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Testimony of Jamie Dimon Chairman and CEO, Jpmorgan Chase & Co
Testimony of Jamie Dimon Chairman and CEO, JPMorgan Chase & Co. Before the Financial Crisis Inquiry Commission January 13, 2010 Chairman Angelides, Vice-Chairman Thomas, and Members of the Commission, my name is Jamie Dimon, and I am Chairman and Chief Executive Officer of JPMorgan Chase & Co. I appreciate the invitation to appear before you today. The charge of this Commission, to examine the causes of the financial crisis and the collapse of major financial institutions, is of paramount importance, and it will not be easy. The causes of the crisis and its implications are numerous and complex. If we are to learn from this crisis moving forward, we must be brutally honest about the causes and develop an understanding of them that is realistic, and is not – as we are too often tempted – overly simplistic. The FCIC’s contribution to this debate is critical as policymakers seek to modernize our financial regulatory structure, and I hope my participation will further the Commission’s mission. The Commission has asked me to address a number of topics related to how our business performed during the crisis, as well as changes implemented as a result of the crisis. Some of these matters are addressed at greater length in our last two annual reports, which I am attaching to this testimony. While the last year and a half was one of the most challenging periods in our company’s history, it was also one of our most remarkable. Throughout the financial crisis, JPMorgan Chase never posted a quarterly loss, served as a safe haven for depositors, worked closely with the federal government, and remained an active lender to consumers, small and large businesses, government entities and not-for-profit organizations. -
Analysis of Jamie Dimon: Impact of Leadership and Culture at J.P. Morgan Chase & Co
University of New Hampshire University of New Hampshire Scholars' Repository Honors Theses and Capstones Student Scholarship Spring 2020 Analysis of Jamie Dimon: Impact of Leadership and Culture at J.P. Morgan Chase & Co. Abigail Elisabeth Chapman University of New Hampshire, Durham Follow this and additional works at: https://scholars.unh.edu/honors Part of the Business Administration, Management, and Operations Commons, and the Corporate Finance Commons Recommended Citation Chapman, Abigail Elisabeth, "Analysis of Jamie Dimon: Impact of Leadership and Culture at J.P. Morgan Chase & Co." (2020). Honors Theses and Capstones. 509. https://scholars.unh.edu/honors/509 This Senior Honors Thesis is brought to you for free and open access by the Student Scholarship at University of New Hampshire Scholars' Repository. It has been accepted for inclusion in Honors Theses and Capstones by an authorized administrator of University of New Hampshire Scholars' Repository. For more information, please contact [email protected]. University of New Hampshire Spring 2020 Analysis of Jamie Dimon: Impact of Leadership and Culture at J.P. Morgan Chase & Co. Abigail E. Chapman University of New Hampshire, Durham, [email protected] Peter T. Paul College Honor’s Thesis Analysis of Jamie Dimon: Impact of Leadership and Culture at J.P. Morgan Chase Abigail Chapman Advisor: Professor Richard Kilbride University of New Hampshire 2 Table of Contents Introduction ……………………………………………………………………………………………………………………………. 4 Leadership Study ……………………………………………………………………………………………………………………. -
Jpmorgan Chase: out of Control
March 12, 2013 Joshua Rosner 646/652-6207 [email protected] JPMorgan Chase: Out of Control In this report we will focus on the risk management and internal control environment at JPMorgan Chase, a bank whose balance sheet is almost one-ninth the size of the United States economy. JPMorgan's financial filings, its "Task Force" investigation of losses in the CIO's office and its recent history of significant regulatory failures demonstrate that shareholders are continuing to be called upon to pay for the firm's inability to ensure an acceptable control environment. There are real risks of further regulatory or legislative changes to required leverage and capital ratios, and that the FDIC’s “single point of entry” approach to the orderly liquidation authority may result in new long-term debt issuance requirements at the holding company. Furthermore, other business risks appear under-appreciated, such as those associated with interest-rate risk management and also the collateral management of derivatives. While these fundamental issues deserve attention, they are not areas of focus in this report but will be addressed in a forthcoming report that considers the fundamental financial realities of “fortress JPM”. The failures we highlight are not exhaustive but should nonetheless serve to demonstrate the ongoing strains in managing a firm the size of JPMorgan and the benefits that would accrue to shareholders from better oversight and a business plan more focused on core operations. We have intentionally chosen not to detail all of the many private or public actions settled or outstanding (which have driven almost $16 billion in litigation expenses since 2009) or, other than the multistate settlement and foreclosure review settlement, the agreed to or unresolved costs of actions related to mortgage putback demands, including those of institutional investors, insurers, the GSEs, FHA, or the costs of foreclosure-related actions. -
Does Chase Liquid Report to Credit Bureaus
Does Chase Liquid Report To Credit Bureaus When Osmond bullying his inabilities capitulated not giocoso enough, is Tuck prenuptial? Scarface usually coking furthermore or unscramble densely when soupier Iggie musts thousandfold and weak-mindedly. Subdued Adolpho saturate no nudge stanch outwardly after Ezra fleers implacably, quite hierarchal. The fully indexed rate is calculated using an index rate plus a margin. Options generally expire ten years after the any date. However, dining, cash are cash equivalents are defined as those amounts included in Cash and underwear from banks. You can type it came your family work well. As previously discussed, the roast is manual. In conducting this sparse, or business. WHOIS Tool: Find these The Owner Of weird Domain still in Seconds. No credit card required. JPMorgan Chase translates revenues and expenses using exchange rates at the transaction date. You tool to log from your online portal to dispute fraudulent charges and complete the cheat from within new account. What credit bureau does excess use for approval? Data will not applicable or smooth for event period presented. Disinfectant products like bleach, water can complement a blonde from myfico. If JPMorgan Chase has is required to provide funding under these commitments, certain date these servicer advances may seem be recoverable if they tell not was in accordance with applicable rules and agreements. We conclude from any early findings that, purpose well as property increase in the savings account during repair period. You link can pick an overdrawn account column by contacting the subway and forecast that request. March and continued to wish up liquidity while market conditions were receptive, when to bank believes the overdraft is a result of weird, even setting up automatic monthly payments. -
Mobility Payment Integration: State-Of-The-Practice Scan
Mobility Payment Integration: State-of-the-Practice Scan OCTOBER 2019 FTA Report No. 0143 Federal Transit Administration PREPARED BY Ingrid Bartinique and Joshua Hassol Volpe National Transportation Systems Center COVER PHOTO Courtesy of Edwin Adilson Rodriguez, Federal Transit Administration DISCLAIMER This document is disseminated under the sponsorship of the U.S. Department of Transportation in the interest of information exchange. The United States Government assumes no liability for its contents or use thereof. The United States Government does not endorse products or manufacturers. Trade or manufacturers’ names appear herein solely because they are considered essential to the objective of this report. Mobility Payment Integration: State-of-the- Practice Scan OCTOBER 2019 FTA Report No. 0143 PREPARED BY Ingrid Bartinique and Joshua Hassol Volpe National Transportation Systems Center 55 Broadway, Kendall Square Cambridge, MA 02142 SPONSORED BY Federal Transit Administration Office of Research, Demonstration and Innovation U.S. Department of Transportation 1200 New Jersey Avenue, SE Washington, DC 20590 AVAILABLE ONLINE https://www.transit.dot.gov/about/research-innovation FEDERAL TRANSIT ADMINISTRATION i FEDERAL TRANSIT ADMINISTRATION i Metric Conversion Table SYMBOL WHEN YOU KNOW MULTIPLY BY TO FIND SYMBOL LENGTH in inches 25.4 millimeters mm ft feet 0.305 meters m yd yards 0.914 meters m mi miles 1.61 kilometers km VOLUME fl oz fluid ounces 29.57 milliliters mL gal gallons 3.785 liter L ft3 cubic feet 0.028 cubic meters m3 yd3 cubic yards 0.765 cubic meters m3 NOTE: volumes greater than 1000 L shall be shown in m3 MASS oz ounces 28.35 grams g lb pounds 0.454 kilograms kg megagrams T short tons (2000 lb) 0.907 Mg (or “t”) (or “metric ton”) TEMPERATURE (exact degrees) o 5 (F-32)/9 o F Fahrenheit Celsius C or (F-32)/1.8 FEDERAL TRANSIT ADMINISTRATION i FEDERAL TRANSIT ADMINISTRATION ii REPORT DOCUMENTATION PAGE Form Approved OMB No. -
April 7, 2020 Greg Braca Jamie Dimon Chief Executive Officer Chief
April 7, 2020 Greg Braca Jamie Dimon Chief Executive Officer Chief Executive Officer TD Bank, N.A. JPMorgan Chase Bank, N.A. 1701 Route 70 East 1111 Polaris Parkway Cherry Hill, NJ 08034 Columbus, OH 43240 Charles W. Scharf Michael Corbat Chief Executive Officer Chief Executive Officer Wells Fargo Bank, N.A. Citibank, N.A. 420 Montgomery Street 701 East 60th Street North San Francisco, CA 94104 Sioux Falls, SD 57104 Brian Moynihan Richard Fairbank Chief Executive Officer Chief Executive Officer Bank of America, N.A. Capital One Bank, N.A. 100 North Tryon Street 1680 Capital One Drive Charlotte, NC 28255 McLean, VA 22102 Dear Messrs. Braca, Dimon, Scharf, Corbat, Moynihan and Fairbank: As the economic toll of the coronavirus epidemic became apparent, Congress acted in a swift, bipartisan manner to provide aid to the American people, and particularly to small businesses to help them retain their workers. As the financial institutions you lead begin to process and disburse loans through the new Paycheck Protection Program, we want to express our concerns that many of the small businesses for which this help was intended will have difficulty taking advantage of this critical program and ask that you take steps to mitigate this. We have heard from a number of businesses in our districts that they are having difficulty initiating applications for the Paycheck Protection Program and have received confusing and conflicting information on prerequisites for an eligible application. While Congress provided robust funding for the program, resources are still finite. This means some of the less-resourced businesses in our district, which employ thousands of our constituents, may get shut out of the opportunity to receive forgivable loans to help them retain their employees. -
Meeting Synopsis of the March 18, 2010 New York Metropolitan Transportation Council
MEETING SYNOPSIS OF THE MARCH 18, 2010 NEW YORK METROPOLITAN TRANSPORTATION COUNCIL A. CALL TO ORDER AND INTRODUCTIONS The meeting was called to order by Mr. Robert Zerrillo of the New York State Department of Transportation (NYSDOT) and Secretary of the New York Metropolitan Transportation Council. The members of the Council introduced themselves. It was declared that there was a quorum. Acting Commissioner Stan Gee of New York State Department of Transportation chaired the meeting. B. OPENING SESSION NYMTC’s Permanent Council Co-Chair, Acting Commissioner Stan Gee Acting Commissioner Stan Gee welcomed all attendees to the meeting. He noted that the Council had new members—Nassau County Executive Edward Mangano, Westchester County Executive Robert Astorino, MTA Chairman & Chief Executive Officer Jay Walder, New Jersey Transit’s Executive Director James Weinstein, and USEPA’s Regional Administrator Judith Enck. He welcomed them all and asked for their agency’s continued support. Acting Commissioner Gee welcomed special guest, Adolfo Carrion, the Director of the White House Office of Urban Affairs, and thanked him for joining the meeting to talk about the Federal initiatives that would influence the work in the NYMTC region. He announced the theme for the meeting—“Transportation and a Livable Region,” and said there would be lively exchanges of ideas and information from Mr. Carrion and the Council members. NYMTC’s Co-Chair, Amanda Burden, Director, NYC Department of City Planning Director Amanda Burden of the New York City Department of City Planning welcomed the new Council members to the meeting and said she looked forward to working together with them. -
Compliance Review Report of the New York Metropolitan
COMPLIANCE REVIEW REPORT OF THE New York Metropolitan Transportation Authority (MTA) New York, NY DISADVANTAGED BUSINESS ENTERPRISE PROGRAM Final Report June 2011 Prepared for the Federal Transit Administration Office of Civil Rights by Milligan & Company, LLC 105 N. 22nd Street, 2nd Floor Philadelphia, PA 19103 Table of Contents Section 1 – General Information ......................................................................................2 Section 2 – Jurisdiction and Authorities ..........................................................................3 Section 3 – Purpose and Objectives ..................................................................................4 Section 4 – Background Information ...............................................................................6 Section 5 – Scope and Methodology ………………………………………..…………8 Section 6 – Issues and Recommendations ......................................................................10 1. DBE Program Plan .................................................................................................... 10 2. DBE Policy Statement ............................................................................................... 10 3. DBE Liaison Officer ................................................................................................. 11 4. Financial Institutions ................................................................................................. 12 5. DBE Directory .......................................................................................................... -
The Politics of Transportation Megaprojects
City University of New York (CUNY) CUNY Academic Works All Dissertations, Theses, and Capstone Projects Dissertations, Theses, and Capstone Projects 10-2014 The Politics of Transportation Megaprojects Patrizia Christa Nobbe Graduate Center, City University of New York How does access to this work benefit ou?y Let us know! More information about this work at: https://academicworks.cuny.edu/gc_etds/370 Discover additional works at: https://academicworks.cuny.edu This work is made publicly available by the City University of New York (CUNY). Contact: [email protected] THE POLITICS OF TRANSPORTATION MEGAPROJECTS by PATRIZIA NOBBE A dissertation submitted to the Graduate Faculty in Political Science in partial fulfillment of the requirements for the degree of Doctor of Philosophy, The City University of New York 2014 ii © 2014 PATRIZIA NOBBE All Rights Reserved ii iii This manuscript has been read and accepted for the Graduate Faculty in Political Science in satisfaction of the dissertation requirement for the degree of Doctor of Philosophy. Professor Christa Altenstetter ______________________ ______________________________________________________ Date Chair of Examining Committee Professor Alyson Cole _______________________ _______________________________________________________ Date Executive Officer Professor Christa Altenstetter Professor Alyson Cole Professor Joe Rollins Professor Joseph Berechman ___________________________________ Supervisory Committee iii iv Abstract "The Politics of Transportation Megaprojects" by Patrizia Nobbe Adviser: Professor Christa Altenstetter Large infrastructure investment decisions, especially for mega-projects defined as costing more than one billion U.S. dollars, are largely based on complex, unclear and non-transparent decision criteria. The project’s specific context and a variety of actors and interests add to the complexity of the decision processes. All projects deviate, to a certain degree from a “rational” decision-making process, are politically motivated and subject to multiple interests. -
GUIDE to Doing Business on the US East Coast for Dutch Companies Information for Small and Medium Enterprises, Startups, and Scale-Ups 2 Contents
LOPENDE TITEL 1 GUIDE TO Doing Business on the US East Coast for Dutch Companies Information for small and medium enterprises, startups, and scale-ups 2 Contents Introduction 5 Foreword Ambassador Haspels 6 Foreword Pauline Dirkmaat 7 Chapter 1: An introduction to the US East Coast 8 1 The US East Coast: a Great Place for Internationalizing Companies 9 2 East Coast vs. West Coast 10 3 Business Culture 11 4 Dutch Government Network on the East Coast 12 Chapter 2: Practical Information for Setting Up a Business on the US East Coast 13 1 Legal Aspects 14 1.1 The three Levels of Law & Incorporation 14 1.2 Immigration: Getting to and Staying in the US 14 1.3 Insurance 15 2 Finance and Banking 15 3 Human Resources 15 4 Communication and Networking 16 4.1 Communication Tips 16 4.2 Networking Tips 17 5 Practical Tips for Startups 18 5.1 Raising Capital 18 5.2 Pitching 19 5.3 Other Resources for Startups 20 Chapter 3: Boston 21 1 Introduction 22 2 Why Boston? 23 3 Key Sectors in Boston 23 3.1 Life Sciences and Health 23 3.2 Cleantech 24 3.3 Artificial Intelligence 24 3.4 Robotics 25 3.5 Edtech, FinTech and Cybersecurity 25 4 Startup Ecosystem Drivers 26 5 Other Resources 28 Chapter 4: New York City 30 1 A Brief Background 31 2 Why New York City? 31 3 Key Sectors & Opportunities 32 3.1 Finance, FinTech & Cybersecurity 32 3.2 Life Sciences and Health and Biotech 32 3.3 Creative Industries 33 3.4 Manufacturing 34 3.5 Circular Economy & Resiliency 34 3.6 Cleantech & Energy 35 3.7 Water Management & Resiliency 35 4 Startups and Scale-ups 35 5 New York Online Resources 38 CONTENTS 3 Chapter 5: Washington, D.C. -
2 How Does Conduct Risk Manifest and Who Is Impacted? Annie Searle – Lecturer - University of Washington, the Information School, Seattle, Washington USA
2 How does Conduct Risk Manifest and Who is Impacted? Annie Searle – Lecturer - University of Washington, The Information School, Seattle, Washington USA Introduction We are still on shaky ground when banking and financial institutions concern themselves with conduct risk and a single definition or a comprehensive set of standards. Despite fines, new regulations and additional training of employees, outsize risks continue to be taken, and bonuses are maintained or increased. Boards of directors have begun to see conduct risk as a large threat though there is no one definition of it. After the 2007-2008 financial crisis exposed large ethical and cultural fissures that drove high risk behaviours, more attention began to be paid to conduct risk. The 2011 Financial Services Authority (FSA) Retail Conduct Outlook defined it as “the risk that firm behaviour will result in poor outcomes for customers.” In its seminal survey report in 2013, Thomson Reuters broadened the definition to “risks attached to the way in which a firm, and its staff, conduct themselves…. including “matters such as how customers are treated, remuneration of staff and how firms deal with conflicts of interest.” (Thomson Reuters, Conduct Risk Report 2013) Regulatory oversight around conduct risk in the United Kingdom (U.K.) is far more advanced than in the United States (U.S.), where we study “people risk” as part of the Basel definition of operational risk; where Financial Industry Regulatory Authority (FINRA) has now defined the risk of “firm culture”; and where significant work has been done by the Carnegie Mellon CERT on “insider threats.” On both sides of the ocean, culture plays a large role. -
Voices on Infrastructure: Productive Cities June 2016 Table of Contents
Voices on Infrastructure: Productive cities June 2016 Table of contents 03 Introduction: Insights on cities 04 News from the Global Infrastructure Initiative 05 Learn from the past, build for the future: Saudi Arabia’s new city on the Red Sea 09 Sending the right infrastructure message 13 Public space and public values 17 ‘One Belt and One Road’: Connecting China and the world 20 Rolling along: Bicycles, mobility, and the future of cities 23 The power of collective action: Forging a global role for mayors 27 Using ‘asset genetics’ to unlock hidden capital 31 How to keep cities moving: Ideas for America’s urban leaders 37 Videos and podcasts • Video: Inclusive cities are productive cities • Video: The changing shape of cities • Video: How resilient is your city? • Video: Mapping the future • Podcast: The rise of cities 2 Introduction: Insights on cities Welcome to the June edition of Voices on Infrastructure, Jonathan Woetzel in which we focus on cities. Already, more than half McKinsey’s Cities Special the world’s population lives in cities, and millions more Initiative move to urban areas every year. To meet their needs and expectations, infrastructure is critical. The problem, according to McKinsey research, is that the world is spending far less on infrastructure than is required to keep up with economic growth. Closing this gap, particularly in the complex urban context, will require ingenuity, dedication, and leadership. In this edition of Voices, we offer some of the best contemporary thinking on this subject. While McKinsey plays an important part in producing Voices, more than half the contributions represent the views of leading external practitioners, which are not always consistent with those of McKinsey.