S&P Global

Almost $20 trillion in revenue—and a record-breaking $1.87 trillion in profits. Introducing the 2025 Fortune 500, the definitive list of the biggest companies in America.

Fortune 500

Leaders in all industries rely more than ever on Big Tech—and appreciate the giants that deliver, at scale, without drama.

World's Most Admired Companies

Industries included in the sector are advertising, diversified outsourcing services, and financial data services.

Fortune Sector Leaders: Business Services

The Fortune 500, in its 70th year in 2024, ranks the biggest U.S. companies by revenue.

The 26th edition of the list shows how much esteem Big Tech giants command among other business leaders.

The 25th Fortune World’s Most Admired Companies list suggests that tech giants’ peers respect them as much as ever.

Fortune collaborated with the Diligent Institute to rank the most innovative boards of directors among S&P 500.

Modern Board 2023-S&P Global

<span style="font-weight: 400;">A diverse set of high-powered Wall Street players dominate the 13-person board at market information stalwart S&amp;P Global. The New York–based company employs six current or former CEOs as directors, including Douglas Peterson, the company’s chief executive, and the ex-CEOs of Bank of New York Mellon and Accenture. Gay Huey Evans, former chair of the London Metal Exchange, is among S&amp;P Global’s five female directors. Richard Thornburg, the non-executive chair of the board, was formerly the CFO and chief risk officer of Credit Suisse and a non-executive chair of the financial giant. Gregory Washington, president of George Mason University, who has also led research for the NSF, NASA, and Air Force Research Laboratory, rounds out the board’s expertise. He is one of two Black directors, along with Stephanie Hill, executive vice president of rotary and mission systems at Lockheed Martin. In December, S&amp;P Global unveiled a strategic road map for its next growth phase, revealing plans to leverage A.I. and invest in private markets, sustainability, climate, energy transition, credit and risk management, and emerging markets.</span>

Fortune Modern Board 25

The Fortune 500, in its 69th year in 2023, ranks the biggest U.S. companies by revenue.

Just as it dominates our economy, Big Tech now dominates Fortune’s annual ranking of corporate reputation.

This year’s Fortune 500 marks the 68th running of the list.

After a year in which humanity leaned more heavily than ever on tech giants, see which companies topped Fortune's ranking of corporate reputation.

This year’s Fortune 500 marks the 67th running of the list.

Dealing in financial information and analytics, it is the parent company of subsidiaries such as S&amp;P Global Ratings and S&amp;P Global Market Intelligence. The company also owns a majority stake in the S&amp;P Dow Jones Indices.

For an astounding 13th straight year, Apple claims the top spot in Fortune’s annual ranking of corporate reputation, based on a survey of almost 3,800 executives, directors, and analysts.

This year's Fortune 500 marks the 66th running of the list.

F500-2020-451-S&P Global

The New York-based firm sells financial information and analytics through brands including S&amp;P Global Ratings and S&amp;P Dow Jones Indices.

Here are the World's Most Admired Companies for 2019 as ranked in their industries. See who made the list.

This year's Fortune 500 marks the 65th running of the list.

Here are the World's Most Admired Companies for 2018 as ranked in their industries. See who made the list.

This year's Fortune 500 marks the 64th running of the list.

This year's Fortune 500 marks the 63rd running of the list.

This year's Fortune 500 marks the 62nd running of the list.

This year's Fortune 500 marks the 61st running of the list. Wal-Mart claims the top spot again. See who made the list.

Wal-Mart stayed on top as its sales crept closer to half-a-trillion dollars. Apple moved into the top five. And UnitedHealth Group continued its steady climb. 

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<p>S&amp;P Global is a leading provider of transparent and independent ratings, benchmarks, analytics, and data to the capital and commodity markets worldwide. The company delivers markets intelligence through its divisions, including S&amp;P Global Ratings, S&amp;P Global Market Intelligence, S&amp;P Dow Jones Indices, S&amp;P Global Commodity Insights, S&amp;P Global Mobility, and Sustainable1. These services support decision-making across various sectors, from finance and commodities to sustainability and mobility. With a history dating back to 1860, S&amp;P Global continues to empower customers with the data and insights needed to navigate complex global markets.</p>

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S&P Global (SPGI): Company Profile, Stock Price, News, Rankings

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s&p global

S&P Global is a leading provider of transparent and independent ratings, benchmarks, analytics, and data to the capital and commodity markets worldwide. The company delivers markets intelligence through its divisions, including S&P Global Ratings, S&P Global Market Intelligence, S&P Dow Jones Indices, S&P Global Commodity Insights, S&P Global Mobility, and Sustainable1. These services support decision-making across various sectors, from finance and commodities to sustainability and mobility. With a history dating back to 1860, S&P Global continues to empower customers with the data and insights needed to navigate complex global markets.

S&P Global (SPGI): Company Profile, Stock Price, News, Rankings | Fortune

Cameron Adams 

Winning AI adoption strategies from 4 leading companies

/article/ai-strategy-marriott-ikea-pwc-sp-global/

Accenture CEO Julie Sweet leads one of the world’s largest workforces—and is navigating an era defined by AI disruption, geopolitical volatility, and shifting global markets. In this segment of the Fortune 500: Titans and Disruptors of Industry vodcast, she shares how she advises fellow CEOs to reinvent their companies, reflects on her unconventional leap from law to CEO, and opens up about the lessons that shaped her rise to one of the most powerful roles in business. 

How Accenture’s CEO Took the Leap From Law to Consulting

Alyson Shontell sits down with Accenture CEO Julie Sweet

Leadership

Julie Sweet shares how she her unconventional path from lawyer to CEO—and what it takes to rewire companies in the age of AI disruption.

From law to the corner office: Accenture CEO Julie Sweet reflects on her rise and why today’s leaders must rewire their companies to withstand AI and shifting markets.

You are able to take a lot of noise and just be like this is the path going with conviction. How do you make those decisions? It starts with a great team. We are constantly challenging each other and our assumptions, and that makes me able to make decisions with a lot of confidence. AI is transforming every industry, and it puts even the biggest companies at risk. Top venture capitalists. The Node COSLA predicts that the 2030s will see the demise of more Fortune 500 companies than at any point in history. This transformation is the number one thing on every Fortune 500 CEO's mind, especially for Julie Sweet, who runs one of the largest workforces in the world with more than 770,000 employees. In order to capture the opportunity with AI, you have to be willing to rewire your company. I recently sat down with Julie about how she's advising other CEOs to transform their companies and how she's trying to keep AI from eating Accenture's own lunch. Our conversation was packed full of advice and it was personal. Her journey from a small California town to becoming one of the most powerful people in global business is inspiring, especially as she has battled and beaten cancer now twice. I'm your host, Importance's editor in chief, Allison Chantel. Please enjoy the first episode of my podcast, Fortune 500, Titans and Disruptors of Industry with Accenter CEO Julie Sweet. Julie, it is so nice to be here with you today. Thank you for joining me. It's the inaugural Fortune 500 podcast podcast episode of Titans and Destructors of Industry, and who better to have in you. Well, thank you, Allison, and I'm really honored to be your first, so that's that's really exciting for me. So thank you for having me. Since becoming CEO, Sweet has nearly doubled Accenture's value and grown its workforce to over 770,000 employees across 52 countries. That's more than 20 times the size of a key rival, McKinsey, ranked number 211 on our Fortune Global 500 list. It's also among the mere 5% of Fortune Global 500 companies that's run by a woman. First off, you're on Accenture. You've run it since 2019. It is in the top five largest workforces in the world. On top of that, you generate some of the largest revenue in the world. You're number 211 on our Fortune 50 Global 500 list, right, that ranks companies by revenue. I think it's like $65 billion. In a year or something that a center does and then also just you are incredibly powerful. You rank number 11 on our most powerful people in business lists. So I'd just love to start with an economic snapshot from your vantage point. What are the major things on your radar that are affecting your business, but also the businesses of all the CEOs that seek your counsel and work with the center? Well, there's a lot of trends that are literally affecting the world, right? So one, the obvious one, has been tariffs and trade. And that affects countries differently, but there isn't a country that's not being touched by that, so that's one. Second, there has been an ongoing shift in geopolitics, and you know, sometimes people say to me like, oh, right now it's so volatile and uncertain, and you know, I've been CEO for 6 years and I'm kind of like, that's been the story of the last 6 years and And we'll talk about that later, I'm sure, but you've been seeing a shift in geopolitics for some time, like the role of the Middle East. We look at Southeast Asia as things have changed with China, and so making sure that you understand the opportunities and the challenges. So oftentimes people think about the supply chain, but it's also a huge opportunity and are you positioned to take advantage of where growth may come. In the future, so those are two of the big ones. And of course then you can't go, you know, you can't walk past AI, so you'll notice I didn't start there, the obvious one. When I think about AI, the thing that for me is so exciting is that, you know, the last several years have been a series of what were once black swan events. And now the CEOs around the world have a powerful set of tools that they didn't have for some of those events before. Now those tools are hard and they're complex and they have a lot of different, you know, aspects to consider. But as I look forward, it's, you know, very rare as a CEO that you're handed something that is brand new, wasn't part of the toolkit, and allows you to look at the world and really shape your future, and we talk a lot about You know, how do you set the next performance frontier, and AI is definitely something that allows you to think very differently about your future trajectory. So those are the three of the big ones. There's more demographic changes we can go on and on, but those are 3 that I'm talking to a ton of CEOs about, and of course underlying all of that are the talent implications. Unlike traditional strategy focused consulting firms, Accenture doesn't just advise. It also takes on operations and services on behalf of its clients, and its clients span a wide range of industries from banks like Citi and Barclays to Nestle, Saudi Aramco, and pharmaceutical giants like Pfizer. Since we took the helm in 2019, she's helped boost the company's revenue more than 50% to $65 billion. But Sweet's path to CEO was far from typical. In her years before joining Accenture, Sweet had a high profile legal career, earning a scholarship to Claremont McKenna College, graduating from Columbia Law, and making partner at an elite firm within 8 years. In 2007, she landed on the cover of American Lawyer as dealmaker of the Year. So when you decide to come to the center, by the way, you've already had a tremendous career as a lawyer, a career that I think most people wouldn't have said, Oh, I'm just going to forget this path. You rose to partner at one of the top law firms within 8 years, and I'm curious, why did you make that career change? Why say I'm going to go into this crazy tech consulting firm that I don't really don't know that much about, and I'm going to leave this really cushy setup I've created for myself and go try something totally different. How do you weigh a big career change like that? Well, and Allison, one of the things I look back to and now that's like not many people realized was I made the change when I had a 2 year old and a 3 year old as well. I respect that. I took this job when I had a newborn, exactly, which I'm like it all up at the same time. Exactly. You're like, I'm like, oh my gosh, what was I thinking? Well, you know, it is interesting because I was in my office and I love my law firm, so I love the job and I got a call and my assistant had had stepped away and I, this was like a very You know, like a law firm where you had somebody answer always answers your phone, you know, and we had like iced tea delivered 3 times a day to my office, you know, I had a beautiful office. And so I pick up the phone because she'd stepped away and it was a head hunter talking about like this great opportunity and You know, I look back, I was 42, and my father had actually just passed away recently, and I think that definitely affected me because he died quite young at 68. So I'm like listening to this and I'm like, you know what, I'm going to take a meeting. And when I did that, I said to myself like, I know I'm 42, I'm super successful, and I absolutely know what my future is going to be like at Cravath, right? Like because it's like the deals would change, but I made partner and I was like, OK, I could see my future and Then I went and I interviewed with Accenture, who I knew about because I'd done actually a securities deal for a competitor where, you know, we had to like learn about Accenture as a competitor and so I respected the company. Their CEO Bill Green was incredibly charismatic. He had the best line ever for me. Like I, I just fell for a hook line and sinker in my interview. He said, I'm not looking for a lawyer, which is kind of funny because he was hiring a general counsel. He said, I'm looking for a business leader with legal experience. And I'm like, that's what I want to be. And so I ended up taking, you know, taking the leap, and it was the it was the right time. And you know, when I, you know, think back to it, I'm sure my dad's passing had something to do with it, but also just the possibilities of making an impact and uh you know, I've just, I was so fortunate because I absolutely love Accenture. It's an amazing company. I was very privileged to join and I feel really privileged every day to leave this place. So it sounds like a big new opportunity and challenge, a chance to try something new, but to really expand who you were. So you've said that when you were 42 and you came in as general counsel to Accenture, you didn't have the skill set then to be the. CEO, but you're the CEO. So what happened? What was missing and how did you work on those things and know to work on those things? Well, just to start with, I didn't understand technology when I joined, and Accenture is all about technology, and I figured out pretty quickly that If I wanted to be the business leader with legal experience, I had to deeply understand the business. And so after I'd been here nearly 12 months, probably, I made friends with someone named Bhaskar Ghosh, who was running our India technology practice at the time. He would eventually become our global head of technology and now my chief strategy officer, and I asked him, I said, Will you teach me technology? And it really was because I thought of myself as a business leader and I didn't deeply understand the business that we were in. And so we used to meet every 2 weeks for about 18 months, and he would send me off to meet people to learn things. I still remember the guy that taught me, you know, what cloud was, and and that really set me on a very different path because I think my boss at the time, Pierre Naner, saw me differently too. He saw me showing up differently and so did my colleagues. And so anywhere in do it because sometimes it can feel like, oh, I just want to act like I know this thing, but I really don't know this thing, but You seem pretty fearless about just going in and saying like nope, don't know it, tell me everything. I think one of my superpowers is asking for help, you know, I, and maybe that goes back to humility and the idea of building great teams, and so I've always been that way. I've always, you know, if you focus on how you deliver value, then it becomes very natural that you have to have a team and you have to ask for help because at the level that we operate, no one delivers value alone. And one of the things I I coach a lot of people because the people come to me and say, Well, how do I network, etc. and I'm like, look, don't think about networking. Think about connecting with people that can help you deliver more value or who you can help deliver more value and focus on that as opposed to someone who can get you your next job, because the more value you can contribute to your company, the more likely you're going to get that best next job and I've always thought about that with my clients, right? It's like, what do my clients need? They need me to better understand this. And when I was the general counsel, my, my client was actually the company, and what did they need from me? They needed me to understand the business better, to be a better general counsel. And so that focus on value has really been, I think, a big part of my career trajectory.

When Bitcoin launched in 2009, it rapidly found favor with libertarians and privacy advocates. They weren’t the only fans. Criminals came to love it too as a global, pseudonymous way to transact in everything from fraud to drugs to hit men. On the third episode of the Crypto Playbook, Jeff and Leo examine the more notorious features of the crypto landscape with the help of Chainalysis CEO Jonathan Levin, a pioneer in teaching law enforcement agencies to track crypto crime. 

Crypto crime

Fortune_Crypto

A look at the darker side of the industry

Wayfair thrived during the pandemic, scaling to over 30 million products and rising to #217 on the Fortune 500. But after a post-COVID slump, it’s rethinking its strategy. In 2024, the company opened its first large-format retail store and rolled out new AI tools to reimagine how people shop for their homes. Here’s how Wayfair is betting on technology and in-person retail to power its next chapter in a crowded home-goods market.


How Wayfair’s Betting on AI to Future Proof its $12B Empire 

Wayfair is betting big on AI and physical retail to reconnect with shopper

Tech

Wayfair thrived during the pandemic, scaling to over 30 million products and rising to #217 on the Fortune 500. But after a post-COVID slump, it’s rethinking its strategy

How Wayfair Built a $12 Billion Home Retail Empire 

Wayfair built its multi-billion dollar business by selling home goods online, eventually scaling to more than 30 million products. Today, it's the largest online home goods retailer in the United States, but after a pandemic boom in sales, growth slumped, and so did the company's stock price. Now Wayfair is pivoting. In 2024, it stepped into physical retail with its first large format store. At the same time, it's betting on AI to streamline operations and reimagine how shoppers discover furniture. So we've been using the sort of text to image generation capability to generate an AI to be able to showcase a whole bunch of different images that our customers can then react to and say, oh, I like this. Here's how Wayfair built a $12 billion home goods empire. And how it's using AI and big box retail to fuel its next chapter. Founded in 2002 as a network of niche furniture sites, Wayfair evolved into a sprawling online marketplace. It now offers over 30 million products from around 20,000 suppliers. It also runs a lineup of lifestyle and luxury brands. The main basic difference between Wayfair and some of its other home furnishing competitors is that it is a marketplace platform, so they don't own any of their inventory. Everything is just forward position. on their site so that consumers can use it from the many vendors that they work with. Unlike many of its competitors, Wayfair doesn't manufacture or own its inventory. Instead, it connects shoppers with third party suppliers. This dropship business model allowed Wayfair to scale quickly, offering an enormous product catalog while keeping fixed costs low. Having these relationships with some of these smaller vendors is really unique in that it's a More visible way for the vendors to reach a much broader total addressable market. It helps elevate the business of small vendors while it also helps provide more choices to consumers for Wayfair. During the pandemic, that model helped the company thrive. Sales surged by 45% in 2020 as consumers redecorated during lockdowns. The next year, Wayfair shot up the Fortune 500 rankings, climbing more than 100. 30 spots to land at number 217. When we look back at COVID, that clearly accelerated e-commerce adoption across a number of categories, things like grocery and furniture. We saw the share price really rise to around $350 a share, but post-pandemic demand cooled as interest rates climbed and inflation pinched household budgets. Spending on big ticket furniture slowed. Wayfair's stock lost over 80% of its. between 2021 and early 2023, investors realized things are going to reopen. People are traveling. They're eating at restaurants again, and it wasn't idiosyncratic to Wayfair. It was across the industry, right? All of the peers really saw that phenomenon. Major home retailers like Bed Bath and Beyond filed for bankruptcy in 2023, shuttering hundreds of stores around the country. Despite declining sales post pandemic, Wayfair was. A to weather the market volatility. You know, if you look at somebody like Bed Bath and Beyond, there were liquidity issues. Interestingly, despite the fact that really Wayfair isn't generating a whole lot of profitability, the way that the capital structure works is that they don't really need that same sort of liquidity. But as the online home retail market has become more crowded, Wayfair is looking for ways to improve its e-commerce model and its customer experience. So we've been applying AI for quite some time, probably over a decade. The more recent advancements are allowing us to take that to yet another level. Fiona Tan is Wayfair's chief technology officer. Over the last few years, she has helped lead the company's investments in AI. It's a category where it's hard for our customers sometimes to describe what they're looking for. And then sometimes they don't really even know what they're looking for, so we've been using the sort of text to image generation capability to generate a AI to be able to showcase, you know, a whole bunch of different images that our customers can then react to and say, oh, I like this. I didn't know, I don't know what it's called, but it speaks to me. In 2025, Wayfair debuted a generative AI platform called Muse. The tool allows shoppers to curate AI generated home designs in certain styles. From there, the platform will recommend Wayfair products that fit the look. And then you can even tailor it a little bit more and just say, OK, well I like this, but I prefer green chairs instead of beige, and as you interact with muse, it'll generate you another image based on what you're saying. As the customers are inspired and engaged more with us, we're able to discern better what the intent and what their style preferences are, maybe what the budget preferences are, and then it allows us. And then recommend products for them. Waver says that level of personalization may help reduce return rates by giving customers more confidence in their purchases because the customers are more confident of the products that they buy or they've been able to get more information about it, ideally what you also see is there are fewer returns, right, because you're able to help them make um more. Informed decisions. Behind the scenes, Wayfair's legal, HR, and finance teams are also using AI to process data faster and streamline operations. For example, our legal teams using it to be able to look at, you know, user reviews to look for items that may have caused any kind of injury, and then you'll have examples in the technology department. Our accounting and finance team is also leveraging it. So it's really across the enterprise. While AI is helping to streamline Wayfair's digital operations, the company is also testing a more traditional strategy opening physical stores. In May 2024, Wayfair opened its first large format retail store in Wilma, Illinois, just outside of Chicago. The 150,000. A square foot store features showrooms, interior design services, and a cafe. Instead of spending marketing dollars on digital spend, you're spending your marketing dollars on physical spend. While competitors like William Sonoma benefit from built-in visibility through their retail locations, Wayfair has had to rely more heavily on advertising. every, every home. In 2024, they spent about 12% of their net revenue on advertising, while competitors like William Sonoma spent about 7% and Restoration Hardware only spent 4%. Wayfair leans into advertising a little bit more because it's hard to remain visible when you're an e-commerce only retailer, right? And so, You know, reminding consumers that you exist isn't free. Wayfair's new store location sits strategically along a major commuter highway. Since the opening of the store, Wayfair says sales in Illinois have jumped around 15%. Based on early results, Wayfair plans to open two more large format stores, one in Atlanta, Georgia and another in Yonkers, New York. Still, when it comes to home goods, Wayfair operates in a competitive and fragmented landscape. While the company holds the top spot for largest online home goods retailer in the US, it's only by a small margin, very fragmented, very hard to have a competitive advantage. We think Wayfair is one of a number of competitors that are really struggling. To avoid discounting and reinvent themselves in different ways to remain relevant to consumers. Big box retailers like Walmart, Target, and IKEA all sell home goods with the added advantage of physical stores, tight logistics, and brand familiarity. Other high-end home goods companies like RH and Pottery Barn offer in-person shopping that build a more luxury customer experience. It's a lot easier to be top of mind when you are a pottery barn in a mall or a RH that has a freestanding store and a restaurant, and it's an experience, but we. moves into brick and mortar stores and AI are helping to close that gap. So one of the capabilities again of AI and also generative AI is our ability to understand, have a deeper understanding of the products that we sell, discerning the color, the size, dimensions. Some of it's in the product details, sometimes there may be errors and it can also augment and enrich the information. That we get from our suppliers, so we're doing a lot in the customer experience. I do think AI will help young people sort of get their head around how they want to plan their smaller spaces, but also, you know, the accessible price points that is that Wayfair offers also helps bring those consumers in, and I think that a lot of that is their their main consumer.

DBS, Southeast Asia’s largest and most profitable bank, is betting big on artificial intelligence to define the next era of global banking. From algorithmic credit scoring and AI-enabled fraud detection to hyper-personalized customer engagement, the bank is embedding intelligence across its platforms to drive both efficiency and growth. With regional competition heating up and digital expectations rising, the challenge is no longer whether to adopt AI—but how to do so responsibly, securely, and at scale. CEO Tan Su Shan shares how the bank is navigating that challenge, what being AI-fueled means in practice, and how institutions across Asia can turn automation and analytics into real strategic advantage.

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