“We’re growing. We’re onboarding new clients. In many cases, I’m looking at some of my colleagues on the corporate and investment bank, the growth in new clients comes with lending. That lending is relatively low returning then you eventually get other business. So yes, that’s an example of an investment today that as it matures, has higher returns.” – Jeremy Barnum – Executive VP & CFO of JP Morgan Chase
Jeremy Barnum, Executive Vice President and Chief Financial Officer of JPMorgan Chase, shared this perspective during a strategic framework and firm overview executive Q&A on 24 February 2026. His remarks underscore a core tenet of modern banking: initial client acquisition often demands upfront investments in low-margin activities like lending, which pave the way for higher-return opportunities as relationships mature.[SOURCE]
Barnum’s career trajectory exemplifies the blend of analytical rigour and strategic foresight essential for leading one of the world’s largest financial institutions. Joining JPMorgan Chase in 2007 as a managing director in treasury and risk management, he ascended rapidly through roles in investor relations and corporate development. By 2021, he was appointed CFO, succeeding Jennifer Piepszak, who transitioned to co-CEO of the commercial and investment bank. Under Barnum’s stewardship, JPMorgan has navigated volatile markets, including the acquisition of Goldman Sachs’ Apple Card portfolio, which contributed to a $2.2 billion pre-tax credit reserve build in Q4 2025, even as net income reached $13 billion and revenue climbed 7% to $46.8 billion.1
In the broader context of this quote, Barnum was addressing investor concerns about growth dynamics in the corporate and investment banking (CIB) division. New client onboarding frequently begins with lending – a relatively low-return activity due to compressed margins and credit risks – but evolves into a fuller ecosystem of services, including advisory, trading, and capital markets activities that deliver superior profitability over time. This ‘investment today for returns tomorrow’ model aligns with JPMorgan’s 2026 expense projections of $105 billion, driven by ‘structural optimism’ and the imperative to invest in technology, AI, and competitive positioning against fintech challengers like Revolut and SoFi, as well as traditional rivals like Charles Schwab.1
The discussion occurred against a backdrop of heightened competitive and regulatory pressures. Just weeks earlier, in January 2026, Barnum warned of the perils of President Donald Trump’s proposed 10% cap on credit card interest rates, arguing it would curtail credit access for higher-risk borrowers – ‘the people who need it the most’ – and force lenders to scale back operations in a fiercely competitive landscape.2,3 Consumer and community banking revenue rose 6% year-over-year to $19.4 billion, bolstered by 7% growth in card services, yet such policies threaten this momentum. JPMorgan’s tech budget is set to surge by $2 billion to $19.8 billion in 2026, emphasising investments to maintain primacy.5
Leading theorists on relationship banking and client lifecycle management provide intellectual foundations for Barnum’s approach. Jay R. Ritter, a pioneer in IPO and capital-raising research at the University of Florida, has long documented how initial public offerings often underperform short-term but enable firms to access deeper capital markets over time – a parallel to banking’s lending-to-ecosystem progression. Similarly, Arnoud W.A. Boot, a professor at the University of Amsterdam and ECB Shadow Monetary Policy Committee member, theorises in works like ‘Relationship Banking and the Death of the Middleman’ (2000) that banks derive sustained value from ‘household-specific’ information built through ongoing relationships, transforming low-margin entry points into high-return sticky business.
Robert M. Townsend, Caltech economist and Nobel laureate (2011, with Finn Kydland), extends this through his incomplete contracting models, showing how banks mitigate asymmetric information via repeated interactions, justifying upfront lending as a commitment device for future profitability. More contemporarily, Viral V. Acharya of NYU Stern emphasises in IMF and BIS papers the ‘credit ecosystem’ where initial low-yield loans signal credibility, unlocking cross-selling in a post-2008 regulatory environment marked by Basel III capital constraints. These frameworks validate JPMorgan’s strategy: lending as the ‘hook’ in a maturing client portfolio amid rising competition and policy risks.
Barnum’s comments, delivered mere hours before this analysis (on 25 February 2026), reflect real-time strategic clarity. As JPMorgan projects resilience in consumer and small business segments, this philosophy positions the firm to convert today’s investments into enduring leadership.1,4
References
1. https://fortune.com/2026/01/14/jpmorgan-ceo-cfo-staying-competitive-requires-investment/
2. https://www.businessinsider.com/jpmorgan-warning-on-credit-card-cap-interest-2026-1
3. https://neworleanscitybusiness.com/blog/2026/01/13/jpmorgan-credit-card-rate-cap-warning/
5. https://www.aol.com/news/jpmorgan-spend-almost-20-billion-000403027.html
