that tends to mean that we're likely to grow NII, okay? Second, a big portion of that growth has been in loans. They're totally about NII. So that obviously is helpful. Third, when rates are cut, because markets tends to be liability sensitive that tends to be good for markets NII, okay. All those things are true. And the only thing, Jim, that I was just making sure that I pointed out in my comments earlier was we ended up at $15.9 billion. That is what I would consider to be mostly all core NII. It just happens that we had about $100 million or so of Global Markets NII that I think will revert back to MMSA next period. So that's the 1 part that I just feel like is important for us to note, but otherwise, I think Global Markets NII will grow with the continued investment in loans and in the business over time.

We'll now move on to Chris McGratty with KBW.

Alastair, on the funding remix. I guess what's left to go in your view based on your core deposit trends? And how much of that is baked into the guide, the liability optimization?

You're talking how much of the wholesale funding can we take down over time?

Yes, that's right.

I'd say probably at this point, somewhere around $50 billion to $100 billion just on ballparking that between repo CP, some of the short-term wholesale funding institutional CDs that we put out there that are just quietly rolling off now quarter after quarter after quarter. So that's the sort of number I would use.

Okay. Great. And then just piggybacking on the loan growth comment. The optimism I heard on the commercial growth. I guess any asset class is perhaps not as optimistic into '26? And if I missed it on the card expectations with the proposal, any comments there about either growth or expectations for -- to offset that would be great.

Just restate the question one more time for me. Just say it again.

Sure. Expectations for loan growth, anything you're not pushing on for growth? And then given the President's proposed 10% cap on card yields, any comments related to that related to your current strategy?

Okay. So on loans, I don't -- I mean, I'd say we're pushing for loan growth everywhere we can find good high-quality loan growth. So there is no place that we're not pushing. We obviously have substantial excess of deposits above our loans. So we've got a lot of capacity there. We've got a lot of excess capital, we'd like to continue to deploy if we can find productive uses with our client base. So pushing everywhere I think commercial has obviously had a good period. Wealth Management has had a good period, too. Some of that relates to things like traditional securities-based lending, but some relates to wealthy people looking to purchase expensive assets, and we're there to help them with that, obviously.

The consumer piece had been quieter last year, maybe picked up a little more this year. We can see the growth now in a variety of categories. Interesting to see home equity beginning to grow and right in across time. Mortgage, a little more activity this past quarter, if you see our originations, so we had more there in resi mortgage. So we're looking to continue to see pickup in consumer activity broadly. And again, we're trying to drive more card balances. So that's really important for us. That remains the front of our strategy.

Chris, on the rate cap, obviously, you're here -- there's a good public debate going out there on the -- if you have unintended consequences of capping rates as has been proposed over many years by various components in Congress and stuff like that. The explanation we've always made sure people understood is that the if you bring the caps down, you're going to get strict credit, meaning less people will get credit cards and the balance available to them on those credit cards will also be restricted. And so you have to balance that against what you're trying to achieve on the affordability. We're all in for affordability. You all know how we run our consumer business. It's the most fair to the consumer, and that's why we get good growth in high customer scores and those increasing. So we build a product to stop people from going to payday lenders. It's called Balance Assist. We've had 1 million -- 2.5 million to 2 million plus consumers have used that product to borrow a short-term loan for $500 or -- up to $500 for a $5 fee.

We have a no-frills credit card with lower rate structure to it, and we've had [ 700,000 ] clients this year took that card. And so we believe in affordability. But if you -- with instruments that cap, you will see unintended consequence of that, and I think that's what you're seeing a debate going on is people are making our points to the various -- the administration and Congress and others involved.

We'll now move on to Glenn Schorr with Evercore.

I think you brought up an interesting point getting people to focus on away from the nominal expense sales. And you obviously mentioned the less efficient revenues are growing good from Wealth and Capital Markets revenues. So my question is in a good backdrop like we're in, good economy, strong economy. Everybody's got a job, markets are doing well. If you take a step back, and you see flattish consumer deposits and down [indiscernible] deposits, it's not what maybe you would have expected. And that's not a you thing. That's an everybody thing. So I'm just wondering if you could address that, even with 680,000 new checking accounts, like why do you think we see this sluggishness in deposits? And do you think we'll see a turn at some point in '26? Because that would help the operating leverage story as well?

Yes. So I think you have to think about what the consumer, especially in the -- even the wealthy consumer, they come to us for the transactional accounts and they come to us, whether they're savings money. And as market alternatives off-balance sheet alternatives, money market funds, et cetera, ran up in rates, you saw a fair amount of money move in that, especially in the wealth management business. What Alastair explained earlier is that's kind of all behind us now the consumer has been stable and and bumping along. The wealth management actually grew in the last part of the year. And so you're seeing it -- and these have settled into much higher levels than they were traditionally. So I think wealth management was maybe $200 billion before the pandemic, maybe $230 billion, something like that $240 billion maybe, and it's moved to $280 billion type of level. So you're seeing a lot more cash towards.

So on the wealth side, it's people putting money into the off balance sheet yielding things because, frankly, we don't need the cash, as Alastair explained on some of the things and the early on the rates paid in CDs and things like that. And then secondly, it's actually the risk on trade of when the market. And on the general consumer side, what's happened is that they fine-tune some of the higher pieces. And a lot of the decline in balances that we experienced up until the last -- about a year ago, most of that decline was driven by wealthy consumers and our consumer franchise.

In other words, the balances for the people had less than $10,000 average balance before the pandemic or that were multiples of what they were pre-pandemic and then have been stable for the last few years. But the people who had $50,000, $100,000, $500,000 and average collective balance is pre-pandemic were down 20%. And with the percentage of total deposits there that drove it down on a relative basis, but again, that has stabilized. So we feel good where it's going. It's a lot of leverage. You have a consumer business, which has a 50% profit margin round numbers. And so it contributes to that. And if you go back and look historically, we have gotten that number down pretty far. And that has the biggest profit engine in the company is core to us driving that expense efficiency across the whole place.

Okay. I appreciate that, Brian. Maybe just a little more color on your comment on the IB pipeline looks good. There's moving parts in the fourth quarter, so I don't want to overemphasize the revenue environment. But maybe you could talk about the outlook, it's expected to be a pretty strong year. The underlying conditions are pretty strong for cap markets activity. So my question is, do you feel like you've made enough investments to capture more than your fair share, pick up share? And do you expect as good as the year as I do.

Well, I mean, I think we feel good about both of those. We feel good about the deal environment. Brian noted earlier, second half of the year, investment banking fees were 25% higher than the first half of the year, and that's largely based on more and more certainty around tax and trade and some of the things that really matter to and CFOs and Boards of Directors. So we feel good about the investment banking environment. We feel good about our pipeline. And yes, on the second question, we feel good about our investments. So you know this, Glenn, but for the benefit of everyone, we've expanded our local banking presence around the United States to improve our client coverage.

Today, we're in 24 different cities. We've got over 200 bankers in a group that really focus on middle-market clients. We've seen the benefit of that. We expect to see that continue as their relationships continue to grow. We're covering newer and emerging companies in things like technology and health care in a different way, earlier in their life cycle, and we're covering more clients internationally. So all of those places, we feel like are sorts of places that we should perform well. So yes, we feel good about that. And then I'd just say when you look at performance overall. Yes, we're at the top with some of the very largest transactions. So we feel like the franchise is in good shape.

We'll now move on to Steven Chubak with Wolfe Research.

So wanted to ask Alastair -- so I wanted to ask on the GWIM targets that you had outlined at Investor Day. You saw some good momentum exiting the year. You outlined the 30% margin target with accelerating growth expectations on the organic side, but new recruitment does require some upfront investment. So I just wanted to understand what gives you confidence you can deliver both the acceleration in organic while still driving better operating leverage.

Yes. So I think if you were to ask Lindsay and Eric, they'd tell you, and if you ask [indiscernible], they tell you that they enjoy significant competitive advantage as it relates to covering our clients. So obviously, we're in the wealth business, but we're also in the banking business. We have high tech and we have high touch. We are digital, but we're also local, and we offer scale. And then in terms of prospecting for wealthy families to add net new -- we've got consumer, business banking, commercial banking, corporate investment banking, all helping that group working together. So that franchise is one then that can deliver.

And if you were to look at what -- if you were to look at, for example, competitive attrition this quarter, the lowest we've seen in years. I think the Merrill FA see the value of our franchise and how they can help their own clients over a long period of time, and we're picking up the recruiting of experienced advisers. That isn't an enormous part of our strategy, but it's a training program so that we're training people in wealth management, Bank of America and Merrill and that is what that's ultimately what we believe we can just keep driving in order to improve the net new flows.

That's great. And then just one ticky-tack question on the tax rate. First off, thank you for implementing the accounting change. It certainly makes our lives much easier from a modeling standpoint. I know that it appeared at least in the 8-K that there was a small stub of tax advantage investments where you didn't adjust the treatment. So I wanted to just understand if that 20% tax rate is expected to hold going forward beyond 2026 or if there's any potential for very modest but still a little bit of upward drift as earnings continue to ramp?

For now, I'd use the 20% -- I mean, obviously, hence the guidance earlier. You're right, there are a small number of deals that don't qualify for the treatment. Now over time, all of those are going to burn down and burn off. And then in addition, you've got the question of whether or not some of the tax credit equity deals will end up expiring after 2027. So I think over a very long period of time, it's possible that the effective tax rate drifts up. But we'll be able to give you more guidance on that as we go through the various years.

We'll now move on to Gerard Cassidy with RBC.

Can you guys share with us, as you know, the Genius Act was passed and there's a lot of talk about stablecoin deposits. I think they're now trying to figure out how to close a loop hole so that the stable coin deposits cannot pay interest. If they are not -- meaning Congress, if they're not successful in closing that loophole, what's kind of the impact that you guys are thinking that could happen from this trend in stablecoin deposits?

So I think I would not -- look, we'll be fine. We'll have the product. We'll meet customer demand, whatever may surface. And so I don't worry about it. But the point we've tried to make, and if you look at some studies, I think, were done by treasury is that they say you can see upwards of $6 trillion in deposits flow off the liabilities of a banking system to as the deposits into the stablecoin environment.

And the key of that is to think that the restrictions to be a stablecoin is basically think of it as a money market mutual fund concept that has to be invested in only deposits, banking Fed or treasuries in short term. And so when you think about that, that takes lending capacity out of the system. And that is the bigger concern that we've all expressed to Congress as they think about this, is that if you move it outside the system, you'll reduce lending capacity of banks that particularly hurts small-, medium-sized businesses because they're largely lent to end consumers by the banking industry where capital markets-oriented companies go off into the market.

So I think in the end of the day at the margin, the industry gets loaned up. And if you take out deposits, they're not going to -- they're either not going to be able to loan or they're going to have to get wholesale funding and that wholesale funding will come at a cost that will increase the cost of borrowing. And so that's the issue that people have to struggle about. Do I think it affects the course of history of Bank of America, no, we'll be competitive and drive it. But I think in the industry overall, I think it's something that we've expressed concern as an industry, and we continue to make sure that they see those issues as they are trade groups and others as they work through the funnel legislation. What will come out of it? I don't know in terms of adjustments or thoughts about that and are working on as we speak.

Very good. And then just as a follow-up question. Obviously, you guys have presented a positive outlook for yourselves for 2026. The industry appears to be setting up very well with deregulation, steepening yield curve, healthy economic growth. Loan growth is picking up according to the H8 data. And as bank investors, we've learned to always look over our shoulder, but it seems like the worry now is there aren't many worries out there. Do you guys -- when you look at -- other than the geopolitical risk, of course, which is always a risk, what do you guys focus on just to keep an eye on in case something goes off the rails or something?

Yes, don't be a [indiscernible] there, Gerard. At the end of the day, think about the structure. We are always doing stress tests that reflect a 50% decline in house prices and market declines and all that kind of stuff and we test ourselves every quarter. We have trading stresses run every day. And so you're always trying to see, at the end of the day, whatever configuration of activities that produce as a result, the result that's going to reverberate into the global financial system and the U.S. financial system and the U.S. banking system is going to be the economy, right, in a recessionary environment, a high unemployment, those types of things.

So what we do is we stress scenarios that produce those characteristics. But really, if you think about it, the stress test is going from where we are today up to 10% plus unemployment, house prices are down, as I said, they don't -- the way the methodology doesn't really allow you to adjust your operating expenses, which we know we would adjust. And you can see the industry passive stress tests, and that's, I think, 1 of the most valuable things that came out of the regulation. And our goal is to get those fine-tuned a little bit so they don't swing back and forth depending on who is supplying to test, but the reality is it's a good thing, and we all support that. So I think that's the way to measure it. Is there [indiscernible] that you can outline you started rattling off and I could [indiscernible] off, yes. But you sat there and said last year at this time, those same dimensions were in place 2 years ago, 3 years ago, 4 years ago, but we just don't see what we see differently than this maybe 3 or 4 years ago is the momentum in the market -- the capital markets activity in the investment in AI and the consumer spending is 150 basis points higher than it was back then -- our customer base, the credit quality is -- we're running at 40 basis points level.

That's a level that is among the lowest in the history that we could find in a company going back 30, 50 years, these are good setups, but we're always worried about what could happen next as you say, and that's why we did the stress testing. That's why we have to balance. And effectively, that's why we drive responsible growth. We have a balance in lending. We're not overlent in any 1 industry. We manage those things. We make sure that we take the credit risk. We don't have a lot of stored risk that the industry had leading the financial crisis, meeting CDOs and things like that. So the industry is in pretty good shape, yet there'll be something that will happen and we'll all have to adjust to it. Let's just hope it takes us longer the next year to happen.

Yes. No, no, I totally agree with you.

We'll now move on to Saul Martinez with HSBC.

I wanted to follow up on credit. And I apologize if you addressed this in the prepared remarks, but it's been a busy morning. But your loan loss provisions and charge-offs have been particularly low in the last couple of quarters. And Brian, you just mentioned the 40 basis points being historically low. Wholesale also very low. I'm just curious your thoughts on whether you think we're at below trend levels of losses and in what categories? And is there a way to think about what more normalized levels of losses would be even in an economic environment that remains benign as we have now.

Well, you're right, asset quality has performed quite well. You can see that in consumer. You can see that in commercial. At Investor Day, we gave an idea of what we thought through the cycle might be. I think we said at the time, 50 to 55 basis points. So you can see right now the last 2 quarters, we were at 47 and 44 overall. So we're obviously happy to see that. We feel like we underwrite the right risk. We feel like we select the right clients. We feel like we've earned that and it happens to be a good environment right now. But maybe the 50% to 55% is the right number or through the cycle. No change to investment.

Okay. Okay. That's helpful. And I guess in consumer deposits, you expressed some optimism that you're seeing an inflection there and some acceleration. Just curious where you think the growth can get to? Do you think we can get to mid-single-digit types of growth in consumer deposits? And what are some of the variables that would drive that? Does it depend on additional rate cuts? And just kind of curious what you think a more normalized level of -- or not on a more normalized level of growth. But where do you think it could go to as rates come down and deposit growth starts to materialize?

Well, look, Brian did a nice job of sort of setting the historical context. We've had an enormous pandemic bump followed by normalization back towards something that would be more just normal for consumers in terms of what they would have in their checking accounts. That has taken years. But what we're seeing right now, Saul, is if you look at the checking account balances, for example, they're up a couple of percent now year-over-year, not 0.

So do I think it can go higher again next year? I believe we do. Historically, we might see consumer deposit growth at GDP to GDP plus type levels. Now that would put you in the sort of 4% to 5% type of range. Maybe we don't get all the way there this year, but we just come off a year where we added 3%. So we're obviously expecting and hoping for something slightly higher again in 2026 as we move to something more normal.

Thank you. At this time, there are no further questions in queue. I will now turn the meeting back to Brian Moynihan.

Well, thank all of you for joining us. And just in summary, it was a good quarter and a good year, and I want to thank our team at Bank of America for producing it. We've laid out at Investor Day, that world-class franchise we have across all these businesses their performance continues to make good progress in '25, both on revenue profitability and returns. The organic growth that I outlined earlier remains strong. The credit is very stable and very good quality. And we continue to manage head count and expense as we talked about to drive operating leverage. So thank you. We look forward to talking to you next quarter.

Thank you. This brings us to the end of today's meeting. We appreciate your time and participation. You may now disconnect.

If everybody could take their seats, we are going to get started with what is going to be the final presentation at this conference. I do think we have kept the best to last.

So Brian, thank you very, very much for joining us. It is actually the 16th consecutive year. That is definitely a record. So thank you very, very much. I look exactly the same as I did 16 years ago. So do you. You actually look younger.

Anyway, so let's start off with just your take on the macroeconomic backdrop. We've obviously just had the Fed just came out. But I'm curious about how you're thinking about the path for the economy next year, what you're seeing in terms of consumer and corporate engagement heading into 2026?

And I think you have some of the best spending data and I think you do some of the best analytics around it. What have you seen over the fourth quarter? And what does that tell you about the outlook for next year?

Well,-- so thanks, Rich, for having me. The first thing is our team had the Fed cutting rates today. So I guess they got that one right. Yes, I think it was a little surprised about the dot plots and what happens next year.

But if you look at -- our team has the economy in the U.S. growing 2.4% or so next year, that from this time last year to now, isn't a lot changed, but in between, if they dropped 100 basis points off the growth rate liberation day all that stuff and then put it back. And so you kind of got around this trip.

I think the certainty the path forward from 6 months ago to now is higher because the trade and tariff has largely worked through the system in terms of people's understanding of what will happen. I think taxes is done.

So I think immigration deregulation are the issues that are still working through. And I think business looks at that and says, "I've got some basics right now. I can invest." They're still worried about making sure the immigration gets settled down, so they have the workforce they need to do their work. It's what the clients tell us all over the country.

And our small business survey show that labor availability is becoming a bigger issue. It was that a few years ago, that inflation and now it's back to that. And that's just if you're a lot of the services-related business or construction business or things like that, getting workers.

Our consumers in the month of November across all different things, so Liz Everett was on CNBC, she talks about the credit in debit card because they can track that most carefully. But if you look across the whole platform, that's about 20%, 25% of the money movement. -- across the whole platform in a year, it's about $4.5 billion, $5 trillion, $70 million consumers, putting money in the economy. That is up 4.3% November this year versus November last year.

If you think of that in a historical context, that's consistent with the 2% plus growth rate in the economy. The way they're spending the money has a little bit of the elements of the key economy to it. not as much as people think, if you actually watch what's happened in the last few months in 3 terciles. The bottom tercile has been growing at a slower rate, still growing. Top tercile growing at a faster rate, has been keeping that rate it's the middle one, it's moved more -- a little bit less to the higher growth rate of the upper end and above the lower. And that's just a recent phenomenon. So that number was 5% in October, 4.5% in November. But I wouldn't overly read into a 0.5% movement because weekends how the calendar works can affect all that. So consumer is a good shape.

Our credit quality improved in the quarter -- last quarter. It's still there. It's good. Small businesses are fine. They're making money, Middle-sized companies credit quality is strong. They're still using their lines at a lesser rate than they did pre-pandemic. And that's probably an indication of -- it cost for, honestly, the biggest beneficiary of a lower Fed funds rate is a lower SOFR rate and therefore, a lower rate for middle market and small business borrowers. It's counter 2 of the consumer because mortgages are locked in. It's really more beneficial that group. So we'll see if they start using the lines a little more aggressively, but they're all fine credit quality is good. So we're very constructive.

And in the capital markets side, I'll participate in that. I think as you look. We think it's a constructive time and deals are getting done and people are out there didn't on stuff. It's all pretty good. The derailments or all the existential issues you can have connectors rate structure, not -- people not getting the Fed rate path right or the Fed not getting it right hyperinflation, all debt and all that stuff. But over -- in '26, we see pretty good shape.

Then just from a consumer balance sheet standpoint, anything to note in terms of normalization of cash levels and how that looks relative to...

Years ago, people said they're going to spend all the money to give you out of money. If you take the cohort of customers from early 2020 and look at them 6 years late -- almost 6 years later now, they have -- still have a lot more money in accounts, except for the highest balances from that time, like more than 0.25 million in there, they move the money into money market funds and stuff. Everybody else is up somewhere between the multiple 2 and multiple set.

Now remember, across 6 years, people get job promotion and stuff. So you got to be -- there should be a natural progression to all that and cash inflation went up. But there's no indication if you look year-over-year at the cap balance the consumer continue to push forward. And so there's just really -- they're not spending the money down. The credit quality is good. The FICOs and the portfolios are very strong, like you'd expect. The housing is going to be slow just because of the rate structure, but that's not a credit quality. It's not an issue for the consumers that are locked in the mortgages, they're in good shape.

Okay. So you just had the Investor Day, I think it was a month -- pretty much a month ago, right, just over a month ago. You set out both broader targets for the firm. You gave a very significant number of KPIs by business.

From your perspective, what are the 2 or 3 main points coming out of the Investor Day that you want to reiterate? But the other thing I wanted to ask is, I know you spent time with investors since the Investor Day, what do you think is most underappreciated in terms of the message that you wanted to get across?

So I'd start from -- the point was to say we have an organic growth engine, which has a competitive position. And around that competitive position, there are some serious moats that are hard to people to discern in sort of the day-to-day flow of the world. And it's been growing organically. And with all things on the net interest income, you'll see it even grow faster from a rig perspective.

So we came off the quarter with EPS was up 30%. Operating leverage was 600 basis points, et cetera, et cetera, revenue growth 10% and expense growth 4%. It came off a good quarter, and you said this is because of all the work we've done organically growing the franchise and a product quality et cetera. We want to make that message understood. That's number one.

The competitive moat by showing how much the technology spend, the complexity of running a markets business on a global basis with 50 regulators, those types of things. want to make sure people saw that. And then they saw where we had unique programs that we could grow our employee bank investments program, our local markets capabilities, the way businesses work together our international capabilities, which is critical to the middle market business. United States nowadays and even business banking, which is 50 million revenue companies and under.

Those three ideas: organic growth engine, already doing it returns increasing efficiency increasing because the NII. And that's what the investors see and say, we got it. we probably talk to investors a whole 25% or 30% of the stock since then because we have a routine that we go through every fall.

Okay. So the plan does incorporate a significant pickup in growth rates and market shares in a number of businesses. So a couple of questions here. I mean the first is, do you feel the current distribution footprint and platforms are set up for the growth from here? And then secondly, look, a lot of your peers do seem to be leaning into growth. Obviously, one of your peers announced a step-up in terms of strategic and investment spend yesterday. Can you talk a little bit about the competitive environment, what you've seen in the competitor environment so far this year and how you're expecting that to unfold next year?

So if you look at the market share of consumer banking, we have grown that consistently. But the difference between us and others is we've grown primary checking account deposit holds for the mass market consumer. That's a place where you're going to be in the middle of the finance and the household and where you're going to make the most money. And so the $950-odd billion in balances they have a substantial -- the total rate piads and 50-odd basis points or 60. I mean, that's because the mix of deposits is all core, Average deposit in our checking account 9,000 industry 3.

That difference is immeasurably different. And that's because we're not just trying to sell things. We're trying to sell stuff that sticks the room. And so we had a time in this company when we sold 10 million checking accounts a year, and we grew 1 million checking accounts. Today, we sell 4 and grow 1 million primary checking. Think about the difference in terms of amount of work that goes on for those 2 dynamics. And so -- and that just kept kicking 27 straight quarters of growth.

So those types of investments in organic growth are there. And organic growth in commercial were up 8% year-over-year. The market was up half that or something. We're seeing numbers of what we call logos, the clients we had in the midsized business, the 50 new bankers we put the work across the private banking.

I'd say wealth management, we pointed out to the group that we need to -- we take them out of recruiting, experienced advisers, for a bunch of years just because the economics went there. We've now gone back into that to where we need advisers plus the training program. So that's probably the most aggressive -- Eric and Lindsay put the most aggressive targets on the table from going from 2% to 3% net new assets to 4%. And they've worked at that. They've got the plans. Every else. Frankly, what people saw as growth rates were just a compounding of all the work they've done and really a continuation of the growth they've been seeing.

Go to market, we invest a lot $300 billion to $400 billion in balance sheet letting the GS move up because that's what is required and Jim and the team have done a good job. So we -- the place is growing organically, and now we just got to keep hammer home.

And the investment rate is interesting, and we can talk more about that when we talk about expenses because -- if you could talk about expenses because what we've been able to do for a number of years is consistently take money out of stuff we didn't want to do and put it in the stuff we want to do. And that number is staggering, and that's what we tried to -- we showed that in slide Investor Day, showed 285,000 people coming down to 203,000 people, And we were setting up 2 points. When you go from that period of time to now, we added 4,000 more coders. We've added 2,000 more client-facing people in the correlation business in the American business. We had another 1,000 people in the markets business. We had a -- we've been adding people all over the world to support that. Meanwhile the headcount's been basically flattish since 2022,; low point of maybe 20, I point at 216, but basically the last 3 years, 213.1 to 12.9, 1.2, 13.1. Meanwhile, you're putting tons of people in it and you're taking people off the back end of the process.

What AI gives is different, and that gives us a chance to tack a different group of people. The point of that slide was of the people that came out, 80,000 came out of retail and operations. That's not really -- we'll do that, but there's only 50,000 people left in retail. So there's so much you can go. What you're really going to do is take it out of place that you haven't been able to do.

And then on the competitive environment, I mean, what have you actually seen? And what are you expecting -- and then I guess, look, added to that, obviously, regional bank consolidation is obviously a big theme. Is that an opportunity for you because those organizations become inward focus as they integrate? Or is a threat because they actually have more scale? How do you think about that?

So a couple of things. One, when stuff goes on, people had to switch banks, switch names of banks, the client base churns, and that's an opportunity for us. How do we know that? We did it literally, if you go back to company almost -- probably you can count up 1,000 of them. So this is not new to us. We've been on the other side of trade. We know what I have, so we do.

The second of talent comes list because if you're covering client -- middle market companies in market, non-covering middle-market companies were 2 competitors merging, chances of us having an overlap or high, so we don't need 2 of us to do it. And then talent comes available. So we go in and take advantage of that. Will that consolidation continue? Absolutely. We run our consumer business at at cost of goods sold as you take the cost to pay on deposits plus all the operating costs of all the platforms, you get into 150, whatever it is today. That is several hundred basis points off a lot of the competitors. That allows you to have a low fee structure. It allows us to turn to not take place, allows you to invest in a competitive advantage. And that we're doing. As NII picks up that business, we'll go from earn almost X in the next few years.

So that's going on. mid-market space will take advantage. We'll keep happening has to because as much as people debate about scale in our industry, the industry, if you look across many years, the ROA, the industry keeps going down. And so the only -- what we've done is taken the expense out to keep below that and get a constant sort of return on tangible common equity. So we're good in a 4,000-person competitive market to pass through the benefits to the market on a lot of that. But if you aren't doing it, you can't do that. And that's where the fees and other things and the churn of the customers we just don't see in our customer base, and that allows us to price well and grow, get the core household. And meanwhile, it also gives us the right to invest a lot.

So let's talk about efficiency. It's everybody's favorite topic, and you gave a lot of data around this, and I think it's very encouraging. You talked about getting the efficiency ratio back below 60% near term into the high 50s, sustained operating leverage of 200 to 300 basis points.

Talk us through what the efficiency agenda looks like from here, where you see the greatest opportunities. And obviously, look, AI is still a very, very dominant theme. I mean do you think that AI will allow you to reduce the expense base in absolute terms, not necessarily in the next 1 to 2 years, but as you think out over the next 3 to 5 years?

The very last part of that is it will absolutely allow us to reduce the expense base of a particular product service or capability. The question of what you do with that money is going to be based on all the other things we talked about, competitive consumers need to invest in stuff.

So let's back up. Our efficiency ratio was overstated because of a way versus other people's efficiency ratio for 2 basic reasons. One is -- 3 basic reasons. One is the NIi is still kicking in, so that basically all goes to the bottom line. The second was we have a higher percentage of our business in the least efficient business, which is a great business, which is a wealth management business, but that's a higher percentage of our revenues. And so until the NII kicks in, that also slots it down. We're more efficient than in the business.

But the third reason is the -- we had the way we accounted for these tax credit deals, which goes away. And so that was 200 basis points. So whenever you said you're operating at 63, we're actually 61 on apples-to-apples before you make anything. So we for good about getting below 60 because, frankly, what happens over the course of -- you get the growth rate in the NII, which basically pours the bottom line, the fee-based business brings a lot of expense. Obviously, the wealth management business brings $0.50 on the dollar, investment banking brings another chunk in the market is the same. So you'll see that as that pours through. That's what drives it. And that's what we've seen so far.

And we had years we operate with operating leverage every quarter. The efficiency ratio in the mid to upper 50s in investing, and you'll see that come back, and that's largely really -- all things being equal, is just largely due to the NII rolling over and going the other way from 8 quarters ago, whatever it is now.

Okay. So 16% to 18% ROTC. I think you said you plan to get to the lower end in 2 years, the higher end in 3 years. How should we think about the improvement in returns from here? I mean, is it linear over that time period? Or is it more back-end loaded? So maybe talk a little bit about the nearer term versus the longer term

I'd say that it be careful a particular quarter generates different activities. So this quarter marks a little lighter than the first quarter, and that stuff happens. But generally, you'll see a progression year-over-year in the current plan. We put together a multiyear plan, you basically see a breakthrough towards the middle end of the second year breaks in and then it breaks the higher -- towards the 12th quarter.

So as you said, 7, 8 quarters in 12 quarters, 8 to 12 quarters, it's really kind of rolls into it and then rolls out. It's a 3- to 5-year target. I just told you we shut it in the third year, and that would be pretty ratable. Although a particular quarter, it could go up and down depending on how the market's doing.

Okay. So nearer term, can you just give us some high-level thoughts on the fourth quarter? Has anything changed since you last spoke either in terms of NII or trading? Is there anything we should be aware of in terms of credit and expenses? How is the fourth quarter shaping up?

Look, so on on NI no, no news. That's good because we keep hitting that progression. And on in credit, we're seeing charge-offs basically flatten out. So we don't see any news there.

I think the 2 or 3 things just to make clear. If you look at investment banking fees for 25 million or 24%, we expect it to be up about 4-ish percent. That number would mean the fourth quarter implied at least sort of flattish to a little bit down from last year, 1.5, 1.6. That largely had -- we did $2 billion last quarter. You were saying what, its largest deal flows and timing the stuff so we feel good about that.

Markets, we think, if you look at it year-over-year, as we think the fourth quarter finishes up, will be up 10% year-over-year and the fourth quarter will be up high single digits or close to 10%, and that's pretty good. would be 15, 16 consecutive quarter of linked quarter growth. So we feel good about that. So NII, what we told you those 2 items, everything else.

Expenses. Look, the thing on expenses is that from 24 to 25 million you'd look at it, we're up 4-ish percent, 4.25%, 4.5% 4.4%, I think if you come in at the year-end. Last year's fourth quarter, this year's fourth quarter, you're going to be up 4% and change. and that the pressure on that is all due to the wealth management business, and that's incremental on some of what they call BC, the clearing expense on markets. But if you look at that and look at it fairly last year, we had the credits in the FDIC. So it's up about 2.5.

And so we think it will be -- we said it would be flat is should we bounce around that, maybe I think, $100 million either way, but this pretty good expense growth control year-over-year. that's come from headcount. That goes back to what I said. The headcount has basically been able to manage flat head count in the aggregate with redeploying a ton of people going in different directions. And that brings you to a question of AI, which at the end of the day, AI today at Bank of America, in America in the consumer business. In the month of November, we added 1.4 billion digital connections with our customers. Eric has 20 million customers about 200 million times a quarter. We think it saves today about 11,000 FTE equivalents.

Now the big debate of that is, does it atomized behavior? What I mean by that is do you touch it 3 times a day where you wouldn't do something else 3 times a day. So you got to be careful about that. But the numbers are touch would equate to that. So -- and that's today. That's not -- yesterday, the 24-hour period, it does 2 million interactions. So we feel very good about its impact.

We took that same thing, to give you a completely historically different example, and put it into the brake fix technology widget. So when you go in and say, I need to change my password, my computer, I need something to done, whatever, we went from people answering that or one-to-one chat to the spot answer and half the questions 60 days. So you can see how it can affect process.

So we still have a lot of places where we think it can an audit in -- which is 1,200, 1,300 people for us and risk, which is 8,000 plus people in finance, which is 5,000-plus people where you have not had a tool that could change process as much as this tool has a potential. And so that's where we think the upside comes from.

We've been taking out cost years and years and years out of the operations processes out of that, investing in technology, probably doubled the amount we spend every year on technology initiatives, and we spend the $10 billion or just running the platform and keep them secure and all the stuff. And we invested in new branches and all that stuff. But the gig is different because the -- what you did there was a lot of process reengineering that you didn't have this tool for. So even on those, you can go back and get more credit offering memorandum preparation, pitch book preparation; these are all often operating. So what the debate we have is how precise you can be in the very near term. We just rolled CoPilot with the whole 365 Copilot. -- will be 200,000 people using it by the end of the year. and enroll additional feature functionality. How do you say what you get out of it? And that's the question? Do you just have to focus people on the [indiscernible] to be x percent more efficient over 2 or 3 years to pay for the amount of time and effort you're putting in that? That's a tougher question because it's not a process we're applying a technology, even an AI technology and saying 5 steps went to 3 steps. The 3 steps were enhanced this play, And you save money.

So it's going to be a little more interesting to that. But right now, we've been able to keep the head count flat. So all the expense growth is really inflation around people costs, incentives to wealth management business and then transactional costs. And inflation around people costs, the only way you're really going to manage it is to continue to drip the heads down. And that's where a couple of years ago, we said we had to get back on the other trail, and we've done it. Meanwhile, you're putting tons of people out to the front. And we think commercial bankers will get a 10% efficiency of the tools we gave them this year or next year, which means they can do more logo development with the same number of people they would have otherwise done.

Okay. So you mentioned the credit picture. But anything that you've seen of note in terms of early delinquencies. And then I guess? And I think the bigger picture question here is on the consumer side, in particular, asset quality has improved despite some of the weaker data from retailers and restaurants. Why do you think we're seeing this divergence between the banks and some of these other data points?

I think the how person spends money has -- is a different determination whether they pay their credit because if they don't pay their credit, they get then we can see in a FICO and they've just changed their life, whether they decide to have to go out to dinner onetime less or not.

So the rate of spend of restaurant stuff is growing. It's just not growing at the same rate spending like on cruise. This is growing double digit in our hard base, so you'd say. So we don't see there's indications of consumer stress. All the spending is growing. The credit quality is good. The charge-offs in our consumer business came down and just basically plugging along at a level that is 3.5% in the credit card business, which 20 years ago, I thought that was Nirvana.

Would you expect it to decline from those levels on ...

I don't think so because we take risk. And so you got to take the risk. So we underwrite 100 people, some where we're going to not turn out to have a they got to get to bore going to stick, they're going to lose their job, et cetera. So that's -- even with a prime business, you're taking that risk. So we expect to have that rate or a little bit higher, actually. So it's just performing about as good Will there be times when it would go up and be a little better or not yet, but just sort of structurally, if we were much below that I'd be worried we weren't taking the risk. And so -- but we just don't see any way our mortgage book very little line the LTV or something like that, the home equity book, the combined LTV is around the same, the FICO 700, we've had credits, so to speak, recoveries in the home equity book, which is really old loans that keep drifting through the system from years ago. It's all prime book. So we don't see any deterioration at all.

Now we're not in the subprime space. So you've had other people who could talk about that. And so a prime credit we're seeing. And remember, that's 1 of our strategies is we don't go seeking stand-alone credit. We really go after the combined relationship, what we call the stair step on the consumer side, which is operational count, first borrowing, second borrowing, credit card, home equity or car the home or home equity. That's the travel and investment. And so it's a very disciplined process. So you're inking off a good customer, you've actually seen an action stuff like that.

And on the small business side, we've seen a normalization that small business card charge-offs, which are higher than 4.5%, I think, or something like that. But that's just a nature of small business success or not success.

And then commercial really, it's -- we all talked about commercial real estate 2 years ago. That's run through the system and saw its way down and then really not a lot else. Episodically, you get 1 of these things and 1 of those things, but you're seeing no deterioration in the core portfolio.

Okay. So I'm going to talk about a couple of your growth initiatives in a second. But just on the loan growth side, can you just touch on what you're seeing on the commercial side and the commercial real estate side? Does seem that some of your peers are talking about that inflecting heading into next year.

And then the other thing I would be curious and getting your views on is OCC rescinded some of the rules around levered lending. Does that in any way impact how you think about the opportunity set in commercial lending over the next few years?

So if you've taken the last part first, the -- that's helped because the statement was you could do a handful outside of that guidance. And the guidance wasn't a rule, but you could do a handful. So let's define a handful. Let's do find a handful when you have 10,000 middle-market 20,000 middle market clients. [indiscernible] handful when you have several million small businesses, let's define a handful that's like in the busier. So what happens when you did one, you get your head beaten around to do it.

So getting rid of that as a principal as a good principle. Let us make credit -- we're pretty good.

And it just improves simplicity.

It what also just says, if this deal is a deal you want to do go do it. So I think that will help because it was -- you could never be right. it was only looked at after the fact. So we went through SNC exam or SNC examining. So we're all fine. You look at the credit portfolio you're saying, so why do you -- so I think what they realized is let us underwrite the credit. And our credit process doesn't work, right, if we have an adverse amount of it talk to us then, but don't overprescribe the precision of which you see a credit versus what our experts see.

By the way, we got people -- this is all they do 24/7. I couldn't tell them how to do it either. So we feel good about it. It's more of the spirit of doing that. It lets us compete in the market. And when you come to the private credit side, which is 1 of the difficulties competing private credit has been that imply constrained or explicit constraint in the application that that now lets us look at a middle market company that's going -- doing a recap with a private equity firm or a large if they're selling 1 of our clients is buying them, and they want to borrow at 5x or 7x for 6x in the right industry and believe the cash flow and have a good plan, we can do it. And so that's what the constraint was. And the rest of the commercial loan growth largely be -- I think we're up 8% year-over-year, third quarter something like that.

And the markets business has grown, but also the core small business has grown. I think they're up low mid-single digits. That's good. And then the commercial credit to wealthy people has grown very nicely. That was up and that really comes from wealthy people putting more in the market in its commercial credit because the structure of it. So we feel good about the commercial loan growth.

And now commercial real estate, I would say, after years of kind of bump along at the same level, you're seeing some life to it in well structured deals. But but that's a to do for next year. Right now, you're just seeing the start of it.

Okay. So credit card and growth in the card business is 1 of the drivers to the improvement in the return of the consumer business. It does feel like that is a particularly competitive space. Obviously, you've had a number of refreshes, a number of people looking to grow that.

What do you think is your key differentiator in terms of growing the card business from here?

If you look at the business we had from 3 or 4, 5 years ago to now, it's actually grown at 5%. What we did is we sold off some portfolios in the time frame. And so we can see the way we operate the business, Bank America branded cards few key co-branded partners driving that origination practice, we can get 5%. And so it's kind of embedded in there. And it has to not come out the other side, and that's the challenge for us.

So Holly and the team that run the consumer business, David Tyree runs marketing, Mary Docs products. We just announced this product for the World Cup, which is a chance to get tickets and things like that. All this is just to get people's attention on in a branded World Cup card, and we got a lot of uptake compared to our usual promotions and stuff. So they're out there driving it. We spend the money in advertising. We have some limited great affinity partners, but definitely we drive into this Bank of America. And the combined rewards program is why our consumer business stability is different than [indiscernible].

And so if you look at our consumer business, the piece we call preferred, which is the higher in the consumer business, 1/3 of the customers, 80% of deposits, but also has a deep penetration of cards in a combined rewards program. That is the competitive advantage that nobody can do that across multiple products. And so that's the way to play games.

So we think we can move that from basically a 1% type of growth rate up to 5%, but it's more by taking away the negative in the near term that is changing the growth rate on the top, that's been going on, so to speak.

And then a similar question on the wealth business. I mean, you've obviously got great brand, great franchise, but it is a step up in growth relative to the past, What -- again, what is it that you're going to do?

It comes down to 2 or 3 things that they described. One is that we started recruiting and experienced advisers because we just have tremendous client opportunity referrals from the commercial business to them and the consumer business we just didn't have the capacity. So we bring in advisers retool part of their book and then drive it. The second is we've created capacity and advisers not only automatedly, but also by household levels and things that Lindsay and Eric have worked done.

And third is the training program. We're returning into the training program that we started -- that we reinvigorated 4, 5, 7 years ago that those people get it more productive. And then we got the Merrill Edge piece. And so that also is growing. It's accounts and structures. It is well over $0.5 trillion in client assets. And so that's a starter case that we can use for people and MEGI within $40 billion, $50 billion of couple robot managed, so to speak, that we all talked about robo advisers 5 years ago, it seems right now, but that was a big new thing. We actually do it and we have a bucket it runs and it grows. And so we feel good about that because you can't forget that continuing piece.

And then the private bank Katy has put out 50, 60 more private client advisers over the last 24 months from other firms. They've gone through all the things that you're talking about. And so we feel good about that.

So you put that all together, it's really going to come down to the execution of the field by Lindsay and Eric's team to drive it, and they're confident they can just keep incremental. They've seen it move up and they just got to push through.

Okay. We've got a couple of minutes left. Let's talk about capital. You set out a 10.5% CET1 target. A couple of questions here. I mean the first is, can you talk about the path to the 10.5% in terms of increased deployment versus capital returns to shareholders?

Second, look, there's obviously more regulatory reform to come. So do you think that 10.5% could change after we get the Basel III endgame G-SIB recalibration?

And then lastly, can you talk about your appetite for inorganic growth for acquisitions as a way of accelerating what I think is a really good organic growth story?

Yes. So I think just on the inorganic. Remember that there's no legal way we can acquire deposit franchise has deposit. So that takes off the table, most of what would be interesting, except in a failed deal. So we'll see if people can bumped up or something like that.

And then outside that, it's line of business oriented. And so we've acquired various payments firms. We keep doing that smaller ones that you wouldn't see, so to speak. They just get absorbed and so we'll continue to do that.

I think we've made a decision on the wealth management business, how we're going to operate, which is the asset management is a different business and to make that have any kind of impact on us, we'd have to do something. So I don't -- so we look at it and say then it's just people and hire people. So we're in every market around the world for markets and commercial banking and treasury services and investment banking. We just keep adding people and adding expense and then making that more efficient. So that's sort of table.

On capital, we -- if you think about our nominal amount of capital, if that capital counts for more into the GSIB recalibration, which is, I think most important to us as an industry and is also, frankly, the thing that has gotten most wrong, frankly, so we can debate advance standardized and all of what happened with GSIBs you think it hasn't calibrated since 12 of 12 data.

And then you had this massive nominal growth rate in the economy from '19 to now. and they didn't change any of the stuff. So what's happened is we have actually grown our GSIB number from 250 to 300 to 350. And you're saying, but we're not taking any more risk relative side of the economy. So the whole thesis of it has been polluted by them not recalibrating. That helps us. And the question -- but it's got to be a rule got to be passed. We've got to understand the dynamics of it. And so when that comes Basel III finalization -- and so -- but that's the most beneficial thing to us. So I don't know until I see that. You see some of the outlines of it, but then they say, well, there'll be stuff over here, stuff over there. We got to get a set of rules on the table that we agree with. We do that, I think that allow us to have more excess capital, and we'll probably use that to grow into it while we take 100% of the capital or more is going out in earnings -- excuse me, in dividends and buybacks in this quarter, we'll buy back a little bit more as we go through the quarter because largely we earn more than we had in our capital plan last quarter. So we'll continue to do that.

But that then keeps capital from building for lack of a better term. And then what you do is you grow into that. And if we got a step-change in relief on the G-SIB, then you can make another decision whether you can step up the buybacks more. But right now, we're -- there's a glide path. I don't want to constrain markets ability to grow. We don't want to constrain marketability to grow and things like that. And that's the major users of GSIB.

So if you look at it year-to-year, they're 75%, 80% of the points usage, that's letting Jimmy keep pushing that business out there.

Okay. I think with that, sadly, we're out of time, but pleasure as always. We look forward to seeing you again next year. Thank you.

Okay. Good morning. Good morning. Everybody is all chipper this morning. It's good to see. So I want to get us started this morning. Thank you for joining us. Just a few forward-looking statements before we begin today. The Investor Day materials were published to the Investor Relations website on bankofamerica.com this morning early. That's going to include all the presentations, the materials that all of our speakers are going to be referring to throughout the day. .

So I want to remind you that we're going to be making forward-looking statements and referring to non-GAAP financial measures throughout the entire day. Those forward-looking statements are including certain operational and financial targets, expectations are based on management's current expectations and assumptions, and those are subject to risks and uncertainties. The factors that may cause those actual results to materially differ from the expectations laid out are detailed in our cautionary note on forward-looking statements for each of the different decks, and they are available on our SEC filings available on our website.

So with that, I'm excited that you're here. Thanks for joining, and I'm going to turn it over to the Chairman and CEO, Brian Moynihan. Brian

And thank you, Lee, and thanks for all of you for joining us today. It's exciting to have you here. It's exciting to share with you this great company. And so what do we try to do today? We're trying to basically show you how we've been executing, how we've been investing in the future and the value that we create for -- follow that earnings increase.

You're going to hear from the various leaders throughout the day, that line of business head and the leaders of the big platforms we have. And importantly, at the end of the day, Alastair, we have. And importantly, at the end of the day, Alastair that allow us to drive shareholder returns. So there's a lot of data. I was talking to some of your early 300-plus pages, you've all read it from the time it came out to now. I'm sure you've absorbed -- have you see the talent that could drive this company and the talent that we have that they represent in the 213,000 teammates that do a great job for you.

But I thought it was important to start out today to give you a little background to how we run the company to make sure that sits as a foundation for everything you see today. So we start with a simple question, what would you like the power to do? It's a question we ask the customers and clients we have, and the question you asked with communities we have, it's a question we ask to shareholders and our teammates. What we really want to convey with this especially to our customers and clients, it's about them, not about us. It's about our ability to help them navigate and achieve their goals in a holistic and integrated way in their financial lives. Whether it's buying a home, making an investment or planning for retirement for an individual, helping an entrepreneur grow their businesses, helping large multinational corporations for investors around the world manage or complex financial needs.

In each case, the role we have is to provide the tools, advice and support to empower those clients to succeed. I also want to start with our foundational beliefs about what we do at Bank of America and what we face in the industry and the economy at large. You can see them spell out in this Page 3. We believe in a client-focused model. We believe our clients benefit from the capabilities we offer through a set of integrated world-class capabilities delivered by eightlines of business supported by large scaled industry platforms. These capabilities have been developed and invested in over decades. As a matter of fact, even centuries. And they reflect our commitment to build long-term deep primary relationships. It's not about a single product sale. It's not about a single transaction. It's about a delivery for clients across their lives, whether a person a business or an institution. We're positioned well to serve our customers and clients at all points in their life on an integrated basis with world-class capabilities. We deliver in the U.S. and we deliver globally like very if you can. And we do it with a discipline, integrate local focus in every market, which none do.

With operations in 37 countries and a significant presence in every major U.S. city, we're able to serve clients wherever they are while maintaining the local relationships that matter most to them. We connect to the world to our clients and our clients to the world. We're obviously heavy geared to America with 80% of our revenue coming from. Why are we there? Because America is the largest, most successful economy in the world. We help drive that economy as we help our companies and our businesses and our investors drive their success.

Our business is anchored by being the core to our customer and clients' daily lives, not selling stand-alone products, but by providing advice and ideas not delivering transactions. This position gives us deep insights into what they're doing, allowing us to serve them holistically and grow the relationships over time. It leads to long, long relationships, very low attrition of the customer base and a low cost of additional product sale to those customers. We believe it's -- to be successful in financial services, you also have to be high touch and high tech. We have incredible human talent in our company, but that alone is not enough. Our customers want it all, 24/7, 7 days a week. That means investing in digital platforms to make financial services easier, faster and more secure. It also means investing in our people and physical space throughout the world. Our advisers, our commercial bankers, our investment bankers, our product specialists who bring trusted advice to each local market and each local customer.

We're focused and have been focused on continuous investments to drive a durable growth for the company for you that grows steadily in alignment with our long-term strategies. A company that grows your investment in us tangible common book value per share on a constant basis and delivers that with risk that withstands recessions, pandemics, wars and many other external factors. The combination of the investments in technology we made and the talent that we have enables us to continue to deliver innovation to drive further growth. That growth sticks to the And that growth is managed with the right risk, and that growth helps us drive efficiency and productivity.

We're in an extremely competitive commodity-oriented businesses, driving down our cost to serve and sell is critical in every one of our businesses. And you get here today that new technologies may give us new possibilities to continue to do that in ways we haven't done before. The discipline we have has helped us navigate economic cycles, regulatory changes and market volatility, all while delivering strong results for you. We've created that value for our shareholders through strong profitability and consistent capital management. For the past several years, we've returned and earned hundreds of billions of dollars and delivered it back to our shareholders through dividends and buybacks. We've done that while delivering and maintaining a strong balance sheet, investing in our business and supporting our clients. Driving all this is a deep bench of talented teammates. They all have long tenures on our company, and they're led by the individuals you see on Slide 4.

A couple of points to make here. Recently, I named Jim DeMare and Dean Athanasia as co-presidents of the company. And we also elevate Alastair Borthwick to Executive Vice President. All this acknowledges what these teammates have contributed to our company over many years. But importantly, it helps leverage their talents for the company as a whole. They're going to help me work on company-wide initiatives and focus and drive that long-term growth you're going to hear from our teammates today.

Many of the other leaders have joined us today. So they'll be there at lunch or on breaks for you to talk to. The key point about these leaders is simple. They're talented, yes. They're adaptable. They've been in many parts of the company that the most important thing to understand is that the company's success is a success we're all after, not their own. They have lots of energy and you're going to hear that today. And so what are they going to tell you today. They're going to walk you through eight lines of business and how they're performing. They're going to show you where that growth comes in the future. They're going to show you that strong profit engines are in place. How they drop the NII growth that Alastair talk about to the bottom line, and they'll do that through strong expense management.

You can also hear from our teammates to drive the platforms and support our businesses. By leveraging the architecture and scalability of our technology team, our operations teams, our payments team, our digital marketing teams. We're able to make smarter decisions, faster decisions and scale them and make them more efficient. They're also going to continue to tell you today about how they're going to invest in the future. Yes, that will include our work on artificial intelligence. Now these are theoretical applications or proof of concept that you're reading about in the press. But these are tendered tools, applied to real life activities that already help us personalize client experiences, streamline capabilities and identify new opportunities, all while saving human capital.

We see AI and other innovations has continued to shape the future of financial services and the economy. And we contend -- we plan to intend to continue to lead that.

Let me take a moment to talk about our operating model. As you can see on Slide 5, we go to market through the 8 lines of business you're familiar with. They reported to you through the 4 segments that are at the top of the page. Why do we have 8 lines of business? Because customers are different. Each serves a distinct customer group with a differentiated model tailored to meet that client's needs. It's also model enables collaboration across the businesses, sharing insights, coordinating strategies and delivering a seamless experience for our clients as they move across their lives or through their lives in between our lines of business, whether it's a person, a company or an institution.

So as you listen to growth that the teammates are going to talk about, I'd remind you, we're already built to scale. And how many times a client wants to touch us, our technology enables that without substantial additional cost. Now each of these businesses are market share leaders. This is an old adage attributed to Jack. Well, you want to be 1, 2 and 3 in your business. Well, quite frankly, we are. Now that's except for our markets business, which is 4. I'm sure Jim and the team have great plans to move that up even more as they've done. That structure in that platform enhances our efficiency response to alignment with our clients. It also helps us manage risk well. A client-centric approach with a centralized view of the risk of those clients helps us make better decisions, respond quickly to changes in the environment and maintain a strong operating control environment. It also allows us to allocate capital expense growth more strategically. We invest in our company where we see the greatest opportunity to drive shareholder returns, and we just make sure with the management team that our resources are aligned to do that.

As you can see on Slide 6, we have the size and scale to serve people across the United States, whether they're mass market consumers, mass affluent consumers or wealthy consumers. We serve them across their entire life from birth to death. And in fact, with our trust business, we serve and beyond their death. From now the worker to the richest person in the world, all products and all capabilities across this continuum. This model took years to develop. Acquisitions, billions of dollars to build and support it to integrate it, and it is a competitive advantage that no one has. It allows us to grow with our clients as their needs evolve, offering tailored solutions at every stage of the financial lives. Our consumer and wealth business leaders will walk you through not only our current leading competitive positioning and historical performance, but also their plans to continue driving stronger growth for you and strong returns in the future.

You will hear from them how they continue to invest in capabilities and client service and talent in our brand and our technology continue to deepen relationships and to continue to expand our reach.

Now turning to Slide 7. We go to the other continuum. Our business leaders are positioned to serve across the full business spectrum. From a startup all the way to the largest multinationals in the world. At the smaller end of that continuum, Bank of America is the biggest small business lender in the United States, serving entrepreneurs and local businesses with tools, advice and capital they need to grow. We support that Great American entrepreneur like no other bank, all across America. As we move up the business customer continuum to middle market clients and expanded needs, we hold a strong leadership position with middle market companies to Wendy will talk to you about later, helping them scale, manage risk and expand it in new markets. We do this in the U.S. and in select countries around the world that make both sense for us as a company and for you as shareholders.

And with large corporate clients that Matthew and his team lead, we provide largest multinationals, whether headquartered in the United States or anywhere else in the world with comprehensive solutions across lending, treasury, strategic advisory and capital markets. Now there's an investor continuum. It starts, obviously, with Merrill Edge and the consumer business, our industry-leading digital platform that's up to $600 billion in balances. As client needs expand, we have industry-linked platforms that take them into the advisory business, Merrill and the Private Bank.

But as you move to large family offices or hedge funds or asset managers like all you are part of our alternative investment management firms, i.e., the most sophisticated investors in the world. We serve them in our global markets team, a business which has increased its market share over the last 5 years after strengthening this platform and the years leading up to pandemic.

Supporting these customers, we operate some of the most scaled and sophisticated platforms in the world. We go to market through 8 lines of business, but it's also important to understand what's behind them. You can see here on Slide 8, the capabilities we offer clients around the world that very few competitors can match. I commend you to look at the stats later this afternoon when the teammates talk about these areas. And for example, just look at how much money moves in the 24-hour period in this company and how our teammates deliver flawlessly. At what part of the business -- no matter what part of the business, personal investor continuum our customers or clients reside. -- they use the capabilities across the company. Example is our research team. is rounding Plattner research team that support a lot of you. That team feeds our Chief Investment Officers in the wealth management business. That team feeds the research and rates and currencies, which is important to our middle market client base to hedge the bets they make as they work in the supply chain. That team feeds our capital markets with advice and our large corporates to help those companies also manage risk. And they feed -- it feeds to the information we give you as investors every day and so on and so on and so on.

We have one of the leading workplace benefits platforms, top tier 401(k) plans, stock plans, pensions for our commercial customers. We also have employee banking investing. This is a unique offering at Bank of America, loans, deposits and device to our commercial clients' customers with strong benefits for them. You're going to hear more about this as we go through the day. David and Jeff, Mark, Hari and Tom Scribner will talk about these global platforms.

Turning to Slide 9. So Bank of America achieved the first nationwide franchise in the United States 20-plus years ago with the acquisition of Fleet Boston here in the Northeast. We received a shining sea, but that was not fully complete. Sections were not served just by historical -- just by the fact we didn't have a historical business in those areas. So a decade ago, the team is set to close that gap. The expansion in new markets in the past 7 years plus planned expansions ahead, we will truly cover America in a densified all 8 lines of business focused way. A nationwide franchise with this density and this capability in all those cities is a unique advantage. If people go up and stay in our hometown, we're there. If people go to college somewhere else, we're there. If people move for business or for personal reasons, we're there. If a company opens a new location somewhere else in this country, we are there. If an overseas multinational company opens a business in United States, we are there. We back all this importantly with the integrated local team. And that's the key difference, local and global.

This integrated approach enables to deliver the full breadth of our capabilities to every customer and client locally where they want it through a robust network of highly coordinated and gold deliveries teams embedded in every community we serve. Dean could talk more about that a little later today. This same model allows us to deliver our capabilities on a global scale across most of the sizable economies in the world.

For business clients, as businesses and supply chains have grown to require the reach on a global basis where investors that want to invest across the globe, we're there for them also. So today, you'll hear from Wendy and Matthew and Jim and Bernie about those capabilities. We are recognized by third parties for those capabilities, and you can see below.

Now turning to Slide 10. I want to emphasize a fundamental point that is also critical to our customers, but also critical to you as investors. At the core of every one of our relationships at Bank of America is trust. And that trust begins when a customer gives you their core operating account, whether a person or a business institution. I'm not talking just about the deposit count, but the primary deposit count. The one that you conduct their daily activities with. So we put the clients at the center -- primary provider is a critical moment in the relationship. It's the proof point and anything else, deeper engagement. As you're going to hear from our business leaders, this is not only good for our clients, but it drives real value for them, obviously. But it also allows us to build on that foundation with tailored solutions, advisory services and long-term support.

For example, on consumer, it powers our industry-leading historic Preferred Rewards program, which cements deep relationships in our consumer and wealth businesses. For our Global Banking and Global Markets business, it leads to greater client profitability and good capital allocation. And for you, our shareholders, it's equally powerful. These relationships drive durable profitability, strengthen -- have very strong retention and create opportunities for growth across the entire platform. So one way to see this is a platform -- see this at deposit rates, we pay the market rate. It's our mix of deposits, that's a difference, and that comes from the core transactional accounts. 70% of our deposits are in consumer or operating accounts for businesses, $1.4 trillion and growing. That's what drives the profitability in this company. This is a simple concept that takes years to execute correctly, and you have to do it relationship by relationship.

Turning to Slide 11. We're going to highlight our focus on core relationships throughout the day and how that's driven strong organic growth. So this slide comes basically from our third quarter information. And as a reminder, we've been showing this quarter after quarter, so you can find it in the data. But today, you're going to see it pulled together the business. Just a couple of highlights. In our consumer banking teams are delivering -- have delivered 27 straight quarters of net new checking account growth. 5 million-plus primary household accounts with an average balance in that business still above $9,000. That's a testimony to the strength of our franchise that focus on the core operational accounts, that focus on depth of relationship. And the wealth management teams continue to expand and deepen their client base, delivering strong flows through investment advice, providing world-class banking services and growing our adviser network throughout the country. It's a full household services model, banking and investing.

In Global Banking, we're driving growth across lending, treasury and advisory, serving clients across the U.S. and the world. In the Global Markets, you can see the statistics here. We continue to execute across one of the leading Global Capital Markets platforms. supported by that industry-leading research and that global reach. These results show you that the power of the integrated model today as in the third quarter of 2025. And it shows you the discipline which we execute. But what you're going to hear from today and will be fun to hear is our teammates plan for the growth ahead.

So turning to Slide 12. One of the consumer -- one of the primary reasons consumer business clients work with Bank of America and give us our operating accounts is a straight convenience and efficiency of the delivery networks we have. We've made continuous investments to upgrade those networks, ensuring they meet the evolving needs of our customers and clients around the country and around the world. With the 3,600 financial centers, you can see, we offer in-person access where it matters most to consumers in small and medium-sized businesses.

We have renewed every single branch at a cost of $1 billion plus in the last 5 years or so. Through the continuous optimization of these financial centers, you're going to see the unmatched efficiency today, our average center -- the average center of Bank of America has $500 million of deposits. The average center of Bank of America has $300 million of retail deposits in it. Those far exceed the industry averages by a lot. At the same time, our digital capabilities provide clients with seamless, secure and convenient access to their finances anytime anywhere. We spent decades building and optimizing this combination of high touch and high tech as we call it. It's what gives us the right to gather that core operating account at a low cost to serve while delivering satisfaction it strengthens relationships and elevates our brand. And as customers demand more and more access, we can provide that access almost on a limited desire with little added cost to the things like Erica. And you're going to hear about that, which has been deployed now for 8 years and 3 billion customer actions and 2 million in the last 24 hours. You've got to hear that from Holly. You're going to hear more from David. And later day, you're going to hear how this all comes to life from the consumer. But importantly, you're going to hear this from other business leaders that high tech and high-tech Global Wealth & Investment Management, Lindsay and Erica will talk about that. It permeates Global Banking and Matthew will talk about that as well Mark Monaco on the payment side. It permeates Global Markets, and Jimmy will talk about that. Every line of business takes advantage of the high-touch, high-tech way we work. And I also ask you, I commend you to see the demos downstairs where you can actually experience what our teammates and our customer experience.

So I just spoke a lot about technology, and it clearly drives our success. Slide 13 shows the continuous investments in technology, which is core to delivering our capabilities. You're going to hear from Hari later. Technology is a strategic enabler. We've made sustained long-term investments to ensure it remains a competitive advantage. Just over the past decade, we invested more than $100 billion in technology expense. In 2025, we will spend $4 billion in technology code initiatives. That's part of the total annual expenditure of $13 billion. These investments deliver value both externally and internally for our clients, unique capabilities, insights and seamless experience, for our teammates help them do work better. So later today, Hari, Mark, Tom and David will walk you through how these investments come to life across our platforms. Yes, I will also discuss how AI applies to this and drives even another round of efficiency.

As we look to Slide 14, we continue to make significant investments to the other stakeholders we serve. Our clients obviously are remain deeply committed to the communities they live in and it's part of why we invest in those communities and our teammates. We've made meaningful progress in areas like affordable house, small business lending, workforce development, climate finance. But these efforts are separate from our business. They are just a part of the business. It's how we grow. They support our brand in those communities. They create long-term value. When the communities that we serve are strong, we are strong.

We also invest heavily in the Bank of America teammates. We've increased our minimum starting wage by 67% since 2018 to $25 an hour. We expanded our sharing success, our stock ownership program for the entire of the company's employees for 8 straight years to ensure all those teammates are shareholders and interest aligned with yours. We offer strong benefits package, including industry-leading parental elder-care and emotional wellness benefits. But where does this payback? And a very low turnover, now almost a record low is how that investment pays back as shareholders. One of the keys we've been able to consistently invest in addition to our teammates is technology, market employee programs.

As we think about our teammates, they represent 60% of our cost. So I'm going to show you a slide here on Slide 15 that shows the travel of our headcount across three areas of Bank of America. The first, the far left, 2010, 2012 was there to fix the post-GFC issues. We got really $300 billion in noncore loans, $50 billion of private equity, huge mortgage servicing costs and liabilities and streamlined the businesses and reduce FTE. NextEra towards the middle was New BAC, which dropped expense and FT even further. We continue to work on process improvements and operational excellence. -- manager spans and control and all the things you hear a lot of people are doing today. The third area is where we reached in 2017 through today. So you see this relatively neutral headcount. But if you look at the captions on the right-hand side of this page, you can see it is all while investing in the growth of the platform. More we manage through the pandemic, which we had to add teammates to serve our customers in a different way, a regulatory onslaught, invested our international capabilities, more technology teammates to help us deliver that $4 billion. More information security teammates to keep our systems safe, more relationship management capabilities in all our markets in the United States and around the world. You can see all those areas, all generating growth.

And during this area, we managed from a low 204 to high about 218 and back down to 213, and we've been there for the last several quarters. But if you notice in the list of teammates, there's something different about the first two errors than they are on the right. Where the FTE reductions come from the came in consumer and operations. So what's interesting is now we can drive productivity even better across the other areas in the company. You're going to hear about this later, how in financial areas where new technologies will allow us to continue to drive investment in the business while running an efficient platform. The work we've done positions us to move back below 60% in the near term and efficiency ratio, the place we've been before the pandemic. Alastair is going to talk to you about that later today.

Now as we go to Slide 16, everything we discuss today, our platforms, our talent and our technology has taken years of development, billions of dollars of investment. But above all else, and you hear this from our today, we have to grow no excuses. This is and state responsible growth, not an or state. Driving this growth the way we've done it has a durability in our culture. And you can hear from our business leaders today that they're going to give you a host of proof points. We take the risk through $1 trillion in loans. We take the risk for these operating platforms you see. We drive that risk for profit for you. Wendy, Matthew and Jim, you're going to talk about the commercial loan growth they see, and they'll continue to drive higher growth in the future, and it'll make -- commit to you to do that. On the deposit side, we grow at above industry rates in Holly and Lindsay and Eric and Katie and Wendy and Sharon and Matthew, are all going to talk about how they're committing to even higher growth rates in the future.

On the fee side, Jim will talk about in the Global Markets team, how they have had 14 straight quarters of growth in sales and trading revenue on a year-over-year basis. To do that, we move the balance sheet from $700 billion to $1 trillion in size and Matthew has taken investment banking share, and I'll show you that later. These -- in the Wealth Services, the fee revenue is also growing nicely through both advisory service and taking lending risk with clients. Erica, Lindsay and Katy will talk about that inter plans for higher net asset growth going forward.

Our growth is a growth at 6 tier and it continues despite the ups and downs in the economic environment. And the question we always ask our team is a question you ask Lee and I and others, Alastair will work with you. Can you go faster? We have the plans to do that. You'll hear about those today, faster card growth, private capital competitive responses in many other areas. So let me -- before I close, I want to spend just a few minutes on the macro environment. So it's important to acknowledge that it's an interesting time out there. complex dynamic changes daily, interest rates, inflation, geopolitical tensions, regulatory developments, all shape the environment that this great company operates in. But my teammates at Bank of America positions a company to operate well against these challenges. Our balance sheet provides strength. Our diversified business gives us resilience. Our scale provides efficiency and further efficiency opportunities. Our client relationships offers deep insight in what's going on in the economy and our disciplined execution ensures consistency. So as we look into those customer base today, we see the U.S. economy continue to grow, largely driven by the resilient consumer. Consumers remain active. I just got the October data and the money movement to spending by these consumers was up 6% versus last October. Employment remains steady. We can see that in the paycheck coming into our consumer accounts. And we're going to see the moderation in the growth of that in our small business customers.

Asset quality, Bank of America remains solid and the industry remains solid. In fact, consumer asset quality has improved at Bank of America over the last few quarters. we see the wage growth in those accounts, as you can see the deposits come in on direct deposit. You see some disparity between the lower and higher income segments. These trends I'm talking about reflect to customer base is still healthy and engaged, which supports our outlook and our strategies.

When you think about the consumer side, that supports our business side who are largely reporting good profitability and good cash flow. Our commercial credit continues to improve at Bank of America. In the third quarter, you would have seen NPLs and criticized assets declined again. And while I won't do all of it, we are also mindful of the other things, we're all watching, further regulatory changes, government debt levels and the impact on the economy, trade policies and like. But today, let's put all that side. Let's talk about the energy these teammates can create in our businesses.

So turning to Slide 18. We're going to -- I'm going to leave you where I started. These are the foundation of leads. But before I turn it over to our teammates, let me set the stage. In the third quarter of 2025, we reported revenue growth of 11%. We reported 600 basis points of operating leverage. Deposits grew 4% year-over-year. Loans grew 9% year-over-year. EPS grew 31% year-over-year. Credit quality improved throughout the consumer commercial books. We've made money trading every single day during the quarter. The growth is there and the risk is well managed.

The NII that we promised you is dropping to the bottom line, therefore, improving the efficiency. But what does my team say when they see all that? It's a nice start. And today, you're going to hear from these teammates how they're going to leverage that nice start in the future. With that, I'm going to turn it over to Holly O’Neill. Thank you.

Thanks, Brian, and good morning, everyone. It's great to be here with all of you, including those of you who are joining us virtually to share how our consumer business will grow next. Consumer covers, retail, preferred and small business lines of business, and we serve 69 million consumer clients across the U.S.

I'll first hit on our financial profile, including our third quarter performance. And then importantly, I'm going to give you a sense of who we are, how we operate the business and where we'll take the growth of our business next.

So in 2024, the Consumer segment, including retail, preferred and small business, delivered $41 billion in revenue, a 53% efficiency ratio and a 25% return on capital. We've seen continued momentum in the third quarter this year with revenue up by 5%, expense at a low single-digit growth rate, net income up by 13%, efficiency ratio down and return on capital up, all moving in a positive direction. These results are off $1.8 trillion in client deposits, $949 billion in -- that's $1.8 trillion in client balances, $949 billion of deposits, $322 billion in loans and $580 billion in investment assets.

Page 4. So let's move on to who we are, how we operate the business and very importantly, where we'll take the growth of our business next, Page 5. Our strategy is centered on the core operating account, the anchor of our client relationships. From this core account, we expand into credit and investment solutions as client needs evolve. We deliver excellence in client experience to all of our clients through a high-tech, high-touch strategy. The consumer business is comprised of mass market clients in the retail business, and mass affluent clients in our preferred business. Profitable delivery to the retail clients require efficient, high-tech delivery of straightforward solutions. These retail clients also serve as a future feeder to our preferred business as their wealth grows and their needs become more complex. Our consumer business profitability is driven by our preferred clients, which is further supported through our team of specialists in our financial centers, and a full suite of financial solutions along with our loyalty program, driving high levels of client retention.

As we look forward, the future growth of the business will be driven by our continued investment investments in our high-tech, high-touch delivery; investments in our core deposit, lending and investment solutions; investments in technology and AI; investments in brand and marketing; and investments in our industry-leading loyalty rewards program. Quite simply, there is no shortage of investments in this business. We have a scaled business and a leadership position across a comprehensive platform, a great foundation to drive future growth.

Page 6. Across the scaled and competitive business, 92% of our deposit clients use their operating account as their primary account. And we have industry-leading retention of 99% for our consumer clients who are in our rewards program validating our successful relationship-based model. We enjoy high levels of digital adoption at 79%. And at the same time, we operate an efficient financial center footprint covering 82% of the U.S. population. We have a proven leadership position across our core solutions, deposit, lending and investments. In 2024, all of this contributed to $41.4 billion in revenue, $10.8 billion in net income. And in the third quarter of this year, our efficiency ratio was 49.9%, but who's counting. Key to future growth, returns and performance is our track record of sustainable growth, Page 7.

Since 2019, we've grown our clients by 3 million. We've had 27 consecutive quarters of high-quality net checking growth. Now with $947 billion in deposits, and that's up 34%. We've grown our loan portfolio by 6% to $320 billion with a strong risk profile and net credit loss ratio of 139 basis points. We have $580 billion in investment assets on our consumer investment platform, up 2.4x since 2019 at a rate of about 58,000 new accounts per quarter. And these are high-quality consumer investment accounts with average balances of $143,000 per account. This growth has been across all of the consumer segments.

Page 8. Earlier, I covered the consumer P&L comprised of retail, preferred and small business. All three segments leverage our industry-leading digital capabilities and our financial center network, where we have relationship bankers, financial solution specialists, credit specialists and business specialists. We have more than 20,000 specialists in 97 local markets in our 3,650 financial centers facing off with our clients every day, a scale advantage for us to drive growth. You'll hear from Sharon Miller this afternoon. about small business as she leads Small Business and Business Banking. Within the consumer businesses, we take a segmented approach. For our retail mass market clients, we focus on scalable digital solutions. And for our mass affluent clients in our preferred business, we also offer specialists and more complex solutions as their needs evolve.

Page 9. As you see here, it's necessary to automate at scale for our retail clients. They have lower average balances and need straightforward solutions along with automated digital delivery. As the client grows their needs and the wealth becomes more complex, we have specialists across our financial centers and a full complement of lending and investment solutions to deliver to our preferred clients. The preferred model has driven revenue growth with deeper relationships and the highest levels of client retention and loyalty, 12x more deposits, 2x more solutions and higher levels of primacy. The preferred business drives the P&L for the consumer segment. Key to serving both of these segments is an efficient high-tech, high-touch model to optimize both growth and efficiency.

Page 10. We have a scalable state-of-the-art and industry-leading digital platform with 49 million active digital users and 79% adoption. 66% of our sales in the third quarter came from digital. And in this year alone, our clients have interacted with our virtual financial assistant, Erica, over 0.5 billion times. Both of these numbers are up significantly with digital sales doubling as a percent of sales over the past several years. The momentum we have in digital driving growth and revenue across the business is reflected in the leverage we have, driving more with less, more client balances per FTE, more revenue per FTE, client balance is up by 4.4x and revenue per associate up 2x since 2011. We've been at this for a long time. And as you see here, we have strong momentum. The acceleration in digital can be seen across a variety of metrics.

Page 11. It's seen across the board the progress. users, sales, Zelle, and importantly, we have 20 million regular Erica users with 3 billion interactions with Erica since we launched it in 2018. We have a proven track record in driving digital for both growth and efficiency, and we'll continue to do that as we invest in technology and AI. Our digital capabilities are complemented by the most efficient physical network in the industry.

Page 12. The brand and presence of our financial centers in local communities accelerates our growth. The network is responsible for capturing about 80% of our new clients, and our centers play a critical role even in digital sales. We see a 50% increase in digital sales after we enter a new expansion market with an actual physical location. We've expanded our footprint by 300 strategically located centers since 2019. And I'll give more specific with our expansion plans in a few minutes. But let me walk you through how we operate our business.

But before I do that, I want to say something. This is not a story of complacency. Our future growth is not reliant on size and scale alone. It's driven by intentional strategies, continuous investments and how we bring our business to life in our local markets. So let's talk about how we're driving growth through our core solutions, deposits, lending and investments, the foundation of our client relationships and long-term value creation.

Page 13. So how do we do it? It all starts with the core operating account, which sits at the center of our client relationship. Around this anchor, we deepen with lending and investment solutions, creating a full-service financial experience. Our payment and transaction capabilities along with ongoing innovation are essential to delivering a seamless and valuable experience for our core account clients. Also critical to our strategy is our unique loyalty program centered on our clients having a core operating account with us. And it rewards our clients as they expand their relationship with us reinforcing long-term value and retention. The core operating account is not just a product. It's the financial engine that powers our business and drives sustainable growth.

Page 14. The deposit relationships that come with a core operating account create a stable base of deposits and significant value to the business. We've more than doubled our deposit base since 2010, and we've done that to base since 2010, and we've done that on the rate environment. And we've reduced our operating cost of deposits by 46%. The composition of our deposit base has also shifted now with 50% of our deposit base being low and noninterest-bearing checking accounts. This is up from 36% in 2010. These elements result in strong deposit spreads at 294 basis points in the third quarter of this year and our ability to drive returns in the consumer business in different rate environments. This value comes as we maintain rate paid discipline and continue to focus on improving our operating costs.

Page 15. With the operating account at the center of our strategy, we come to this from a position of strength and as the industry leader in consumer deposits with a high-quality base that's efficient and growing share. There is a lot of debate on the topic of consumer retail deposits, and I'm going to walk you through a few perspectives on our #1 position here. It's important to note that the data on the industry piece of this slide comes from the FFIEC, the only public source of stand-alone retail deposits at the national level. So I'll first start on the left, where we look at the FFIEC deposits and the lead we have grown over the #2 player. This lead was $226 billion in the second quarter of 2019, and it's grown to $289 billion in the second quarter of this year. So our lead has grown by more than 25% over the past 6 years. This reflects a 34% increase in our total deposit base versus the industry, which grew at 23% during that same period.

Second, we've grown both checking accounts and low and no interest account balances, accounts up by 18% and balances up by 40%. This has been quality growth with 92% of those accounts positioned as the primary operating account with an average tenure of 14 years. So last on the right. While we extended our lead and we grew quality deposits, we've also done it efficiently, producing 3x as many deposits per FC as the industry and more than $100 million more per FC than our next closest competitor.

So let me pause here for just a minute. Deposits is our core focus. We have proven leadership, and we're growing quality long-standing relationships. And it's resulted in a deposit spread on the consumer business that's foundational to our returns today and our returns in the future. So now let's shift from the broader industry view to how we're delivering strong deposit growth across our core markets. Page 17.

Looking across our top deposit markets, growth of BSE has outpaced that 23% national retail growth average in all but a few markets, and in all of our mature expansion markets, which are off to the right. A couple of more notes on expansion markets. First, when you look at the more mature expansion markets, our average deposits per FC is $133 million, already outpacing the total industry average of $91 million, reflecting the strength of this franchise. Second, when you look at all of our expansion markets, even though that we entered just mid this year, like Boise, our average deposits per FC is $171 million. We're growing our core accounts and extending our consumer deposit leadership by delivering exceptional client experiences. And we continue to innovate in payments for our consumer clients who entrust us with their core operating account.

Page 18. Our leadership and innovation and payments is critical to account growth and retention. Bottom line, we have to make sure our clients can make seamless transactions.

Page 19. In order to maintain and continue to drive that relationship primacy, we have to be the best of payments. We've been innovating with Zelle pay, Bill pay, and Erica all aimed at making payments easier and more seamless. And as a result, today, 96% of our payments are in digital, with 83% of the dollar volume in digital. That's up from 87% and 61% just 10 years ago. As we look forward, though, there is more work to be done to stay at the top of our game with features and capabilities, digital wallet integration and driving adoption with our clients. You'll hear more in-depth updates later today from Mark Monaco about specific strategies for continued investment and innovation on our scaled payments platform.

So now let's pivot to relationship deepening off the core account into lending and investments, starting with investments, Page 20. Providing our clients with scaled investment and retirement capabilities is a key part of our strategy and one of our biggest opportunities as we look ahead.

Page 21. Bank of America has the full continuum of investment capabilities for clients from mass market to the ultra high net worth. Across all of these segments, we cover 4.7 million clients and have 7% market share. I'll focus on the left-hand side of the continuum to show how the consumer investment platform is positioned to grow with our retail and preferred clients. While Lindsay, Katy and Eric will cover the continuum for the high net worth and the ultra-high net worth segments.

Page 22. We have the leading bank-owned, self-directed consumer investment platform, a critical capability to solidify our relationship with our clients as they begin their investing journey. The platform has grown from $64 billion in 2010 to $580 billion today with 4.1 million investment accounts. We have a full offering of self-directed, guided and adviser-supported solutions with more than 2,000 financial solutions advisers in our local financial centers, along with a -- platform. There remains a tremendous opportunity for us to grow the business with an estimated $17 trillion in assets held in the mass market and the mass affluent segments. We also have great connectivity between the consumer investments business and our wealth management partners with 90,000 annual introductions of clients between global wealth and consumer as client investment needs shift. You'll hear more from Dean later today about how this connectivity comes to life in our local 97 markets.

Page 23. $1 trillion on the consumer investments platform in the medium term. The plan targets acquisition of brand-new clients and expanding our business with existing clients to capture a portion of that $17 trillion of opportunity in the mass market and mass affluent segments. We have scaled acquisition programs where investments is a critical solution and I'll share more about that in a few minutes. We'll also continue our investments to enhance digital capabilities in the platform and support our financial solutions advisers with AI to make them more effective and productive in driving growth.

So let's move on to talk about lending. Page 24. We have a full set of lending capabilities across card, vehicle and home, including mortgage and home equity.

Page 25. I'll first hit on home and auto where we have strong lending capabilities that are positioned to be resilient through the economic cycles, as you can see through the high average portfolio FICOs and low charge-off rates. We've grown both residential mortgage and vehicle by 12% since 2019. Also during the same time period, we've had a #1 market share in home equity. And while home equity contracted and consumers paid down during the pandemic, we've seen a turn on this performance now with 6 consecutive quarters of growth since the second quarter of 2024, and we'll be ready to grow mortgage when the market returns. All of these lending capabilities have growth opportunity ahead that we will capture with medium-term targets of growing the portfolio to $225 billion, that's 15% increase from where we landed the third quarter of this year. Our continued investments to drive growth in these capabilities focus on end-to-end digital solutions, innovating on the capabilities based on consumer behavior and demand and leveraging our insights to target clients and prospects. To grow vehicle lending, we also have strategic partnerships in the auto market. And the next opportunity for us in lending to grow is our credit card portfolio.

Page 26. Our consumer card portfolio is $101 billion with 39 million cards. We have high levels of retention in this portfolio and a strong credit profile with a 346 basis point charge-off rate at the end of the third quarter. Our core card offering across the consumer portfolio has a full complement of card with cash back, travel, premium and strategic co-brand cards. You see the CAGR balance growth rates in each one of these categories in our core offering is healthy at 6-plus percent since 2019. We've grown the card portfolio balances as well as spend on the cards with our clients.

Page 27. As you look across recent performance, and excluding COVID-19 and the disruptions there along with the divestiture we had of some nonstrategic affinity relationships, we've grown the portfolio up to $101 billion, that's up 19% since 2022, which translates to about a 5% CAGR. Our cards are deeply embedded in our existing client base. Among our clients in our risk profile, we have a 71% penetration. And across our clients in our rewards program, we have a 48% spend wallet share. Despite this position, we see very clear opportunities to expand and grow, increasing new and existing clients with our cards, growing balances and overall capturing more share. Our goals are ambitious but achievable with the right investments in place. And that's the focus of our current and future growth investments in this space. We're targeting an 80% penetration of our existing clients and our risk profile and about a 5% CAGR loan growth. To reach these targets, we're actively investing in a few key areas, strengthening our relationships with our strategic co-brand partners, investing in digital and product innovation and expanding our marketing efforts to drive awareness and engagement.

Page 28. We have a strategic co-brand portfolio with Signature Partners, Alaska Air Group, Royal Caribbean and Norwegian. We're collaborating with them to grow the portfolio through enhanced benefits to align with the evolving travel preferences of our clients. In August, we launched Alaska Air Group's new premium product, the new Atmos card, and early performance here is outpacing our expectations, signaling strong market demand and validating our premium positioning. Digital innovation remains a top priority in the card space. We're accelerating investments to enhance payment flexibility and streamline the digital experience.

A major enhancement on the horizon for us is the custom pay plan, which comes later this year, enabling post-purchase installment options, a feature designed to attract and to retain clients, especially Gen Z. We're also continuing to invest in our data to drive smarter underwriting and precision targeting, ensuring we're acquiring high-value clients and optimizing lifetime value. Our market posture in card is competitive and dynamic. We're continuously tuning offers to drive new account growth and deepen engagement in unlimited cards, resulting in a meaningful lift in new client acquisition. And tomorrow, we activate more rewards day, increasing rewards for existing clients and reinforcing our commitment to deliver value.

Under the leadership of David Tyrie, we're scaling marketing investments across the portfolio with high-impact partnerships, including FIFA, U.S. soccer, the Masters, the Chicago Marathon. You'll hear more about that this afternoon. These are all designed to elevate brand visibility and drive conversion. In addition to our card offerings and competitive benefits, we drive incremental relationship value for our core operating account clients where we pair our card offering with our rewards program. This provides significant value to our best clients.

Page 29. Our unique rewards program is the wrapper around the entire relationship we have with our clients.

Page 30. The rewards platform is a strategic differentiator designed to deepen client relationships and is built on members having a core operating accounts and a minimum level of assets with us. The structure reinforces our strategy to own the core operating account driving high levels of primacy and enabling expansion into lending and investment solutions. The platform extends across the enterprise continuum. So our clients in small business and wealth management also enjoyed the benefits of our rewards platform, creating a unified experience and deeper engagement across the segments. Across the platform, we have 11.3 million members, $2 trillion in assets 99% retention and 94% primacy. These metrics reflect the strength and the stickiness of this program. It also delivers measurable business impact with 30% of our clients deepening with us within 30 days of becoming a member, 3x more card spend -- investment assets. Beyond revenue, it creates meaningful value for our clients, strengthening our relationships with our most engaged clients. As shown in the lower left, our cards paired with rewards outpace the next major competitor. And the ultimate goal of this program is to build affinity and deepen loyalty with Bank of America, and is a core part of our next chapter of growth. We launched the initial rewards program in 2014, and we're looking forward to launching the next-gen early in 2026. The evolution will expand our reach, drive higher levels of loyalty and unlock new revenue opportunities across a broader client base.

Page 31. So in addition to the product specific growth plans that we just reviewed for deposits, lending and investments, we have 4 additional strategic levers to grow this business.

Page 32. We're continuing to make targeted investments in the core strategic drivers that deliver long-term value across the business. These include expanding into high potential markets, scaling new client acquisition through our enterprise-wide partnerships and accelerating our technology and AI capabilities to unlock greater efficiency and drive sustainable growth. These investments are designed to strengthen our competitive position and deliver meaningful returns for our shareholders. So let's first hit on how we'll expand into additional high potential markets.

Page 33. Since 2014, we've entered 18 new markets, we've opened 170 new financial centers in those markets, and this expansion has unlocked access to 10.5 million new households and over $2 trillion in deposits. In these markets alone, we've grown our deposit balances by $18 billion. And as we look forward, our expansion plans between now and 2027 includes 6 additional markets across 4 states: Alabama, Wisconsin, Louisiana and Ohio. These new markets represent 2.4 million additional households, $222 billion in deposits and will get us to cover 85% of the U.S. population. As I mentioned earlier, we have a proven track record in our mature expansion markets with $133 million in average deposits per FC, 46% higher than the total industry average. We've refined our playbook for entering these new markets, all starting 18 months before the physical location is present, and it's repeatable. We hire local teams, we build digital awareness, and we partner across the enterprise with Business Banking, Global Commercial Banking and our partners in Wealth to maximize our early impact. Whether it's existing or new markets, our ability to acquire clients at scale is a powerful multiplier for growth.

Page 34. We've built and scaled acquisition strategies that target critical life milestones, the moments when consumers are most likely to begin a banking relationship. Those strategies are designed to meet clients where they are, whether they are opening their first accounts under the guidance of their parents, with their family banking solution, starting college, managing finances independently for the first time or they're beginning a career or starting a new job, often accompanied by new financial needs. The opportunities in each one of these segments is significant. With a population of over 100 million people in the under 25 category and over 35 million high earners in the U.S. These groups represent the future of our client base and are essential to our long-term growth.

The first of these scaled strategies I'll hit on is Family Banking. Page 35. Our family banking solution was launched in late 2024. It's 100% digital, and aim at capturing the first banking relationship of the next generation of clients. It's tailored for the children of our 10 million Bank of America clients who are parents, creating a natural and trusted entry point. This is a simple no overdraft solution with the use of a debit card, which kids love and parental controls and alerts, which parents love. We make it -- what makes it unique is the seamless transition to an Independent Bank of America account when the child is ready, keeping them in our ecosystem. In just 1 year, we've opened more than 120,000 accounts and the momentum is just building. Our medium-term goal is to reach 1 million accounts positioning Family Banking as a foundational growth engine. And not only does it capture our future clients, but it also deepens engagement with their parents. So we expect Family Banking to drive higher levels of loyalty, support new client acquisition and the early results are already consistent with those expectations.

As you move up the curve on critical life milestones, we have a targeted approach to student banking, leveraging our financial centers located in close proximity to colleges and universities. Today, 4 million students in the U.S. are located within 0.5 mile of our FC network, giving us a powerful proximity advantage. We've activated programs at 340 colleges and universities across the country to capture these clients early. Our teams are fully prepared for student rush and have had over 20,000 events to support client acquisition. These activities bring in over 1 million students and young adults every year, creating a steady annuity stream of new clients into our business. And once we acquire these clients, we're well positioned to grow their relationship as their needs expand. From every day banking to lending, to investing and beyond.

The next major milestone is entering the workforce, where we have a unique acquisition program that leverages our enterprise-wide partnerships -- with the Investment Bank, Global Commercial Banking and Business Banking, Page 37. We partner with bankers to provide value for their commercial clients and employees. Today, we work with 834 companies with access to their 6.6 million employees. We help these companies enhance their overall benefits program by offering their employees premium financial services and exclusive access to our rewards program. And for the employees alongside those benefits, we're creating a compelling reason for them to start or deepen their relationship with Bank of America. 85% of these employees are new acquisition prospects for us. And for the 15% who are already clients access to the rewards program serves as a strong incentive for them to expand their relationship with us. Through the program, we've generated over 1 million new accounts and $55 billion in deposits. Overall, there is significant opportunity to continue to drive growth with our workplace benefits and employee banking and investment programs.

So let's pivot to talk through our proven track record of transformation with technology and AI, Page 38. As you look at our transformation over time, we've been at this a while, leveraging technology and AI to drive efficiencies and reinvesting that to continue innovating and raising the bar and experiences for our clients. You'll hear more from the enterprise platforms panel this afternoon, but I'll hit on the three core areas where we've leveraged technology and AI across the consumer business. First, with Erica, our virtual financial assistant and a trusted gateway for our clients. We've been at the game with Erica for 7 years now with 20 million regular users and 2 million interactions with Erica a day. And just to give you a sense of the impact here, those 2 million daily interactions is the equivalent of the work of about 11,000 people. As AI and technology evolves, so does Erica. Our goal is to have 80% of our clients actively engaging with Erica. Second is with our teams. We launched Erica Assist a virtual assistant that sits on our team's desktop. Erica assists personalizes recommendations based on the data we have on our clients. This enables our teams to further solidify our client relationships and it drives efficiency. We've seen a 60% reduction in service call volume as a result of these efforts. Erica, Erica Assist along with all of the capabilities available in our mobile app.

The third category is how we leverage AI on our behind-the-scenes processes to boost efficiency, reduce fraud and deliver better experiences for our clients. We use AI today in this category, and we'll continue to apply it as the technology advances. One proof point on how AI in this category has driven efficiency is the impact we've seen on our fraud loss rate, which has been cut in half as a result of the AI models that we use to prevent and detect fraud for our clients. We've been at this game for a long time, and we expect to have AI to have a positive impact on the business as we advance forward, Page 39.

Investment in these same 3 core areas is how we'll continue to deliver growth and efficiency. Critical to the next leg of the transformation effort will be NextGen Erica and Erica Assist, both aimed at driving next level satisfaction, efficiency and business growth. We have an Erica demo here today. I hope you'll swing by, showing some examples of how we're extending Erica's reach along with Erica Assist with a focus on driving future business growth. You'll hear more details about how we're using technology at scale from the panel this afternoon, but safe to say that the advancement of AI and technology will continue to make our capabilities better, driving both additional growth and efficiency for the business.

So now let's recap what all of this means for our shareholders, Page 40. Our goals are simple. We'll continue to grow our stable deposit base through the acquisition of new clients. We'll grow our leadership position across the industry. We'll grow lending and investment solutions, and we'll continue to invest in the business, innovating with technology and AI to deliver great client experiences in order to accelerate our growth. We see a business in the medium term with 75 million clients. That's up from 69 million today, $20 billion in net income. That's up from $11 billion in 2024. A 40% efficiency ratio, that's down from 50% today. And a 40% return on capital. That's up from 27% today. Thank you. And I'll now turn it over to Lindsay Hans.

Good morning. I'm Lindsay Hans. And for the past 2.5 years, I have served in the role as President and Co-Head of our Merrill Wealth Management business. This morning, I'm going to talk to you about our GWIM business. Following my comments, Eric Schimpf and Katy Knox will come up and give more detail on both Merrill and the Private Bank. But we're, as a team, excited to be with you all and talk to you about this great business.

There are four key topics that I'm going to walk you through. The first one is an overview of our GWM business. The second is the clients that we serve on the wealth continuum. Third, I'll talk about our three important core competitive advantages and how we plan to accelerate growth across all three. And then finally, I'll wrap with our key financial targets.

So starting on Page 3, you'll see on the screen our core foundational beliefs. What you see on this page drives everything that we do, and you'll hear these things we've throughout our comments this morning.

As we move to Page 4, an overview of our GWIM business, you can see that we serve 2 million clients, $4.6 trillion in client balances, of that $2 trillion in fee-based. That makes us the second largest traditional wealth manager in this country. You can see over 15,000 wealth advisers that will speak about more, and then finally, last year, this business produced $23 billion in revenue.

As we move to the next page, on a couple of our key financials. On a year-over-year basis, we've had double-digit growth in our client balances, revenue growth of 8%, a pretax profit margin of 25%. That makes this business very profitable versus peers with a comparable business mix as GWM. And then finally, return on allocated capital is strong at 23%. We come into this conversation with strength in these numbers in our financials, and we know that we can accelerate from here, and we'll talk to you about how.

So we move to the next page, we can talk about our clients that we serve. So this market of U.S. investable assets today stands at $67 trillion. You can see we serve across the three core wealth management businesses at our company consumer investments that Holly spoke about, Merrill and the Private Bank. We serve clients fully on the continuum from the time they start accumulating wealth to the time that they're prepared to transfer our most sophisticated ultra-high net worth families. $67 trillion is the size of the market today. That is more than double the size of the market just 10 years ago. The growth has been staggering. A couple of key drivers of that growth.

The first is market appreciation over that period. Also significant levels of wealth transfer and also wealth creation. On the wealth transfer point alone, if you look at the estimates in the industry for the trillions of wealth that is going to transfer between generations, those numbers alone exceed the size of the total market today. As you zone in across the market in this country and you look at the growth in the client segments, you can see all client segments are growing. The fastest growing segment is the ultra high net worth segment, which is grown at 16%. It was recently reported that 1/3 of the world's billionaires reside in the U.S., controlling 43% of the global billionaire wealth. Additionally, 1/3 of the world's millionaires live in this country, which is a rate of 3x the next country. Just think about the need for advice. Brian spoke earlier about the complex macro world that we're all living in. Just think in particular, for these high net worth and ultra-high net worth clients, their need for trusted and quality advice. As we zone in on Bank of America's wealth management businesses and the share that we hold today, all in, you can see 7%. This is a highly fragmented market in this country. And then specifically on the client segment, since I just spoke about the ultra high net worth side, you can see that we hold here 14% of that ultra-high net worth client segment. We are a dominant player in that space, and that is important. We will talk about how we're going to take further share across all of these segments, but the punch line here and everything that this visual shows you and what I've shared with you is it's a good time to be in wealth management.

Now I want to transition to our three core competitive advantages. They are the following. Number one is our talent, specifically our advisers. Secondly, it is our GWIM solution set for clients, solve clients' needs. And third, it's our sources of new clients. So let's walk through each starting on the next slide with our talent. The middle of this visual shows you our adviser force. This is the foundation of our model. In GWIM, we have over 15,000 advisers. It is important to note they're spread across the country. They're sitting side-by-side with clients who hold this wealth and prospects. They're also sitting side by side with the 8 lines of business with the client-facing individuals that Brian spoke about, and that Dean will talk to you about later today. We have all of our client-facing folks across the country, sitting together to deliver this platform to clients.

You can see also on the page, with the advisers, whether it's on their teams or around them in the form of product specialists, we invest in thousands of client-facing professionals to help our advisers deliver this platform to clients. Our opportunity here is to be able to grow more, add more advisers to this platform, and you'll hear that spread throughout as we talk about it. But what this is about and what the hallmark of our model is one of institutional power with a personal and local approach. That is the winning hand in the marketplace today.

Let's move to our next competitive advantage, which is our GWIM client solution set. So as we go there next, okay. So what you're looking at here is wealth management. To be a leader in wealth management, you've got to have the talent, and you've got to have the capability set. You can see three main dimensions of wealth management, the way we define the capability set, it's investment management, it's wealth structuring and it's credit and banking. We don't have time this morning for me to walk you through all aspects of that, but Eric and Katy are going to talk to you about different components of our growth playbook and how we will get this in the hands of more clients. One brief example would be the investment management side.

We believe and live by an open architecture model for clients. It puts our advisers on the same side of the table with clients to look across that suite of offerings that you're seeing on the page and deliver the best for them in a personalized and localized way. On the investment management side, that means things like over 500 institutional money managers that are heavily due diligence by our team that our advisers can choose from once they set the asset allocation with the client. Alongside of that,-- through our CIO team, we manage hundreds of portfolios created and managed by the CIO team that are really delivering great outcomes for clients.

Why does this matter? There's three main reasons. Ones about our clients, client deepening, client acquisition, client retention. That trusted model that I spoke about in terms of the advisers and what they do with clients. That's paramount, but that's not enough. At some point, as clients' needs become more complex and they grow, not only do they want that trusted relationship that the advisers deliver but they also want what you see on the page. They look in the marketplace because they need all of these solutions. That's where we come in. I was just with an adviser in Tampa last week, and he talked about without me bringing up what I was planning to talk about with you today, he brought up to me unsolicited at breakfast, when I'm competing in the marketplace and going after money in motion. Lindsay, I deliver the firm. I leave with wealth structuring. I talk about access to our balance sheet. I talk about how I can take care of clients' day-to-day cash through our banking. And then I talk about the investment management. He happens to be one of our largest and fastest-growing advisers, and he wins in the marketplace every time. Therefore, the other reason this model is important is because of adviser retention and adviser recruitment. You all know adviser-driven flows are a core part of our organic growth and a core part of how we will accelerate our organic growth. So this all ties together.

The third reason this is valuable is efficiency. We've taken years to build what you're looking at on the page. It is not a siloed set of offerings. It's integrated, it's knitted together, it seamlessly delivered to clients, specialists around it. So as you'll hear from us today on how we're going to make step-change growth in our net new assets and new clients coming in, we've got this platform built, which allows us to drop more of that to the bottom line, we can grow efficiently. Okay. Client adoption is strong. But again, you'll hear from Eric and Katy across components of this is how we will get this in the hands of more clients.

Our third competitive advantage as we move to the next page, is our sources of new clients. So let me walk you through top to bottom on this page. You see a direct and digital wealth management platform and consumer investments that Holly spoke about, along with the consumer -- the consumer banking platform that is scaled. You see our workplace businesses 401(k), equity plan and employee banking and investing. And at the bottom, you see the full range of businesses that we serve from small business, and you'll hear about this later today, but small business all the way to the largest, most complex global corporations. All in, that represents a set of 69 million individuals and over 45,000 companies.

For a large subset of them, they've established their relationship with Bank of America through a door other than GWIM. And for a subset of them, their needs will evolve. Their needs will evolve into looking for a fully advised wealth management relationship. They -- said differently, they are in our house today and it is our responsibility and commitment to them to move them through the rooms of the house. And there are a lot of them. You will hear from Eric when we estimate the ones that we would define as high net worth and ultra-high net worth, you're talking about 11.5 million individuals and today, roughly 1.5 million are wealth management clients. The opportunity is enormous, and we're squarely focused on the execution.

Thankfully, we are not starting from scratch, thanks to the work of the local markets organization that Dean will speak about with you later today. Roughly 20% of the new relationships that we bring into GWIM come from one of these sources. The final and perhaps most important point on the page, as you move your eyes from left to right on the page, you will see that it is not about one of these sources of new clients, the power comes with having all of them. Left to right on the page, there is no other firm that can credibly say that they have them all. This is meaningful in our growth plans.

Okay. Let me bring it together for our key financial targets on the next slide, please. We will grow our revenue at a rate 2x that of our expenses. That will generate positive operating leverage and a margin that is north of 30%. We will also grow our return on allocated capital from 23% to 30%. Through all of that, we will continue to make strategic investments in this business, in particular, in the areas that I spoke about and what you will hear from Katy and from Eric.

So to close out, our key competitive advantages in GWIM are our advisers that talent base. It is our platform to serve clients from a solution standpoint and how it is knitted together. And third, it is our sources of new clients, and we will accelerate growth across all three. With that, please join me in welcoming Eric Schimpf to the stage.

Good morning. Thank you, Lindsay. My name is Eric Schimpf, for the last 2.5 years, I've served as the President and Co-Head of Merrill Wealth Management, and I'll start my remarks on Page 12. In a financial adviser led wealth management business, two things determine your outcome. One, the depth and breadth of your capabilities; and two, the talent of your financial advisers. As you just heard from Lindsay, we have both. And when you have both strong results follow and scale will ultimately drive the size of those results. At Merrill Lynch, we generated a strong return on capital and our business is very profitable compared to our peers. We generated over $19 billion in revenue, are responsible for almost $4 trillion of client assets that our advisers are among the most tenured decorated and recognized in the industry. We deliver this across the United States in 546 different locations.

Even with these strong results, we know we can do better, in particular, in terms of asset growth, and net income growth. Today, I'd like to do two things with you. Explain how Lindsay and I have built on the long history of Merrill Lynch to make some key strategic decisions; and secondly, our growth playbook. Let me start on Page 13 with some of our key strategic decisions.

As we have built and strengthened the wealth continuum at Bank of America, we at Merrill have been able to clearly center our client acquisition efforts on what we think is our sweet spot. The high net worth and the ultra-high net worth space, the two fastest-growing segments of U.S. wealth. Secondly, investing in our adviser force has allowed us to grow our number of advisers phasing off against that $67 trillion investable opportunity here in our country. To do this, we've invested in technology, retention, coaching across all cohorts from our trainees to our most highly experienced advisers. And thirdly, we've continued to strengthen and invest in our core platforms, many of which were first in the wealth management industry.

Merrill Lynch One, alternative investments our strong banking and lending capabilities and our strong digital and mobile applications, just to name a few.

Turning to Page 14. I'll now walk you through our plans for building on this foundation to accelerate our growth what Lindsay and I call our growth playbook. We have set 3 medium-term targets around what we think are critical for outsized performance. First, as one of the top wealth managers in the country, we have the scale and we have the infrastructure to be outpacing the industry in terms of growth. And we think we can reach a rate of 4% to 5% organic growth annually in the medium term. Not through market appreciation, but through true net new assets, this is what it means to take share.

Secondly, deliver net new fee-based assets between $135 million to $150 billion annually, while controlling natural fee compression, leaving us to expand that recurring revenue base that fuels our business. And lastly, we're targeting an additional 4 to 6 percentage points in terms of our pretax margin. This uplift was driven primarily by one of our core competitive advantages, our ability to deliver full banking and lending capabilities and solutions to our clients. In doing so, we will continue to grow net interest income, our most profitable revenue stream.

Now let me walk you through each of these in detail, starting on Page 15 with scaling of organic growth. Over the last few years, we've generally been operating in line with the industry when it comes to net new asset growth, and we think we can do better. The key to growth for us comes down to three things: winning more clients and winning them faster through our unmatched lead generation sources at the enterprise; two, continuing our strategy to grow all assets of our financial adviser force; and three, the continuation of investing in technology to deliver for our clients and help increase our financial advisers and support teammates' productivity.

Let me shift to Page 16 to discuss the continuation of the work around integration of enterprise clients to the wealth management business. You heard earlier from Lindsay, we have an opportunity to execute on a strategy that's been in place for over 15 years, the integration of existing enterprise clients to wealth management, and we think we can accelerate that even further. Just to give you some context, today at Merrill Lynch, we generate over 20,000 net new households a year and 75% of them start with at least $500,000. By way of highlighting just 3 examples of enterprise sources, we believe we have an estimated 11 million enterprise clients who could and should be Merrill clients. And today, we only serve 1.5 million of them. We estimate those clients, again, who are not part of wealth management today, have at least $10 trillion of investable assets off us. Just capturing 1% of that opportunity would be $100 billion in client flows. That alone is 2% growth towards our target of 4% to 5%. To accelerate that growth, we're doubling down on our line of business partnerships, the rigor and our approach. This is something that is already built. It is our job to execute.

To do so, we'll continue to use data to identify opportunities, benefit from all of the marketing that all of our partners do. We've embedded service level agreements. We've embedded technology to document all touch points as our clients progress through all channels of Bank of America, leading to more opportunities, greater integration and faster and stronger conversion rates.

Now shifting to Page 17, talk about growing our adviser force. Growing our adviser force is key to providing more advice to more Americans and taking a greater share of that $67 trillion opportunity. Our advisers already serve a larger percentage of their primary client asset base and our client satisfaction has never been higher. We think you grow an adviser force three ways; the largest and at scale is training new financial advisers. Secondly, you keep the ones you have; and third, select competitive hiring in markets you already operate in. Investing our experienced advisers over the last few years through training, technology, benefits, a strong focus on succession planning has led to all-time historic lows in FA attrition rates. 18 months ago, we made a decision to restart competitive hiring, which has already led to a meaningful amount of new clients and new assets, which will only accelerate when all of our field leaders in all of our markets bring in new experienced advisers. And lastly, at Merrill Lynch, we have a strong history of developing the next generation of financial advisers. This is an investment in growth, and it is something that we do at scale. There are currently over 2,400 trainees in our training program who are operating in line with our strategy. They use Merrill Lynch One, they use lending capabilities when clients have the need. They deliver banking, they wrap it in our strong digital and mobile solutions. Today, 30% of our net new households are coming from this population.

Page 18 presents our third step in increasing organic growth in terms of taking share. The other piece and probably the most important is delivering more productivity to our advisers, and there is no greater lever that we have to boost that productivity today than the use of technology. Adding to the competitive advantage that we have investing in our own technology portfolio is our ability to sit and ride side by side with the scale of a Bank of America's technology investments that are made year-end and year out. Going forward, we will continue to increase our investments in terms of adviser productivity, support staff productivity, giving our teammates thus more time to serve more clients.

Slide 18 shows you how we're thinking about artificial intelligence to increase that productivity. Artificial intelligence as 1 example, will allow us to speed up premeeting preparation. Just recently, we put on every adviser and teammates desktop artificial intelligence that has the ability to review client statements, financial planning documentation, market performance, results, notes to prepare a comprehensive client review in a matter of minutes, something up until a few weeks ago was taking individual teammates hours and hours to complete, again, giving all of our teammates time back to invest in more clients. I hope you take the time to see this in some of our other innovations in all the technology demos that are going on around today.

This rounds out our organic growth plans and now shifting to Page 19 and the second pillar of our growth playbook, the expansion of our investment platform. Currently, the foundation of our business is the $4 trillion of investable assets. But the strength of that foundation is the $1.7 trillion that sits inside of ML1, generating a recurring annual revenue stream. We believe we can grow that revenue by an additional $1 billion a year by adding anywhere from $135 billion to $150 billion net fee-based assets, which will come from, yes, new clients and gathering a larger wallet share from our current clients, but also from the shift of assets from our brokerage platform into Merrill 1. Merrill already has a strong history of growing AUM and a track record of making that shift from brokerage to our fee-based platform with a compounded annual growth rate north of 7% since 2013. And even with that growth, we still have $2 trillion of opportunity on our brokerage side of our business. Key to capturing this opportunity is continue to expand the value at our platform. Today, more than half of our new pay based assets go to internally managed portfolios. Going forward, we will continue to invest in those model portfolios across all asset classes, across all risk tolerances.

We've expanded our infield specialist support, people who support our advisers every step of the way. And will continue to invest on behalf of our clients to transition into this platform and to make it easier to optimize that transition in a tax-efficient manner and for very specific scenarios, thinking the concentrated stock portfolio transition.

On Page 20, I'd like to share our growth and investments in our alternatives platform. Alternatives of asset class that provides strong benefits for our clients and allows us to deepen the relationships we have with them, and we have strong momentum in alternative investing today. We have already over $90 billion of client assets and over 350 billion solutions -- 350 solutions and a continued FA adoption. Just this year, in the third quarter, we announced a year-over-year increase of 12% in financial adviser adoption. Advisers using alternative investments for the very first time. And we believe once they use it once, they will continue use it.

We are closing in on 7,000 regular users of our alts platform, and we will continue to drive this and lead this through the training and education of our financial advisers. But $90 billion is about 3% of our asset base, and we believe future state is more like 10%. Three things we need to grow in the alternative space, offer more high net ultra high net worth solutions. You may have seen our recent announcement around our expanded alts offering for exclusively with clients north of $50 million. This is already live today. Second, we will continue to invest in the sales process and make it easier for clients to enroll for our financial advisers to deliver. This year alone, 70% of our advisers have received in-person training on our Alts platform. And lastly, building it ourselves and alongside some of our partners offering more solutions to the high net worth population, bringing Alts to everyone who clearly fits our space in the wealth continuum.

Now shifting to Page 21. The third pillar of our growth plan is increasing our net interest income revenue stream through the increased usage of our lending and banking capabilities. And we're already working off a very strong foundation. We already deliver a larger share of NII as a percentage of our revenue compared to our peers. Growth in our loan book and rising client adoption of our banking solutions is well underway. Today, 65% of our financial advisers have at least half of their clients using our Bank of America banking capabilities, proof of growing and continued adoption. Again, this is a story of execution, not something that needs to be built. We're already doing this, and we know we can accelerate the results.

Turning to Page 22. Lending and banking go hand-in-hand with holistic wealth management. This is a win for our clients. It's the most profitable type of revenue at 70% to 80% of that incremental revenue in this space drops to our bottom line. Based on growing balances with new and existing clients, we can believe -- we believe we can contribute an additional 3 to 4 percentage points to our pretax margin.

Let me cover the ways we'll do this starting with lending. We offer our clients three types of lending solutions, custom credit, securities-based lending and a suite of home mortgage offerings. One opportunity, just one in the custom credit space is today, we have 54,000 clients with at least $10 million with us. But only 2% of them use our custom credit solution set. We think we can grow that to at least 8%. To do that, we've invested in the space. We've invested in the training. We've created the Merrill Lynch Lending Solutions Group, which gives our financial advisers access to advice, guidance, sales support, along with our already existing in-field specialist teams. We also have an opportunity to grow our deposit base. Our clients have two types of deposits. One, their daily core banking deposits; and two, their investment cash. We already benefit from leveraging the Bank of America Banking chassis. Over the last 2 years, we've invested in the Merrill Lynch Banking Solutions Group. We've aligned financial adviser incentives and grew our in-field support. We've already deployed technology to our support teams to serve wealth management clients around their banking needs, the way wealth management clients want their banking needs served. Today, 52% of our Merrill clients use our Bank of America banking solutions. We think we can easily lead that to 70%.

Secondly, with regards to investment cash, our clients today have over $215 billion an off-balance sheet cash-like alternatives like third-party money market funds and treasuries. In 2025, we took the time and the investment dollars to launch on-balance sheet solutions with competitive rates that match our clients' liquidity needs. The last which was just announced and will go live and be implemented in December of this year.

Moving to Page 23. I just spent the last few minutes explaining three meaningful categories of our growth playbook. And here you see them all together, how it will lead us to 4% to 5% organic growth. Just one of the examples I shared with you scaling client acquisition through partnering with the enterprise has the potential to deliver more than $100 billion halfway to that goal. Continue to grow our financial adviser force will be a meaningful driver that is already producing growth today. And thirdly, the opportunity to deepen relationships with our existing clients to our fee-based platform, our lending capabilities, our banking capabilities, our alternative investment capabilities are levers that just round out our organic growth potential.

Turning to Page 24. In closing, I'd like to reiterate our growth priorities in the medium term. And as I mentioned, the foundation for much of this work has already been built and momentum is in our favor. As we look to generate step change in growth, we have the confidence in the talent of our advisers, our strong field leadership teams and the power of our platform. I just covered the 4% to 5% organic growth target. We will continue scaling our investment platform to expand our recurring revenue base and margin expansion will be realized through higher net interest income driven by client adoption of lending and banking solutions. We have proven that we can deliver positive operating leverage by keeping revenue expenses growing in line with revenue growth, while keeping other expenses relatively flat and still have plenty left over to invest in our platform, our technology, and most importantly, our people. It's my pleasure to now turn it over to Katy Knox to discuss the Private Bank.

All right. Good morning. Thank you, Eric, and good morning. I'm Katy Knox, and I lead the Private Bank. I'm excited to share our vision with all of you this morning. Today, we operate as one of the largest private banks in the country, managing $745 billion in client balances, which includes $95 billion in loans and $65 billion in deposits. We are uniquely positioned in the industry with our very strong deep client base and our exceptional talent.

We provide comprehensive solutions at scale across 75 local markets, 75 of the 97 that Holly mentioned earlier. Our offering is further enhanced by our ability to reach across the enterprise and deliver this entire company to our clients. As you heard from Lindsay and Eric, we have unique strengths, deep industry expertise, breadth of solutions and exceptional connectivity across our company.

Moving to Slide 3. I'll review how we'll leverage these strengths to drive growth across wealth management. First, talent. We're developing and attracting the best talent in the industry. Second, our products and solutions delivering personalized solutions to our clients at the exact right time. And third, our partnerships, leveraging our strong enterprise relationships to drive growth at scale. And fourth, our leading technology, data and AI tools, building on the strong foundation to drive productivity, efficiency and an exceptional client experience. We continually invest in four areas: our people, platforms, partnerships and technology. That solidifies our leadership position.

Now let me turn to Slide 4 to share our progress and some of the opportunities ahead. Let me first start with our talent. We are developing the best-in-class talent. It's the foundation of our strategy, our people. We've made significant investments in our talent to support them at every stage of their career. First, we built an early career program. We have over 300 participants from our analyst group, and we are building an incredible pipeline to serve the next generation of our clients.

Second, we focused on career development. We created a clear career path for every single position across the private bank. Third, we're expanding our hiring in key strategic markets to capitalize on growing wealth opportunities. We hired over 140 client-facing associates, including 55 advisers. These new teammates are driving over $1 billion of new balances quarterly. We're continuing to build a strong, high-performing team representing every generation, ready to serve our clients today and in the future.

Turning to Slide 5. This map illustrates our presence and expansion across key strategic markets. You can see our strong national footprint covers 90% of the wealth opportunity in the U.S. We are strategically aligning our resources to capitalize on that opportunity. Currently, 60% of our new hires and 50% of our advisers are in these markets. We've been investing heavily to increase our adviser base, elevate our line of business partnerships and just driving momentum across each of those local markets. You'll hear a lot more from Dean this afternoon on our competitive advantage in those local markets, but it is a huge growth engine for us across wealth.

We're very well positioned in the Private Bank. We have 70% of our year-to-date revenue growth coming from these markets. Underpinning this market presence is our comprehensive products and solutions. On Slide 6, you'll see a full suite of our products across wealth management. Lindsay mentioned our competitive strengths and our distinct advantages. I'll emphasize just a few really unique solutions that are driving significant growth for us. Our investment platform brings the full power of our enterprise to each of our clients. It spans traditional equity and fixed income strategies. And as Eric mentioned, a premier suite of alternative investments.

We also offer leading trust, estate and planning capabilities. We're the top provider across all of those products. It allows us to capitalize on the wealth transfer opportunity and start planning conversations much earlier. Our banking and lending solutions are also best-in-class. Our lending products provide customized financing for real estate, fine art, aviation, marine and sports franchise, just to name a few. And our treasury management solutions are increasingly being utilized by our clients who need customized solutions for their very unique needs.

Turning to Slide 7. You'll see an example here that really amplifies the growth across wealth management. Today, we manage $83 billion in investments for endowments, foundations and nonprofits. Our recent research illustrates that these institutions are increasingly looking to outsource that investment management. Over 70 site the lack of internal resources and specialized expertise as reasons for that outsourcing. We hold the #1 position here and see a significant opportunity for future growth given our highly specialized industry expertise. Importantly, we engage these nonprofits foundations and endowments locally. These local connections build trust. Use Boston as an example. Here, there is a $90 billion opportunity. And through our partnerships and our market president, we have connectivity with 60% of those organizations. And we can replicate that in every single one of our local markets, positioning us to drive significant growth to $120 billion in AUM.

Moving to Slide 8. This is another example of significant growth that we see in serving family offices. They are expected to double over the next 5 years, and 60% will transition to the next generation. Importantly, 85% of them are tied to a family-owned business. So through our partnerships, with both business banking and the commercial bank, we're already covering many of those businesses. Our strength lies in the enterprise-wide collaboration delivering coordinated solutions across our company. One of these key solutions is CashPro, our treasury management platform, where our Private Bank clients seamlessly moved $200 billion. You'll see a demo at lunch, and you'll also hear from Mark during the panel about CashPro. We're continuing to really focus on this opportunity by growing our resources by 30%, expanding our capabilities through targeted investments and activating the full power of our firm.

On Slide 9, you'll see another example of a key strength. Our credit and banking platforms are among the best in the industry. They are uniquely tailored to the ultra-high net worth clients. They offer flexibility and sophisticated capabilities that our clients need to manage their day-to-day banking and liquidity. We've seen strong balance growth here in the last 5 years as a result. Both loans and deposits are up 50% since 2019 and 90% of our Private Bank clients are using our banking solutions. These core capabilities drive strong long-term relationships with our clients.

Turning to Slide 10. This illustrates the importance of the partnerships that you've been hearing about all morning. We have tremendous connectivity across all of our businesses. We have been very intentional with our strategy to collaborate across all of the lines of business. We've generated over 100,000 introductions which has resulted in $50 billion in balances and has driven 45% of our new relationships in the private bank.

Our consumer investment partnership resulted in $7 billion of collectively in new assets just last year, and we have a 60% close rate through that partnership. Our commercial partners have also driven a tremendous amount of activity, resulting in $20 billion in client balances over the last 5 years. And our introductions with both GCIB and Global Markets have increased by 35%. We've made good progress here. But as you can see, we have a significant opportunity to continue to grow.

Turning to Slide 11. You'll see several examples of significant investments we've made in technology, data and AI tools. Our objective here is really to deliver an exceptional client experience and drive productivity. We've invested in an integrated, personalized and secure digital experience. 94% of our clients are digitally engaged, which is among the most active in our company. Those clients are also using all of our capabilities. They've sent 1.2 billion Zelle payments, which is up 30%. For our teammates, we're building simplified tools and we're integrating AI into our core processes. Our new client servicing portal consolidated over 300 activities into one single portal and 100% of our teammates now have access to these AI tools to assist with their daily work and deliver proactive advice to our clients. We're seeing a lot of improvements in productivity through easier meeting prep and follow-up, unique client insights and better understanding of our clients and their full relationship.

Turning to Slide 12. As you've heard, we are uniquely positioned to continue to drive growth, scale our capabilities and leverage our partnerships. This translates into $1 trillion in client balances. $5.5 billion in revenue, which is up 40% and and also reflects a 500 basis point improvement in our pretax margin. On behalf of my partners, Lindsay, Eric and I are excited for the future. We have a top position in the largest wealth management market in the world. We have industry-leading solutions delivered at enormous scale. We're winning share through the power of the enterprise connectivity. Our talent allows us to stay nimble and positions us to serve the evolving needs of all generations of clients. Our growth is accelerating as we invest in people, capabilities and technology to maintain our industry-leading position. Thank you very much, and I will now invite you to take a brief break, and we will see you shortly. Thank you.

[Break]

Well, good morning, and thank you all for joining us once again. My name is Matthew Koder, and I'm the President of Global Corporate and Investment Banking. And that's a business that I've had the privilege of leading for the last 7 years. I'm here to kick off the business and institutional clients portion of today, which comprises both Global Banking and Global Markets.

So first, I'll quickly introduce you to the Global Banking segment, and then I'll dive a little bit deeper into Global Corporate and Investment Banking. So let's get started by flipping to Page 2. On this page, you can see where Bank of America -- sorry, where Global Banking fits within the broader Bank of America platform. Global Banking is comprised of Global Corporate and Investment Banking, which I lead, global commercial banking, led by Wendy Stewart and Business Banking led by Sharon Miller.

On Page 3, you can see some of the financial highlights representing the size and strength of this segment. Global Banking is a big business, $24 billion of revenue in 2024, nearly 1/4 of Bank of America's revenue. Year-to-date through the third quarter, we have $17.9 billion in revenue, $5.7 billion in net income with a return on average allocated capital of 15%. And we're performing well across several key metrics. Deposits growth of 15%, loan growth of 3% in what is a difficult loan growth environment and total corporation investment banking fee growth of 10%, which I'll talk more about in a few minutes. So a large business with a significant contribution to the firm.

Now turning to Page 4. Across Global Banking, there are several foundational beliefs that we bring to work every day. And our beliefs are closely aligned with those of the broader organization, but fine-tuned to reflect the unique characteristics of our business. And these are really important to us from a cultural perspective. Specifically, we believe that our clients are genuinely at the center of all of the decisions that we make, and we have to place them at the center. We believe that enduring client partnerships for the long term are built on trust, the power of our people, our coverage model, strategic advice and consistent delivery. We believe that our clients really value our ability to deliver U.S. and global capabilities but in a very local context, regardless of where they are in the world. We really believe in flawless execution, that will set us apart and operational excellence and that they must remain embedded in our culture from the top to the bottom. And we believe that a very innovative digital experience is not just a competitive advantage, but it's a growth enabler as well. So with those in mind, let me deep dive into Global Corporate and Investment Banking, starting on Page 6.

We have a best-in-class corporate bank, and we're a top 3 investment banking franchise globally. We offered a full range of financing, deposit, treasury products. And we're a leader across underwriting, advisory, distribution services, while offering a very top-tier comprehensive FX and risk management platform. This comprehensive product set and our global presence really do give us a unique competitive advantage. Despite the strength, despite the foundation that we've built for many years, we see a very good opportunity for future growth.

In corporate banking, we see the opportunity to continue to deepen our relationships with existing clients. I'll walk you through that and add more clients, particularly outside the United States, and service more of their subsidiaries all around the world. In Investment Banking, we're a top 3 bank, and we have been a top 3 bank for the last 4 years. But again, we see upside to improve our position in mergers and acquisitions and equity capital markets to really get deeper into the middle market here in the United States to capitalize on opportunities with new economy clients and to deliver holistic solutions across the entire capital structure.

On Page 7, you can see a snapshot of the size and strength of our business, $13.3 billion in revenue, which has grown 17% since 2019, $3.9 billion in net income. We have people in 35 markets globally and have 5,000 employees, and we cover a lot of clients, 12,000 clients overall and of those 2,000 are corporate banking clients to whom we lend. I mentioned we're a leading corporate bank with $358 billion in deposits and $176 billion in funded commitments. And we're a leading investment bank. As I mentioned, not just top 3 -- a platform of this scale and breadth is virtually impossible to replicate model reflects decades of investment, deep client relationships and global reach.

If you turn to Page 8, a very important part of our franchise is offering a globally integrated model across both corporate and investment banking. This is where our global presence, our world-class capabilities that unique ecosystem of complementary businesses and our exceptional team set us apart. And this allows us to offer truly holistic solutions across the full product spectrum. The company is ranging from early stage and middle market companies through large corporates, government entities, financial institutions, private capital providers and financial sponsors.

Turning to Page 9. Through the significant investment we've made in our business through the key -- 3 key levers of balance -- technology, we've built this strong foundation for which we can drive future growth. And that foundation and that growth really widens our competitive moat. You can see that we've added new clients. Our client count increased 66% over the last 5 years or so. We've increased coverage of U.S. middle market clients by 86%. And we're now covering 35% more international clients within corporate banking over that same period. We've also deepened our coverage. Our deposits are up significantly 2x through since 2019. We've digitized and we've become more efficient in our payments business while really driving client stickiness. And we've deepened our local presence, growing our emerging growth in regional coverage locations here in the United States by 26%.

And we've scaled for growth. Our headcount is up 22%. We spent the last few years building up our talent pool with a strong focus on hiring exceptional resources for our platform so we could cover more clients and serve those clients well. But given that nearly 70% of our cost -- our direct costs are personnel related, as a result of that investment, we've been fighting expense growth over the last few years. And we feel like now we're at an inflection point where we're able to capitalize on all of those investments that we've made. And not only that, at the same time, we're actually very excited about our ability to use technology and AI to scale our business, will not only scale our business but also drive headcount efficiency over time.

So we've built the foundation. We've invested in our business. We're now uniquely positioned to capitalize on that foundation to really drive growth. So let me start by diving into the corporate bank in a bit more detail, starting with Page 11.

Our corporate banking business is a scaled top-tier global corporate banking platform. You should think of us as having global reach, but very local delivery. We've got a very long tenured, experienced, a globally coordinated senior relationship management team with an average tenure of 9 years at the Managing Director level in 17 years at Bank of America -- we offer. Our fortress balance sheet clearly helps, and we have a leading digital platform to service our clients, and it's a big business, $10 billion of revenue, up 20% since 2019. We cover 78% of the Fortune 500. We have offices in 31 markets, and we cover clients in 71 different jurisdictions.

Let me talk a little more about our deposit and loan balances on Page 12. You can see on this page, we've had robust growth in deposit balances, up significantly, up more than $210 billion since the fourth quarter of 2015 and up 2x since 2019 as our clients have increasingly sought out our stability, our size, our strength, our capabilities. And we're expecting that growth to continue targeting deposit growth in excess of nominal GDP. And on loans, you can see that our balances have been resilient despite what has been a difficult loan growth environment. You ride back a little bit. You can see that between 2015 to 2019 pre-COVID, we actually achieved strong loan growth of about 24% or a 6% CAGR. However, thing has clearly changed with COVID. First, we had a very significant COVID-induced spike in loans, and then there was a huge paydown, followed by a period of relatively slow to no loan growth for a number of reasons. But as the business environment improves, and we expect the business environment to continue to improve, we do expect loan growth to resume in the mid-single-digit range going forward.

If you turn to Page 13, you can see that we're recognized as being best-in-class. In corporate banking, where we consistently recognized as the best and most innovative corporate bank in the United States. And in Global Payment Solutions, clearly a critical business for us, where we're recognized for excellence in cash management, trade finance and our digital capabilities. And my colleague, Mark Monaco will talk more about our GPS franchise later.

So when you step back and you think about the future, once again, we've got this great foundation upon which to drive growth. In fact, on Page 14, you can see that we expect to generate annual revenue growth in the mid-single digit range in the medium term. And to achieve this growth, we've identified four important strategic priorities: firstly, deepening and globalizing client relationships; secondly, expanding our international client base. Thirdly, driving our business with global clients and their U.S. subsidiaries; and fourthly, integrating with investment banking to enhance market share. So let's hit each of these in some detail.

Firstly, on Page 15, deepening and globalizing client relationships. When we put the client at the center of everything that we do, and we really focus on listening to them, solving issues, anticipating needs, identifying opportunities, we can drive a very comprehensive, multifaceted client relationship, client by client, bottoms up. And we can measure our success here by looking at, for example, what we call solutions per relationship or SPR. And you can see on the top left of this page that if we increase solutions per relationships with clients, then we're going to generate a lot more revenue. The example here, in fact, shows that we generate 16x more revenue with clients when we sell them 7-plus solutions per relationship versus clients with only one solution per relationship.

And if you look at the top right-hand side, you can see the scale of the opportunity here. 17% of our client base has less than 2 solutions per relationship, 22% have between 2 and 3, and a further 30% have between 4 and 6. We're also very focused on globalizing our client relationships, and we track that in a similar way through what we call countries per relationship or CPR. On the bottom left, you can see that if we grow from 1 to 5 countries per relationship, then we're going to triple the revenue that we earn from that client. And on the bottom right, once again, you can see the scale of the opportunity for us here because we service close to 60% of our client base in just 1 or 2 jurisdictions.

Now across both SPR and CPR, it's important to emphasize that serving clients around the world isn't easy. The regulatory, operational and cultural complexity can be significant. But it's precisely that complexity that sets us apart. That's our ability to deliver consistent, high-quality solutions to clients globally is a key differentiator.

The next part of our strategy is to expand our international client base -- and you can see on the top left-hand side of Page 16, that we expanded our U.S. Canadian corporate client base by 9% over the last 5 years, and international has been a lot faster up 36%. But once again, there's upside ahead of us. On the top right-hand side, even though we've grown clients internationally by 36% over the last 5 years, we expect 40% plus growth in Europe, Middle East and Africa over the medium term. In Asia Pacific, 30% growth, and in LatAm, 20% growth. The third leg of the strategy is to further drive our business with global clients expanding in the U.S., so covering their subsidiaries in the U.S., which is on Page 17. And here, we believe that we have an amazing opportunity. We are one of only say two banks around the world. We've got the key ingredients that are necessary to successfully serve subsidiaries of multinational corporations doing business in the United States. Number one, as you'll hear from Wendy and Sharon, we've got the #1 banking platform here in the U.S., which provides us with the necessary depth and breadth of coverage and also the necessary product capabilities to deliver locally. And secondly, as I mentioned previously, we have a very strong global platform servicing clients in 71 different jurisdictions. There's not many banks which have that combination of strength and depth in the United States and strengthen depth globally.

And there's three avenues of growth which we're focused on, which we believe will create an annual incremental revenue opportunity of about $800 million a year. First is just to do more to deepen our relationships with existing subsidiary clients who we already bank in the United States, and that represents about 50% of the opportunity. And the other 50% comes from onboarding U.S. subsidiaries of existing international clients, so we don't already bank here in the U.S. and onboarding subsidiaries of all those new international clients we're going to onboard over the next few years. And I think it's important to emphasize here that the opportunity is significant and it's amplified by the current economic and geopolitical environment, where we're seeing higher relative GDP growth here in the United States, and considerable foreign direct investment as a result.

Turning to Page 18. The fourth strategy is to further integrate with Investment Banking, and we already do this well. Compared to our overall investment banking market share of 6.2% and the #3 position globally, our market share in investment banking products for corporate banking clients is 9.3%, with the #2 global rank and with significant market share pickup in each of the key products, whether they're financing or strategic. We also provide tailored market solutions to these clients, supporting their currencies, rates and hedging, payment flows and broader treasury needs demonstrating the full breadth of our capabilities. And while this is a good starting position, there is even greater upside as we aim to be, and we should really be #1 with our corporate banking clients. And you can see the medium-term targets shown on this page.

So when we step back and we look at corporate banking overall, there are a number of opportunities for us to continue to grow our business, whether it's delivering more of the bank through deepening and globalizing those client relationships, whether it's adding more clients, both in the U.S. and internationally, or whether it's delivering a more integrated service across the platform, we're really excited about the opportunities ahead of us.

Let me now turn to Global Investment Banking on Page 20. We also have a scaled, top-tier investment banking platform with a comprehensive suite of capabilities, with senior talent with deep industry and product expertise and with an expanding client footprint focused on the middle market and global commercial banking clients here in the United States as well as growing our international client base. $6.2 billion in investment banking fees last year, as I mentioned, 11,000 to 12,000 clients, 5,400 transactions a year, 3,100 bankers, 25 offices here in the United States, 60 offices globally and the clients located all around the world in 87 different jurisdictions. And similar to corporate banking, we see upside across all products, sectors and regions.

In order to grow, we can leverage the strength and depth of our existing platform, which you can see on Page 21. In mergers and acquisitions, although we're ranked #4 in announced volumes, the investments we've made over the past few years are starting to pay dividends. For example, we're now the top U.S. activism adviser, a position which will drive strategic business for us over time. And we've already had a very active year in M&A. In fact, we've been advised on 3 of the top 7 largest deals year-to-date, including being the exclusive sell-side adviser and the largest deal year-to-date. We're #1 in investment-grade bond volumes and #2 overall in investment-grade fees. We've been the #2 bank in investment-grade M&A financing over the last 10 years. We're the leading dealer in U.S. commercial paper programs, and we're the perennial #1 in private placements here in the U.S., in fact, for 28 consecutive years.

Again, we're #1 in leveraged loan volumes and #2 overall in terms of fees, raising more capital than any other bank since 2020. And in equity capital markets were #4 overall based on fees, but we're #3 in U.S., Canadian ECM volumes year-to-date. We've been a bookrunner on 8 of the 10 largest global ECM offerings and 9 of the 10 largest global IPOs since 2023. And in the rates and currencies business, we are 1 of the world's best banks for corporate FX payments. We transact $4 trillion of volume annually, and we're an industry leader in M&A hedging and structured transactions. Now in addition to having this great platform on which to build, we're confident that the investment banking fee environment itself will continue to improve.

And as you can see on Page 22, it's important to recognize that a desurging during those exceptional pandemic-driven years of 2020 and 2021. The fee pool really did sharply correct by nearly 40% between 2021 and 2022 and a further 15% between 2022 and 2023. It was only really towards the end of 2023 and into 2024 that we started to see activity return to a more normalized level. And this year, the fee pool is tracking to be around $100 billion. And given the macro environment, which we are entering into, strong growth, lower rates, moderating inflation, real resilience of the corporate sector, particularly in the United States, no levels of cash in the system. We do expect to pick up in activity. And consequently, the fee pool going forward, which presents a very good backdrop for a strong growth opportunity for us going forward.

If you turn to Page 23, you can see how strong our existing business is, but you can also see the clear opportunity for growth which we have ahead of us. Globally, we're #3 overall. I mentioned a position that we've held for the last 4 years with a 6.2% market share. I want to emphasize that we're proud of our #3 position, but emphasize even more that we're not satisfied with that. and we see an opportunity ahead of us. Looking at our performance through original lens in the U.S. and Canada, we've got a 7.4% market share in the #3 position. In Europe, Middle East and Africa, we're #5 with a 4.5% share, but there's a relatively tight clustering of banks in the top 10. In Asia Pacific, we're the #3 bank in LatAm, we're #2 and an upside in all of these areas. When we look at market share by product and I mentioned #4 in M&A and ECM, #2 in investment grade and leverage finance. And again, there's upside in each of these products, which I'll talk about in more detail in a minute. And when you look at our sector performance, we're top 3 and 5 sectors, to 4 and 3 of the others are #6 this year in one sector, which is health care, which we believe is an anomaly this year. But again, potential upside across all industries. Across our platform, we expect strong revenue growth over the medium term.

And in order to achieve that growth, we're focused on 7 key areas outlined on Page 24. Firstly, which I just discussed, so I won't discuss it again, is integrated with corporate banking to enhance market share; secondly, is enhancing our leadership position in debt capital markets; thirdly, growing share in the U.S. middle market; fourthly, really focusing on M&A to drive growth; fifthly, capitalizing on our ECM market momentum, which we currently have; sixth is investing in our recent currency solutions business; and seventh is really a focus on the listed capital structures.

So let's turn to enhancing our leadership position in debt capital markets on Page 25. I mentioned our #2 ranking in both global investment grade and global leverage finance, but we have an opportunity to do more. Given that we do more deals than any other bank in these areas, we generate an enormous amount of data. And we have an opportunity to deliver data-driven proprietary insights and really advanced analytics to clients. We're very focused on delivering innovative credit structures across the entire capital structure, including private capital solutions, which I'll talk about more in a minute. And there's an opportunity to further drive bespoke acquisition financing solutions, whether that's across syndicated loans or bridge facilities or bonds or increasingly various types of private capital, including direct lending and hybrid equity.

Flipping to Page 26. The third key area is to grow share in the U.S. middle market. The U.S. middle market typically represents around 20% of the global investment banking fee pool and 35% of the U.S. investment banking fee pool. So it's a very big opportunity. We have 25 locations across the U.S. now, with approximately 200 emerging growth in regional coverage or eGRC bankers in those locations, serving our GCB and middle market clients, which were generally defined as companies with between $50 million and $2 billion of revenue. We've grown our client count over the last several years, and very importantly, we're ranked #1 with global commercial banking clients. You can see in the middle there that we have gained 87 basis points of market share and improved that rank over the last 3 years. And on the right-hand side, we have a number of initiatives to grow market share, including really continuing to invest in that emerging growth and regional coverage platform to cover more clients. Intensifying the investment banking coverage of those clients where it makes sense by delivering our sector team expertise into that client base and working with the global commercial banking team to very systematically review opportunities across their very, very large client base, which Wendy will talk about.

On Page 27, the fourth strategic priority is to focus on mergers and acquisitions. And we've got a strong #4 position, but you can see on the bottom left-hand side that there is an opportunity ahead of us to gain market share. If you look at the chart in the middle, we know exactly where the opportunities exist. We have to do transactions. You can see that we do about 30% fewer transactions in our competitors. And we also have to continue to add more value to our clients in the context of M&A assignments, taking on more lead roles, and that will drive growth in fees. On the right-hand side of the page, we know what we need to do to continue to improve our position for investing in our team to leveraging our entire platform to continuing to invest across all of our capabilities. And we know that our strategy is working. When we look at our forward pipeline is up double digits year-on-year. But it's not just the size of the pipeline, which we feel good about. We feel very good about the quality of the pipeline, too. More larger deals than ever before, more cell sites than ever before and more so or lead adviser positions than ever before.

On Page 28, the fifth leg of the strategy is to capitalize on the momentum which we have been building in our Equity Capital Markets business. We're #4 year-to-date, and I'm actually quite proud of being an active or lead left book on roughly 75% of the IPO deals that we've done this year. We're #2 in equity linked volumes here in the United States. In fact, we're #2 in all volumes here in the United States. And as you can see in the chart on the bottom left, we're #6 in IPOs, #4 in follow-ons, #4 in blocks and #4 in equity linked. So again, we've got this good foundation upon which to build with a real opportunity to outgrow the market over time. You can see on the right-hand side, which I won't go through some of the areas in which we're focused to do this.

Turning to Page 29. The next priority is the leading rates in currency solutions. And this is truly an integrated business with a 25% return on regulatory capital, transacted in a 140 currencies, as I mentioned, 4 million transactions a year and $4 trillion in annual transaction volume. You can see that we've already grown at close to a 10% client value CAGR over the last 5 years. And our key initiatives to drive growth include accelerating innovation in our payment solutions area, working closely with both markets and the GPS team, which you'll hear more from later, increasing our penetration with clients globally, particularly related to our corporate banking strategy of expanding internationally and leading in event-driven risk management, particularly by pairing advice with bespoke derivative solutions.

And then finally, on Page 30, we're focused on delivering listed capital solutions, really tying into the growth in private markets. We understand all of the trends, as usual, the significant evolution of the size and focus of private capital providers biggest firms getting bigger and even more diversified. On the other side of the coin -- sorry, obviously, there's a massive financing requirement, the scale of the new private economy and financial sponsors are increasingly focused on nontraditional creative financial structures as many of our corporate calls. Large-scale financing in a private context is now feasible, it's commonplace and it's attractive relative to the public markets. As a result, there's larger demand for integrated solutions across debt, equity and derivatives. And in order to tackle those solutions, we already provide domestic nontraditional financial adviser to our corporate and sponsor clients. And we've had quite some success in delivering large-scale private transactions. We've got dedicated pools of private debt capital to support growth for private new economy clients we've established our continuation of fund advisory business and already this year have done one of the largest single asset continuation fund deals. So stepping back in investment banking overall, we're very excited about the opportunity to grow our business and take market share. It's been a journey that we've been on for some time.

Now in addition to driving that core investment banking business and our core corporate banking business is a number of other important levers, which we're focused on to drive results, starting with Page 32. And the first is to partner very closely with other lines of business to deliver the firm. Now look, I'm very fortunate to work at a fun where our global commercial banking business is a real benefit for GCIB, where our Global Markets business is a real loans for us. where our wealth franchise is a real bonus for us. We have all of these advantages working together that realistically only 1 or 2 other banks come to [indiscernible] 4. And not only do we benefit from those close partnerships every day, but we also deliver for other lines of business. And let me give you 3 examples. One, since 2023, investment banking has made over 600 introductions to global commercial banking clients for core commercial banking and treasury relationships. Two, in the last 2 years, we've introduced 70 clients with over 1.6 million eligible employees through the consumer bank B&A program, which Holly talked about; and three, GCIB has made over 1,000 introductions to the wealth management franchise over the last few years. And we think this is just a tip of the iceberg of what we can deliver in the future as we continue to drive integration.

Turning to Page 33. We also have to invest in talent, and we do believe that junior talent is the foundation of our business, and we're highly focused on the junior banker experience. We've appointed a productivity and innovation executive who is a direct report of mine to really focus not just on the junior banker experience, but on how we reimagine the work junior bankers do, and how we rethink the workflow between senior bankers and junior bankers using better processes, technology and of course, incorporating AI. This means a change in culture, focusing on training and development, talent planning, performance management and very importantly, really listening to our people to drive the right kind of change going forward.

And turning to Page 34, one of the areas that we've been changing a lot is leveraging technology to transform investment banking and capital markets. We've been [indiscernible] our business for quite some time using analytics and modernizing the core platform to really improve banker and execution efficiency. We've introduced a knowledge sharing platform for Junior Bank, which is incredibly popular and useful. We've also been automating many parts of our business using bots to help with various parts of execution. In our capital markets businesses, we've introduced many tools, which allow us to link issuers and investors directly. And more recently, we've introduced a suite of Gen AI products to really help with a variety of use cases, meaning preparation, idea generation, pitiful creation, preparation for [indiscernible] meeting. It's really just a number a few, but there are many, many, many potential applications. And I want to be clear that the ultimate aim of all of this is to increase productivity and efficiency. These tools will allow us to optimize our resources more appropriately and that will translate into expense savings over time.

So flipping to Page 35 and bringing it all together across GCIB. We have built a very strong foundation for our business. We've invested to deepen our -- and broaden our presence here in the United States and internationally. We have invested in growing our workforce, and we have invested in technology. All of this gives us the ability to scale our platform and also continue to create that very significant competitive moat that we have. And as I just went through, you can see that we've been genuinely quite successful over the last few years, but there is an opportunity to do more. And we know what we need to do. We need to leverage this incredible platform to drive future growth and results, revenue, operating leverage and returns. And we provided some medium-term targets on the left-hand side of this page for both Global Banking overall and for GCIB. And you'll hear from Wendy and from Sharon about targets in their respective businesses.

So with that, it's now my pleasure to turn to Wendy Stewart, who will talk a little bit more about our Global Commercial Banking business. which is clearly a key pillar in our global banking platform. Thank you.

Good morning. My name is Wendy Stewart, and I am the President of Global Commercial Banking. GCB is a sizable leading commercial bank. We have the #1 or #2 position in every area where we choose to compete. We are ranked #1 in client experience, #1 with cash management and #1 with our digital platform. We're the #1 C&I lender in the United States. And as you've heard Matthew just say, we have the #1 investment banking share with our GCB clients. We know what it takes to win, and we deliver that every day for our clients, so we drive profitable growth for our company and for our investors.

So let's move on to Slide 3. In GCB, we cover U.S. and Canadian headquartered companies to over 100 markets. We also have coverage of our GC international subsidiary clients in 20 countries around the world. We are ranked -- or excuse me, we have a relationship with 1 in 5 middle market companies in the United States, and we have significant relationships with clients across a variety of specialty industries. These include health care, education, not-for-profit commercial real estate, automotive dealerships, aerospace and defense; and lastly, the professional sports and leagues and teams that we do business with. We go to market as one team. Each client relationship is led by a dedicated banker who is coordinating with our partners across the other 7 lines of business. And we do this to deliver solutions and solve financial needs at scale locally and around the world. We have invested in these global capabilities for decades. So our clients can operate seamlessly across borders.

Let's move to Slide 4. Here's what we've delivered. So our size and scale has enabled us to deliver profitable growth for years. And over the last 5 years, we've grown loans 8%, deposits 34% and revenue 17%. Not only are we delivering NII with our strong balance growth, we've also grown noninterest income, which has been up 18%. Our bankers average revenue has increased by 19% over the last 5 years as they continue to deliver the entire company to our clients. Our growth is profitable and efficient. We have the lowest efficiency ratio in the company at 35% as of the quarter of this year. And our return on allocated capital is 15%.

So let's move to Slide 5. Third parties across our industry have also recognized our results. We have been recognized as the #1 middle market bank in the United States, the world's best bank for SMEs and Best Bank for our leadership positions in cash management, cash pro and analytics.

So let's move to Slide 6. I'll talk about how we succeed with our deep core relationships at a scalable foundation. In GCB, we grow our client relationships by delivering the solutions that meet their core operating needs. Now this includes deposits, cash management and lending. We also grow our relationships by helping our client with all of their strategic needs. There are several that I'll cover today. Our client-focused model is a combination of human expertise plus digital solutions to deliver our entire company. This approach requires significant investment, which we have made for many years. We've added bankers, we've expanded geographies, and we have invested in technology, data and AI at scale so we can grow revenue, add client, improve the client experience and provide unique data and insights to drive banker effectiveness and efficiency.

So moving on to Slide 7. We've grown in meaningful ways over the years, and we have more room to deliver strong organic profitable growth. So in addition to growing core operating relationships, which includes loans and deposits and fees, there are 6 areas that I'll expand on today that represent several billion dollars of additional revenue growth to our company in the medium term.

So first, I'll start with market share growth on Slide 8. Our market share is 20% today based on coalition Greenwich data. Also from coalition, we're currently ranked in the #1 overall client satisfaction position. We will leverage the investments that we have made our market-leading solutions and our go-to-market model to grow our market share to 23% in the medium term. We'll also retain strong client satisfaction scores. All of this will result in us adding new clients and growing loans, deposits and fees. Now we're a commercial bank, and so I'm sure you would expect that from us, and we will deliver it.

What you may not expect are 5 more opportunities for growth that I'll walk you through starting on Slide 9. So 3 years ago, we established a new economy team and really formalized some of the work that we had been doing. We defined new economy as emerged health care, emerging technology and green tech companies. We launched this platform in 2022. And since then, we have added 800 clients to our new economy initiative. We've grown rapidly as we've made the right investments into the people and the platform to deliver for these clients at scale from start-up to IPO and beyond. The team covering these clients has extensive industry expertise. They understand the clients' industries and they understand their unique needs. We've also invested in a variety of solutions for these clients. And it ranges from core banking and lending and it also includes strategic solutions like private capital. We're also partnering with wealth management to meet the needs of the founders and the owners and their personal wealth grows and scales, we're also helping them with all of those needs. I expect this effort to generate $20 billion of additional deposits and $600 million of additional revenue in the medium term.

So let's keep moving to Slide 10. Our global coverage model is unique, and it's a clear advantage for us. While Bernie Mensah will cover this in more detail, there are a few points that I want to remember now, given how important international is to our GCB clients. We have a dedicated team in GCB, bankers based in 20 different countries, who partner with our U.S.-based team to cover our clients' international subsidiaries and all of those needs. We have been operating in these countries for decades. Our company understands the local laws, rules and regulations that are required to do business in each of these jurisdictions. And whether a GCB client is expanding into the United Kingdom for the first time, or they're acquiring a company in India. We have the local expertise in each of these countries to help our clients navigate the complexities that come with doing business outside the United States. Clients tell it repeatedly that this expertise is invaluable to them to help them grow. We have invested in this business for more than a decade, and we will continue to grow it. We'll grow CPR or countries per relationship above the 2.6%, where it sits today. And we will increase our international bankers by 40% to support our clients' growth. I expect this will generate an additional $1 billion of revenue in the medium term.

So continue to Slide 11. I want to talk about another partnership to that is important to us that we leverage extensively, and that is with investment banking. Now Matthew talked about the investment that we have been making in investment banking coverage to support GCB over the years. In case you missed it, we have over 200 investment bankers in 25 cities around the United States that our GCB team is working closely with A large percentage of our clients in GCB are family enterprises. They're run by the third and the fourth generation, and they put a high premium on strong relationships that have been built over a long period of time. They value our delivery model they tell us, it's the right combination of local coverage and industry expertise with significant capabilities to help them with the advice and guidance they need to continue growing their companies and whether that's helping a company grow outside the United States with an acquisition or it could be helping a company sell a minority stake in their company to a family office. We are bringing these creative ideas to our clients, and we're winning investment banking as a result. Today, we have the #1 rank with our GCB clients with investment banking. This equates to about a 13% share and we plan to grow this in the medium term to 15% to 17%. There are still other opportunities for our growth.

And the next that I want to cover on Slide 12 is rates and currencies. In a volatile world, our clients need help managing a lot of risk. We work closely with our capital markets partners and our global markets partners to deliver sophisticated trading and hedging solutions to manage FX and interest rate risk. This includes FX flow business to help clients manage their global cash positions, executing on a forward hedge to reduce the volatility of the future acquisition and protecting clients against earnings translation risk. So not only are we helping our clients manage this risk, we give them real-time visibility into these transactions through cash grow. Today, 27% of our GCB clients use FX solutions. We plan to grow this to 37%, which represents a $600 million revenue opportunity across rates and currencies in the medium term.

So let's move to Slide 13, and I'll cover our sixth area of growth. So for the executives and the employees of GCB's clients, our partnership with workplace benefits and employee banking and investing is very effective. Today, 2.8 million of GCB companies use ED&I. It's about half of the total program that we have as a company, and it's a great source of business for consumer banking and investing. Now beyond banking investing, our clients have additional needs for their employees. They include 401(k), held savings accounts and deferred compensation programs. We partner with workplace benefits to deliver these solutions. 12% of our clients use a workplace benefit solution today. And we have a lot of room to continue to grow this by 40% in the medium term.

So moving on to Slide 14. We have made strategic choices and investments, and we believe that they are paying off. Hopefully, you have a much better understanding of GCB delivery model and the value this is delivering for our clients, our company and our investors. It's based on strong partnerships across our company, combined with an integrated platform and deep capabilities that we have been investing in for years. The last area that I want to touch on is all about innovation.

So moving to Slide 15. So in addition to local and global client coverage and comprehensive solutions that our clients demand, they also want an innovative experience to help them solve their business problems. That includes the insights that we provide and the tools that our clients are using to manage their companies to drive efficiency and to reduce fraud. We continue to invest in CashPro. The digital platform that our clients are using to manage their financial interactions with us. Mark Monaco will go deeper on CashPro and the variety of features in this powerful platform. There are 3 examples that I want to highlight for you now. The first are the actionable insights that we provide to clients; second, a cash forecasting module that is embedded into CashPro to help clients manage their global cash positions; and third, CashPro chat with Erica, a virtual service adviser. Today, 80% of our clients are digitally active and over 285,000 client requests have been handled by CashPro chat with Erica. This is driving greater efficiency for our clients and for our team.

So let's move to Slide 16, and there's one more topic on innovation that I want to share with you. The second way that we are delivering an innovative experience for our clients is by turning the client data that we have into actionable and timely insights. We have a lot of client data. It sits in over 55 data sources across our company. This data is organized in a way that provides holistic client views to our bankers. We're leveraging this data and AI to give bankers better insights on all of the client activity to make it easier and faster for them to prepare for client meetings and to help bankers become more effective and more efficient. We have a demo available for you today at lunch, and I hope that you will come by to check it out. So not only are these results producing more efficient and effective bankers, we're also delivering a better client experience. Bankers are more efficient. And in fact, they're now covering 10% more clients, and they're driving more revenue for client relationships. This means that we'll need to hire about 100 fewer bankers in the medium term, even while we continue to grow and gain market share. Bankers are more effective, too, and we see that with improved client experience scores. Our overall client experience was up 5% this year and clients tell us they are very happy with their bankers. Banker satisfaction has increased to an all-time high at 93%. Now all of this that I have shared with you sets us up for our next phase of growth and global commercial banking.

So let's move to Slide 17. A GCB's relationship-based approach that leverages strong partnerships and our extensive platform has served us well for years. Our talented team of bankers have built deep and profitable client relationships, and there is a lot more room to grow in the United States, in Canada and around the world. We have a rare combination of size and scale, and we will continue making consistent investments to support our growth. Over the medium term, we are very focused on expanding market share, continuing to add more core operating relationships while also accelerating growth across our strategic opportunities. We'll leverage innovation, AI and differentiated client insights to improve the client experience and enhance banker effectiveness and efficiency at scale. This combination will result in more profitable and efficient growth. Our model is difficult to replicate. It's a competitive advantage for us, and it will fuel our next phase of growth. We will measure our results with 4 medium-term targets. We will achieve the #1 U.S. market share in the markets where we choose to compete. We will deliver CAGRs of a 6% deposit growth and a 5% loan growth, and we will operate at a 30% efficiency ratio.

So next, I would like to turn it over to Sharon Miller, President of Business Banking. Thank you.

Well, good afternoon, everyone. It is great to be here with all of you and those that are joining us virtually from around the country. I'm Sharon Miller, I'm President of Business Banking. And today, I'll highlight our recent financial results, the 4 key pillars driving our growth and our medium-term outlook. Small businesses are the backbone of the U.S. economy, and this business is incredibly important to the success of Bank of America. We are proud of the performance that we have built and the momentum that keeps going forward. Looking ahead, we are transforming the way we serve clients. We're expanding digital capabilities. We are deepening relationships and supporting businesses from startup through $50 million in annual revenue. I'm excited to lead this business at such a pivotal time for us in our strategy, and I'm confident that our strategy positions us for continued growth for our clients, our communities and our shareholders.

So let's go to Slide 2. One of the most important developments over the past few months is essentially we have doubled our sales force. Even though small business, business banking report separately, we expect growth by expanding our network of relationship managers. On the left side of the slide, you will see small business. Small business remains a powerful growth engine. It's large, it's highly digital and is growing. We have $145 billion in deposits, $28 billion in loans, deposits up 45% since 2019, and loans up 38% since 2019 and 92% of our clients are digitally active. On the right side, you can see Business Banking. Business Banking delivers the full relationship the advisory relationship that results in very strong long-term profitable client relationships, with $54 billion in deposits and $12 billion in loans and a 95% satisfaction score with our bankers. On the far right, you can see our banking solutions per relationship at 3.6. This is up 3% year-over-year, and our digital solutions per relationship are at 2.6, that's up 2% year-over-year. These are 2 of the core metrics we are driving. And with the combined and expanded sales force, we expect to accelerate both.

On the next slide, I want to highlight our market leadership. We have been recognized as the #1 letter to small businesses for 17 consecutive quarters. If you look at the right side of the slide, you'll see several areas where our leadership is acknowledged. Let me call out just 3. Upper left, for 6 straight years. We've been named the Best Bank for small and midsized companies. Middle column, second row, our practice solutions program for medical professionals has been rated best in the industry for 12 consecutive years. And the third row, first column, we have been named the #1 bank in satisfaction with merchant services, which is incredibly important to an online base for 4 consecutive years. All of this reflects a simple but powerful idea by bringing the best of both businesses together and expanding our number of relationship managers we are now positioned to accelerate growth in the midsize space.

With that foundation, let's transition to Slide 4, where this brings the full picture of the combined business together. On the left, you'll see the scale of our platforms, 3.5 million total client relationships, 27% share of midsized companies, $200 billion in deposits, $40 billion in loans, generating $8.2 billion in revenue and $2.4 billion in net income. In the middle column, you'll see where that opportunity lies. We thank 400 midsized companies, and this is our biggest growth lever. We define midsized companies as companies with revenue between $1 million and $50 million in annual revenue.

Turning to Slide 5. On the left side of the slide, you'll see the range of solutions we are using to support our clients. I'll walk through those in more detail in some coming pages. But before we go there, look at the top of the slide, up 7% year-to-date in midsized client relationships, and we are still very early on in combining these businesses. This is just the beginning of what a combined business can deliver. In the middle of the slide, you'll see the map. It tells a very important story. We are not just winning market share in major markets or one particular market. The growth is coming from every market we serve. We are positive in net new midsized relationships in every market we serve. This broad success is driving continued growth in our deposit base and reinforcing the strength of our strategy.

Let's move to Slide 6. You can see that our deposits are both stable and profitable. And they continue to be a key strength of our business. We've grown deposits at a 6% compounded annual growth rate since 2019. Our average rate paid is just 66 basis points, demonstrating the value of the franchise and the depth of our client relationships. And although it isn't on the slide, we are outpacing our competitors by 680 basis points when it comes to deposit capture and business. And our balance sheet continues to grow.

Turning to Page 7. We are the #1 lender in small businesses for 17 consecutive quarters. And we've grown loans at a 5% compounded annual growth rate since 2022. This is a profitable business with strong margins, especially in the card space, which you can see on the right-hand side here. 11% balance CAGR in outstanding since 2022 with a 9.7% risk-adjusted margin. This speaks to the strength and the resiliency of the franchise. It's a business the bank takes very seriously. And importantly, these results are not the finish line. They are a launching pad for growth as we continue to put a particular focus on serving more midsized U.S. companies. The first 7 slides we just went through set the stage for our next topic, our pillars of growth as we move forward. Our growth strategy is built on 4 key pillars: number one, provide advice and solutions across a fully connected continuum. We are integrating our capabilities across every stage of the business owner journey from start-up to midsize, ensuring clients receive seamless advice, lending, payments, wealth and treasury solutions no matter where they are in their growth. Number two, strengthen local presence and deepen relationships. Our goal is clear. we will achieve 30% client share in every market we serve, expanding relationship managers and empowering local teams is how we win because clients value a banker that knows their business and their community. Number three, deliver the full power of the enterprise business, personal, wealth and workforce. Business owners consistently tell us. They want more than just a business bank. They want a bank that can help with their company their personal finances, their employees and their long-term wealth planning. We are uniquely positioned to bring the entire bank to them. Number four, extend our digital leadership. We want to serve more clients more efficiently and by scaling digital tools, making it easier to open accounts manage cash and access capital.

Let's move to Slide 9. This slide shows our fully connected continuum, how we serve businesses at every stage of their growth. On the left, the emerging businesses that light blue box, we serve 3 million of them today, plants with under $1 million in revenue. They are primarily serviced through our financial centers. We have business solutions advisers. But these clients are highly digital, which aligns directly with our pillar of extending digital leadership and serving more clients more efficiently. In the middle, the growth businesses, royal blue, companies with $1 million to $20 million in revenue. We currently serve about 400,000 of these clients. These businesses are profitable for us, and there is still a $90 billion revenue pool from companies we don't serve yet. This is where the pillar of deepening local presence and expanding relationship managers to reach that 30% client share in every market we serve comes to life. On the far right, the relationship businesses, navy blue. These clients generate between $20 million and $50 million in annual revenue. We banked 21,000 of them today with another $10 billion in revenue opportunity from those that don't bank with us yet. This is a space where we deliver the full enterprise. Business banking, wealth and Workforce Solutions, exactly what business owners tell us they want. And across all 3 of these segments, emerging growth and relationship, the strategy is simple, and it is aligned to our growth pillars, deliver advice through a connected continuum, deepen local relationships, bring the full enterprise to every client and scale through digital.

As we move to Slide 10, we'll take a closer look at the second key pillar, strong local presence. That equals client share. This slide highlights building a strong local presence to grow and defend and deepen client relationships in every market we serve. Across the slide, you'll see our client share by city. The 30% line at the center of the page represents our target in every market. To the left of the 30% are markets where we are still gaining share. To the right of the 30% are markets where we already lead and must focus on defending and deepening those client relationships. Starting on the far right, Miami, 48% market share. We've been in that market since 1877. This shows what long-term presence and deep relationships can truly deliver and also where we must stay disciplined and protect our leadership. Now looking at the left side, these are areas of opportunity. Houston is a great example. We piloted the integration of our 2 sales force in Houston at the end of 2024. And in just 2 quarters, our client share increased by 170 basis points. That's meaningful progress, and we're just getting started. This is how we operationalize our growth pillar by winning locally market by market through stronger teams, deeper relationships and a goal of 30% client share in every market we serve, actually 30-plus percent because we want to keep going. That's just a minimum.

Slide 11. Our third pillar of growth, delivering the full enterprise business, personal, wealth and workforce. We are bringing the full power of the bank to every business owner and their ecosystem. Starting with Consumer and Personal Banking. Today, 2/3 of our clients bank with us personally, which is a strength, but it also means that 1/3 do not, that's an opportunity. What's even more compelling and not on this slide, we bank 7 million known business owners through Holly and her consumer team that do not have a business relationship with us. So we're getting after that opportunity as well. Wealth management is a major opportunity, another one. Eric mentioned it earlier. 85% of our business clients do not have a wealth management relationship with our company. We are changing that one client at a time through local relationship-driven approach that connects business success with personal financial goals. And finally, workplace solutions. Across our businesses, there are 12 million employees who do not have workplace benefits with Bank of America. This is what delivering the enterprise looks like, serving the business, the owner and their employees. And no one else in the market can do this at our scale.

Turning to Slide 12, the fourth and final pillar of road, serving more clients more efficiently by scaling our digital capabilities. We now have a fully integrated digital platform that brings together cash grow and Business Advantage 360, giving clients real-time visibility into cash, payments, credits. We have a connected CRM system used by every banker ensuring we have one view of the relationship and a fully redesigned business online experience for clients built to simplify how clients open accounts, apply for credit and interact with their bankers while improving banker productivity. And it's working. In 2019, only 11% of our sales were digital. In 2025, we're at 35%. And in the medium term, our target is 50% of all sales completed it. This is how we scale, investing in digital capabilities and tools to handle the routine, so our relationship managers can spend more time with the clients and helping them with matters that mean the most to them.

Moving to Slide 13, and the final slide of this presentation. It brings us back to our strategic priorities for the next phase of growth, the same 4 pillars I've mentioned throughout.

Number one, provide advice and solutions across a fully connected continuum, serving businesses from start-up to $50 million in revenue. Number two, strengthen our local presence, growing, deepening and defending client share with a goal of 30% in every market we serve. Number three, deliver holistic relationships, bringing together business banking, personal banking, wealth management and workplace solutions. Number four, reinvest in digital and technology leadership so we can serve more clients more efficiently and scale our growth. Alongside these 3 priorities on the slide, it also lays out our medium-term targets: 30% plus local market client share, 5% to 6% deposit CAGR, 5% to 6% loan CAGR.

In summary, we have a leadership position. We have invested in technology and our talent, our sales force. We have doubled it. We have the scale, the people and the momentum, and we are just getting started.

Now I will turn over to Jim DeMare.

I'm going to open up a water first so that we don't have to do that later. Anyway, hello, everyone. I'm Jim DeMare, I'm Co-President of the bank. And along with my partner, Dean and the rest of the management team, we're going to be focused on continuing to grow and deliver shareholder value. But for the next 15 to 20 minutes, I'm going to have my old hat on, which I passed on on Friday and speak to you about the Global Markets business, which I've been running for the past 5 years.

Turning to Slide 3. None of these numbers should be new to you. This is a snapshot from numbers we shared just last month for third quarter earnings. You can see we're about 20% of the bank's top line. It's almost 20% of the bottom line as well. As you can see, the business is profitable. We've been consistently growing, and we're delivering good returns. We believe we can contribute to deliver performance and growth in this business given our opportunities and positioning, and that's what I'm going to focus my time on today.

I just wanted to start off with our foundational beliefs that drive our business, and some of these will sound familiar as others who have spoken previously have shared some of the same. Our scale, diversification and connectivity are important parts of our success in delivering for clients and for shareholders. Our research team at the Bank of America Institute provide valuable thought leadership and insight to our clients. Our talent, our culture, which is based on an ownership mentality and is focused on execution, drives our growth. Lastly, our continuous focus on optimizing our financial resources and managing risk are embedded in our culture and help us grow.

Slide 5. So the objective here today was to hit on a few things. Number one, talk about our franchise since we haven't done that in quite some time, talk about our recent performance and the drivers of that performance. We're going to talk about the lending business within markets. And lastly, our plans for continued income growth and market share growth.

Slide 6, starting off with our franchise and moving on to 7, let's talk about the scale of our business and how it helps us deliver. We commit over $1 trillion in balance sheet to our clients globally across the equity and fixed income markets. We do this across 30 countries and jurisdictions where we have a physical presence. We provide access to over 70 markets and over 100 exchanges and clearing houses. This local presence, combined with a global reach, allows us to meet the domestic and global needs of our clients.

Slide 8. diversification drives earnings. Diversification across products, equities, fixed income, currencies and commodities in cash, derivatives and in lending products, across client types, financial institutions, hedge funds, asset managers, corporations and sovereign wealth funds. And last but not least, across the globe. The message here is we have clients transacting every day across the globe in all environments, and that's powerful.

Slide 9. The connectivity spans the company, from individuals to corporations. Some of my partners have already discussed some of it. But this connectivity is another part of our flywheel, leading to increased opportunities with our clients. In 2024, we executed approximately $290 billion of FX conversions for consumer and corporate clients and over $1 trillion worth of trades for our wealth management team and clients.

Speaking of foreign exchange and rates hedging, which both Wendy and Matthew spoke to, over the last 12 months, 40% of our corporate and commercial bank clients have traded with us to hedge interest rates, risk, FX risk or trade other products. Slide 10. Exceptional research is a competitive advantage. Our top-ranked research team provides insight and recommendations to investors and corporations covering over 3,500 companies and over 1,300 issuers across the globe. The team also provides in-depth economic analysis, forecasts and insights. The Institute, on the other hand, uses our proprietary data, data from across the bank, deposits, payments and overall general activity to deliver economic insights to government and corporate leaders, small business owners and investors.

Slide 11. Talent, one of the engines driving our success. We attract top talent. We offer continuous development, and we reward for performance. We have a culture of intensity, collaboration, accountability and recognition, combined with a focus on risk management and a focus on execution.

Slide 12. Now we're going to turn and speak to our performance over the last 5 years. Over the last 5 years, we've delivered meaningful financial growth and client share growth. Through year-end 2024, we've grown the segment revenue by 40% to $22 billion, which is an increase of 110 basis points in the share of the industry revenue pool. We also grew the sales and trading only by 48%. And I highlight that only because that is the number excluding capital markets and other revenue shares. During the same period, net income increased by 61% to $5.6 billion, and the return on allocated capital increased by 240 basis points to 12.4%. This has occurred as we've continued to grow our share of client wallet across all categories, as you can see here, and we are at a record high.

Our FICC wallet share has grown by 230 basis points. And in equities, we've grown by 290 basis points, and our corporate wallet has also grown modestly. This growth has occurred across the globe, 250 basis points in the Americas, a 200 basis point increase in EMEA and a 200 basis point gain in APAC.

Turning to Slide 14. We were able to achieve these results in 2 broad phases. As Brian alluded to earlier, we made significant investments in the platform in the period of 2015 to 2020. We were focused on improving our tech stack so we can handle more trading volumes and reduce operational risk. This was the foundation. And then from 2020 onwards, we increased allocation of financial resources and headcount in the business. And as seen on the left, while furthering a results-oriented and KPI-driven culture that has further accelerated growth. This was complemented with a horizontal strategy across markets and our client coverage model, our financial resource deployment and our technology investments.

Slide 15. Diversification. The consistent top line growth during this period can be partially attributed to a balanced and diversified business within markets. The bar chart on the top of the page highlights that while performance of subcategories varied year-over-year, whether it was COVID, the beginning of the war in Ukraine, the varying fiscal and monetary policies, the overall growth has been consistent and more consistent than the industry, 14 consecutive quarters of top line revenue growth and 10 consecutive quarters of net income growth.

Slide 16. Digging in a bit more, the focus on efficiency was both on the income statement and the balance sheet. Growing our top line while making investments and controlling expense has been critical. As you can see here, our base expenses grew at a 2% CAGR, our critical technology investments grew at a 10% CAGR and our volume-related expense grew at a 7% CAGR for a weighted average expense growth of 5%. So with our revenue growing at a 7% CAGR, we were able to deliver 2% operating leverage annually since 2019.

The focus on efficiency carried through to the balance sheet. We grew net income more than 2x faster than allocated capital. We grew the balance sheet almost 2x more than the risk-weighted assets. We increased revenue earned per dollar of RWA and per unit of G-SIB. These all contributed to the 240 basis point increase in return on allocated capital.

Turning to Slide 17. Special focus topic since it's been of interest as of late. We thought we'd spend a little time on it, provide a little bit more detail on the exposure, the type of exposure, and we're going to focus on the exposure to NDFIs in particular.

Turning to Page 18. You can see here, we've experienced growth in our overall balances. Just to highlight, 85% of the lending here is to nondepository financial institutions. As you can see, CAGR was about 17%, which is in line with the industry. We wanted to talk about it and talk about how we approach the opportunity, which we believe has been a good opportunity and continues to be a good opportunity.

A couple of key tenets for us. We focus on high-quality client selection. We lean into a consistent risk appetite. The collateral is large pools of diversified assets. We focus on strong structures to protect our shareholders. As a result, on the bottom of this page, you see our losses are minimal, both in percentage and nominal basis, and I think that highlights our strategy.

Turning to Page 19. A little bit more detail, breaking it out into the largest categories, fund assets and capital commitments, think subscription lines and diversified pools of public equities, real estate, which is primarily secured by residential mortgages. Corporate credit, primarily lending to -- I'm sorry, secured by corporate loans. And lastly, our consumer and commercial credit, primarily lending secured by auto loans made by large auto manufacturers.

Slide 20. I'm not going to go through in detail what we thought. I think this is the most disclosure that's been provided to date. You can see we have -- there's common principles that really apply across the board. And I'll just leave it as follows. We have conservative advance rates. There's contractual protections against deteriorating collateral, and we have a continuous monitoring and stress testing framework.

Maybe I'll point out on a few of the larger categories are corporate credit loans. There's a 65% average maximum advance rate against pools of loans secured by broadly syndicated bank loans, and separately, private credit loans to companies with an average EBITDA of over $100 million. Facility structures include asset level approval rights or triggers that reduce the borrowing base in event of individual loan deterioration. The pools of the loans are senior loans and highly diversified, 98% senior first lien with an average industry concentration less than 5%, and the largest single obligor is less than 1%.

Taking a look at the auto loans and consumer credit, average maximum advance rate of about 80% on par value of the collateral. Each of the facilities have custom performance triggers relative to delinquencies, losses and other borrower compliance. 98% of these facilities are secured by collateral, which is 90% prime, and the remaining 2% of the facilities are 80% prime. So a high-quality, well-structured portfolio.

Turning to Slide 22, growth. Before we dive into what we think the opportunities are for Bank of America, I thought it was important to give an overview of what has occurred in the markets industry pool. Coming out of the financial crisis in the mid-2010s, we had global quantitative easing, which suppressed interest rates and volatility. Global economic growth was modest, and inflation was historically low. This economic environment combined with implementation of new regulations, increasing regulatory capital and changing existing market structures. It was a period of adoption of new rules and low returns on capital. Needless to say, it was a challenging time to be in these businesses.

The post-COVID period has been a much improved environment. We are experiencing higher interest rates, higher volatility, higher inflation, increased corporate earnings -- excuse me, increased corporate investments and higher corporate earnings. In addition, the size and the value of the markets continues to grow, as do the trading volumes. We think the environment over the next few years will look more like the recent past than those in the early 2010s.

Slide 23. So what are we going to do? We're targeting $27 billion in growth, $8 billion in net income with a 40% pretax margin and 9% of the industry markets revenue pool, and importantly, a 15% return on allocated capital. This will be achieved through capturing identified revenue opportunities with clients across products and regions while continuing to optimize resource allocation, continuing to focus on a cleaner, simpler, better operating environment while driving efficiency and innovation. Last but not least, leveraging AI and exploring other newer developing technologies like digital ledgers and tokenization to reimagine how the business and the industry operates.

Slide 24. While we're proud of our recent achievements, we know our work is not done. Shown below, we have top market share in 4 of the 9 categories we follow. We are in the top category across the Americas, but have significant opportunity in Europe, the Middle East and Asia. These opportunities are very big markets. The revenue pool across the FICC macro and equities in EMEA and APAC regions is approximately $70 billion. We have a good base in these markets. Matthew alluded to it, I think as did Wendy. And we specifically identified $3 billion to $4 billion opportunity in equity and FICC products.

We're looking at these opportunities in 2 broad buckets. The largest segment is with institutional clients, and that's about $3 billion. Of this, 95% is with our existing clients. So what we need to do is do more in the products where we both already engage with each other. And better aligning where we are active, but the activity has been muted. The second bucket is with corporate clients, which is about approximately $1 billion. And about 60% of it is with existing clients, and we're obviously going to do more with them. And the other 40% is with clients that we don't yet cover, and Bernie is going to get into that in his section as well.

Turning to Slide 25. I mentioned numerous times on returns that we focus on the optimization of financial resources across clients, products and regions that we're active with. Range of returns varies across the products that we offer. Some are low ROA, some are high ROAC, and some are just the opposite, with many of them being in between. In addition, the liquidity and funding profiles also vary across products and regions. So this process of resource management optimization is dynamic and continuous, happening every day. And it's driven by the teams having an ownership mentality, driving routines across their individual businesses and at the market level as a whole to review resource allocation by client, by business and by overall returns.

Slide 26. Continuous focus on drive for operational efficiency. We need to make our platforms cleaner, simpler, better. It's a phrase that we've adopted over the last handful of years, and it's worked well for us. What do we mean by it? Cleaner automation and improving data quality, better, reduce the number of systems and applications and drive a scalable infrastructure. Better, delivering innovative solutions to our clients and for our teams.

Turning to Slide 27. As we all know and it's been discussed, technology is a critical aspect of this ongoing growth, and AI is playing a large part of it. And not surprisingly, we're exploring and using it in many ways to more easily access and utilize our research and analyze company transcripts, to analyze and compare term sheets, as well as better analyze our client engagement and activity, to improve our operational capabilities, enhance our risk management framework and optimize market executions for us and for clients.

Our technology focus doesn't end there. Things continue to advance quickly. We're exploring and have engaged in partnerships with companies developing and implementing digital ledgers and digital cash to improve settlements and capital efficiency and automate cash management. We are already seeing efficiency benefits across our sales and trading processes, and we expect these to accelerate as we adopt and scale these technologies further.

Slide 28. The business is highly scalable. We have strong operating leverage, and it's powerful. The ability to do more of the existing base. We can deliver higher returns, further improvement in our pretax margin and higher return on allocated capital.

Slide 29. Let's wrap up with some key messages that I hope were very clear. Slide 30, our business is well diversified across products, regions and clients. It helps us drive resiliency. We have growth momentum, and we're executing on opportunities to grow share in markets where we are undersized. We are highly scalable. More of the incremental revenues will drop to the bottom line. Therefore, you can expect higher returns from this business, and we expect to deliver. Thank you.

We'll have lunch, some demos, and I'm told we would like you back in the room by 1:35. Thank you.

[Break]

All right. All right. Good afternoon, everyone. I hope you had a great lunch and are ready to go after the break. My name is Dean Athanasia, and I am the Co-President of Bank of America. This morning, you heard from my colleague, Jimmy DeMare, and our senior business leaders talking about our 8 lines of business.

This afternoon, we're going to switch gears a little bit to the platforms that support our line of business, help them make better competitors and better and grow faster. I'm going to cover how we deliver one company. Bernie Mensah is going to follow me and cover our international markets, and a few of my colleagues will be up here talking about all of our platforms.

All right. With that, I'm going to kick us off with this next slide, which not only highlights the top leadership positions we have by each line of business, but also highlights the incredible client base we have right here in the U.S. and around the world. On the people side, we do business with over 69 million clients. That's 1 out of every 3 U.S. households. That's driven by investments we've made in the business and we'll continue to make.

We've built a world-class digital bank with over 1 billion log-ins every month and growing. We've added over 18,600 wealth advisers in the field, and we placed over 16,000 relationship bankers within 3,600 financial centers and supported them with 15,000 ATMs. All that infrastructure and all those resources working on behalf of our people clients.

On the business side, we do business with over 46,000 business clients or 96% of the Fortune 1000. For similar reasons, we built a world-class digital bank that we call CashPro that has over 70 million log-ins every year by our corporate clients. We placed over 4,300 corporate relationship managers in the field, and they partner with and are supported by over 3,400 specialists across capital markets, investment banking, treasury products and services and our credit products and services, all of that working on behalf of our business clients.

If somebody wants to replicate everything we have on the slide business-wise, it would take billions in investments over many, many years. If somebody wants to replicate our client base, though, it would take decades and decades if they could do it at all. Those are tremendous competitive advantages for us. Another thing that differentiates us is the way all these businesses work together at a local market level to take share and grow.

Jumping to Slide 3. That means our integrated business model enables national scale through local execution time after time. For the sake of the presentation, I'm going to show how we do this in the U.S. And as I said, Bernie Mensah will follow me and cover our international markets. And please keep in mind, even in the U.S., it's one country, but every market in the U.S. is different. The client opportunity is different. The competitors vary. The dynamics driving their local economies are all different. So each market requires a different level of investment and a long-term commitment to realize the opportunity.

All right. I'm going to talk about the U.S. and its markets on Slide 4. Overall, the opportunity in the U.S. is significant. On the slide here, we shaded the states with the higher GDPs in the darker blue. For example, California with markets like Los Angeles, San Francisco and others has an economy the size of Japan, while New York's economy is the size of all of Canada's. Texas, with great markets like Dallas, Houston and many others, rivals out of Italy. And Florida, with markets like Miami, Orlando, Jacksonville is the size of Spain. Even some of the smaller states here in the middle of the country like Colorado is comparable to a Singapore or Norway with its markets of Denver, Boulder and others.

But to get at the opportunity within these states, you have to focus on the individual markets. So more than a decade ago, we organized our resources to capture share in the top 97 markets in the country out of some 350. Now why those 97 markets? Well, that allows us to cover 96% of the U.S. GDP, and 95% of the business and people populations reside in those markets, right?

So let's talk about our approach on Slide 5. First off, we had a pretty good starting point years ago that -- for those of you that follow our company, we've had over 400 private bank, commercial bank and business bank offices and thousands of client professionals in some of those 97 key markets, as shown by the red circles on this slide here. We also had over 3,400 financial centers in those markets. I just highlighted the state in blue just for simplicity.

In addition to that, as you know, over time, we added Merrill Lynch to our franchise and our organization, as shown on the next slide, Slide 6. Overall, Merrill added another 500 locations and thousands of advisers to the mix. 400 of the Merrill Lynch offices overlapped with our existing lines of business and actually strengthened our positions in those key markets. But over 100 Merrill offices, as shown by the blue circles here, were located in markets that we actually wanted to expand to. So we -- Merrill gave us the leverage to expand into those markets.

So what do we do? We added private bank, business bank, commercial bank offices and more client professionals to work alongside our great Merrill financial advisers in those markets. And then as shown on Slide 7, we also added or will add over 200 financial centers. And again, I shaded these in the dark blue, just to make it simple, but you can see all our offices here. And as Holly pointed out earlier this morning, we've already entered 18 new markets so far, and we're in the process of adding another 6 markets.

So just to summarize this a little bit. These markets I'm pointing out all have great size, scale and growth opportunity for us. They're one of those 97 markets. And we're going to use and we are using the full complement of all the businesses you saw this morning to go after the opportunity in each and every market. We do that day in, day out, week in, week out.

On Slide 8, you're going to see the full picture now of how we're organized. So just staying in the middle of the slide here, out of those 97 markets, we cover 20 major markets, so New York, Los Angeles, Chicago, right here in Boston. We cover 33 metro markets, maybe the next size down in terms of overall size and scale, but still great opportunities. Great examples there, Tampa Bay, Austin and Denver, great markets. And 44 suburban markets, another level down in size, but still great opportunity. Good examples there, Charleston, Tucson and Hartsville.

And as you can see, under each of those different categories, we've rightsized the resources against the opportunity so we're efficiently driving growth in all those markets. And by the way, we will continue to add more. If we find share there, we find opportunity, we're going to continue to add more resources, and you're going to see that in a second.

Another thing we did for these 97 markets was select a senior business leader to be the captain, if you will. Or as we call it here, the Market President. Right here in Boston, the Market President is [ Mehal Chamberlain ]. Is Mehal back here still? I know he was -- there he is, back over there. Mehal is the -- he serves as the Northeast Division Head of the commercial bank that Wendy -- you heard Wendy present on this morning, but he also serves here as the Boston Market President.

Now I know many of you have worked with Mehal in the past, and you might be asking right now, what does Mehal do as the Boston Market President? Well, let me show you great question, Slide 9. Well, Mehal and the other 96 market presidents, they're responsible, if I start on the left-hand side, for convening a business council of all of our lines of businesses, bringing them all together and driving all the business activity in the market, right? They're our eyes and ears. They make sure that we have the right resources and talent in this market to grow and take share. They make sure each business is winning, striving to win, has the right resources to get there. They make sure also -- this is an important part of our culture -- all these businesses are collaborating together and sharing clients and helping each other grow. And they make sure that Bank of America is deeply embedded in the fabric of the local community. I'll talk about that in a second.

On the right-hand side, you see some very key facts. I said these are very senior people. On average, they have 24 years of experience at the company. Mehal is a mere baby at 20 years, but we'll forgive him for that. But they have to be very senior because -- and we make it a little -- because they're overseeing the 8 lines of business in this market, so they have to know everything going on in the company.

We make it a little bit easier for them. We connect all of our people right here in the U.S. and around the world on our CRM system, Salesforce, that are all sharing information around common clients, appropriate data, market share and other key facts to run the business. So he has that. He also is monitoring 26 defined partnerships between our businesses. I'll direct your attention to the middle of the slide. We are actually tracking goals. We have metrics. We're making sure these are increasing, and we're doing more activity every single week, every single month, every single year.

Good example, we have partnerships between consumer bank and Merrill Lynch. Consumer refers clients to Merrill Lynch, who are a great fit for that wealth management model, full-service advisory. And Merrill Lynch, in turn, refers clients back to consumer that are better fit for their consumer investment model you heard Holly talk about. In every single Merrill to business bank, business bank to commercial, commercial back to business bank. Even our corporate bank that Matthew talked about has a relationship connections and metrics with our consumer bank. So 26 defined partnerships.

So we're serious about this because we monitor and measure and make sure it's driving growth for us. Mehal, we love him, but we give them one local market portal to see all this activity. He can see it, he can call it out. He can make sure that we're all driving. And the other 96 market presidents are doing the same thing. It's all about taking care of the client, growing share, gaining new clients, making sure we're growing, making sure we have the right resources in those markets and doing it at that local level that I think you heard it throughout all of our presentations today.

All right. Let me just show you an example without calling out Mehal on Slide 10. For simplicity, I'm just showing you our client share by market. Sharon had a similar slide. But in other words, this is a blended average percentage of individual and business clients that we have a relationship with in that market. I squeezed all 97 markets on here, so forgive me for that. But the goal is you can see to the right, we have a 25% average client share. We want to get that to 26%, 27%, 28%, make no mistake about it, by driving share in each and every market and gaining more clients.

The markets on the left, they probably have the right -- they're above that 25% line. They have the right resources to grow. They're partnering with each other. They've got great activity. There's more opportunity there. The markets to the right, quite frankly, we've got some work to do. There's opportunity there. There's a couple of different cases. It might be some businesses where we need to add resources, right, help us get over that 25% share and grow. It's other markets like a Denver that Holly talked about, where we just started a decade ago on the consumer side, and we're continuing to add financial centers to that market and growing and help. But make no mistake about it, in every single market, there is opportunity to grow and do more and drive more clients using our integrated business model.

All right. I'm going to give you a couple of examples on Slide 11. We're going to go to L.A. and Denver. So for -- if you -- the way you read this -- and these are just examples from the left and to the right. Consumer, commercial bank, they have an incredible 50% client share of all the clients in Los Angeles. It's a tremendously big market, and it's a competitive advantage for us, and they're driving that. They're trying to get -- not only are they trying to get to 50, 51, 52 and drive more clients into the franchise, they're also leveraging their positions, helping, in this case, other businesses, Merrill Lynch, drive their share as well.

So Merrill Lynch does everything great in the market. They have great advisers, and they're doing a great job, and they get referrals from these other businesses. For example, consumer has 233,000 clients in their portfolio that have greater -- we know have greater than 1 million investable assets. They don't have a relationship with Merrill Lynch yet, but they're there, and the opportunity is there. Same thing with business. Business banking and commercial bank have over 70,000 business owners that have that level of wealth as well. And so there are prospects for Merrill.

So what do we do? We get the permission from the client, those 2 businesses, they ask permission. They set up with their Merrill financial adviser. And hopefully, we set up a relationship and get that going. But that goes on over and over again every day. And you can look at the impact here. We've increased -- Merrill's increased market share by almost a full percentage point year-to-date this year, doing everything they're doing, plus getting all those referrals coming in. It's just a tremendous leverage for that. And that -- again, that happens up to a 12% share. And for a wealth management business, that's a really good market share for any wealth management business in any one market.

Denver, as I said, completely different example. As Holly mentioned, we got in -- started getting this over a decade ago with consumer. We've ramped up financial centers here just recently, 19 centers, up over 80%. We've added marketing over $17 million. We've added client professionals over 200. I'll come back to it, but our employees in that market volunteering, engaged in the market, volunteering over 80,000 hours.

And then Holly opens up the center. All the other lines of businesses are bringing clients to her so she can rapidly get a great return on that investment, increase our market share and drive more clients. We went from nowhere in that market in consumer to #12, now up to #7, but we're not stopping. We know we have more #1 market shares than anyone else in that business in consumer, as Holly mentioned, and we will drive that because we know our fair share is not #7, it's #1, and we'll keep driving it, keep adding resources, keep this activity going until we get there.

Now I touched on the community hours for a second, but let me just show you why that's important. This next slide, Slide 12. I chose 3 markets. L.A., because I had to. They won the World Series, so we had to put them up there. Major market. We got a metro market in Tampa Bay and a suburban market in Charleston, right? The way you read this, we have been in Los Angeles for over 150 years, so deep level commitment. Our Market President, [ Rahul ] and I back there. Rahul, raise your hand. He's way back there. 35 years of experience in the company. He's developed over 140 local partnerships around arts and culture, sports and entertainment, civic organizations, health care, getting -- meeting client other professionals in that market, expanding our brand.

Our people are on over 250 boards in L.A. It's incredible. And I think, Rahul, you're -- if I'm not mistaken, you you're on the Dodgers Board, I believe. Yes? Don't get too excited. This is Red Sox country. You're welcome from Mie bets, by the way. So we'll take that. But under that, you see all the resources there we have in Los Angeles, we have a 37% average client share.

Same thing in Tampa, 140 years. We've been in that market, 30 years, market president in service. They've developed 50 local partnerships. Again, it's a smaller market. It's a metro market. We're on 80 local boards. You can see the resources, and a 33% client share. And even for suburban markets, Charleston, 150 years in that market. Our market president has 40 years of service. They've developed 40 local partnerships, 30 local boards, and you can see the resources and the resulting client share.

This is why if you take the 2 pages, the prior page on this page, this is why this is such a tough program to beat and a competitive advantage for us. And when Brian says one company integrated as one company. So think about what you would have to have to compete against us in these local markets, top-tier lines of business with great products and services delivered at that local market level, a recognized and a top-tier brand in the market, our partnership and referral program that has actual metrics around it that we can track and see the progress. A community-based engagement program, as I'm showing you a commitment long term to the market when we get in, we do not get out. And a Senior Market President orchestrating everything, guiding everything in that market to try to take and grow share, okay? We are -- that is tough to beat for anyone. We're competing against the locals, the regionals, the large peers, everyone. This is how we compete and go to market.

On Slide 13, to show you the cumulative impact of all that, we'll do 10 million client introductions and referrals this year, continuing our 11% growth rate. We expect that to continue because I said we monitor and manage it that way, and we want to drive it and do as much as we can. In the -- I think one of the more interesting metrics is under the chart there, we have 30% to 40% close rates. So we're not just throwing referrals over there. We are building partnerships. These are quality referrals. Our businesses are integrated, and that's -- and they're using that target. I think we can bump up higher against that. We're coming up against 40% so we can probably push that higher, but that is a great close rate for the company.

On the right-hand side, I just put a couple of slides -- a couple of metrics I saw in everyone's presentation. So you heard Wendy talk, she's got the #1 global commercial bank. You heard our wealth management team, a private bank of [ Merrill ], one of the largest top-tier organizations out there in wealth management. Those 2 working together, Wendy is going to get 30% of our new clients through the Private Bank of Merrill Lynch going forward. Think about that. In order to compete there, Wendy does everything great that her team does, and she gets 30% more clients on top of it. So you have to have a great commercial bank. You have to have a great wealth management organization and the two actually have to be working together to drive this in a meaningful way.

Same thing on consumer, 1.2 million between consumer and Merrill, the #1 consumer bank in the world, partnering up with the top wealth management organization, not competing against each other, working together to bring each other clients and grow Bank of America overall. 6.6 million. It's a great one. You heard Matthew Koder talk about the global corporate bank. They referred over -- well, we actually closed over 834 clients in Holly's world. They introduced clients to consumer. I don't think there's another bank doing that, right? Holly gets those clients in. They sign them up for our program. They deliver all of our great preferred products and services and preferred rewards to the employees of those clients.

So think of what she's done. She's built up a distribution channel that she would have never had access to 6.6 million employees here. This gives her access to those employees, yet another growth channel for us. Last one, 98%. I said this was part of our culture. 98% of the people in the field participate in this program, essentially everyone. I don't know who the 2% is. We'll find them. No, I'm just kidding. I know who the 2% -- the 2% of the people came from other banks that came here, that didn't have a program like this, but they will soon see the benefits of giving and receiving referrals and building their client base, and we'll get them. The next time we show up, we'll be at 100%.

So anyways, so let me show you where we're going, and I'll end on Slide 14 here. So where are we going with the program next? Well, as Holly said, we're going to enter 6 new markets for consumer, but she's not alone. All of our lines of businesses, everyone you saw is going to be referring clients to Holly to help her grow faster, get that return on investment faster and help her to grab market share and beat everyone else in the market. We're going to leverage the enterprise to grow wealth management. Hopefully, we'll go past these numbers.

But that L.A. example. All the markets doing that. Every single 97 markets bringing clients to Merrill Lynch and Private Bank to help hit this net new asset money and perhaps go past it. We're going to leverage -- Sharon talked about getting 30% in every single market in all 97 markets. That's great. She's added the bankers. We're busy giving those bankers referrals and clients to help us get that 30% share because she will not stop until she gets there, and neither will the rest of us. We will get there.

We'll scale up workplace benefits here. I think that's an easy target to hit. We'll -- this is in early on this, so we'll hit 1.5x to 2x, I think, and we'll just drive right through it. And as you saw, I had over 40,000 corporate clients to go after and to be part of this program. So we got room to roll there as well. And then the close rates -- you saw 10% to 12% client introductions, close rate bumping up against the 40%.

So again, let me just close out before turning over to Bernie, just reiterate a couple of things. No one else has this program at a local market level and is doing what we're doing. No one else has that culture of collaboration this extensive in the market. And for sure, no one else is measuring it the way we do, going after every single market and every single business and looking at our market shares and helping each other drive that business. That's why this is such a tremendous competitive advantage for us.

With that, let me stop there. I'll be back up for questions later. You probably have a few questions on that with Jim, Alastair and Brian. Let me introduce now our Head of International, Bernie Mensah, to talk about the international markets. Bernie?

Terrific. Thank you so much, Dean. Thank you. Good afternoon, everybody. My name is Bernie Mensah. I am Head of President of International at Bank of America. I lead all of Bank of America's activities outside of the United States, front to back. So that is across EMEA, APAC, Latin America, Canada. It's terrific to be with you here today.

If we can move on to Slide 2, really, what I'm going to talk through today is this incredible international platform that we have, which is really a best-in-class platform. And in particular, I want to talk through how we use that to take the incredible global proposition around Bank of America and to taking that globally and across the firm. We really are one firm. It's a global platform. And what we look to do is to drive this international platform, working with what Dean has just said, so that we're delivering this incredible firm across the globe. And hopefully, I'll be able to take you through in the next 15 or 20 minutes.

So really 3 things that I'll be talking through in the next 15 or 20 minutes or so. One is really describing what that international platform is. Secondly, talking through just the scale of it, where we are, how big it is, what we're doing, how we've been growing it. And then really, the final section that I'm going to come through is how we think we can grow this incredible platform further. It really has been an engine of growth over the last 3, 4 years, and we absolutely believe that we can drive further growth in the next -- in the medium term.

So if we move across to Slide 3, really, there are 4 or 5 main points that I want to get across. This is a platform that is globally integrated. We're one global firm. We're international because our clients are international. They need us to be, we service them across the globe. We are at scale, and we've been investing in this platform over the period of time. And as a result, we've been seeing some tremendous growth.

We think that it is a differentiated platform. One of my colleagues earlier said there are very, very few of us that have the domestic, the U.S. platform that we have that Dean just went through and the international platform that we have with it. And what we're really doing is just executing every day around that so that we can drive the advantages that we have with the overall platform that we have.

If I can move across to Slide 4. Slide 4 really describes how we take this proposition to the world. So we really drive 3 main lines of business outside of the U.S., which is the Commercial Banking business that Wendy talked about, the Corporate and Investment Banking business that Matthew talked about and the Global Markets business. We are building out a nascent international commercial banking business that I'll talk about a little bit later that we're pretty excited about that we think is a terrific engine for growth. This sits across the platforms that we have, the horizontal platforms that support all of us, our compliance, our legal, our technology, our operations. And these are really defining strengths in terms of taking this proposition global. And you'll see a little bit, what I mean by that when we go forward.

And for the businesses, the main business that we transact internationally, we're about north of 40%, 40% to 45% of the global revenues of those businesses. So the international aspect that we bring and the connectivity that we bring for our clients is really very, very important and critical to what we do.

If we can move across to Slide 5. We have been international, outside the U.S. for close to a century. So we know what we do outside the U.S. very well. And what we do there is known very well by us in terms of how we practice it and is very well known by our clients. We're in 37 countries. We're in about 60 offices. We cover about 80% of global GDP. We cover a lot more of really the relevant GDP that we would want to really target.

So we've been doing this a long time. We've been in the U.K. for close to 100 years. We've been in Brazil, in Canada, Japan, the Philippines for -- since the Second World War. In fact, we've been in the UAE since before there was a UAE. Our Dubai office is bigger than -- is older than Dubai itself. And we continue to invest in this business. So our most recent office is Luxembourg, which we opened due to the demand from our financial services and our asset management clients, and that's been a tremendous success, and that's only been in the last couple of years.

So we're very disciplined about where we want to be, the countries that we want to be in, and we're constantly looking and seeing whether we have the right storefront, which we think we do. And this gives us an incredible network effect. And sitting on -- underpinning all of this, and I'll come to at the end, is an incredible group of country executives in each of the countries that helps us figure out exactly what our strategy should be for each of those countries. They allow us to allocate resources most efficiently in each of these countries, and they allow us in each country to bring all of our resources to bear for the benefit of our clients.

If I can move across to Slide 6. These are the clients that we cover. You would imagine, given the businesses that we cover, we're focused on the large corporates, U.S. and international corporates. We're focused on Wendy's commercial banking clients that we want to travel with outside the U.S. This group of clients is 98% of the U.S. Fortune 500, and we travel with them. And we travel with them very effectively and they want us to travel with them and they need us to travel with them as they think through their global ambitions.

I mentioned the fact that we're very interested in really a nascent international middle-market midsized corporate activity that we're slowly building out. And of course, we really cover the global investor class, large pools of U.S. clients and large pools of international investor clients that are transacting in the global capital market space. So this is really an incredible pool of sophisticated large clients that require an incredibly high level of service and a high level of resiliency in terms of supporting them. And on the bottom right of the slide, Matthew talked about the fact that if we do more with them and if we do more with them in more countries, we do a lot better in terms of deepening the products that we cover and broadening the products that we cover with them.

Slide 7, if I can go to that shows the full breadth of products that we have with these clients. So we absolutely have our full fixed income and equities businesses. Some of our competitors might be stronger in one or versus the other way, having four global markets complements full corporate and investment banking complement. Matthew talked about that and an incredible payments platform. And we have these really at the granular level. We're servicing these clients across all of the subsections of the fixed income business and commodities and corporate bonds and across the range of activities, of course, foreign exchange. And the same on the equity side and prime brokerage and equity derivatives and on the investment banking side as well.

And you can see the level of local excellence that we bring there. We're showing that we're actually really deepening and we're excelling in each of these sublines in each of these businesses. And we think that beyond Corporate and Investment Banking and Global Markets, the payments activity and the payment of the GPS business that you'll hear from Mark is a real added part of our product mix, that really gives us an incredible differentiating factor as well for this business. These capabilities mean that outside the U.S., we can transact 12 million to 15 million trades a day for our clients. We can render $1 billion to $2 billion prices every day with the level of accuracy that's required by a lot of regulators around the place. As Jimmy said, we're on over 100 exchanges and clearing houses so that we can give those clients the liquidity that they need across their operations across the globe.

And all the while, we put our clients right at the center of that. Because we can bring all the financial resources and all the product capability, but I think that we need to get up thinking what is important for our clients. And one of the things that is increasingly important for them or you might say has additional relevancy is really the intellectual capital that they require.

And if we can move on to Slide 8. I wanted to touch on really the thought leadership and intellectual capital that Jimmy had touched on, on the research piece and you went through that. But the point I want to make here is that, that research product is truly global for us. So for the 3,500 companies that we cover, 20 -- over 2,000 of them are international. You can see all the other economies and commodities that we cover. It means that we're really able to -- we're driving a thought leadership and intellectual capital platform that serves our clients, particularly at this time, and we're finding that there's increased demand for that capability. And Brian talked a bit about that as well when he was going through his slides. This increasing complexity and that requires more in this space from our clients.

And one of the things that actually gives us an additional strength actually is our Bank of America Institute. Because we shouldn't underestimate how much interest there is in the U.S. economy, what is happening in the U.S. economy and who better to know that what's happening with the U.S. consumer and the U.S. economy than our institute with their real-time data. And that's something that we're able to use to really provide terrific service to our clients.

Moving on to Slide 9. So having talked through the countries we're in, the products that we serve and the clients that we're focused on, this second section of my presentation really talks through the scale of the franchise that we have. So this is the franchise that is already operating at scale. $14 billion in revenues last year, $4 billion in profits, terrific contributions to the main businesses that we prosecute globally. It's got $170 billion of deposits. That's a standalone institution. That's quite a large institution. And this is a business that really in order to service the clients at this level of scale, you need all of the different front to back activities of the bank working together, which is why I touched on in some of my earlier slides, how important and how critical our operations, our technology, our control, our compliance functions are delivering for the client. We need to constantly be investing in this platform because it's a complex proposition. And again, there are very few that are able to do that. And there are fewer over time that are committing the capital and the investment to stay invested at this pace because the product cycle that I touched on earlier is evolving. It's not a static product cycle. We're having to stay up on the game in terms of what our clients are looking for, whether it's new ways of dealing with ETFs, so thinking how to think through private credit, et cetera.

And in managing this complexity, we've got 18,000 terrific teammates outside the U.S., about 8,000, 7,000 in the front office who work together to deliver this complex proposition. They work across different times. They work across different languages. They deal with over 60 regulators across the globe. And for each of those regulators, we need to make sure we're compliant with all the local laws, rules and regs and our technology platform and those local rules and regs mean that we need to be investing constantly to make sure that we're compliant with whatever is asked for in each of these jurisdictions. So this creates, I would say, quite a moat and as we move forward and as we're committed to be investing, our competitors would need to keep doing that to stay at the pace that we are going. And our clients need us to be investing to make sure that we can provide the services that they want. And this business is growing rapidly as well.

If I can take you across to Slide 10, you'll see that we've been growing this business tremendously since 2019. So revenues are up 35%, pretax profits of 70% to $4 billion since 2019, a real improvement in the returns in this business, new records across the board. And in fact, in 2025, you can see we feel good about the year-to-date 2025 off of a record 2024. How have we been doing that? We've been investing in our clients. We've been investing in our capabilities, we're investing in our platform and technology, not just to bring new products to bear but to make sure that it's resilient. Our clients when they deal with us, want to make sure that our platform is strong and resilient. We've been bringing more financial resources.

You can see that a little bit on the left-hand side of the slide with more balance sheet and more liquidity. And we've been building a team and a platform who are getting up every day, making sure that we can deliver on this platform for ourselves and for our clients, leveraging that country leadership that we have.

So we've been doing this. We think we know how to do it. And importantly, I wanted to touch on Slide 11 that we see very good growth opportunities for further growth in the international space. The international fee pools are very material. And you can see that on the slide there. And we feel that these fee pools will continue to grow. And there are a few of us that are able to tackle these fee pools for our clients, and we're well placed to take advantage of those. You have clients in the capital markets space in the investment space that are really thinking through every day how they move pools of capital around looking for institutions at scale to execute on those capital flows for them. If you take Japan, you take Australia, in fact, most of Asia generates way more savings than they can consume. And so they end up exporting a lot of capital. And I'd say that we and very few others are very well placed, given our strength is a really effectively data-based safe intermediary to intermediate those flows.

And on the corporate side, we -- of the trade flow as you see there a study's projection of where those trade flows might be. If you're a corporate or CEO, you're thinking where should I make my next investment? Are you also thinking about the resiliency of your supply chain. And again, we're really well set up to help with our thought leadership, with our corporate banking, with our payments solutions for each of those corporates.

So at the bottom of the slide, we see further specific opportunities, whether in the Middle East and sovereign wealth funds, whether it's Germany moving away from his dead break and thinking through where its economy might be or take India, the fifth largest economy, now $3.5 trillion economy, looking to grow to $5 trillion. We have been in India for 60 years, and we cover over 500 multinational companies in India. So guess what, as new multinationals are coming in or as they're thinking through how they manage their cash, how they manage their treasury function and how they think through liquidity and other liability management solutions, we're there for them.

Moving on to Slide 12. This is our ambition at the international business. We believe that we can grow this business over the medium term by further $4 billion. We think we can drop $2 billion and we can grow pretax profits by $2 billion. So we see a lot of the international revenue growth dropping through to the bottom line. And we think that we can achieve over the medium term on ROAC of that business. You saw it earlier in the slide from just about 18%. How are we going to do that? We're going to grow our core client base. We're going to grow our subsidiary and middle market business. I'll touch on that, investing in our GPS business, taking [indiscernible] our Global Markets business. Why do we think we can do it? Because we have been doing it over the last period of time. We're investing in the platform. We think there are few competitors, and we think that there's greater demand from our clients. We see a lot of opportunities everywhere.

But what I thought I'd do is touch on 4 of those before I wrap up. Slide 13, the large corporate and investment banking clients. Matthew talked through a lot of this. I won't go through it all. But we want to do more with those clients. We want to do more products and be in more countries. You will have seen from the earlier slides and from this slide that we've been able to onboard a lot of these clients as we've really been more aggressive and more focused about taking our proposition out to them, and we're finding tremendous growth opportunities. In fact, for the targets that we set for this year in terms of new clients, we've already exceeded those targets and [indiscernible] we get a tremendous work from all of our colleagues.

We go across to the next slide, you see that here, we're talking about the commercial banking business that Wendy talked through. And again, she talked to the international opportunities there. She and I think that we can make an extra $1 billion in this business outside the U.S. In fact, this is a business where the clients are already ours. So that initial conversation is not so difficult. And actually, furthermore, keep in mind, there are a lot of global commercial banking type clients in the U.S. who are not clients of ours, clients of other banks who do not have an international footprint like we do. There's no reason why we can't go after that business.

If we move across to Slide 15, I touch on this briefly earlier. This is a really nascent effort that we're excited about. 2, 3 years ago, we've been thinking through whether we can cover middle market companies outside the U.S. 2, 3 years ago, we saw an opportunity in Switzerland. You may have heard that the competitive dynamics there changed a little bit 2, 3 years ago. And we have been very successful in really our Swiss pilot in offering incredible global market -- commercial banking services to Swiss clients. And we're taking that effort. We've onboarded a few clients there, and we're taking that across very deliberate to the U.K., Ireland, Germany, and that will continue over the next period of time.

Our next slide on Slide 16 talks through GPS, and you'll hear more from Mark in a minute on that. It's a tremendous differentiate a tremendous product set for those corporates thinking through with the various treasures and thinking through what their liquidity demands are access control visibility over their liquidity needs. And we're taking this global and making it local. So we're driving our global opportunity, and we're saying, for example, in the payment space, we're -- I was proud that we're one of the -- we were the first U.S. bank to be compliant with the European separate payments area, which is a single European payments area.

That's just one example of taking narrowing it down and having some specificity from the global to the local as it were.

And if I can go across to Slide 17. This is our global markets opportunity, $2 billion to $3 billion opportunity in this space. Jimmy touched on that. We have been doing well in this space. We have been gaining market share. We've been investing at pace relentlessly. We've been onboarding more clients. We've been cross-selling. We've been taking that fixed income products and more of the corporate clients that we're seeing. And we absolutely believe that this is a business that we can absolutely continue to gain market share and drive more opportunities. The fee pools are significant in Europe and in Asia being ability to cross-fertilize those peoples across different regions where it makes a big difference to our clients.

My last but one slide and probably one of the more important ones is slide 18, this is really the group of country executives I talked about. Leadership matters and local leadership matters. We have to be global, and we have to be local. We have to be always executing. We have to manage the complexity of what we're delivering to our clients. And this is a group that sits at the center of that strategy. They are very experienced, average 10 or 15 years, they navigate complexity they drive opportunities. They ensure that our resources are in the right place. They allow us at the top of the house to coordinate those resources. We have a winning culture there. There's a focus on -- there's an intensity about delivering in terms of our business internationally. And so this is a group that we lean on to allow us to stitch it all together, make sure that we're coherent in each of the countries that we're in and to make sure that everything works for us across our international business.

So to wrap up, I hope what I've been able to do is to really share with you our incredible international business and to share with you the opportunities that we see in that business. We think that this is a great balanced business with incredible resource. We think there are very few, maybe one or two institutions that have this international capability and the U.S. capability that we have. We believe that we can grow this business further. Why? Because we believe that we've done so. We know how to do it. We think there's more demand for our services. We've been investing in this business. And we think that the opportunities are there for more. So we expect over the next period of time to drive $4 billion in revenues, drive another $2 billion in profits to drive strong ROAC growth. and we expect our international platform to be a terrific engine of growth for Bank of America over the next period of time.

With that, I'll pass across Jeff Busconi.

All right. So we're going to change up the format here. So just give us 30 seconds while we do a quick set change and bring up the chairs, and then we'll get going here and do a panel for the next hour.

Okay. Good afternoon, everyone. My name is Jeff Busconi, I'm the Head of Corporate Strategy. You've heard today about our 8 lines of business. We've discussed opportunities we see for growth. We've discussed our plans to continue improving our returns. We just talked about how we deliver locally in the U.S. and internationally across the world.

What this segment is going to focus on is actually four key platforms that enable the activities of our clients, payments, technology, operations and marketing and digital. If you look at Slide 2, you can see how we position these major platforms really as horizontal capabilities supporting our four major business segments.

You'll see these are very large and strategic platforms. They've been built through many years and through billions of dollars of investment. They're built for scale. They're built to be never down. They are built to operate across various geographies, jurisdictions and regulatory bodies. Simply put, these are very difficult to replicate.

For the panel, what we're going to do up here is first have each of these leaders describe their respective platforms. And they're going to share with you and give you a sense of the size and scale at which we operate. Then we'll come to a panel conversation. We'll do some Q&A. And during the Q&A, we're really going to hone in on technology, the application of technology and AI specifically both how we're applying it today and what we believe about the innovation opportunity that's in front of us.

Importantly, we're already deploying AI today across these platforms. This is not a theoretical question for us. We'll show you examples of how AI is working today right now in these areas. And then we'll talk about how we plan to capitalize as we move forward.

So with that, let me introduce the panel. We have Mark Monaco, our Head of Global Payment Solutions. We have Hari Gopalkrishnan, our Chief Technology and Information Officer. Tom Shrivener, our Chief Operations Officer; and David Tyrie, our Chief Marketing and Digital Officer. So with that, let's start with Mark for an overview of Global Payment Solutions.

Good afternoon, everyone. It is a pleasure to be here today to talk to you about Bank of America's Global Payment Solutions platform or GPS. The GPS platform supports all 8 of our lines of business and generate $11 billion in annual revenue. Importantly, it also serves as the anchor for our $2 trillion of deposits and those core operating accounts that both [ Brian and Holly ] emphasized.

Within GPS, we're guided by a clear mission, and that is to develop and deliver a robust set of payment solutions. So individuals companies and institutions choose us for their transaction banking and cash management needs. Our suite of products includes a full range of liquidity, payments, collections, merchant services, trade and supply chain finance solutions. We deliver on our mission by supporting our clients with our size, scale and global consistency by innovating to meet client evolving needs and by driving digital engagement across both client activity and service and increasingly, harnessing data and AI to grow revenue improve productivity and enhance the client experience.

Moving to Slide 3. We are one of the only companies in the industry with a truly differentiated payments platform built on two unique complementary strengths. This creates a powerful engine for growth. The first of those strengths is a global network that Bernie just described that meets clients where they are, where they want to be. So I think global connectivity with local expertise and capabilities.

The second key strength is our leading market positions in the U.S. in both consumer and small business banking and corporate and investment banking. Together, these two strengths make us a gateway for the thousands of U.S. corporations as they go around the world and also a gateway for foreign domiciled companies as they come to the U.S., which, of course, is the largest economy in the world. This puts us in a unique position to serve the full range of client needs that only a few competitors came come close to matching. We operate in 44 jurisdictions, which essentially covers all of the world's addressable GDP. We're also fortunate to have over 70% of the global Fortune 500 as clients. We're a leader in both consumer and commercial payments.

On behalf of individuals, in 2024, we processed over $4 trillion in payment value. For companies and institutions, this number was over $450 trillion. That's close to $2 trillion a day. 33,000 of our corporate clients used our payment services. In fact, our clients authorized over $1 trillion in payments alone through our cash mobile app last year.

We also, as you've heard from my colleagues, continuously received global recognition as a leader in the market. Greenwich Coalition recognized us as the #1 share leader in corporate cash management and #1 for our strong digital platforms just to highlight a few.

Transitioning to Slide 4. I've highlighted the size and scale and leading market position of our payments business, but to fully unlock the potential of our platform and accelerate growth, we must continue to meet client needs, both today and as they evolve in the future. As this audience knows well, the payment space is constantly transforming. To win and stay ahead, providers must continually invest in client-centric innovation. Bank of America has a long track record of leading payments innovation. From pioneering the credit card and launching new payment networks in the 50s and 60s to introducing online banking for both consumers and corporates in the early 2000s to enabling real-time peer-to-peer payments with Zelle in 2027 and most recently, deploying AI-driven features. Our commitment to innovation has always been rooted in meeting client needs.

To that end, we invest $1 billion annually in payments technology. These investments drive revenue growth through higher client balances. They create new fee revenue streams. They expand margins and improve productivity and importantly, they attract new clients to the platform.

As expectations continue to rise, sustained leadership will require not only in the deep client relationships we have with robust distribution capabilities and the financial strength to invest at scale in next-generation technologies. We are uniquely positioned to continue to deliver on this.

Moving to Slide 5. We just discussed the importance of innovation. CashPro, as you've heard earlier, is a prime example of how we invest to drive revenue growth, deepen client engagement and expand our market share. We see this -- CashPro is our unique flagship digital platform and a key differentiator of Bank of America. [ Wendy and Katie ] talked about this. It empowers clients to optimize their treasury operations through a seamless and scalable experience. We see this across our more than 35,000 clients that use the platform in over 145 jurisdictions. CashPro is available in 11 languages, and integrates with more than 70 leading treasury management and ERP systems. This makes CashPro one of the most globally connected platforms in the industry.

So beyond -- but beyond this functionality, CashPro drives recurring revenue and deposit growth. In 2024, CashPro generated over $1 billion in revenue. Since 2019, it's contributed to our over 65% growth in Global Banking deposits, which now well exceed $600 billion. Our commercial deposit market share has increased from 15% to 18% during this time period. So we're gaining share. with continued investment in the service experience and expanded capabilities, we have significant runway to drive incremental revenue growth.

Moving to Slide 6 and to wrap up. Our payments platform is a strategic growth engine for Bank of America. As I mentioned, it drives $11 billion of high-margin reoccurring revenue and drives client engagement and loyalty. Our size scale, global reach and powerful consumer and commercial franchises deliver a unique value proposition, which is nearly impossible to replicate. Through our commitment to continuous innovation and our commitment to investing in technology at scale, we've established a sustainable competitive advantage, positioning us to continue to deliver on growth.

Thanks, [indiscernible]. I'll now pass it to Hari Gopalkrishnan.

Thank you, Mark. My name is Hari Gopalkrishnan, and I lead technology at Bank of America. The three things I want to convey to you today are, first, we've been steadily increasing our investment in technology every year. Now investing $13 billion in the coming year in technology, all driven towards digital and data capabilities that are driven through a culture of innovation. Number two, when we invest in technology, we do it across every line of business. So what we do for one line of business will benefit all the lines of businesses. So enterprise scale is something that we focus on.

And third, we've already paved the path for commercial implementations of AI that are in market today and also have significant amount of plans as far as how we're going to do more in embedding AI everywhere across the organization in the coming years.

So with that, on Slide 2. What I want to highlight here is on the right on the chart, you see the $13 billion of investment, $4 billion of that goes into new capabilities, strategic new builds, strategic new capabilities.

And just as importantly, the amount we spend on new capabilities has gone up 44% in the last decade. To click one level deeper, I mentioned digital and data being very important to us. Let me talk about data. We've invested $1.5 billion in data in the last five years. To organize, collect information and data, transactional data, customer behavioral data, demographic data across multiple lines of businesses. We now are approaching almost 1 exabyte of storage. To put that in perspective, I get stressed when I get a document that's in the multiple megabytes and exabyte is 1 trillion megabytes. So that's the volume of storage that we're processing across the company. Further, that data isn't just sitting around doing nothing. We run it today, 270 AI machine learning models in production, ranging from fraud. Holly talked about 50% reduction in fraud losses. That's an example of using our data and AI for the purpose of delivering a client outcome. And last but not the least, Bernie talked about the 37 countries and the various jurisdictions we're in. Obviously, being able to be compliant with the data rules and regs is critical and very hard to replicate when you look at volume at that scale.

The next slide. Now all that investment in technology has resulted in a significant increase in client activity as our clients engage with us at higher levels of frequency. And what you see on the slide is double and triple-digit growth across every line of business. And to give you a perspective of why that matters and why it's good for us. If I just call out the top row, middle column, the Zelle volumes being up. The reason it's important is we now have clients that send Zelle volumes at 3.4x as checks. That makes it less expensive for us, lower fraud and greater customer experience, three wins in a row. And that's what you'll see with all these things, all these increasing volume actually results in better outcomes for us at the end of the day.

On the right-hand side of the page, you see the incremental investment in storage, I already alluded to it, 50% more releases, so we can give our clients more enhancements and more features and 28% increase in our CPUs and GPUs, the compute activity that we conduct for our most complex quantitative models.

On the next slide, what we do is we go at this with a culture of innovation, which we think is unique. On the left-hand side of the page, you see the patterns we've been granted over the last few years. Not surprisingly, it's focused on AI machine learning, data, payments, digital. Those are the areas we're investing a significant amount of focus and attention on. The middle chart shows you that as our investments in new technology and growth has increased, so has our patent. We're seeing that innovation being applied in a commercial sense, and that has end-result Ms. [indiscernible] in this patent growth. But at the bottom of this page, I would also call out the 8,200-plus inventors we have at the company. We don't believe we have 5 people sitting in the corner inventing things. Every one of our teammates has empowerment to have a culture of innovation, can come up with an idea and work on getting it to market and commercialized, which is what's resulting in these outcomes you see on this page.

And the final thing is I've highlighted a few of the technology awards that just most recently in the past quarter, we received, always great to be recognized by the industry for the worker team does.

On the next slide, we'll talk about a couple of examples of enterprise level scale of how we deliver solutions. We talked a lot about Erica here. I hope that you had a chance to take a look at the demo during lunch. Erica started its life as a small language model, open source-based mall language model that we optimize for the financial oncology for consumer bank. That has now been served 3 billion times of 3 billion client interactions have gone through Erica. But we felt we could actually use the same platform to multiple businesses and that's why you've seen it expand now into Global Banking and further into our all employee base where our employees now use Erica to deal with day-to-day needs and intense.

Further to that, if you look at our customer relationship management platform, we have 90,000 teammates today. across all lines of businesses that engage with a single customer relationship management platform, a single referral engine to Dean's point, around managing referrals and introductions and generating these introductions across lines of businesses just this year so far, 10 million client introductions.

And the last thing on this page is document intelligence. We store billions and billions of documents on behalf of our clients. And now that we store them, we now have the opportunity, Tom and I are working on a number of projects to gain more intelligence out of them, get a better customer experience, optimize workflow, optimize processes, leveraging AI. So sets up the foundation for the next generation of work from a document management space. So on the next page, we get to AI. And really, I've already covered a bit of what happens with Erica on the first part, which is the AI agent 3 billion transactions since then grown. But we have moved past that to have a model agnostic approach where we're using state-of-the-art large language models, both open source and proprietary models on-prem and on cloud to deliver value for our teammates. We have 3,000 teammates in markets today. that use search and summarization capabilities to look at market commentary, to look at research and to be able to change their day-to-day work flows on the back of it. In Mark's space, we have a platform called GPS. Again, hopefully, you had a chance to see it at lunch where payment professionals can look at it to easily get access to policies and procedures across the globe. Further on, on content generations, every one of our relationship banking teams can now use a generative AI model to generate a first minimal version of a client meeting prep, using on us, office data that saves hours of time and the hours of time they save can then be used to deepen the prospects which is what you saw by the [indiscernible] opportunity that all the lines of business leaders talked about. So freeing up time to then go after the high-value opportunities.

In operations, we have front-to-back chatbots that help simplify the trade life cycle and help diagnose issues upfront. And in software development, we have 18,000 developers of the company that use coding agents today to optimize our development process.

And so on the next slide, we track everything we do. We have metrics. We track it. And so just a couple of examples here. You see on the top left, the Erica growth from 0 to $3 billion. On the bottom right, I'd call out our similar work we've done for our software development team. Again, as I mentioned, 18,000 developers optimizing key parts of the coding life cycle, and we've already seen 20% productivity coming out of those parts of the life cycle, which we are now reinvesting next year into new growth programs. And that's something you'll hear from us over and or again. Modernize the back book, modernize up, run the bank activities so we can then free up more for strategic growth.

So to close out, I would leave you with 3 numbers: 1, 3 and 4. One, which is the 1 exabyte of storage that we manage of our client data that we can now use to help get better customer experience for them, 3, which is our $3 billion interactions, AI interactions. We've learned from over the years and 4, which is $4 billion we're going to spend next year to go make this all better. So with that, Tom?

Thank you very much, Hari, and good afternoon. Thank you to all of you for having the stamina to still be here at this point of the day. So hopefully, you enjoy our Q&A a little bit later.

So I want to talk a little bit about what operations -- Tom Shrivener, Chief Operations Executive. I want to talk a little bit about what operations enables for all of our clients. So we'll flip to the next slide.

Bottom line, between Harry's technology and my operations teammates. We do everything on this slide. We enable all the things that you've heard about today from all of my teammates. If you want to send a payment, we process the wires, we process the checks. We process the ACH payments. If you have a loan, we apply your payments. We address your service requests. If you have a credit card, hopefully, you all have a Bank of America credit card in your wallet. We program that chip we stamp that card. We make sure that it all works. And when you get it, you can go spend some money.

So finally, if you buy any stocks, we're ultimately going to make sure those securities get into your account. We're going to make sure we get the money from you. So we reconcile, we clear and we trade. So all the stuff on this slide.

Next page. The reason I love this slide is really the top row. So 34,000 people in 32 countries and jurisdictions, it's a massive operation. And so you might say, Tom, how do you know that it's working every single day. And the reason I know it's working every single day is because we have a disciplined management system that's made up of almost 7,000 metrics across all aspects of what we deliver for our clients. We are monitoring those metrics constantly looking for any sign of issues so we can make sure that we can continue to deliver for our clients and customers every single day.

There's some great stats on here. I'll say a few for fun. $1.9 trillion in wire payments every single day. 81 million global markets transactions every single day. On an annual basis, $1.6 billion checks processed and declining, thanks to Zelle, $1.1 billion in statements delivered, a massive operation that has to execute every single day flawlessly for our customers and clients.

Next slide. A lot on here. So just look at the top and look at the second box from left. The management system that I described for how I manage operations exists across the entire enterprise. So across the whole firm, we've taken all the work that our people do. And we have organized it into 3,700 processes. Why does this matter to you? Why should you get excited by that? The answer is, if you want us to innovate if we want to have a better efficiency ratio.

We cannot deploy new technology to help our teammates unless we understand exactly what our teammates to do. And it all starts with this management system. It all starts with 3,700 processes mapped in detail, 55,000 individual activities. We know exactly how the work is done, which is what allows us to ultimately deliver innovation, make things faster, make things better, and we will never stop doing that.

So David Tyrie?

Thank you, Tom. Okay, 5 minutes, 2 things. I'll hit purpose of digital and marketing. I'll take you on a journey across the components of the flywheel of digital marketing. And then when we get into the Q&A, I'll try to bring that flywheel to life for you.

So let's start with Slide #2, and I'm going to ground you in our purpose. The team across the board is here to amplify the growth potential of every line of business. We're here to make sure that we're delivering more effective and efficient capabilities across the board. We do 3 things come together to do that. We leverage data. We leverage the digital experiences that we create, and we also leverage 1 of the world's greatest brands that is out there. So if you flip to Slide 3, let's take a spin around the wheel. There are 5 components to it. We'll do 4 stops. Start -- we're already started, data. It's the centerpiece, right? Think about from our lens, think about data as the behaviors and transactions that our customers leave behind that become understanding, right? That's a really important piece of it. And if you look on the outside the dark blue piece of things, you'll see our capabilities have been built on decades of longitudinal data, more than 2 trillion client data points, 49 billion transactions Hari said, 900-plus petabytes of data.

Here's the key on this one. It's not just store data. We use it. We use it every single day. You're going to hear us talk about the word activate. And when you hear activate, what we're talking about is activating the data to get the right solutions to the right customers at the right time. Brian mentioned it at the beginning in the moments that matter. So for our businesses that are consumer facing, that's new homes, new jobs, having a kid. On the business side of things, that's things like refinancing expansion and capital raises across the board, business inflection points. The bottom line on the data is that it gives us the ability to activate a better client experience and better business outcomes.

Number two, [indiscernible] on the same slide, the digital experiences. This one is near and dear to my heart. Think about this as where our brand lives every single day. The team is focused day in and day out on making the digital experiences across all lines of business easier, more convenient and safer. If we do that, we can exceed client expectations and we can earn trust across the board.

The numbers on the outside, 79% of our households have adopted digitally and are digitally active, 81% are using digital as our self-service vehicle that is there. 66%, Holly talked about of the sales and consumer or digital. Sharon talked 35% on the business side of things. And all of that wrapped together is industry high satisfaction levels in digital of 85%. I look at those numbers, super proud of what we've done over the years, but I see lots of upside for us, right? with Dean mentioned that a billion-plus log-ins on a monthly basis, I think about it differently. I don't think about it as log-ins. I think of that as 14 billion times in a year we're providing our customers the ability to get some sort of information they were looking for, give them advice on guidance, essentially value at scale. And digital has become a core part of the value proposition. And I would submit that in the future, it's going to be even more important. If you put a business lens on digital, it's about enabling frequent, low-cost, high-impact interactions that give us unmatched reach and also unmatched trust that Brian talked about.

I'm going to say it a different way for those people looking for a quick little tagline, right? We have unlocked the ability for customers to interact with us as much as they want at a lower cost. That's the key on the digital side of things.

I'm going to go to number three, which is marketing. Marketing is where this intelligence meets action across the board. We're listening to customers every single day. We're trying to deliver better service through those listenings, we're offering help that's timely, relevant and focused on what I said, matters most. This is a new standard in marketing. I call this hyper personalization, and you can't do it without AI. So we're right on the forefront of all of this across the board.

I'm going to talk a little bit about -- more about Erica, and that's going to be a common theme here. Is Erica is a new form of marketing delivery. And so I'll hopefully show you that a little bit later on. But there's a different lens. That's a customer lens. If you put an internal lens on marketing and the new applications of AI. We have applied 30 models that Hari and team have built and created one marketing simulator. And that's similar or designed to help us figure out the best ROI on a marketing dollar that we spend out there.

By applying those models, we can run our marketing operations more effectively and efficiently across the board. So think about the work that marketing team do, working with the businesses on planning, creating targeting capabilities going out there and executing all of the stuff that happens every single day. It makes it much more efficient. We're actually seeing in the early stages, 60% higher conversion rates on our campaigns that we're doing. We're getting greater reach for the same amount of dollars that we're spending out there. And in our team alone, we're looking at 29,000 man hours saved because of the work that we're doing on this side. All right. Now I'm going to end and I'm going to combine 4 and 5, talk about partnerships and brand. I think about this is where we meet people where in moments that matters most. -- okay? So our brand -- and you've heard it, our brand shows up on a global basis, and that shows up in the local marketplaces. You're talking and I'll talk a little bit later from the World Cup on a global basis, down to the museum on us program that we have, which connects communities together.

The thing that I'll talk about later about these partnerships and the brand is that these aren't sponsorships, right? These are new and important access points for our clients and our prospects for us. And they move us well beyond the financial service category and they create emotional connections that drive loyalty and help us with the relationship deepening.

So I'm going to close my section here by having you focus on the center of this circle, because these are 5 outcomes that the team drives. We try to strive for smarter decisions, deeper engagement, personalized experiences, broader reach than we've had before and then ultimately, lasting loyalty.

So I'm going to turn it back over to you, Jeff.

All right. Thanks, David. Thank you, guys. All right. So now we're going to turn to the Q&A portion here. And as I said, we're going to focus this piece on really the application of technology across these areas and how it's impacting them and what we see going forward. And actually, we're going to -- I want to start with Erica actually. Hari talked about it, David, you talked about it. We're going to pull the string on it here. Erica was first put into use in 2018, and it was developed because we were looking for a more efficient way to allow our customers to ask questions and get answers. Since then, it's evolved into a much, much more sophisticated language model. And so we're going to get into that and unpack that a bit. And David, I want to start with you in your role as Head of Digital, talk a little bit about the digital journey and the role of Erica specifically.

Sure. Let me talk journey first, then I'll go into the Erica piece of things. I kind of tried to establish a basis that it's all about listening to our customers to serve them better in digital. The digital transformation has gone through 3 successive phases across all the business lines. First, it starts with just engagement and having those capabilities. Second, it moves into the commerce side of things. And now we're moving into this personalization side of it, which is the top level of this. The award-winning platforms that we have started in consumer and have migrated across all lines of business across the board.

I would submit to you, again, that we are in the very early stages of how digital is transforming banking in the environment that we're in. Eric is a great example, Jeff, right? As Hari mentioned, we launched Erica and on this slide, you can see in 2018, it was a simple virtual assistant asking basic questions. Today, if you go to the other right-hand side of it, Eric is the fastest path for client answers. The average time somebody has an interaction with Erica is 44 seconds. And 98% of the time, they don't have to go someplace else to follow up on an answer. And that's really a proof point on what I said earlier, ease, convenience and safety across the board. What to watch for? The real evolution on Erica is when we move from reactive to proactive, right?

So let me explain. 60% now of Erica's interactions are proactive interactions where Erica is giving suggestions are helping people with their next steps. So Holly said it. People look at Erica as a virtual assistant. They're 24/7, but the key here, and this is a really important key, especially early in the stages is Erica is designed to offer choice to our customers. You can choose to interact just with Erica.

You could choose to interact with Erica and say, hey, listen, I would like to go to a live chat or I want to talk to somebody on the phone or maybe I should actually go see somebody in person. That's all in one seamless experience that Erica creates for folks across the board. I gave you a couple of proof points on that. 600,000 times during interactions with Erica.

Erica said, you're better served talking to a live person. Let's set up an appointment. 200,000 times during interactions. Erica has notified you that, oh, you might be a Merrill Lynch customer, you might be a preferred customer and you haven't taken advantage of our preferred rewards program.

Let me tell you about it. Let me enroll you in that. That used to be a manual thing. So Erica is virtually taking out the friction out of all of that piece. And that example that I gave you is the definition of high tech and high touch as it cuts across the board.

Okay. So that's the customer, the front office piece of it. Let's go, Tom. Now to the back office side, how has Erica impacted you in your area?

Sure. Well, as everybody has laid out, we started with a simple idea, let's make things easier for our clients. If you want to send a Zelle at 2:00 in the morning, if you want to send a payment at 2:00 in the morning, you can send it 2:00 in the morning. What started with, let's make things very easy for our clients has been a total game changer for us, 2 critically important things have happened.

One, is every single time an answer is given to that customer right away by Erica or Erica accepts that service request. I know exactly what that request is for, and I can get it directly to the person that can fulfill it. If it doesn't happen automatically, if it's not instantaneous, I can get it directly to the person that can ultimately service that request.

Why does that matter? Well, you're cutting up the middleman. Think about call centers. If every single one of the requests that David just went through, had been handled by my team. I would have needed 11,000 more people. It would have required 11,000 more people to take those requests in the old fashioned way. So think about the impact that has. So much more help for the customers without having to add all those people.

The second thing that Erica has delivered is something I love standardized data. Standardized data is the most beautiful thing ever. Why? Because if the customer request comes in, and I know exact -- I already have the exact data that we need to ultimately service it I can turn around and I can work with Harry's team to deliver straight-through processing, which means nobody has to be involved or I can deliver that data directly to the teammate who can service that request right away. So that standardized data that we're getting through Erica, that is just such a huge win for us. So it's been a game changer.

Because we loved it so much with our customers, we said, hey, we got to do more. What else are we going to do? So next, we went to -- we had a big call center hundreds of people, and it was run by technology. It wasn't run by ops, who helped everybody, all 220,000 people at Bank of America who needed to reset their password right, or had to get another application. You've all done it, you know it, right?

So we basically brought Erica to that need. And 54% of all the requests that come in now to that group to get some help with their computer, et cetera, are handled directly by Erica, no involvement. That's hundreds of people that we no longer needed to do that particular role, big win.

One more example. The thing about being in operations, especially if you're in Gen Demare's business and market operations is you're constantly trying to figure out what's up with this trade, what do I need to do to make sure it settles properly right? I need to go research, I need to go collect data about a particular transaction.

The problem is there's a lot of data. And I can't teach every single person in operations how to run a sequel query. So what do we do? We've created effectively a front-end chatbot that allows those teammates and operations to directly access the data using natural language. This is a game changer. The data is accessible to everybody that much quicker. No longer do you have to file a ticket with technology to get information. All of this stuff makes our people that much more efficient.

So just want to say we're not done. There are so many more places within ops where we got to go. I'll give you one example. We've got a couple of hundred people in a call center that help our financial centers. If somebody walks into a financial center and has a really difficult question, our financial center can call us and ask for a little bit of help in how to make sure they service that request. We haven't brought Erica there yet. We will. There's plenty more to do. But the bottom line is it's working, and it's just about us executing and getting it done. All right.

So we've got front office, we have back office part, what did it take to build all of this?

Yes. I mean, I think we started by asking our clients what do they want? And there's 3 things that they asked for. The first is they said, look, you've got 500-plus features in this 5-inch screen, make it easier for me to access these things in a human language. So I don't have to learn banking talk, you learn human talk.

Second, they said, wouldn't it be great if you could actually keep a watch over of our financials and give me insights that I don't have to go hunt and peck my card statement at the end of the month, so on and so forth.

And the third is, I'll use all the stuff, but make it easy when I want to talk to a human back to David's point about high tech and high touch, that you can seamlessly connect me to a human. Don't make me repeat myself, don't make me to do these things.

So with that in mind, 4 things we had to build. First, a natural language engine, again, back in 2018 where there was really no large language models, a small language model that we still use and very productively. Second, data. We process $7 billion events every week to drive the insights we're talking about to delight the customer. So we see something you see a certain fee is larger than the one you saw last month. A merchant is charge you more this month than last month. These are the kind of insights that makes our customers feel like we're watching over their financials for them.

The third piece I would call out is a digital-first architecture, which is connect all the channels together. So whether you came in from Erica and you wanted to then talk to someone on the call center, you could seamlessly go across authenticate. We now have an authentication platform that supports 1 billion log-ins a month.

Get to the other side, the agent picks up the phone, they know exactly who you are. They know what you're calling about because you just talk to Erica, and they already are 6 steps into solving your problem for you. And last but not the least, resiliency and cyber, once customers start expecting that you're going to there for them, 7 by 24 by 365, you have to be there 7 by 24 by 365. So being able to scale to volumes, protecting our customers, whether it be security, privacy, those are all fundamental table stakes we have to build.

Sorry. Okay. Mark described how you took what was built by Harry for consumer used by ops and expanded it to the commercial side of the business.

Well, the first thing was our commercial customers were jealous of Erica. So because many of them are consumer customers. So it was a natural extension to bring this into CashPro and integrate CashPro integrate Erica in the CashPro chat. It's a great example of how we leverage technology across the enterprise to solve issues in this case for our 35,000 clients on the platform.

So fall of 2023, we launched CashPro chat with Erica. Hopefully, you all had a chance to see this at lunch time. Since launch, we've had tremendous adoption, 70% of clients on the platform have engaged with chat with Erica. In the third quarter alone, we saw over a 20% increase in year-over-year chats. So increasingly, clients are turning to this solution for help.

Yes, one of the key points here is what David said in his comments is we've now unlocked essentially unlimited customer interaction. So we've turned the traditional service cost curve on its head. So it's uncapped, numerous interactions, and we get to learn from it. Today, 40% of our client increase are handled through CashPro chat with Erica. So it's creating real efficiency not only for clients but also for the bank. It enables us to handle more clients, more volume and less cost and we're not done there. As I said, we're continuously learning. We continue to analyze what clients are asking for. In 2026, we are already aiming for over -- adding over 100-plus new intents. So the model continuously learns and delivers our value for clients.

Okay. Thanks, Mark. Look, we just covered a lot of ground on Erica. What we're really trying to show here is how one model, when it's built well, can scale across multiple areas and have wide-ranging impacts from the front office, to David, to the back of the house with Tom. In this case, again, 1 model, 3 applications, 3 different applications, customers, consumers, commercial customers and employees. Doing the work of 11,000 people.

The other important part about Erica is this, and David alluded to it. It allows our customers to interact with us as much as they want without incremental cost to us. It creates incredible economies of scale Holly earlier today when she was talking about consumer showed how revenues per FTE are up, balances per FTE are up. That is how technology -- applied technology like Erica translates into financial results. And again, this is just 1 model. It's 1 example. We're investing in many large language models across the company today. Who knows in the future we could actually replace Erica with an even better model. That's a possibility.

So I want to turn now actually to the different types of models that we're investing in today to give you a flavor for what we're doing from a model standpoint and an AI deployment standpoint. And David, we'll start with you on the client engagement side. Talk about how we're using AI around client engagement as well as customer alerts.

So Erica is one form of client engagement, alerts or another. And I'm going to talk to you about the texts that pop up on your phone there. Text started with a simple service tool. Tell me when my balance hits a certain amount or tell me when my paycheck hits across the board, there is literally nothing exciting about that. And if we left it alone 1987 would be calling and want their strategy back. We didn't -- what we did was we took a growth lens and looked at it and said, okay, we're going to take our alerts and we're going to put it on the same platform that we just talked about here. we are going to use the data and the modeling to turn these things something that helps customers real time. So that was the theory behind it.

And then what we did was we added another layer. We said, customers get to choose what kind of alerts. Customers then get to choose that we're going to use their behavioral data to actually find alerts that they don't know about. But on each of those scenarios, say, hey, I want more of those or I don't want as many of those across the board. As you've heard before, now these are integral part of our client experience, helping stop fraud helping people stay on track. What's my next best step because a life event just happened across the board.

I'll give you 3 quick proof points on the magnitude of this because we are talking about alerts. 10 petabytes of data, 500-plus models that are helping us predict clients' needs, when they need it and through which channel across the board. We are now distributing 1 billion alerts a month. So you have 1 billion log-ins plus and you have 1 billion alerts. So this has now become a 2-way street across the board here. And we love the alerts because these outperform the traditional approaches then over digital and actually 6x over e-mail. So it's becoming one of the fastest adopted features of our entire digital platform with clients.

Thanks, David. Harry, we'll come to you next. You talked about deploying GitHub CoPilot to your 18,000 programmers, Talk about the benefits you're seeing from that. And then also, your team oversees all of these deployments. So talk a little bit about some of the other models that your team is putting in place across the company.

Sure. As I said, we have 18,000 software developers that use it have co-pilot today. We use it specifically for software code generation, unit test generation, software modernization. And we've seen that for certain specific measured activities. We're seeing a 20% productivity lift in those areas. And what we've done is essentially harvested that capacity, and we're putting it back into the investment pool for next year to invest more into the growth agenda, as I mentioned.

We're not resting there. We have lots of more technology for technology sake, intake, requirements, design, triage management, autonomous systems, lots to do from a technology perspective. But taking a step back across the enterprise, we've actually deployed a state-of-the-art foundational model that 130,000 of our teammates today use for productivity and they've generated in the last couple of months, 4 million -- so it's a tool that basically is available and will be available across the enterprise for everybody to use from a day in, day out productivity standpoint.

Moving past that, some of the examples you hopefully saw a are tools to help each of the personas that work at the company, get more productive. The 3,000 teammates that actually have to do market research and market commentary, being able to use platforms like Orchestra and Optimus that you saw out there to help easily get access to information that would usually take them a lot more time in the past to do.

Tools like the client meeting prep tool that looks at revenue profitability, CRM notes and other third-party information from others and be able to pull and aggregate that in a way that's easy to use.

And the last example I'll give you is something very excited in the call center, working with Holly team is real-time speech to text transcription, understand what the client is trying to tell us, summarize it, understand what the intent is of the associate can help them faster, and we can document that entire case in an automated fashion. You can see all these examples will eventually result in significant expenses that we can redeploy.

Tom, we hear a lot in the industry about the application of AI around investigations. Talk about and customer due diligence, talk about exception processing, investigations and what we're doing in that space.

The secret for ops is to find an operational pattern that is done in many different places because if we can sort of -- if we can crack that particular operation pattern, we're going to get tons and tons of benefit. And so I'm going to drag you into a very detailed example if you'll bear with me. It's 1 particular operational pattern that we see all over ops. It's a first step process.

Step one, client inquiry creates a case. It could be a fraud claim, a Reg E claim, an ATM dispute, anything like that, but some sort of inquiry creates the case, step 1.

Step two, one of my teammates does a whole bunch of research to learn everything they can about that case. Three, they make a decision for they document the heck out of that decision because we got to do that, right?

So think about that 4-step process. That 4-step process exists all over the bank for so many different types of things. And so the question is, how do we crack that process in the best way possible? Well, we've had some success already, and there's more success to come. Think about step 4, which is documenting the decision. I need that documentation to be consistent, comprehensive and to drive a lot of scrutiny, right?

So we have deployed a large language model to effectively consume the information that the individual has gathered and ultimately create the documentation that we need to make sure that we have it available. We are not allowing the large line model to make the decision. We're not ready to do that. But what we are ready to do is use the large language model to augment the work of my teammate, and we've successfully dealt with step 4.

If you think about step 2, which is to gather all the information needed to ultimately make that decision, Clearly, we have an opportunity to use data aggregation tools to bring all of the relevant data to the desktop of the teammate so that they can quickly have it there, look at it, research it and not have to spend a bunch of time gathering it. We're not done. We've done it in some places. We haven't done it in others. We got a lot more work to do there. But it's about trying to figure out how to make this teammate the most productive teammate possible by augmenting all the work around that critical decision that we want them to make at least for now.

I hear 80% efficiency. Mark -- waiting patiently, talk about what you're doing in the payment space around AI.

So Jeff, we think that within GPS, we're actually at the forefront of using AI in treasury. Right now, we have a half dozen solutions live and in the market today. You saw a 3 down at the demos. We're really using AI on 2 ways. The first is for clients to make remarketing the second is to enhance our associate productivity and importantly, drive lead generation and sales efficiency.

I'm going to just talk very briefly about 2 examples. The first, cash forecasting. It's really a game changer for corporate treasurers. Historically, cash forecasting is a bit of a black box, yet is critically important for companies to optimize their working capital. Using machine learning and predictive analysis, cash flow forecasting generates -- directly generates real-time forecast, saving clients time and importantly, improving precision.

So what's really unique here and interesting is the fact that we are taking advantage of something we already have, which is customer data. We have permission customer data, and we're a trusted party. So the clients don't have to share this data with an outside third party. We have 3,000 clients using cash flow forecasting now. They've estimated that they have saved more than 0.25 million hours a year using it.

So in the uncertain macroeconomic times that we're living in, clients are also using CashPro forecasting to run scenarios to strengthen their cash positioning and to make financing decisions. The other example is something we recently launched called SGPS Harry referred to it. It's an AI-powered virtual assistant for our GPS employees. What we've done is combined thousands of vetted internal documents. So our associates have access to instant business intelligence. These are questions that would have taken a lot of time and cross-functional teams to research. I've used this myself to research our multicurrency notional pool capabilities in tier jurisdictions.

Since we launched this in August, as GPS has answered over 30,000 queries, and that's growing over 20% of 98% of our GPS teammates have used as GPS. So it's not just driving efficiency as I mentioned in the beginning, it's also driving -- helping us generate revenue. This is an area I'm probably most excited about because it's helping us identify product fit, recommend next best solutions for lead generation to have a client conversation.

And this continues to be a focus area, and it's going to be an important focus area going forward. So we're actively investing to expand as GPS reach and sophistication.

Thanks, Mark. Okay. So we just gave you a sense of a lot of the AI-related work that's happening at the company. Here's a key takeaway. We are deploying AI in all areas of the company, and this is really different from past cycles of innovation where the automation or the digitization was really focused on lower-cost high-volume areas like operations. Here with AI, the opportunity is much broader. There are many more cost pools to go after, and we're just getting started on those. In addition, there'll be revenue opportunities, revenue benefits. There'll be productivity gains, but this is a much broader application than what we've seen in past cycles of innovation.

So let's now turn to the future here, and we'll do a quick round of questions. And Harry, we'll start with you. You talked about the $13 billion in annual technology spend -- on the base in a new technology initiatives. You have that to spend year after year after year. Give us a sense of where you see that spend going in the future?

Yes. Now I call out 3 buckets of spend. First, obviously, continued optimization of technology, modernizing our footprint, continual renewal and then being able to generate platforms like AI platforms that can be leveraged across lines of businesses.

Second, Tom alluded to this notion of us SPI, which is understanding where our processes and activities are. We're going to take those tools and then apply and rinse and repeat them across multiple processes across the company that are highest ROI opportunities for us.

But the third is I don't think our customers. opportunity. But the third is I don't think our customers constrain their interactions through what we provide and the ability for our technology platform to better integrate with broader ecosystem, whether it be merchant ecosystems, financial ecosystems or even agent ecosystems is going to be critical for us when you think about the future. And so I expect our investments to actually make it a much more all-encompassing framework where Erica and other platforms can work across the broader enterprise.

Thanks. Sorry. Tom, we'll go to you next. You had talked about how you've gained efficiency in the past in operations. Where do you go next?

Sure. So I don't know if you remember David's 2-word tagline from earlier hyper personalization. I have my own word tagline, precision targeting. And here's what I mean by that. We talked earlier that we have 3,600 processes that represent all the work that occurs across the bank. The job for us now is simple. We have to go process by process and find the best opportunities available to us to apply the technologies that have now become available to us. right, and find the perfect marriage.

So look, we already know where we're seeing benefit. There is already benefit being realized. Report preparation anytime you're pulling data together and creating a report procedure consumption. Anytime you got to review a whole bunch of procedures and you got to get the simple 3-step thing. You got to go do. You've all done that at home. And so clearly, huge benefits there. and then document extraction. Clearly, we live in a world of documents and images in the financial industry, how do we get the critical standardized data out of those images so we can actually go enable straight-through processing. We're already seeing huge benefits there. Very specifically,

I'll give you 2 examples. One is something we call Daisy, but it's effectively -- we have deployed a large language model to just make OCR better. I don't know everybody's heard of OCR, optical character recognition. And so we've basically just made it a lot better than it ever was before. It's much more accurate. We're getting much better data out of it by effectively combining those tools with a large language model. So we're seeing the benefit. We just need to get it deployed across all 3,600 processes, obviously, as fast as we can while doing it effectively. We cannot make mistakes. We've got to be there for our customers. We've got to make sure their transactions are right. So we're going to go at the right pace.

Thanks, Tom. Mark, we'll come to you next. Payments is a fast-moving space, stable coins, real-time payments, what do our clients need in the future? And how are we preparing for it?

As you say, Jeff, there's no question, payments is moving quickly, both in terms of new technology, but also in terms of an increasingly complex and demanding regulatory environment. Clients are demanding all sorts of new things, whether that be 24/7 operations. ability to support ever-increasing volumes. The need to enable more and more different payment methods. It seems like there's a new 1 every day. all the while making sure that we can maintain transparency, visibility and importantly, robust fraud and security protection. We're meeting those demands today, but we're also anticipating them. As I mentioned, we invest $1 billion a year in payments-related technology. This underscores our commitment to meeting those client needs. We're already delivering on those future needs. An example of that is real-time payments. RTP capabilities span 14 major markets right now, places like PICC in Brazil and UPI in India and, of course, Zelle and RTP in the U.S. We introduced new products, things like guaranteed FX, auto FX, intelligent payables, just to name a few. These are helping clients manage risk and -- but importantly, also unlocking new revenue streams for the bank.

Looking ahead, we're going to continue to do this, invest in new technologies, things like stable coins, expanding our use of AI, developing next-generation security and fraud preventing tools. all with the purpose of enhancing outcomes for clients. We've been delivering on this through the arc of time, and we're going to continue to do it.

David, we'll end with you. You've talked a lot about digital so far. Let's shift, I think it was Section 5 of your wheel on Brandon marketing. Talk about what's next from a brand perspective.

Great. Thanks, Jeff. People invest in brand to help people discover you more to build trust with you and to choose to stay with you. And it's really exciting for me, Jeff, because we've got a whole new level of investment in brand side of things. Think back to Dean's presentation, that Los Angeles example about the partnerships. And I'm going to 0 in on the partnership piece of this conversation for a second. We have these partnerships. You can see them behind me, that are at the local level, connecting us to all the different communities. We also have invested in partnerships and they're iconic like the Chicago Marathon and the Boston Marathon which are local at heart, but they've got global reach.

The key on these is they generate hundreds of millions a year for charities, and they also have billions in impact on economies. You can see it on the boards outside. So these are things where our brand comes to life. This is where that notion of profit and purpose are sitting side by side which is core to our brand across the board. So the exciting part is the same spirit is for the newest ones we've been doing, like the masters or you're about to see us on the world's biggest stage the World Cup in '26. 8 billion people, 6 billion will watch it, the equivalent of 104 Super Bowls, we are the only financial service brand that will be front and center across the board.

Quickly, I'm going to transition to the last slide here, which is you measure this. We measure this brand favorability, why is that important? It's important because when you invest in brand, it translates into faster sales cycles increased revenue and reduced attrition. And if you can see from the slide behind me, over the past 2 years, Bank of America has increased our client favorability 16% and our prospect by 34% across the board. So we've just begun, and this is already starting to yield results.

So I'm going to wrap up, Jeff, because I know we're tight on time on this. And I'm going to end with the fact that we are a service company. We are here to make financial lives better. And so everything that we do rolls up into that 1 question, what would you like the power to do?

Thank you, David. Okay. So I'll wrap this with 3 final points that bring together what we talked about. First, it's taken many years and billions of dollars to build these platforms and capabilities. They're incredibly hard to replicate and they give us incredible economies of scale.

Second, there is substantial opportunity ahead. AI gives us another tool to unlock growth and efficiency in many parts of the company, which have historically not lent themselves to this type of innovation. So there's a lot of opportunity ahead here from a growth and efficiency perspective as we deploy AI.

And finally, the execution is not easy work. You heard Tom talk about what it takes to operationalize this type of technology. It's not easy work, but we have the quality of people. We have the resources, including the capital resources and we have the track record to be successful.

So with that, Mark, Harry, Tom, David, thank you. We're now going to go to a break. When we come back, Alastair is going to go through the financial overview, and we'll be back in here at 3:40. Thank you.

[Break]

All right. Good afternoon, everyone. Let me encourage you just to take your seats. So I'm going to start on Slide 2 of our presentation, just by reminding our shareholders of what we all own in Bank of America and to go through our future prospects. We have 4 world-class franchises delivered through our 8 lines of business. Each has differentiated capabilities. And working together across the bank, we have distinct competitive advantages. We're highly profitable, and we have substantial growth opportunities across all of our lines of business. Most importantly, we have a significant opportunity to drive growth, returns and shareholder value from here.

Now Slide 3 reminds everyone of our more recent performance in the third quarter. On the right-hand side, we saw healthy revenue growth across all 4 major segments. And that drove the 11% revenue growth on the left-hand side. We maintained our expense discipline at up 5% to create 600 basis points of operating leverage. And we saw continued credit -- strong credit performance with provision down quarter-over-quarter. Those are the elements that combine to drive our net income up 23% and earnings per share up 31%, together with stronger returns that you can see in the center column.

On Slide 4, we present our historical shareholder model, and this is behind the 10-year period between 2015 to 2024 as we have barked upon responsible growth. Our management team believes that we can create and sustain operating leverage through the cycle. And we do that by driving organic growth in excess of GDP, while maintaining expense discipline through digital, operational excellence improvements and AI to keep expenses lower than CPI. And when we manage risk well, we're able to grow EPS at 10% to 12% plus. We returned roughly 30% of our earnings to you through dividends.

And the remaining capital not needed to grow the company we return that to you through share repurchases. Looking forward, we believe we can drive higher returns for shareholders, and I'm going to discuss that later in the presentation.

Slide 5 simply reminds everyone we're scaled, growing and diversified, we've built a business that offers great diversification across the 4 large segments of financial services, with 58% of our revenue coming from individuals and small businesses and 42% from companies and institutions. You can also see we received 55% of our revenue from net interest income and 45% from noninterest income. And it's this diversification that's really hard to replicate at this scale and that allows us to drive returns across economic and business cycles.

Let's turn to Slide 6 to discuss our growth over time. And obviously, a lot has happened over the past 10 years with extraordinary events in the economy and in the banking landscape. And during that time, our responsible growth strategy helped us to drive organic growth with our client base. deepening with our existing clients and adding net new clients over time. And with that growth has come balances and fees. Here, you can see our deposit balances at 6% CAGR on the left-hand side of the chart and loan bonds at 4% CAGR on the right-hand side.

Net interest income on Slide 7 has largely followed that organic growth, with the exception for large interest rate movements. And we've seen a 4% CAGR in NII over that period. consistent with similar performance for our largest competitors over that same period. Note also the net interest yield levels we've achieved in the light blue in the period of 2017 to 2019, and at 2.4% to 2.45% because I'm going to come back to net interest yield a little bit later on. And here's what's becoming interesting, right at the very top right of that chart. We've seen greater growth in NII in 2025 year-to-date at 6% year-over-year.

So let's turn to Slide 8 for a full year 2025 perspective. Early in the year, on Slide 8, we shared that we expected NII to grow plus 6% to 7% this year to a new record level. And we remain on track 3 quarters of the way through the year to deliver exactly that. We've benefited in 2025 first from the organic growth similar to the rate that we've delivered over the past 10 years. And second, from the benefit of fixed rate asset repricing. And we estimate that the core organic growth here is around 4% to 5% and that the repricing benefit will add approximately $1.2 billion of cumulative NII benefit in the 2025 calendar year or a positive tailwind of approximately 2% of the 2024 NII base again, all coming from repricing.

Now we spent most of today talking about the organic growth prospects for our company. And we're very excited about that future opportunity, which we continue to believe can be above industry averages. But now what I want to do is switch the focus to highlight the future opportunity that comes from fixed rate asset repricing using Slide 9.

So when we turn to Slide 9, we presented this information to remind you of the continued tailwind we anticipate from fixed rate assets that reprice over time. Based on today's forward curve, this repricing presents our shareholders with a significant opportunity.

As a reminder, the fixed rate assets on balance sheet include residential mortgages that we originate and the customers pay down in the ordinary course. They also include the mortgage-backed securities and the treasuries that we've designated as hold to maturity in our ALM portfolio.

And in addition, we expect further repricing benefits from cash flow swap hedges at the bottom of this slide that we use to balance interest rate risk. Over the next 6 years, we anticipate approximately $450 million to $490 billion of repricings across the aggregate of all of these categories. And that represents, obviously, a very significant opportunity for shareholders.

Going forward, we anticipate faster NII growth for each of the next 6 years -- normally expect from our typical organic growth engine. because we're going to benefit greatly from this fixed rate asset repricing tailwind for as long as rates remain higher than the fixed rates that we -- be here.

On Slide 10, we lay out our expectation for the next 5 years. And this is based on the current forward rate curve. We're well on our way to delivering the 6% to 7% NII growth for 2025 that we anticipated earlier in the year. And we're poised to deliver record NII again in 2026. Looking forward and in the absence of any major recession, we see no reason for that growth trajectory to change. We show an expectation here that we can grow at a 5% to 7% CAGR for each of the next 5 years. We will benefit from the organic growth opportunity that our line of business leaders have spent their day outlining. And we're going to benefit from the fixed rate asset repricing tailwind.

And most importantly, all of that repricing tailwind will drop to the bottom line. It comes with no incremental expense. And as a result, it will drive greater operating leverage, higher profitability and better returns for shareholders, and we expect it to persist and to repeat and to add cumulatively for each of the next 5-plus years.

While NII is at record levels and while it's poised to continue growing, we've also taken steps to reduce our interest rate sensitivity over time. And this allows us to protect the higher levels of NII that we're enjoying currently and our future NII trajectory.

And on Slide 11, you can see we've reduced our banking book asset sensitivity quite significantly over time. We show this exposure relative to an instantaneous parallel shock to the forward interest rate curve of 100 basis points at both the short end and across the curve of longer-term rates. So that's a 100 basis point instantaneous move beyond what's already predicted in the forward curve. When we use that measure, if we focus on a rate shock where interest rates move lower, you can see from the lower part of the graph in the darker blue, that in 2022, we had approximately $6 billion of risk to a 100 basis point lower shock.

And today, we have $2.2 billion. So as the chart demonstrates, over time, we've narrowed that corridor between up and down rate shocks, and we've reduced the interest rate risk even as we've grown NII. Our first focus remains on driving net interest income for the company.

And we use Slide 12 to highlight the net interest yield opportunity. that naturally follows as a result of higher NII over time. Here, we anticipate over the medium term, we will get back to 2.3% net interest yield. And longer term, we remain confident we'll get back to the 2.4% level that we enjoyed pre-pandemic and that I showed in the slide earlier.

Net interest yield is poised to improve for 3 reasons. First, it will be driven by the organic growth of the company, powering net interest income. Second, we'll benefit from fixed rate asset repricing benefits over time. And third, we expect to continue to reduce expensive short-term wholesale funding over time, allowing us to be even more efficient with our aggregate balance sheet.

On Slide 13, we turn to noninterest income. And this is presented as a reminder that our historical noninterest income growth understates the underlying organic growth of the company. Here, we show that noninterest income grew from $42.4 billion in 2019 to $45.8 billion in 2024. And that growth included 2 things that I want to highlight on the right-hand side of this slide.

First, our decision that we made to reduce institution funds and overdraft fees by what turned out to be $1.7 billion over that period of time. That decision allowed us to put our clients' interest first. It allowed us to improve client satisfaction scores, increase client retention and reduced expense in our service centers.

Second, the growth also included the $2.9 billion increase in partnership losses related to our tax credit equity investments over the same period. And when adjusted for those 2 items, you can see our underlying growth rate was a 4% CAGR through that 5-year period.

Importantly, both of those items are now in the ongoing run rate. So recently and going forward, we would expect the organic growth to show up in the revenue line more clearly. And you can already see that happening on Slide 14.

Here, we provide a more contemporaneous view that of 2025 year-to-date. Noninterest income is up 8% year-over-year. And we've made good progress in each of the big 3 fee categories. Investment in brokerage services is up 12%. Sales & Trading is up 11%, and investment banking is up 10%.

And on the right-hand side, we remind you of the key drivers outlined by our line of business leaders in their presentations earlier today and that provide the basis of our confidence in driving noninterest income higher from here.

Slide 15. is designed to show the long arc of expense discipline. This 5-year period has presented the economy and the banking industry with a series of challenges, especially post pandemic inflation as it relates to expense. And we've managed to keep expense growth to a 4% CAGR during a period when CPI has averaged 4.2%. And we've done that when the major 3 fee categories have CAGRed at 6% during the same period, as you can see in the table down below. So we've kept our expense discipline even during a period when the underlying organic growth and the associated compensable revenues have been quite robust.

To put a finer point on this idea of good expense. We know that FA incentive compensation has increased by $1.5 billion over that 5-year period, and that obviously comes with good revenue. And over the same period, B, C and E in global markets and across the company has increased by $800 million. Not only does that come with good revenue, a significant portion of it is also reimbursed by our clients. So it shows up in expense and we're reimbursed for it in the revenue line at the same time.

So when we adjust that 4% expense growth just for those 2 elements of what we would think about as being good expense we would show excellent discipline with core expense growth of just 3%.

On Slide 16, I just wanted to remind you that we've kept that expense discipline while still investing in our clients and future growth. We spent over $50 billion on new technology during the past 15 years, taking our patent portfolio on the right-hand side to over 8,000.

And as Harry noted, we've been increasing the new initiative investment each year for the past several years to deliver new capabilities to our clients and to handle significant increases in volumes for the transactions that we handle for our clients. Some of the examples you heard earlier in the day are on this slide, where we've added over 200 people in investment banking to cover middle market companies, more than 300 bankers in Merrill to help us add operating bank accounts, deposits and loans. We've entered 18 new local markets with new financial centers in each, and we have plans for 6 more -- and we've added headcount, balance sheet and technology in global markets to drive future growth.

Still, as a management team, we know it's not enough simply to drive operating leverage. It's also important to maintain our risk discipline. And this is another of the distinctive elements of our company. We manage risk well.

And you can see that on Slide 17. Our loan portfolio is balanced between consumer at 41% and commercial at 59%. It's very diversified, as you can see on that pie chart on the left-hand side, and it's a very high quality, as you can see on the right-hand side. 79% of our consumer loans are secured, 36% of our consumer loans come from G1 clients. Our average consumer card line-weighted FICO score 778 and only 12% have a FICO less than 660. 91% of our commercial loans are investment grade are secured. Consequently, we've had the lowest total loan losses of our major peers in 13 of the past 14 Federal Reserve stress tests. And excluding the trust banks, we performed in the top quartile. So I think lowest losses of all banks in each of the past 10 stress tests.

On Slide 18, we can see how shareholders have benefited from our responsible growth strategy and our risk discipline over the past decade. We're proud of the quality and the consistency of our performance over this period. Most importantly, as it relates to the future, we've taken the past decade to shape our strategy and our client selection to construct a loan portfolio that's designed to deliver in exactly the same way for shareholders going forward.

Credit losses have stabilized in the past year. They've returned to levels we saw pre-pandemic and that we would remind you were multi-decade lows for credit loss rates. On the right-hand side, we've provided some perspective of through-the-cycle losses on our portfolio and given our portfolio mix, we believe over a cycle, our total net charge-off ratio will be in the 50 to 55 basis point range.

Let me turn to capital on Slide 19. You can see our record during the 10-year period from 2015 to 2024. We have a strong track record of generating earnings and delivering capital back to shareholders. We earned $239 billion of net income over this period. you can see in the orange, we invested $60 billion in shareholders' equity to support our growth and capital requirements. We paid $71 billion in dividends, and we repurchased $108 billion in shares. Our company generates significant capital that we can use for the benefit of our clients, the economy and our shareholders.

On Slide 20, we present our current capital position today. We have $203 billion of CET1 capital and a CET1 capital ratio of 11.6% as compared to our regulatory minimum of 10%. Our tangible common equity ratio stands at 6.2%. So we've got considerable flexibility to do 3 things: first, to invest capital to support our clients, to support the economy and to grow the company from here; second, we anticipate we will have the opportunity to increase the dividend over time; and third, we'll return the excess to shareholders in the form of share buybacks and especially as the capital rules finalized from here.

Slide 21 begins to offer our conclusions by focusing on returns. Here, we have a compelling opportunity to deliver higher returns, and we start on the left-hand side by reminding you of the key drivers we've covered today: First, we spent much of the day hearing from our line of business leaders regarding the organic growth business opportunity for our company. We see continued growth coming from adding new clients, deepening with existing clients and the market share gains that come from having distinctive competitive advantages in each of our lines of business; second, we anticipate sustaining higher operating leverage. Now that's going to come from the organic revenue growth we just covered and the rigorous expense management for which we have rightfully earned a reputation.

It will also receive a boost from fixed rate asset repricing, all of which comes with no additional expense and all of which will drop to the bottom line. And that's not a 1-year phenomenon. We expect it to repeat and that cumulatively for each of the next 5-plus years.

Third, as we learn the final capital rules, we'll have an opportunity to continue to deploy excess capital for the benefit of shareholders. and to further improve shareholder returns. On the right-hand side, then we show our target path for return on tangible common equity. In 2024, we returned 13%. Year-to-date, in 2025, we've returned 14%. And in the most recent quarter, we returned 15% and over the medium term, we see our return on tangible common equity in the range of 16% to 18%, depending upon the economy and the competitive environment.

More broadly, we share our medium-term financial targets on Slide 22. The blue-chip economic consensus sees a slow growth economy ahead and in that sort of environment, we'd expect our organic growth machine to deliver 4% to 5% growth in deposits and loans. Normally, one might expect NII to follow in that kind of growth range. But we will receive an additional boost from this fixed rate asset repricing, as we discussed earlier. And we see NII compounding at 5% to 7% for the next 5 years based on today's forward curve and no major recession. That repricing benefit comes with no incremental expense. So the benefits drop to the bottom line, and that in turn, boosts the operating leverage from the 200 basis points we've targeted historically to something that can be 200 to 300 basis points or more.

And that, in turn, will bring our efficiency ratio down below 60% and into the high 50s and should allow us to drive EPS at 12% plus and return on tangible common equity into the 16% to 18% range.

And so I finish on Slide 23, where I started. We have 4 world-class franchises. We deliver those through 8 lines of business. Each has differentiated capabilities and working together across the bank, we have distinct competitive advantages. We're highly profitable, and we have substantial organic growth opportunities across all of our businesses. Most importantly, we have a significant opportunity to drive growth, returns and shareholder value from here and all of us are excited to get after that opportunity on your behalf. And with that, I'm going to stop and Brian, I'll turn it over to you.

All right. So we're going to get some chairs up here for my colleagues for Q&A. So give us a half a second here. Dean Jim, Alistair.

Okay -- here we go we ready to go. Okay. All right. So we've given a lot of information today, and I'm sure you might have at least 1 question. And so Lee is going to see the -- because he's got better eyes and I do so you can see further out of the cloud. So we'd like to go first. Go ahead. We'll get you a microphone. Lee, why don't you go down there, so you can handle the mic quickly.

All right. Well, first off, Brian, 15 years was worth the wait.

Yes. Well, there's no truth of rumors that at least started those materials beginning 15 years ago yesterday.

No, thank you in all tiers and thank you so much for the in-depth look and the opportunity to understand what the operational activities are that drive the outcomes that you are delivering and looking for going forward. So I really appreciate that. And I would just like to kick off with an understanding of something you mentioned on stay very briefly. Regarding the expense ratio, right? I mean 1 of the clear messages here is that you are looking to bring down the expense ratio, right, to below 60. I think you used the words in the near term. What does that mean to you near term?

Well, we I guess we consistently find it 3 to 5 years, but that 1 is more near term than that for sure. Because look, I was thinking about this the other day, it was we hit around '17, '18, '19 and people said, are you going to make this all work. It is NII lifted the challenge that we got from audience, you got to let that come to the bottom line. And we did. And that will happen again. So each quarter, you're seeing the efficiency of the business coming in. Now right now, part of the contribution is coming from our least efficient business, which is a wealth management business, which has an efficiency ratio, which is good at [indiscernible] it just happens to be the least efficient business we happen to have unless you believe the market is going to just keep going, that will start to flatten out. The NII is going through that business and all the other business kick in, and you should expect to see improvement in the efficiency ratio over the next few quarters into the -- and what was 62 in the third quarter? And so you'll see it come down close to 60. We have this fundamental adjustment that is different than everybody else. So why we need to treat these tax deals that we'd explain to you, and that will get adjusted at some point.

And so then why keep the return ceiling at 18% seems like you could do even better than that. Is that fair?

You'll get it all. Don't doubt, you'll get it all. So I think the challenge is just to make sure that we get people too far ahead of us. So we just hit 15%. And if you look ahead in the next 8 quarters, we ought to reach into that range for sure. And then by the time you get through the 12th quarter, you ought to be at the top end of that range. Now when we say that nobody writes down modest core economic growth of 2%, no recession. So we got to be mindful of that or do a crazy rate environment where the creative rate skin, but you should expect it coming a little faster than the 3 to 5 years by how that comes in. So as we look at our 3-year forward plans, we see it coming a little faster than that. But you get it all. If it comes faster than that even you'll get it all, don't worry.

Thank you. Stephen right.

Echoing Betsy's remarks. A lot of great content today. So thanks to everyone who helped put this together. I know it takes a village. I want to spend some time still on the ROTCE discussion and I recognize that you want to get to that 16% to 18% first. But many of us in the room have built out a simple 5-year P&L model. They reflected the medium-term targets the output by year 4 would essentially suggest something closer to 19% so above the high end of that range. So just wanted to understand as you're going through that mark-to-market underwriting the milestones, is that the right interpretation, that 16 to 18 might not necessarily be the extent of your ambitions and there could be greater upside potential from there. Just hoping to reconcile the individual medium-term targets with the 16 to 18.

There is no cap to our ambition. But we're not going to do it by taking the capital levels to measure but other people are saying, "I'm going to move this up a lot", but they're going to drive the capital levels to have. We will use our capital wisely, but we will have a tangible common ratio, that's around 6% and so that will build up because at the end of the day, despite what all the regulatory rules, that's 1 of the measures that the rating agency others look at us. So there's no cap on our ambition. I don't know, Alistair, you want to ...

I was thinking the same thing. I mean, Betsy asked the question about ceiling. We don't think about it as a ceiling. We just think that's a natural step in our evolution. You're building your model. We obviously think about how we're developing return on tangible common equity over time. We're pretty confident in what we've laid out, obviously, there's occasionally a touch of conservatism comes into our own because we have to be careful about providing long-term guidance without knowing necessarily, as Brian said, what the forward curve looks like.

We don't know what the economy will necessarily look like. We don't know what the capital rules will ultimately finalize that, but we feel really good about that 16 to 18 is next step on our journey. As Brian said, for years from now, we have plenty of opportunity to update everybody and every year, we'll have an opportunity to update as we think about whether or not we push that still higher. But the ambition is certainly higher. There's no lack of ambition here.

So Jim, in the global markets area, this is one of the businesses that we've improved pretty dramatically returns from 10-ish to 12-ish to 14-ish. And if you think about how much capital has, so Jim talk about where -- how you think of driving that from here because at $45 billion, $50 billion of capital, that's a substantial part of the capital base that you got to get up to the -- closer to the bottom of the range to push the rest.

Yes. Sure. So Steve, we obviously highlighted today some of the opportunities, this $3 billion to $4 billion. But the reality of it is, as I tried to demonstrate with the comments on the range of returns as you continue to optimize your balance sheet usage, capital, so on and so forth, that return profile changes. And obviously, there are market influences to those allocations and then broader company-wide objectives that we're going towards. So we didn't show it on -- well, I guess we did show it on the sheet today, but the number is closer to 13 than it is the 12. We've been driving it 50 to 60 basis points. And again, if you -- we talked about the scale of it. But if you look at the trading businesses alone, so we gain about the lending we discussed, plus other securities financing that we do on trading P&L, $0.75 out of dollar drops to the -- drops to the bottom line pretax. So we think we have a lot of leverage there.

Next question. Mike?

A lot of KPIs here to hold you guys accountable and for you guys to hold the line of business heads accountable. So that's certainly helpful. I'm just not sure you're going to achieve a lot of those KPIs. So if you look at cards, you go from not much growth to growth. If you look at net new assets in wealth, you go from not so much to 4% to 5% growth, maybe you get it in business banking, 30% share at every market where you do business, global markets from 7.6% up to 9%. So I love being audacious goals, but there's a disconnect between these audacious goals by the business segment and back to the ROTCE 16% to 18%, which isn't so fantastic. So how do I reconcile the 2? If you don't get some of these line of business goals, do you still feel comfortable with the ROTCE, 16% to 18%. And then I have 1 follow-up.

I think, Alastair, you've got to add that, which is the conservatism [indiscernible].

Well, I mean, every one of the lines of business comes through and things to what they believe they can ultimately drive with the kind of investment we're pushing through there now. And I think it's entirely natural that each one of them would be ambitious based on confidence in having a distinctive competitive advantage. I always thought that way when I ran one of our lines of business here.

Then what obviously we do as a management team as we sit down, we think about are every single one of those things all going to come true in the same day. We're going to think about that, and we're going to put a little bit of an overlay on that, Mike, just so that we know if 1 or 2 of them in any given year, we run a big book. Some businesses do well. Some do less well in that particular year. Are we confident in the aggregate we can deliver that 16 to 18, yes, we are.

Yes, I just want to add, Mike. And the way it works -- we all have metrics. We have goals. And these guys all talked about it. But remember, these aren't just an annual goal here. These are things we're looking at every day, every week, every month. right? And so if there is something that goes off course, we course correct, we invest more, we do different things. We shift around. But those are the numbers that we believe we have seen good trends. We know where the clients are going, we know where the opportunity is. So we put those metrics in and I would just -- we manage it to that level of specificity every single week, every single month.

So we're driving it all the way through. So I'd have -- when we work in Gemini working more and more with the business lines, when we work with them, we go through that in detail. How are you going to get here? How are you going to do this? What are the numbers that build up to it? How many clients? What markets. So that is a very detailed process, and that's why these -- the business managers, they all feel confident about getting there because they've done it step by step by step all the way through.

So you want to get the mic here.

One follow-up?

Yes, when you were talking about the -- think about markets, the impact of what Sharon talked about when she merging 2 businesses together, combined with the impact of building out the physical plant I was talking to in Cleveland, Thursday or something -- or Tuesday, excuse me. And if you look there, I think the commercial book grew 12% year-over-year and the small business booked greater year-over-year. This isn't theoretical, there's about the group against commercial loan growth, which is half of that. So you could see in these markets by just putting more resources with pace and you can push these things a lot faster.

So our goal is to get to 30% in every market of that business. We look at every market, we look at it compared to other markets we're in. And we say, for like looking market, what resources does market have that goal or better and what does this market need, and that's where we deploy the people. And so it's a fairly detailed -- very detailed market-by-market, person by person, business by business, how many clients they can get, how many referrals to go to them and stuff, that's how we drive it. So those business line leaders wouldn't -- they're not sitting up, they'd only be saying if they really thought they could do it.

I hear your condition to that one. I think I get you on the net new assets of 5% and wealth.

I'll take your bet.

Okay. I guess it really comes down to it, you haven't grown some of these cards well, you're running customers 2x. So what's really changing. You're not going to go out on the risk curve. We know that. You talked about operating leverage. So it really comes down to rigor. So I guess the 2 newly named co-Presidents, the hallway chatter, by the way, just so you don't have to read 30 [indiscernible] reports to say the same thing tomorrow. It's like the sense of urgency. We don't know it's going to be 16%, we don't know if it is 18%. We don't know if it's 3 years, we don't know if it's 5 years. So what's missing, I think, is a sense of urgency that maybe wanted to convey and maybe haven't come all the way through.

So Dean and Jimmy and Brian and Alistair, for that matter, what is the sense of urgency? How are you going to take a fresh set of buy from the 8 lines of business? How are you going to hold these people accountable and reassure us that you're holding them account will we get updates on these metrics like every year, every quarter, the net new assets, the market share numbers. So how is the intensity going to change? Because a lot of investors are frustrated over the underperformance of the stock price, and that's 1 reason for today's Investor Day, but how are you improving intensity?

All right. Well you can go ahead, you could I get -- I get reports every day, every week. And Jim and I are working on all those metrics, and I'm going to repeat a little bit, and Jim and I are working with the lines of say, where do we have the best opportunities? Where are we falling behind a little bit, how can we course-correct. You throw a card a couple of times. That is, yes, we have not -- we're investing more in that business. We're putting more marketing dollars in. We're going more digital.

We're working with our partners on the co-branded side. So we know and we're working with everyone in the financial centers to drive everyone out in the markets to drive. And so the sense of urgency is we're meeting every week on that and driving it, and we want to see results, right? So Jim and I are putting the emphasis on we want to see results. We want to see your medium-term goals. We want to see your goals for the year. But you're going to show us, we're like you. We want to challenge. We want to be skeptical. We want to say, no, no no. Let's how are we going to get there, work with me, take me through this, what do we need?

And then if Jim and I need to step in and do something or also Brian for that matter, we will make it happen. And that's a level that we're going to be working on.

Yes, I think to that point -- good questions. There's a lot of doubt. I can hear I think based on what we showed today, we're just going to have to provide some more clarity on interim metrics to show that we're achieving those. I know part of it comes from -- we were talking about it at lunch, so it's a bit of a, are these blue sky or is this baseline? And how does that compare to the targets that you've set financially. And I think we'll take that back and Brian and Alastair and I haven't talked about it, but Dean -- I caught up a little bit, and that's something -- that's a takeaway for us. I'll take a point a little bit on the markets business, like we've grown 110 basis points in market share. setting the bar higher, setting the standard higher, I don't think is unreasonable, and I think it's a good challenge for us, just specific back to the markets business. But I do think Brian put us in these positions and working with the management team to help drive that rigor and to take a little bit of a load off on him given everything that's going on. So that's what we're going to -- that's where our focus is.

Let's take another question. So Steve's got the microphone right behind you.

Hi, everybody. Thanks for I wanted to take the flip side of that conversation. So when I look at all the slides, conversation on AI, we listened to the demos downstairs. It appears to me that you guys are among the head of the pack or close to the head of the pack. Now when I take that and I look at the 200 to 300 basis point operating leverage improvement, it seems modest when you layer in the fixed asset repricing, right? So that was my view. So we took the slides that we said ChatGPT, you look at these slides and tell us, are these guys downplaying the efficiency gains coming from AI. It says they clearly are, and there are massive structural efficiency improvements coming. But we all want to get more interest in bank stocks, that's the message that we got your stock higher today.

So the question is, is the opportunity better than the 200 to 300 are you playing it down because you're not giving the head count number, which is really the number to see revenue per head is just clearly moving up. So is this much better than you're letting on? Are you reinvesting more. I'm just curious why -- it seems like the message has held back a bit.

So I think just take the third quarter, 11% revenue growth, it's [ 200 ] basis points of operating leverage. That's in a scenario where the market space revenue, you had 500 basis points expense growth. It'll be a different quarter where markets, investment banking and asset pricing through the wealth management business will be different and -- but the expenses will come down. And so what you have to be able to do is to think about you want to keep that spread and that spread will accelerate at times. And other times, it will be a little more compressed because if the market stayed flat for a while, you're not going to get that lift. And so -- but it's all driven. The key is to think that everybody in our team knows that the NII is going to drop to the bottom line. That's not there to spend.

So if you want to create your spending get it out of the expense base and take it and we'll redeploy it. So you heard Harry talk about 18,000 people using the GitHub and that's 1,800 people. We're pushing that back in to push another 1,800 or 10% of the total head count back in for more work. Why? Because that then starts that wheel. So you heard Tom Scrubber talk about what he thought he could do. You heard. And so we're taking part of the savings we're getting from this investing in another round. And yes, we think it's really got a lot to it.

And the difference is, and I hope this came out today. is what they try to make sure that was clear from Erica. This is not a theoretical construct. But I will tell you, it's much harder to do this than people think. It takes the data, it takes information. And if people lose trust in that answer. Remember what Tom said to you, 11,000 people have to be put on the phones and the [indiscernible] tomorrow -- tomorrow. And so the idea of saying, let's first throw at ChatGPT and let it give back a conclusion and stuff and you all going to throw my credentials [indiscernible] if people lose faith in it, what are they going to do? Pick up the phone, what they can do, they [indiscernible]. So it has to be perfect. That's the data, that's the infrastructure. That's years understanding what it does, 200 insights to 700 insights, it tends, many questions I can answer and then take it to other businesses. But that -- it's hard. But I wholly agree with you.

It presents opportunity, and hopefully, we're clear about that heretofore have not been presented. We have 8,000 plus people in risk. From the left-hand side of that slide I showed you the right hand side of that slide, it's probably twice as many. We have 5,000 people in finance. We have 3,500 people in HR. These are all areas where you haven't had this kind of capability until now. And then Tom was talking about the 3,700 process. We did that for controls and other things to make sure in our OpEx effort. Now we can sit there and say, you hear in-line AI model application. You can't do without knowing every step of your process and you can't know you're getting anything out of it unless you know how the workflows. So there's a lot more there, but we're going to use that to just keep driving the competitive advantage we have in the company.

Glenn Schorr, Evercore. So a follow-up on the markets discussion. You run a good business. If you hit your targets, it's an even better business there would still be a pretty good gap to the largest peers, 1 of the biggest buckets I actually used to think there was a little bit of risk tolerance or intolerance related to that. But what I think I'm more hearing is we want to be careful of how much capital we devote there because even when you run it great, you run it at a 13 ROTCE, so we want to balance it at the overall mix. So I guess my question is, if that's correct.

Are there specific parts of the business that you have to just forgo earnings because they come at lower return on tangible earnings. And as the other businesses hit their targets and earnings improve, can you let out more balance sheet to markets because my feeling is that's very achievable. You're just managing to the ROE instead of to the earnings because we make you. And so I'm just curious to get your thoughts on that discussion.

Yes. Do you want to? I can go.

Go ahead, Jim.

Well, I was just going to say, for the markets business itself, obviously, the size of the balance sheet and the amount of capital that you deploy is a big influence on the top line number. Some of our peers are -- have balance sheets that are -- well, 30% to 50% higher, right? So by definition, if you have the economies of scale there, they're going to be dropping more to the bottom line. So part of it is the size of the balance sheet, which we've been working with -- based on where the company stands today in terms of that allocation. I mean as far as -- and risk is obviously another component of that, what usage you have and what your tolerance level is there. But as far as I think Brian or Alistair, responding to allocation, that's what we think about allocating of capital. And obviously, under different environments, different businesses perform very differently.

So if you think about -- One of the things -- yes, we have taken the balance sheet up $300 billion over the last several years in the markets-related businesses. And we'll continue to -- it's not a risk question. It is a balanced question, a balance of that any impact on that on the return on assets in the company because a 1% return on assets over 6% tons or common equity equal 16% ROTCE. So anything that comes in under 100 basis points. And because of some of the nature of the business and markets, it's always going to come in under that because of the competitiveness, it's overnight risk and especially in the equities and prime brokerage business.

So you have to think of how do I blend this all together. This is where the GSIB calibration stuff is very important because, frankly, where this resonates in terms of drawing capital in is when the market is driving a lot of that measurement, the markets [indiscernible] when you pull 100 basis points from 250 to 350, 250 is really in protection through in our company. That's going across a lot of businesses and adding a lot of capital because the market's RWA is 400 -- in a total [ WAS17 ], and you have to put that against that. So that's where you have to work out.

So it is not a risk. Jim and the team, the new team, they do a great job. They made money every day trading this third quarter in many, many quarters in a row. It's a question of they handle the risk well, they manage risk well. It's a question if I get it too big, then it'll become an obstacle.

The other thing I think you have to think about is if we are getting 12-ish and 13 at the scale we are, 60 countries of regulators, millions of quotes and stuff filed. There's a moat around this business that I don't think the people appreciate when people say, I'm going to get in the markets business. It is extremely, extremely costly and difficult. The breakeven point, $2.5 billion to $3 billion, $2.5 billion a quarter in expense just you saw Jimmy's chart, you can kind of do the math off of that. So he's done a great job. The team has done a great job, but it's more of a balanced question that is a risk appetite. And when we grow the rest the earnings, you're absolutely right. Yes. Then you could do that.

If I could. The last thing I would say on that is we know there are some businesses within -- we show the international growth opportunities. That's clear. Within our global rates business, we're having a very good year there, which we've been showing. And that's a place that we haven't been doing as well. And there are components of the equity business that also are a high focus in addition to just the kind of international market share or opportunity that we showed today. So Again, just trying to highlight the fact because it's not a loan on the balance sheet, earning a spread over the tenor of that loan, given the dynamic nature of the balance sheet and the shifts that happen within a day, let alone day-to-day, week-to-week, then it's a continuous process. And we're focused on continuing to drive that higher.

So there's a couple of other research analysts that have a question, but I want to offer an opportunity for any of the holders that are in the room to ask a question as well. So -- before we go back. Peter.

Thank you, Lee, and thank you, team, for a great presentation today. You guys are doing an amazing job and to generate 16% to 18% on $200 billion of CET1 is quite impressive. -- it's quite hard to do. My question concerns capital allocation. And our job is to find the highest marginal return to invest in. And when I look at your business, consumer at 40% screams opportunity. So my question is, why not invest more capital into consumer? And along those lines, why not lend to your customers more given you built 90% primacy with repayment preference but you're only at 30% loan-to-deposit ratio. And it seems like there's an 800 FICO floor on your lending. Why not go into consumer lending and try to grow the consumer business much more aggressively, given it's your highest ROE business.

So I guess, Dean, why don't you start on that and then I'll...

Yes. I mean, I think overall, yes, 100% agree. So the goal is, as Holly laid out, look, let's get the operating account, let's move as fast as we can, let's bring in clients, let's invest in new markets, let's invest in our digital. Again, I head up there a number. We have 69 million clients. We have 16 -- I said, 16,000 people in our financial centers, but you do the math right? We're using a heavy dose of technology and AI to hit as many of those clients as we can to grow those clients deep with them, bring in more.

So I think the question, we are moving -- there is no limit on the resources we're putting into that businesses. We just want to make sure we're getting the returns, we're making sure we're driving it. We're making sure we're getting the right clients. So we don't -- I mean on the -- so that's going to drive deposits. And on the -- on the lending side, yes, I don't know about the floor in [indiscernible]. We have a full range of FICO that we go after, and we balance it out in our portfolio. So we'll get more aggressive in credit card, which I talked about. You'll see home equity coming back. We'll get more aggressive and sort of on the lending side in GWIM as well that will drive that portfolio. So I think, yes, there's room to grow there. Yes, there's a lot of opportunity there. Technology will play a huge component as we go both on the lending side and the deposit side.

So I think -- and Holly is back there somewhere. But I think she would agree, we've got great opportunity. We're investing in the business. We're growing. And yes, we've got some room to run on the portfolio. I would be -- we don't -- unless you're going -- unless you're talking about going deep sub-600 FICO. I mean, we stay away from that. But everything above that, we're sort of in, we're in for our clients to be sure.

So I think the capital allocation question really is it's -- the consumer is always about an expense management question. it's never about capital. If they could have 5 billion -- 10% more capital in tomorrow morning and the returns on it would look good. It's just a question of why would they need it. Their RWA is limited. But the real question is how do we get -- how do we not take our eye off the ball. That cost of deposits are dropping by 100 basis points from $400 billion to $900 billion in deposits that eclipses anything else that they can do is to keep making sure they do that.

And as the NI comes in the company, here's a company or $9 billion year-to-date. You go look at your list of top rating companies, you'll find out a lot of companies that are in the card business are pretty big, and it don't come close to that. And so it's a business which -- that is the definable competitive piece you've got to hold on to. It's also a thing to get that we have to make sure we hold on to in the future is the operating account and the deposit base. And so we'll end and we'll do that with our customers, and that I'll have a growth rate in Holly showed you that we're divesting some stuff and playing around, but the core stuff for the customer to card, 5% more of the home equity, 6 quarters, but it's more by the dynamic-some market we're #1 in that business, so it will come back up to $35 billion.

Then it'll start to [indiscernible] out again because there's only so much demand for it, mortgages by $7 billion a quarter, every quarter. Well -- so there's -- loan demand is there, we'll keep driving it, but it's always going to be, as Dean said, sort of driving the customers, but the real question consumer is not a capital allocation question, they could have all the capital they can put the work wisely. Ideally, we got 1 more because it's, and then we're going to let these 4 people get out of here and now have a drink or some food.

All right. Thank you, Lee. You get a bourbon for today, last [indiscernible] hours. So just 2 final questions for me. One is I wanted to reask the question, Brian, on ROTCE because I actually thought you were more precise than you're getting credit for. And I think part of the way the stock reacted today was 2- to 3- to 5-year timing. On the CNBC interview that you did today, you said we'll achieve the bottom end of the ROTCE range in the next 8 quarters and then move into the medium to high end over the next 3 years, which dovetails with what you said to Betsy, which is you said you'll get to the medium to high end in 12 quarters. I just wanted to clarify that because I think ...

You read well. That's exactly what I said exactly what I said before.

Great. You can send that bourbon back, Lee. And the second question is, could you maybe talk a little bit of how you're viewing that 200 to 300 basis points plus leverage walk, so your real comp to be quite frank, is JPMorgan. And when people talk about JPMorgan, they talk about ROTCE and they talk about revenues. And I don't really get asked about expenses in the detailed way that you get asked. And as I think about some of the opportunities that you laid out, card, for example, which Peter had asked about, the biggest players here are doing more experiential type of offers to their clients, which to your point, Brian, is more expense rather than just RWA. You talk about GWIM, wire house one has really invested in technology and AI and private and wire house 3 is about to go higher more. And so how do you balance the need to have positive operating leverage eventually versus the opportunities that could be in front of you and potentially accelerating that?

So I think the -- as you think about historically, we had all of you wedded to a nominal interest -- nominal expense target in the 2015, '16, '17, '18. And we -- and we told you that we were going to flip that to an operating leverage target because we had to grow expenses once we got to a certain level, and we're going to invest to do it. And if you think about that head count chart kind of plays that out, right, you see all the head count came in most sort of growth. And so we did that. And then we had a thing called the pandemic that screwed everything up and high inflation. And I think what Alastair's slide showed that was kind of interesting is the expense actually growing underneath the rate of inflation. And that's -- when you have your #1 expense people, that's a pretty interesting thing.

And then he showed you further that what's driving the near-term expense in the last couple of years has been a lot of the FA compensation and markets compensation, things which are tied to that revenue growth. Does that -- if you were going to sit here and say the market is going to up 20% for your perpetuity, that would keep going. I can say the market goes up more your firm would say then I think that levels off a bit. And so I think you'll see the expense be a nominal growth because we have to grow expenses, keep investing at this rate. your colleague's question about taking out more expense.

So if you think about us growing at 2%, 3% in revenues, 5%, 6% and get that 200 to 300 basis point, we're actually probably taking out 1% or 2% expense and actually growing at 4%, but we just have the ability to do that because of applied technology that I think we do have a lead in how to figure out how to use it. And it's a bunch of extremely detailed activities that are not that interesting, except for Tom [indiscernible] did its best to make it fun and exciting, but they could happen.

But -- and so that operating leverage, I think, is was more us trying to signal that we're working like the lift in NII, which is lifting $1 billion year-over-year quarter type of numbers. We're not going to let that be invested because we owe that as we go from the 200 up at [ 200 -- 30 ] basis points of NIM percentages. We owe that as we get the efficiency ratio down. Once we get out there and it's growing more normal, then if revenues grow faster, we'd probably have more to spend on investment.

Thank you, guys. Thank you.

Thank you. All right. Thank you. So I just want to close up. So just to be clear, we've got the reception for you all downstairs, some food and the conversation. I want to thank Lee, Mac and [indiscernible] and the team in Debbie [indiscernible] and the team for putting this all on. So at the start of the day, we said we're going to tell you how we're executing. We did that, how much we're investing and where we're investing. We did that. how these efforts have driven value and returns, and we did that. We told you that we were going to show you the talent in this company and the management team and hopefully, you saw the depth of that talent, not just for the people on the stage last, but with all those line of business leaders.

They are all going to tell you, we said those line of business leaders, we're going to tell where there going to take their businesses in the future and what they committed to. And yes, we hold them to those commitments. We said we'd give you a lot of information, the Bible. You got 320 pages with details that most companies never put on a table. And you've got it. Lee and his team are happy to answer questions about it and we'll make sure that you understand it. We gave you a specific line of business targets. We gave you top of the house targets. So we did all the things we set out to do.

We told you we're going to talk about how these platforms are scaled and drive our company's success, our technology platform, our payments platform, our digital platform, our operations teams and there's many others behind it. We talk said we talk about the advantage of serving clients in a seamless way from birth to death, no matter what they do in a life from a small business to large companies of the world from first investor to the most sophisticated investors in the world. We told you how we're going to cross those life cycles. We told you how we're going to do it locally with a global impact globally with a local impact. So that's where we are today. customer client driven across the board against a precedented customer client base, 8 lines of business, very profitable already and promised degree of profitability. They're growing and they're promising strong growth ahead. They're gaining market share, market share in the primary relationship that drives value for you as shareholders.

They're seamlessly executing along to this life cycle, knitting it together in ways people can. We also showed you today the competitive moats whether it's the complexity of the markets business running in all those geographies that Bernie and Jimmy talked about, whether it's the core relationship 90-some percent in the consumer business, which means we will continue to work with those clients with 2/3 of or more than 15 years. Think about that and the cost to serve goes down, why because you don't have the acquisition cost. We talked about the technology, the size, scale of the platform, the investments, $1 billion run that payments platform a year. There's a lot of companies that's supposedly competitors that don't have $1 billion in revenue to spend. Those are competitive notes. We talked about the complexity of operating across these jurisdictions that by our clients need it. We talked to you about what we're doing, and we've talked about it in the question-and-answer with AI. It gives us an opportunity as a company to apply technology to areas heretofore not apply. We're already doing it. and we expect to do more of in the future, which allows us to invest even faster in that technology in that competitive distance. It's another moat.

So it gave you a lot of what do we do? But the key is also why we do it. And that goes back to the question I showed you at the beginning of the day, what would you like the power to do? We ask our clients, our customers, that question. We listen to the answer, and we deliver on it. We are a service company. We're here to serve those customers. And what we can talk about all kinds of financial numbers at the end of the day, it's why we do it. We're here to serve and do a great job for those customers, the team does it. So thank you very much. We look forward to seeing you downstairs.

Good day, everyone, and welcome to today's Q3 Bank of America Earnings Call. At this time, I would like to turn the program over to Lee McEntire. Please go ahead.

Good morning. Thank you. Thank you for joining us to review our third quarter results. Our earnings release documents are available on the Investor Relations section of the bankofamerica.com website. Those documents include the earnings presentation that we'll make reference to during the call.

Brian Moynihan will make some brief comments before turning the call over to Alastair Borthwick, our CFO, to discuss more of the details in the quarter. Let me just remind you that we may make forward-looking statements and refer to non-GAAP financial measures during the call. The forward-looking statements are based on management's current expectations and assumptions and those are subject to risks and uncertainties laid out.

Factors that may cause our actual [indiscernible] about non-GAAP financial measures, including reconciliations to U.S. GAAP, can also be found in our earnings materials and are also available on the website.

With that, Brian, over to you.

Thank you, Lee, and good morning, and thank you, all, for joining us. Bank of America delivered a strong third quarter with good growth both in the top line revenue and bottom line EPS, all driven by strong operating leverage. Our ROTCE improved to 15.4%, this quarter's results provide good momentum as we finish 2025 and head into 2026.

We have been demonstrating consistent organic growth for many quarters. This quarter's results highlight the continued organic strength of our world-class deposit and lending capabilities. Our results also underscore the benefits of a diversified business model with top-tier position, not only in lending and deposits, but also across the market-driven businesses in Wealth Management, Global Markets and Global Banking.

Before I turn over to Alastair, I'm going to hit a few highlights here. We reported revenue of $28 billion, up 11% year-over-year. EPS was $1.06, up 31% year-over-year. we drove operating leverage of 560 basis points in the quarter. The efficiency ratio fell below 62%. The return on assets reached 98 basis points. And during the quarter, we returned to our shareholders $7.4 billion through dividends and share repurchases.

Net interest income on an FTE basis reached a record $15.4 billion. That was supported by strong commercial loan and deposit growth, along with continued balance sheet positioning. Investment banking fees exceeded $2 billion, up 43% year-over-year. Our team in Sales & Trading grew revenue 8%, marking our 14th consecutive quarter of year-over-year revenue growth.

Our asset management fees increased 12% compared to last year. All the business segments contribute to earnings improvement and had growth in earnings. 2 stood out this quarter. Our consumer banking team delivered $3.4 billion in after-tax earnings, up 28% year-over-year, with 600 basis points of operating leverage. This reflects strong revenue growth and disciplined expense management.

This business is driven off the core operating accounts of our consumer customers, and we gained more than this quarter. These accounts have strong balances per account the customers give us great customer scores, and we operate them at lower cost with more primacy in the account and lower attrition compared to anyone in the industry. That is a winning combination.

Our Global Wealth and Investment Management teams posted net income of nearly $1.3 billion, up 19%. That was driven by the strong [ Merrill ] and Private Bank adviser productivity and concomitant continued growth in fee-based assets. Spending in this business was particularly strong with $12 billion in loan growth in this quarter. [ GM ] also opened another 32,000 banking accounts and grew deposits $3 billion from quarter 2.

As we look ahead, we believe this quarter's performance continues to reflect the impact of the investments we have made on a continuous basis for many years in technology, talent and client experience. These continue to translate into strong financial results. We have been growing loans with the right risk and deposits as we continue to gain market share through organic growth.

That translated into continuous NII improvements and complement our growth in our fee-based businesses this quarter. I also, as you will commend you to look at the digital slides in the appendix on Slides 2022 and 24. They show the continued progression across all the businesses of Applied Technology with lots of discussions going on about technology and AI and know the things we give you the stats.

What you'll see in these slides is the customer-facing activities of Erica, for example. There are many other applications of AI going on in this company but this one has been handling successful interactions for years with scale and that application has now been applied across other businesses and even across our employee base. So we're confident in our trajectory of our results, and we are excited about the opportunities ahead.

We look forward to talking to you at Investor Day in November. I'm going to turn it over to Alastair to walk through the financials in more detail.

Thank you, Brian. And I'm going to start with Slide 3 to begin our discussion. And I just have 3 things on the income statement that I want to add to Brian's comments. First, we're pleased with the continued demonstration of expense discipline across our businesses. So in the third quarter, we delivered 11% year-over-year revenue growth significantly outpacing 5% expense growth and resulting in that strong 6% operating leverage.

Of the $28.2 billion in total revenue, an aggregated amount of $11.3 billion came from our Sales & Trading, Investment banking and asset management fees, 3 of our more highly compensable market-facing areas. So those areas grew 15% year-over-year in the aggregate and we're excited to continue our investments given their strategic importance and attractive returns.

When coupled with investment spending and inflation, this revenue growth helps frame the 5% expense growth even better. Importantly, expense growth versus the second quarter was held under 1%, while those same compensable revenue streams grew 8% sequentially, further reinforcing our ability to scale efficiently and invest where it matters most.

Second, provision expense improved this quarter with net charge-offs declining 10%, and we had a modest reserve release as a result of both credit card and commercial real estate improvement. The strong asset quality reflects the continued strength of our credit portfolio, years of disciplined risk management and higher growth of the portfolio than other banks with good credit results.

Lastly, our average diluted share count declined by 24 million shares from the second quarter. And this quarter included the dilution we've highlighted before in our filings and that comes from our 2008 issued convertible preferred Series L stock. On Slide 4, you'll note the various earnings highlights Brian and I have talked about. I don't have much to add here and would instead spend just a moment on our continued organic growth, which is powering our loan and deposit activity.

We added new clients, and we deepened relationships with existing clients and across consumer, wealth, commercial and institutional businesses, our teams are winning in the marketplace by putting our clients first. As always, we highlight the continued organic growth across each of our businesses driven by client engagement, disciplined execution and strategic investment. And you can see the results there on Slide 5.

Consumer Banking continued to show strong momentum. We grew another 212,000 net new checking accounts, extending our string of consecutive growth to 27 quarters. This includes the fourth consecutive quarter of increased average noninterest-bearing deposits. And those are important because they are the primary operating account for a relationship and they're quite beneficial as a low-cost funding source.

Additionally, card, home and auto loan balances grew year-over-year, reflecting healthy consumer demand. and we believe those further cement the relationship beyond just the operating account alone. In small business, we continued our strength of lending growth and we remain the #1 leading provider of credit to small business in the United States.

Global Wealth and Investment Management saw client balances climbed to more than $4.6 trillion driven by strong AUM flows of $84 billion in the past year, strong loan originations and market appreciation. Our advisers continue to deliver comprehensive solutions to help clients achieve their financial goals.

In Global Banking, we saw a nice pickup in client activity in investment banking, resulting in market share gains, leadership rankings across many products and the highest non-pandemic fee quarter in our firm's history. Commercial client activity showed a continuation in the demand for loans and cash management needs as treasury service fees increased 12% year-over-year alongside deposit growth of 15%.

Global markets continued to deliver on their string of year-over-year revenue growth and also continue to grow loans from healthy demand of our clients. Let's transfer to a discussion of the balance sheet using Slide 6, where you can see total assets ended the quarter at $3.4 trillion. That's down $38 billion from the second quarter as good loan growth was offset by lower Global Markets assets and wholesale funding reductions as part of our plan to continue to tighten the balance sheet.

Importantly, this balance sheet tightening will continue to benefit the net interest yield, I Deposits ended just over $2 trillion and were up $72 million from the year ago period, with growth in both interest-bearing and noninterest-bearing deposits. Average global liquidity sources of $961 billion remains strong, and shareholders' equity of $304 billion was up $4.6 billion from last quarter as we issued $2.5 billion of preferred stock.

Otherwise, a $2 billion increase in tangible common equity to $208 billion included a modest capital build as net income was slightly more than capital distributions, and we saw some improvement in AOCI. We returned $7.4 billion of capital back to shareholders with $2.1 billion in common dividends paid and $5.3 billion of shares repurchased. Tangible book value per share of $28.39 in rose 8% from the third quarter of '24.

Looking at regulatory capital, our CET1 level increased modestly to $203 billion, while the risk-weighted assets were relatively flat and that drove our CET1 ratio higher to 11.6%. This is well above our October 1, 10% regulatory minimum. Our supplemental leverage ratio was 5.8% versus a minimum requirement of 5%, which leaves capacity for balance sheet growth and our $473 billion of total loss absorbing capital means our TLAC ratio remains comfortably above our requirements.

On Slide 7, we show a 10-quarter trend of average deposits to illustrate the extension of consecutive growth across those periods. Average deposits were up $71 million or 3.7% from the third quarter of '24. Average consumer deposits were up 1% year-over-year, while Global Banking deposits grew 15% compared to a year ago. Our global capabilities, digital solutions and relationship managers continue to win clients in the marketplace. In addition, we remain disciplined on pricing to achieve that growth.

Overall rate paid on total deposits declined 32 basis points year-over-year, reflecting both lower rates and disciplined actions in our Global Banking and Wealth Management businesses. Rate paid on the roughly $950 billion of consumer deposits remained low at 58 basis points in Q3, driven by the operating nature of that account and client base.

Compared to the second quarter, total deposit rate paid rose 2 basis points due to mix shift into interest-bearing, and we expect improvement next quarter driven by repricing after the Fed funds rate cut in late September. Let's turn to loans by looking at average balances on Slide 8. You can see loan balances in Q3 of $1.15 trillion improved 9% year-over-year driven by 13% commercial loan growth. Consumer loans grew at a slower pace and importantly, we're up across every loan type.

For the second consecutive quarter, every business segment recorded higher average loans on both a year-over-year basis and on a linked-quarter basis. Focusing on commercial loans in global markets, we continue to take advantage of the strong financing demand in the marketplace from institutional borrowers, where we lend against diverse collateral pools. Small business is benefiting from our newly combined local market-based coverage model for small business and business banking, and that's creating more capacity for client expansion.

And lastly, note the 9% improvement in Wealth Management as affluent clients borrowed for investments in assets like sports and arts and businesses. So all of that balance sheet activity across deposits and loans results in net interest income. And let's turn our focus to NII on Slide #9. On a GAAP non-fully taxable equivalent basis, NII in Q3 was $15.2 billion.

On a fully taxable equivalent basis, NII was a little less than $15.4 billion and as I said earlier, that's up 9% from the third quarter of '24. NII grew $1.3 billion year-over-year and $572 million on an FTE basis over the second quarter driven by higher loan and deposit balances and benefits from fixed rate asset repricing. And versus Q2, we also gained an extra day of interest.

The net interest yield improved 7 basis points from the second quarter, reflecting the growth in NII, while the earning asset balance modestly declined as loan growth replaced lower-yielding securities and Global Markets balances declined modestly. And as I said, we reduced expensive wholesale funding and cash.

Regarding interest rate sensitivity, on a dynamic deposit basis, we provide a 12-month change in NII for an instantaneous shift in the curve. So again, that means interest rates would have to instantaneously move another 100 basis points lower than the expected cuts that are already contemplated in the curve. So if you think about that, 100 basis points below what the curve implies more simply put, that would mean, for instance, on the short end, the July Fed funds rate next year will be getting down to 2.25%.

So on that basis, a 100 basis point decline would decrease NII over the next 12 months by $2.2 billion. And if rates went up 100 basis points, NII would benefit approximately $1 billion. With regard to a forward view of NII, let me give you a few thoughts. In January and again in April, we provided our expectation that we could exit Q4 of 2025 and with NII on a fully taxable equivalent basin on range of $15.5 million to $15.7 billion.

We also noted our expectation for that growth to accelerate in the second half of 2025. Despite all the uncertainties we've experienced around tariffs and rates, we've seen good performance against our expectations. And even with the third quarter late quarter interest rate cut, and with the curve anticipating 2 more cuts in October and December, we believe fourth quarter NII will be in the higher end of that range of expectations.

So think of that as being $15.6 billion plus on a fully taxable equivalent basis. And that would represent approximately 8% growth from the fourth quarter of '24. Thinking a bit more generally, we just note for the full year of 2026, our expectations about the drivers of growth are largely aligned with 2025 performance. We expect good core NII performance driven by core loan and deposit growth a little bit above GDP, which will additionally benefit from sizable fixed rate asset repricing.

And in 2026, we expect to see roughly $10 billion to $15 billion in combined quarterly mortgage-backed securities and mortgage loans. Those will roll off, and they'll be replaced with new assets at 150 to 200 basis points higher yield. That should result in full year NII growth somewhat similar to 2025 performance over 2024. So think of that as something like 5% to 7% growth.

Okay. Let's turn to expense, and we'll use Slide 10 for the discussion. First, I just want to highlight the strong operating leverage, which we expect again in Q4. We reported $17.3 billion in expense this quarter and that was up modestly compared to the second quarter and up 5% year-over-year.

As I noted earlier, the year-over-year increase was primarily driven by incentives tied to growth, especially in our market-facing businesses, as well as ongoing investments across the enterprise. Looking ahead to Q4, we expect expenses to remain roughly in line with Q3. As you know, head count is the key driver of expense from compensation and benefits to occupancy costs and technology.

And we manage this closely not just in total numbers, but also an organizational structure, ensuring we're striking the right balance of managers and teams. And the good news is we continue to manage headcount well. So looking at the past 3 years, we've been able to lower our headcount from a peak of 217,000 to 213,000 now. And more recently, since the third quarter of last year, we're down 500, which includes the addition last quarter of nearly 2,000-plus college grads, and it's this disciplined approach that supports both efficiency and growth. So let's now move to credit and turn to Slide 11. And you can see asset quality remains sound with improvements in several key indicators.

Net charge-offs were $1.4 billion, down about 10% from the second quarter, with the improvement split pretty evenly between credit card and commercial real estate. The total net charge-off ratio this quarter was 47 basis points, down 8 basis points from Q2. Q3 provision expense was $1.3 billion and mostly matched net charge-offs.

We had a modest reserve release associated with improved outlooks for both credit card and commercial real estate. Focusing on total net charge-offs again and looking forward, in the near term, we would not expect much change in total net charge-offs given the steady consumer delinquency trends, stability of C&I and reductions in CRE exposures.

On Slide 12, in addition to the improvement in consumer losses, note the reductions in both reservable criticized and nonperforming loan metrics. commercial portfolios. Nonperforming loans are down 19% from Q2 and reservable criticized exposure in commercial real estate is now down nearly 25% from the third quarter of '24 as we dealt with the more problematic exposures across the year.

Let's turn to the performance across our lines of business, beginning with Consumer Banking on Slide 13. Consumer Banking delivered strong results, generating $11.2 billion in revenue, up 7% year-over-year and $3.4 billion in net income or 28% growth.

Return on allocated capital rose to 31% -- these results reflect the value of our deposit franchise, underscoring both the breadth of our platform and the success of our organic growth strategy and digital banking capabilities. Innovations such as family banking, our high-value cashback credit cards and our industry-leading preferred rewards program are delivering differentiated value to clients and value we believe is unmatched elsewhere.

This client value proposition, combined with disciplined pricing helped drive a 9% year-over-year increase in net interest income. Another strong highlight this quarter was expense management, which enabled us to deliver more than 600 basis points of operating leverage. Continued innovation and the deployment of advanced technology and tools helped us to hold expense growth to just 1% year-over-year, while revenue grew significantly. As a result, our efficiency ratio improved, falling below 50% for the quarter.

We continue to invest in high tech, which drove higher digital engagement, and we continue to invest in high touch. We continued our march into new markets, filled out more of previously expanded markets and supported our brand in those communities. As an example, we just opened 4 new financial centers in Idaho over the past 6 months, expanding our presence and complementing our existing Merrill team in the local market to better serve clients in that region.

Consumer investment balances grew 17% to $580 billion, supported by market appreciation and $19 billion in full year client flows. Third quarter average balance per new account of $110,000 is up 6% from last year. And the investment platform serves as a great catch basin for first-time investors and for more affluent investors looking to manage some element of their own money.

As mentioned earlier, consumer net charge-offs improved on a linked-quarter basis following a decline in delinquencies. The largest component of consumer losses is credit card, and our loss rate decreased from 3.82% to 3.4% linked quarter. This contributed to an improved risk-adjusted margin on credit card approaching 7.5%. Finally, as shown on appendix Slide 20, strong digital adoption and Erica engagement continues and customer experience scores remain elevated, reflecting the impact of our ongoing investments in digital capabilities.

Turning to Wealth Management on Slide 14. The business delivered a strong quarter, marked by improved profitability. Net income grew 19% year-over-year to nearly $1.3 billion, driven by new household growth, strong AUM flows, loan growth and disciplined expense management that produced meaningful operating leverage and a 26% return on allocated capital.

We achieved 300 basis points of operating leverage, which contributed to a 27% pretax margin, an improvement of over 200 basis points. Together, Merrill and the Private Bank managed $4.6 trillion in client balances and continue to generate organic growth with $84 billion in AUM flows over the past year. This reflects a healthy mix of new client assets and existing clients putting more capital to work.

During this past quarter, Merrill and the Private Bank added 5,400 net new relationships with the average size of new relationships continuing to grow across both businesses. And importantly, we're not just adding relationships, we're deepening the ones we enjoy already. And reflecting the strength of our integrated model and our product offering, the percentage of clients with banking products continue to rise, and it's now at 63%.

In the third quarter, GWIM reported record revenue of $6.3 billion, up 10% year-over-year, led by a 12% increase in asset management fees. Loan growth remained strong, and we saw a notable pickup in custom lending with both volume and loan size increasing, and that drove a 9% year-over-year increase in average loans. Finally, I'd highlight the continued digital momentum as shown on Slide 22. New accounts are increasingly being opened digitally, underscoring the effectiveness of our digital investments and the evolving preferences of our clients.

On Slide 15, you see the results for Global Banking, which benefited from improved investment banking activity, significant deposit growth and solid loan performance. In Q3, Global Banking delivered net income of $2.1 billion, up 12% year-over-year, supported by 500 basis points of operating leverage and a 17% return on allocated capital.

The standout driver of performance was a 43% year-over-year increase in firm-wide investment banking fees, which fueled 7% overall revenue growth. Firm-wide investment banking fees rose across the solution set. Advisory was up 51% debt underwriting increased 42% and equity underwriting grew 34%. We maintained our #3 position year-to-date, and we also gained market share during the quarter.

Notably, we participated in several of the industry's largest transactions, a clear testament to the value clients place on our financial advice and solutions. Noninterest expense grew compared to last year as we continue to invest in the future. And average deposits grew 15% year-over-year, contributing to a 6% increase in global transaction services revenue. And importantly, disciplined pricing, coupled with lower rates led to a 47 basis point decline in rate paid compared to a year ago.

Switching to Global Markets on Slide 16. I'll focus my comments on results, excluding DVA, as we typically do. As Brian mentioned, we extended our streak of strong revenue and earnings performance and once again achieved a solid 13% return on allocated capital. In the third quarter, Global Markets generated net income of $1.6 billion, up modestly year-over-year and consistent with the prior quarter. Revenue, excluding DVA, grew 10% year-over-year, driven by strong sales and trading performance and the benefit of higher investment banking revenue shared with Global Banking. Focusing on Sales & Trading, revenue ex DVA rose 8% year-over-year to $5.3 billion.

FICC revenue grew 5%, driven by improved performance in credit products. Equities trading led the improvement with 14% revenue growth, supported by increased financing activity in Asia. Expense growth year-over-year reflects both the revenue increase and higher trading-related costs in certain Asian markets, and those costs are passed through to clients and therefore, appear in both the revenue line and the expense line.

As noted earlier, we continue to benefit from lending opportunities tied to highly collateralized pools of high-quality assets and clients value our expertise and the liquidity we provide in delivering these solutions. On Slide 17, all other shows a loss of $6 million in the third quarter with very little to talk about here.

Our third quarter effective tax rate was 10.4%. And excluding the tax credits related to investments in renewable energy and affordable housing and a small number -- a small amount of discrete items, the effective tax rate would have been much closer to a normal corporate tax rate at approximately 23%. So thank you. And with that, we'll jump into the Q&A.

We'll take our first question from Glenn Schorr with Evercore.

Before you start, let me just say, it seems like 1 of the phone lines may have cut out at some point during the call, but the webcast was working throughout. So just a reminder that the website will have the replay of the call in case you were on one of the lines that might have had a break in it. So Glenn, go ahead.

No problem. No problem. So Alastair, I heard your comments on the expense message for the fourth quarter. So I appreciate that. I guess I have a bigger picture AI question of -- Okay. Big banks still are -- you're ahead of the curve in terms of digitizing the whole franchise.

But with the infusion of AI throughout the organization, and you still have big manual functions throughout the firm. Why aren't you and others talking about AI as a huge efficiency driver of better margins in the years to come. Is it just a little too far off. Am I a little too optimistic? I was just curious on that front. I think your operating leverage is great. I'm not talking about that. I'm just talking about AI's potential in general.

I take -- Glenn, it's Brian. Good to hear your voice. Look, we believe Applied Technology, which is a range of outcomes from the digitization that we show in those pages in 2022 and '24, over the period of time and the customer adoption of technologies and interface in our company and technology always provides that. So we had 285,000 people 15 years ago. We have 213,000 people.

Three years ago, we had 217,000 people after pandemic and all the manual stuff we had to build up. We've worked that back down. So we believe strongly that all technologies help drive that. And this technology and artificial intelligence. -- allows you to do things that heretofore haven't done. And so I think the question is just it's to put it in place, you have to have your data appropriately rate.

You have to make sure the models are going to give the right answer. It has to be in a controlled environment because in a regulated institution like ourselves, we don't get -- excuse saying the model said it, sorry, it has to be right. And so if we turn down a mortgage loan under automated underwriting, we're liable for the outcome irrespective of how we did it. So we're seeing it go everywhere.

And the volume activity in the company have gone up huge since that period of time where the headcount has come down by a lot. And so we continue to apply it. What I'd look at carefully on those pages is things like on the consumer page, you'll see Eric Interactions building up and Erica users building up, and we've gone from 210 questions that could be answered to 700 but just to put that in context, over the last 24 hours, there were 2 million interfaces where a consumer got an answer from Eric and our company.

And that same technology is applied in institutional basis. I think you can see on Page 22, if I'm right, or maybe '24, but you can see that, Eric, in the institutional, a lot smaller number of customers, but rising very fast. So that's just 1 model. We have models all over the company. So we believe strongly that this will have an impact we will continue to manage it.

But the implementation -- these are not [indiscernible] of concept and things like that. They're past tens of things happening. 2 million customer faces yesterday. So this isn't something to come. We've been at it a while. But I think the idea of providing constant leverage and constant reinvestment with the same expense base is really what we're after and then grow the revenue faster, continue to take market share.

So its impact on expenses is felt. We are reinvesting some of that to actually grow faster and you're seeing the results of that.

Okay. So that more revenue and same expenses would still bring us better margins in the future. That's really where going. It sounds like you agree but you don't want me to pin you down on a point in time.

Yes. I think to say this will happen next week or the week after, you have to be a little careful because we have to get it right. That model took us years to perfect. It's not something you can snap your fingers at and make up. And then we have -- it's even being changed, too. So stay tuned. We'll give you more of that broader we'll have the experts talk to you in early November.

But it's here, it's working. I'm proud of the team for taking it to implementation across the board but it allows us to continue to manage this company with -- just in the last 5 years, we have 20% more core checking holders in consumer than we did five years ago, think about that. And consumer checking balances are up by 50%. 50% in that time, if you think about the leverage in that, and that's why the consumer is kicking in as the NOI kicks in, you're seeing them have such good year-over-year results.

We'll move next to John McDonald with Truist Securities.

You guys had good results across all your capital markets businesses, Sales & Trading, IB wealth. It's always hard to have an outlook here. But just wondering broadly how you're feeling about the environment pipelines and investments made in those businesses against what's usually a seasonally slower fourth quarter and coming off such a strong 3Q.

Thanks, John. I'll start with investment banking. We've obviously seen a pickup in activity here in the third quarter. We were happy to see that. As we've seen more certainty now around trade and tariffs and around taxes as well. It's allowed our client base to make longer-term decisions, and that's reflected in our investment banking activity.

In terms of the pipelines, they're up this quarter. up over double digits. So we feel good about the pipeline and the way it's developing. And we'll need to see how the transactions execute in but it feels like a good environment in terms of, for example, M&A at this point. Around the Global Markets business, we've obviously invested significantly there just as we have in investment banking.

I should go back to investment banking and the investments we've made there, we've always profiled the investment we've made in middle markets and in international and in earlier-stage faster-growing economy. So that's been a big part of our investment banking growth in the course of the past year or so.

When we get to Sales & Trading, we've obviously invested a lot there in terms of technology and people and balance sheet. Normally, in Q4, you see a seasonal impact from client activity slowing as you move into the fourth quarter, that would be pretty normal. But the constructive environment for the Sales & Trading business remains as investor clients continue to reposition based on rates and policies as they develop around the world.

So it feels like a continued constructive environment for the Global Market Sales & Trading business.

Great later. And just also, you mentioned deposit beta. What are you expecting for deposit beta across your various businesses if we continue to see the Fed moving rates down?

I think you'll see us do the same thing we've been doing. In the wealth business, obviously, we tend to move with money market rates. Those tend to be a full pass-through. So in the wealth business, I'd expect us to fully pass through rate cuts from this point forward. Around Global Banking, while we always do it on a client-by-client basis, particularly around interest-bearing, we'd expect to pass through as the rate cuts develop as well. So I'd expect you to see us with the same disciplined pricing on the way down.

As we offered on the way back up. And the only thing I think you just have to remember is because the September rate cut came so late, you won't see that in our Q3 numbers, but you will see it in our Q4 numbers.

We'll take our next question from Jim Mitchell with Seaport Global Securities.

Alastair, you noted you took down more expensive wholesale funding on the liability side, which kept the balance sheet relatively flat, which seems more NIM accretive than NII accretive. So the question, I guess, is how many quarters of that do you expect? And what sort of earning asset growth should we expect over the next year or so?

Yes. So we've talked about that would be a focus for us over time. When people ask us about net interest yield, we tried to explain, it's going to improve over time based on 2 things. First is net interest income is going to continue to increase. And the second is the balance sheet, we don't think will grow quite as fast as the loans and deposits grow.

And that's because there's still some more wholesale funding that we can pay down -- as you point out, it doesn't cost us anything in terms of NII, but it is net interest yield accretive. So we've got a little bit more of that to do. It wouldn't be the major part of our NIY net interest yield accretion. But I think you can almost think about it being kind of like 1% slower maybe over the course of the next year or so.

Okay. No, that's helpful. And then just maybe pivoting to capital. You guys -- as you noted, you're well above your 10% minimum. It seems like we have SB surcharges likely coming down and other reforms. Why not -- how do you think about the buffer where it is today?

And what prevents you from taking that down a little bit? And if you have a longer-term target that would be great.

Our target will be, as we said before, Jim, sort of 50 basis points over the regulatory minimums. And so you should expect us to keep working that down. Interesting enough of the ratios are flat this quarter because of the extra earnings and stuff. So we took $7.3 billion of capital and put it back in there.

You'd expect us to continue at a good rate and then through a good organic growth, which is what we use the capital for, we used up some of it, and we'll continue to work it down if that organic growth isn't sufficient to use up the capital over the near term. We got to get these rules finalized. We make sure all the different -- 10 is a 10.2% on the averaging.

This is all flapping out there, you'd expect in the first half of next year. The intent is there the outlines and rules there. The adoption of the actual rules is what we want to make sure it gets through and then we'll adjust. But our hope would be to grow our way through it because then you'd see a lot more earnings. But if not, we'll just keep peeling down the capital.

We'll move next to Erika Najarian with UBS.

You reported clearly a standout quarter with a ROTCE or RACE of 15.4%. I know I'm probably jumping ahead of what you plan to say on November 5, Brian. But one of your closest peers, Wells Fargo did put out a medium-term target of 17% to 18%. JPMorgan has had a 17% ROTE target through the cycle for a long time.

Given that you've hit this target now, should we presume that this is something that you could sustain over the near term and perhaps continue to work upwards sort of closer to those pure targets?

So Eric, I mean, I think you should expect us to continue to walk our return on tangible common equity north from here. We plan to take you through that at Investor Day. But I think if you take the kind of NII growth that we anticipate, you compound that over several years. When you think about the organic growth of the platform delivers, and then you think about the boost we get from fixed rate asset repricing.

And you combine that with the fee growth, it gets pretty interesting over time. So we'll walk you through that when we get together in November.

Great. And on the efficiency ratio, one of your peers talked about a natural inflation rate just in labor of 3% to 4%. And clearly, you're delivering operating leverage this quarter and what you're implying for the fourth quarter as well. I guess this is a 2-part question. As we think about how you're framing that ROTCE walk and 2026, do you sort of plan to move away from the 1% to 2% expense growth and talk about efficiency instead?

Or is there sort of enough still identifiable inefficient expenses in the franchise that you could recycle and perhaps continue on sort of this lower sort of expense rate target?

I think Erika, there's a lot of pieces of that, but the expenses in our company are driven by the numbers of teammates and then what we pay them. And so our job is to keep using the technology as we just as I discussed earlier, that continues to allow us to do more with the same amount of people or less people and then to pay those people more in relation to the productivity of the company.

And so yes, there's an embedded cost of teammates that grow, and we want to grow because FA compensation grows PCA, private bankers, client compensation grows investment bankers because that grows more directly in line with revenue. But think about it in a broad context. If we keep the head count basically running flattish. The volumes across it, the NII across it higher, and the growth that's coming is through some of the markets related businesses and then managing headcount appropriately around in the back office and other types of things.

That's good. What AI does give us a chance to manage some of the expense base a little differently going forward than we had in the past, which will be helpful. And so we feel good about that. Whether it's -- the idea is to grow revenue as faster, faster than expenses and create operating leverage is a simple way to think about it. But it's complex. And then the actual efficiency ratio, remember, this gets down to comparisons between companies or business mix.

So our wealth management efficiency ratio inherently 74% or 26% pretax margin, consumers at 50%. Banking is down below 50%. It really -- you got to sit how much of your revenue is coming through the various pieces will determine the aggregate efficiency ratio. Our job is just to continue to improve it.

Improved from the 62%. Got it.

We'll take our next question from Mike Mayo with Wells Fargo Securities.

Brian, you'd like to be hanging with that last answer when you talked about the efficiency ratio, you expect to improve it was 65% last year, last quarter and 62% and improve the efficiency ratio to what -- do we have to wait until November 5? Or is that something that is kind of a guide to or -- and also in terms of -- I'm just looking for some more meat on the bone, so to speak, I mean, I guess, year-over-year headcount is down $500 and revenues are up $3 billion.

So I think that's kind of what you're talking about, but where does that eventually take you to, given your business mix?

Look, the question is where is the revenue coming from for the next 4 quarters. NII is obviously much more efficient in the sense of cost because same loan balances the same people producing additional credit relationships, the embedded cost of production and consumer for the 1 million cards, we do new cards we do a quarter, the #1 small business lender in the country and producing good growth there.

That all falls to bottom line. The expense base is built to have that kind of activity growth. So we feel good about it. We'll give you more guidance. But at the end of day, it will be a result of where the revenue is coming from especially in the markets business and how much that impacts it. But you should be very confident, Mike, we manage expense as well in this company and the headcount well. And so we'll continue to do that.

Could you just give us a little bit more on AI? I mean you're ranked top 10 globally as far as a bank and using AI and with your patents and everything else. And it's getting back to that first question on this call, how much savings do you have from AI? How do you measure those savings? What are some of the best initiatives you think you have? Or just help us frame how that could transform the company a little bit more, if you could?

Yes. Well, as I said, with a little bit more time to dedicate to that discussion. We'll have a panel the expert show you the work we're doing. But I'd make 3 or 4 points about AI. Our view of AI is its enhanced intelligence that the teammates are going to be critical to delivering the services.

And therefore, it's an enhanced intelligence, not an artificial intelligence. The second is it's not something to think about. It's something happened. As I said yesterday, 2 million customer interactions were handled through the Eric platform just on the consumer side alone. And then the third thing is we think the paybacks are coming in there. But what's interesting is that the places we can apply are different than some of the other technologies we had in the past.

So and we'll take you through that. So we feel good about it ought to help with the overall efficiency of the company -- human cost being 60%, 70% of our costs. But it comes with higher technology costs, higher work. So just in the coding area, we've saved about 10% of the aggregate amount of coders we have working but we're dedicating that to drive more efficiencies.

So we'll take you through all that. It's exciting. It's not a theoretical question that Bank of America, it's an applied question of Bank of America but you do have to be careful about extrapolating things that have to be done right in order to work. And the $3 billion we spent on data in sort of 2014 to '19 to get the data perfect in this company or it's perfectly could, perfect is beyond reach. But that kind of number has to be spent by competitors, and we spend admittedly for potentially a little bit different reason, but it takes that much work.

All right. I'll take that as a teaser for November 5.

We'll move next to Chris McGratty with KBW.

On credit, overall, really strong results. I mean under the hood, if we go at a level deep, is there anything that's given you a little bit of pause today versus maybe 3 to 6 months ago? And anywhere that you're not leaning into with the balance sheet with the growth picking up anywhere you're avoiding?

Well, the broad outline is not yet and no, meaning -- and not yet. We haven't decided to change anything. And no, we're not really observing anything other than continued strong performance in the credit portfolios. So the report -- the results we reported today, you can see consumer charge-offs came down again. And commercial charge-offs came down again.

Now those commercial charge-offs at a really, really low level. So credit remains in a good place. And we built this responsible growth strategy to do 2 things: first, to have a risk appetite that we're proud of through the cycle; and second, to deliver loan growth that exceeds the industry. So we feel like we're succeeding on both of those right now.

Now when you see headlines do you immediately do a look across on everything, yes. If something changes overnight, do we spend time as a team considering, is there anything we should be changing. Yes. But right now, the broad message we need to send to people right now is the credit portfolios are performing very well at this point.

So Chris, welcome to coverage of our company. Core like this is [ salubrious ] and that it shows you can both grow and do it the right way and have great credit results. So -- and if you look beyond that, remember, our industry, the regulated part of our industry the 30 banks or so go through a CCAR test.

You get to see the results on. They go through tremendous share credit depth of examinations you see. And so I think if you look at the statistics by our industry and our peers, they are in strong shape and the comparisons to 2019 are interesting because that was like a 50-year low in our or good, the best year in 50 years in our company's credit history. So we're comparing it to one of the best years. So we feel very good about it. We can both grow and do it with the right risk and Alastair talked about that. So we're comfortable we're pushing forward.

All right. Great Brian.

Take our next question from Ken Usdin with Autonomous Research.

Just a follow-on on the loan growth side. A lot of the loan growth you've been putting on in the commercial side, it looks like it's been in the market segment. And just wondering just how much full capacity you have to continue to build that part of the book, how much demand you're still seeing for it?

And how do you think about like the spreads and returns on that part of the business versus kind of the banking book growth?

Yes. So in terms of capacity, we've got a lot. And I say that because, obviously, a $2 trillion of deposits and $1.150 billion of loans. We've got substantial excess that we can provide for clients in the economy over time. So we've got a lot of capacity. In terms of demand, I'd say it's been reasonably robust over the course of the past couple of years.

And we happen to be in a good place to capitalize on that because when you talk about the world's leading asset managers, we have great relationships with them in our Global Markets business and in investment banking. And then we're in a position where we're not loaned up -- so we have the ability to provide the lending capital.

And then you got to structure it the right way. And we obviously have that capability. So those sorts of things put us in a good position to see that demand. Spreads have been attractive. A big part of the Global Markets story of improving returns over time has been growing their loan book with attractive returns, and you've seen them consistently improve return on capital.

So we've been happy there. And then the only other thing I would just remind you is because these are often so well collateralized and structured, they're typically investment grade. They typically have better risk ratings than some of the lending that we do in other places. And our RS credit and our net charge-offs in this area have been close to 0. So we've had terrific empirical performance from this portfolio over a long period of time.