Wells Fargo

The corporations on our annual list of the world's 500 largest companies combined to generate $41.7 trillion in revenue over the past year.

Fortune Global 500

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

The corporations on our annual list posted aggregate revenues of $41 trillion for the second year in a row.

Industries included in the sector are banks, insurance, and real estate companies.

Fortune Sector Leaders: Financials

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

The corporations on our annual list of the world’s largest companies delivered a record $41 trillion in aggregate revenues.

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

F500-2023-047-Wells-Fargo

The fourth biggest bank in the U.S. in terms of revenue dropped six spots on this year’s list amid a tumultuous period marked by rising interest rates. 
<ul> 
 	<li>The bank posted revenues of $82.8 billion for 2022, up 0.5% from the year prior. It accrued $13 billion in profits in 2022, down 38.8% from the previous year.</li> 
 	<li>In May 2023 Wells Fargo paid $1 billion to settle a class action lawsuit in which shareholders accused the bank of overstating its progress toward fixing practices that had gotten it into legal trouble in the 2010s. Most prominent of those scandals was a fake-accounts scheme in which bank employees frequently opened accounts without depositors’ knowledge to meet sales goals.</li> 
</ul>

Aggregate sales hit $37.8 trillion last year—an increase of 19%, the highest annual growth rate in the list’s history.

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

F500 2022-Wells Fargo

Wells Fargo is the third-largest bank in the U.S. by assets, with $1.79 trillion as of February. It serves one in three U.S. households and more than 10% of small businesses in the country. Its stock surged more than 61% in 2021, as Wells Fargo produced a massive $21.5 billion in earnings—fueled in part by a post-pandemic resurgence in lending. But the financial giant continues to labor under a balance-sheet cap imposed by the Federal Reserve after its 2016 fake-accounts scandal. Other legal problems have bubbled up in 2022: In March, Wells Fargo was sued in California for alleged discrimination against Black mortgage borrowers. (The bank has denied that it discriminates in its lending.)

Total revenue for the world’s biggest companies fell 4.8% to $31.7 trillion this year—the first decline in half a decade.

G500 103 Wells Fargo

Wells Fargo continues to experience fallout from its 2016 fake accounts scandal, even five years on. An asset cap imposed in 2018 in response to the bank’s misdeeds prevented the company from taking some deposits during the pandemic. Net income for 2020 slipped to $3.3 billion, compared with $19.5 billion in the year prior. And with a smaller trading and investment banking arm compared with its megabank peers, Wells Fargo also missed out on much of the surge in equities during the year. Still, the bank is seeing a flicker of light: The Fed accepted a proposal to overhaul the bank’s risk management in early 2021, signaling a first step toward lifting the bank’s asset cap. But that comes after Wells Fargo’s continued struggles have worn on investor patience: Warren Buffett’s Berkshire Hathaway, once one of the company’s largest shareholders, culled its holdings by 83% in 2020.

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

F500-2021-37-Wells Fargo

This year's Fortune Global 500 generated $33.3 trillion in revenues and $2.1 trillion in profits.

G500-2020-069-Wells-Fargo

Three years after Wells Fargo's fake accounts scandal erupted, the cleanup continues. There have been countless lawsuits, two CEO exits (three, if you count the departure of an interim leader), and, this February, a new $3 billion fine to resolve further investigations. A $1.95 trillion asset cap on Wells Fargo, imposed by the Federal Reserve in 2018, continues to limit the bank’s growth compared with its peers. Now, CEO Charles Scharf, who joined in October 2019, is tasked with reforming Wells Fargo’s image in the eyes of consumers and regulators alike. Scharf, a former CEO of Bank of New York Mellon, and before that, Visa, is the first top leader brought in from outside Wells Fargo in more than a century; so far he has reorganized reporting lines and brought in more outside executives.

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

F500-2020-030-Wells-Fargo

This year's Fortune Global 500 generated $27.7 trillion in revenues and $1.5 trillion in profits.

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.

World's Most Admired Companies

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

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

Here are the World's Most Admired Companies for 2016 as ranked in their industries. See who made the list.

This year's Fortune Global 500 generated $27.6 trillion in revenues and $1.5 trillion in profits.

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

Business insiders have spoken: Asked which companies they most admire, more than 4,100 executives, directors, and analysts chose these top 50 All-Stars.

The world's 500 largest companies generated $31.2 trillion in revenues and $1.7 trillion in profits in 2014. Together, this year's Fortune Global 500 employ 65 million people worldwide and are represented by 36 countries.

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

Global business is back. After limping through a worldwide financial crisis and economic slowdown, the 500 largest companies ranked by revenues shattered all sorts of performance records in 2013: They racked up combined revenues of $31.1 trillion, up 2.5% from 2012, and profits soared 27% to nearly $2 trillion. China’s 95 companies (up from 89 last year) posted $5.8 trillion in revenues. The U.S. has four fewer companies on the list than last year but remains (for now) the country leader, with 128 corporations on the list—including No. 1 Wal-Mart Stores—reporting $8.6 trillion in revenues. 

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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Wells Fargo was among the top six U.S. banks in terms of total assets in 2024. It provides consumer, commercial, corporate, and investment banking services, as well as wealth and investment management.

Q2 2025

Q1 2025

Q4 2024

Wells Fargo (WFC): Company Profile, Stock Price, News, Rankings

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Companies

Wells Fargo | Fortune

Wells Fargo (WFC): Company Profile, Stock Price, News, Rankings | Fortune

Leo Schwartz

Exclusive: Democratic senators press big banks after Trump kills consumer protection rule that capped overdraft fees at $5

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Kristen Parisi

HR Brew

Wells Fargo discreetly deleted its DEI page detailing a long history of diversity and inclusion work dating back to the early 1800s

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Luisa Beltran

JPMorgan’s plan to charge for data could ‘cripple’ crypto and fintech startups, execs warn

/2025/07/16/jpmorgan-chase-fees-fintechs-plaid-finicity-crypto-wall-street-citigroup-bank-of-america-wells-fargo/

Ken Sweet

The Associated Press

Wells Fargo let out of the doghouse as Fed lifts restrictions placed on it in 2018 over its fake-accounts scandal

/2025/06/04/wells-fargo-doghouse-fed-lifts-restrictions-placed-2018-accounts-scandal/

Sasha Rogelberg

Wells Fargo warns Trump’s tariffs won’t bring back American manufacturing jobs, which will need a minimum $2.9 trillion investment to regain peak

/2025/05/23/wells-fargo-trump-tariffs-american-manufacturing-employment/

https://fortune.com/2025/08/29/wells-fargo-deleted-dei-page-protests-diversity-equity-inclusion/?itm_source=parsely-api

As JPMorgan Chase enforces a 5-day RTO, staffers complain about too few desks, spotty Wi-Fi, and sneezing, sick coworkers

https://fortune.com/2025/03/06/jpmorgan-chase-jamie-dimon-union-rto-wall-street/?itm_source=parsely-api

JPMorgan's plan to charge for data could ‘cripple’ crypto and fintech startups, execs warn

https://fortune.com/2025/07/16/jpmorgan-chase-fees-fintechs-plaid-finicity-crypto-wall-street-citigroup-bank-of-america-wells-fargo/?itm_source=parsely-api

Bre Badham

Sridhar Natarajan

Bloomberg

Dimon reads him, Buffett writes to him and Solomon stares him down. It's Mike Mayo, the star analyst who insists 'market's wrong, i'm not' about his 2-year losing streak

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Emma Burleigh

California beats out Texas and New York for the most Fortune 500 companies

https://fortune.com/2024/06/04/fortune-500-california-most-companies/?itm_source=parsely-api

Chloe Berger

It took Wells Fargo 4 days to notice that an employee had died in their cubicle

https://fortune.com/2024/08/30/wells-fargo-employee-dead-4-days-denise-prudhomme/?itm_source=parsely-api

JPMorgan Chase workers launch petition to halt 5 day back-to-office rule

https://fortune.com/2025/02/11/jpmorgan-chase-workers-launch-petition-to-halt-5-day-back-to-office-rule/?itm_source=parsely-api

Tracy Kerrins, Senior Executive Vice President, Head of Technology, Wells Fargo & Company, KC McClure, Chief Financial Officer, Accenture Moderator: Sheryl Estrada, Senior Writer, CFO Daily, Fortune; Co-chair, Fortune Future of Finance

Future of Finance 2024: How AI is Shaping the World of Finance

Conferences

Tracy Kerrins, Senior Executive Vice President, Head of Technology, Wells Fargo & Company, KC McClure, Chief Financial Officer, Accenture Moderator: Sheryl Estrada, Senior Writer, CFO Daily, Fortune

Good afternoon everyone. Thank you for joining us. Thank you so much. We have Finance and Technology United on stage, which is awesome. So I'm gonna kick things off with you, Casey. Um you lead accenture's Global Finance organization, which includes strategic planning, financial reporting. A ton of things, right? What are the best use cases that you have for A I in the finance function? That's a great question. And we have a number of different use cases for A I. And I think the key first thing that we do is we look at what is the right technology for the process that we're talking about. So in some cases, you know, I have a predictive uh analytics tool that does revenue forecasting. I've used that for years. We're going to enhance that with gen A I, but we, we use that today and that works. I have A I machine learning again, a good old fashioned A I like not necessarily gen A I that we use for Treasury that helps us with uh we call it the Treasury A I application or, or platform and that has helped us identify $600 million of idle cash so I can put the better, better, you know, better use. And then now we're looking at gen A I for different functions. I have a function where we've looked at this for controllership. Again, we're working with clients um and internal use cases because I want to be our own best credential. So I'm privileged that we offer this work to clients. So we do it for myself. So I have a unique position. And one of the areas we're working on, for example, is controllership. Everybody closes their books every month and every quarter doesn't sound so exciting. But we are able to free up tens of thousands of hours annually based on using jet A I. Now, that's great. And that's amazing. But the key part is that we also have to then to really get the most benefit of that cost savings and efficiency is we're also looking at the processes that we need to change and the organizational structures that we need to change. So, you know, again, it's a I it's technology around the continuum of what you need for each tool. That's how we're evaluating it. And it's not just technology, it's, you know, you have to bring the people along along with the process and potentially organizational changes. Now A I uses large amounts of data. How do you determine, you know, the data process in the finance? Yeah. So I think, you know, the first thing is, you know, all companies really need to be focused on their digital core. And so if I talk about us and then what we're seeing with our clients, right? So the first thing is really, what's your data readiness? Right. What is your data readiness? Um We actually have decent. No one's ever done. That's a continued, that's a continued um movement as we know. Um And then with our clients, they're at different places with their data, right? So some of them have a strong digital core and they're getting ready to move faster. Others now are just really reckoning with the fact that they need to really focus more on their data uh in the, in their readiness. So we work on that in terms of data readiness. Um And then we also look at um you know, what is the capital allocation that we have and where, where do we want to put capital? And I think that's really where we collaborate with our my technology partners, but for our clients and as well as for us, in terms of how it is that we're going to approach um you know, the different use cases that we have now, Tracy in terms of data that's in your wheelhouse. Uh What is the importance of having like the right data structures? I mean, you, you're going to invest in A I technology. But you know, if you have an an ancient, you know, system that is incompatible, how do you manage that within your team. Well, I mean, when we're talking about um artificial intelligence, like whether it's machine learning, kind of more um kind of A I small A I and then you move into gen A I data is the most important thing, but good data in equals good data out, bad data in equals bad data out, I think as you know, so it's really important that you're looking at your data. And so one of the things we've been doing, we've been doing A I for, you know, the last 10 plus years, we're a heavy A I shop generative A I is a newer piece, but we have really robust data and model risk governance. Um And it's taking the time to do all of that analysis upfront, make sure you're complying, you know, to compliance law rule, reg you have ethical, you know, checks um for us, it's like fair lending all of that. Um And making sure that the data, we understand where it's coming from, the lineage of it, the quality and that has to be proven before we'll even approve a use case to be deployed or used in production. And we like to go slow to go fast, right? So we do a lot of piloting, we do a lot of checks. So based on the risk profile of the model that we're using or the use case that we're doing, we have frequent, we go back and we look at the output. Because the other thing you have to be careful on with A I is model, it's drift, right? As you add additional information into the model, are the decisions coming out of that model changing in a way that you don't agree with or that weren't originally approved? And you have to course correct when it comes to generative A I specifically and financial, uh, services. Um, it's a highly regulated, yep field. So, uh are there extra measures that you take in regards to safety of information or is it something that you've already been doing? Well, we, we've layered it on top of what we're already doing with A I but we have set up um a generative A I Council that includes, you know, legal risk compliance. Um myself as the head of tech. Uh we're all in there and we review use cases and we review it for a lot of different ways. Um And because generative A I is still so new and we wanna make sure that we're making the right risk based decisions. Um We do a lot of piloting first. Um And then again, we go and we compare results that we thought we would get to the results that we're seeing. Um And we come back and we look at that a lot. Um So yeah, we have a lot of extra scrutiny that we've put on it. We also evaluate the use cases themselves. So not just the data. But what is the use case? What are you trying to drive? What models are you using? Right. So when you look at generative A I, it's all about data, large language models and then the computing power needed to run the large language models. Your riskier use case scenarios are when you need to start using some of the external large language models that you're not controlling all the data input into it. And so that's a big point of uh discussion and review in that generative A I group that we have that reviews everything. Thank you. Uh Casey in terms of risk, I know uh in the finance function with generative A I, there's been some kind of hesitancy in some, in some cases. So I was wondering, are people still kind of like feeling out their way? Finance leaders in, in, in terms of genitive A I or? Yeah, I think that, you know, that it's, you know, I talked to a lot of CFO S because I've talked to a lot of our client CFO S and it's, there's no question that I, you know, A I gen A I is viewed, you know, as being very transformative, you know, in technology. So I think everyone is embraced that and, you know, as I said earlier, really, then it's figuring where do, how do I get started and where do I go? And with that, you know, we have designed what we call an A I um, Navigator for enterprises. And what does that do? That helps you take a look at your different industries and now we're doing it by function. So like for the finance function, we have a, an A I Navigator. Therefore, the finance function that goes through all the different core processes that every finance organization would do and you customize it a little bit for industry. Right, too. But there's some core things that all CFO S deal with. And we really look at three things like at least to start what's the value case, what then based on that value case, what is the A I architecture? Right? And then what is the A I solution? And then as we were just talking about how things will get more complicated with large language models and having to switch back and go and decide which, which avenue do you take for each of these pilots or points of view, we then have what we call an A I switchboard that helps us determine that how would you switch over and make sure that you use the right solution for the problem that you have. And so I think that is a big part of how we're helping ourselves. I spend a lot of time on that. And um our view is that for me, I'm taking, I would not take risk in terms of how I run accenture, but we want to be the leading, you know, company finance be our own best credentials since we do this uh as a company. So I am pushing kind of boundaries with the teams that deliver the work to the clients to say, let's see what we can do together because we can all, you know, they have access to all of our data and you know, and so it's all we as we as me and uh so that's really very, I feel very privileged to be able to kind of move and go fast on, on gen A I use cases which we have dozens that we're working on right now in the finance function. Are there best practices in kind of measuring the ro I of A I um within? Yeah, I think, and again, I think it does. There are and I think there's, it really depends on the organization. I, I do think that the key thing that we look at is, you know, what is the no regrets move, right? What am I looking at right now? What are the things that we should do? Right. What are the things that we should do that will pay for themselves very quickly? But then I call it the second box that we look at, which is what are the more transformative things at scale, right? So they may not be identified right now as a quick win. But really what I'm looking for is at scale efficiencies, risk mitigation, right? Cost savings. And I think that's really where it becomes even more um interesting as we're all working through our different use cases. Thank you, Casey. Um In regard to strategy, it can I quickly it can change. Um So that means maybe data structures need to change. How do you scale for growth? Tracy um in this type of environment. Yeah, I I would say it's not, it can change, it will change, it changes almost weekly. I mean, we're seeing um it's just an ever evolving industry. So from a data perspective, what we're doing is we want to design everything fit for purpose, right? And that's based off the use cases that Casey and I have both, both talked about. So when you come a use case comes in, you evaluate it and you say here's what we think the need is and that could be uh the large language model that you're using. Does it require a human in the loop kind of review? Do we want to run processes in parallel before we go and deploy things? You know, we're making the right, the right risk based decision. Um We're also making the right cost based decision. So one of the things I mentioned before was compute. So when you talk about these large language models, we have to make a decision do is that something we wanna run internally or is that something that we wanna run on, you know, a public cloud leveraging one of our partners in our case. Um So that's really what we're watching every time you move data right to one of these models. And if you're doing it not in house and you're moving it to, you know, a public cloud provider, there is a cost associated with that. Um Sometimes that's needed. Uh But it definitely always has to be a point of consideration is how I would look at it. Yeah, and, and maybe add on one other thing I think if we talk about value is, you know, you really need to look at responsible and ethical A I because that really is a value element too of it. And so as everyone is embracing A I, what they're also realizing is the additional responsibility that comes from the potential ethical implications of the, the way they choose to do their A I and really to unleash your value in A I, you really need in, in full innovation, you have to have guard rails around that, right? That also, you know, that, that serve to make sure that you have the trust of your consumers, your employees and your other stakeholders, right? And so it, you know, at accenture, we really start with responsible and ethical A I, we just named a chief um responsible A I Officer this week, this position and we, we are able to help clients because we've done it to ourselves. We're global, we have 740,000 plus people and it is an immense ongoing effort and task to stay along with that. And so, you know, we anchor to our accenture core values and our code of business ethics, right? And then have a compliance framework and it's, you know, and and also training that goes along with that. So each company has to do that though themselves to define what are, what is their ethical framework, what are their core values? Right? Because it could vary by industry, it's, you know, different by company. And they, I think everyone to really unlock the value and the innovation and to do it in a way that is taking care of, of people as well. You need to make sure that that's really at the heart of everything that you do. We talked, I, I just wanna, I wanna mention um because we've talked about a lot of use cases and you were talking about use cases even for finance, but I would be remiss if we didn't talk about A I and even generative A I and how it's transforming the technology industry itself and the technologists that develop the solutions, which is a big part of that. That's something I worry about and focus on every day. There's a lot of tools out there that help developers generate code better faster. Hopefully it reduces risk by proving the quality of the code. Uh making sure there's no gaps in, you know, uh test scripts, test cases, et cetera. Um we're also seeing, you know, the potential for value when you're developing um user stories or business requirements and the quality of those and how we can help improve the quality of those that we get from business partners. Um So there's, for me, it's an imperative is how I talk about it with the team. I say the best engineers in the world won't want to work here if we don't give them these tools because they're available in the industry and it makes them better and it allows them to do what they like to do well, which is develop high quality code and solutions. So we have to give them those solutions. So it's not just about technology delivering solutions for our customers and clients, which is of course, top of mind, but the way we do that better is looking at ourselves as a technology organization and how we use A I and gen A I to transform the way we do our own work. Speaking, that kind of leads to talent in my mind. Uh So what type of talent are you looking for your organization now that we have all of these advancements uh to keep up? Yeah. Well, we hire a lot of quants on the model side. Of course, uh that's not as new but I mean A I and gen A I, technology hasn't been out there that long. So you can go and hire, you know, talent, but they, what they have is expertise maybe in a certain technology or a tool which is great. But then when we put them into our environment, they still need to understand and how to, you know, deploy a solution or you know, deploy a solution for a use case in our environment that's aligned to the business and honestly at the scale and complexity that we operate in. So we found a lot of success just hiring great technology talent. We of course have a robust training program and we're bringing up our own talent, people who are interested in it, just good technologists, it doesn't matter what, you know, technology, you know, we can train you on this and you're kind of learning with us, right? And that's part of fun. It's actually it's a pretty big, we're a pretty big. I like to think we're a pretty big talent draw because we have so many different opportunities. We use a lot of different technology in the space and our scale and complexity is sexy to kind of top talent who like working in A I and gen A I and I think on the talent, if you look at just the finance function itself, we did a survey that said over 70% of CFOS who've worked on transformational efforts of which all of what we're talking about is clearly transformation. They have to collaborate across, you know, three plus parts of their business, right? So obviously, with technology is is obviously a no brainer. That's one of them. So you really need collaborative skills in finance and people who like to collaborate. And we've also shown that the CFO S and those and their entities who are able to collaborate actually perform, you know, I'll perform their peers in their industry. So like the way that, you know, I organize our team and I talk a lot about my CFO peers is I have a strategy and enablement function, which means I have a group of people who wake up every day and think about what we're talking about. And the lead of that has I call it a foot in finance and a foot in technology, right? And really just bridges that there's not a divide because maybe that was a divide a decade ago, but just is part of both worlds because this is so big that, you know, I you need someone who does wake up, you need people who in strong leadership with the ability to make decisions, collaborating across your enterprise to really drive this change. Because the pace of change as we say will never be as slow as it is today, right? Everything is just getting faster. And so to do that, you have to empower a team. And I I find it highly valuable to have a strategy and enablement function within my finance team that serves as key linchpin across the organization collaborating and it helps the team to say No to, you have to focus your efforts. Things are moving so fast and the technology is moving so fast. You can't have kind of that squirrel mentality where everybody runs and tries to work on all the cool things you really need to be focused. Pick what aligns to your strategic priorities and your strategy and do them well or try to. Right. Well, that's a great note to end on pick what aligns to your strategic priorities. Thank you both so much for joining us here today. Thank you. Thanks for having us.

Sarah Hinkfuss, Partner, Bain Capital Ventures Chintan Mehta, Chief Information Officer and Head of Digital Technology and Innovation, Wells Fargo Prem Natarajan, Executive Vice President, Chief Scientist, and Head of Enterprise AI, Capital One Lúcia Soares, Chief Information Officer and Head of Technology Transformation, Carlyle Moderator: Jeff John Roberts, FORTUNE


Brainstorm AI 2023: AI’s Impact on Fintech

Sarah Hinkfuss, Bain Capital Ventures, Chintan Mehta,  Wells Fargo Prem Natarajan, Capital One, Lúcia Soares, Carlyle, Jeff John Roberts, FORTUNE


Muqsit Ashraf, Global Lead, Strategy, Accenture 
Reetika Grewal, Executive Vice President, Head of Digital Transformation, Commercial and Corporate and Investment Bank, Wells Fargo 
Aaron Jacobson, Partner, NEA 
Reema Poddar, President, Diagnostics and Pathway Informatics, Philips
Moderator: Alexei Oreskovic, Deputy Tech Editor, FORTUNE 

Brainstorm A.I. 2022 - Strategy Session Beyond Basics: Making A.I. A Game-Changer

Commentary

Muqsit Ashraf, Accenture 
Reetika Grewal, Wells Fargo 
Aaron Jacobson, NEA 
Reema Poddar, Philips
Moderator: Alexei Oreskovic, Deputy Tech Editor, FORTUNE 

Strategy Session Beyond Basics: Making A.I. A Game-Changer

Chidiebere Kalu and Michael “Killer Mike” Render of Greenwood discuss building generational wealth. 

How Greenwood plans to even the financial playing field

 Stuart Isett for FORTUNE BRAINSTORM TECH

I'm thinking, you know, generational wealth, you say that in the past people have not necessarily listen to the needs and it's about hearing what people need and responding to them. Um, that's that you do have investors from some of those pigs who, ironically have not listened in the past, you have Jpmorgan, right? You have, uh, you do have Wells Fargo in the mix, Jpmorgan particular has been accused of pulling out of places that are even block dominated in population, but our affluent. So there doesn't seem to be a really financial reason for it. How does it make you feel in this moment to be backed by these big banks that maybe have understood that have underserved populations in the past? Uh, you know, I would say whatever you did in the past that happened, right. But the fact that you took the step today is what matters most, right? And the thing about building generational wealth. Um, so I, I attended the Naval Academy before I went to Morehouse. And one thing that we used to talk about all the time is you're only as strong as the weakest link, right? So if you have these communities that are weak, how can America grow? So now that they're taking that step to understand that hey, like something needs to be done here, I'm okay with that. I'm happy. Yeah, I'm, I am a foreign believer, um, that when the african american community is strong economically, the wider community is strong. That's just the proof. I remember being 18 years old, Going to a sneaker convention and this is before sneaker heads at conventions. This is when the power brokers were just there like these are gonna be our product. And a man from Reebok said if we can convince an 18 year old Um guy from 18 to 34 years old to buy a sneaker, we know they'll sell anywhere in the world. And what I know about my community is when the black dollar is strong and it circulates within that community, it creates not only a stronger community in their outside. You know when the west side of Atlanta was stronger, economically rich isn't Greenbriar mall was stronger economically JC Penney's was stronger. Sears and robots were stronger. Um amazon is delivering two doors daily there. So I believe that these banks, like any other business in a capitalistic society know that if this community is banked fairly by us and if we have people now guiding us for how to get through these communities that we're gonna be able to rebuild our relationship with Wells Fargo. No, that they were not good in our community. A few years ago, after we called for a black banking pivot, Wells Fargo found $60 million for black mortgages, not people of color, not people who are whatever the trigger words that give you on CNN and MSNBC and Fox, they said black black folks, we want you buying houses. We got 60 million. That was significant because homeowners came out of that more stable um neighborhoods came out of that and school started to get better in those communities where that happened Jpmorgan chase. I'm bank with them. I was appalled to see them pull out of black communities physical locations. But what I'm seeing now is then pivot the greenwood to say how can we repair that? I don't know if we're gonna do physical locations, but what I do know is that a phone in the hand of black Children on west side of Atlanta equals an account. And instead of those Children having to go to the liquor store to cash a check, those kids will be able to do that in their phones. And if they wish to be our ally in that, I welcome that ally ship because when our community is stronger economically, the greater community is stronger economic and not and not just the unbanked, there was also the underserved right? Because When you think about the black and brown community, 40% of them are in the middle class, right? And they need to know what to do with their money right there. They're sitting on it. They're like, how can I build wells, like how can I grow it? And you know, with that application, we're giving them the tools that they need in order to invest those funds in order to grow that wealth over time and not just sit on that on that cash. You know, I grew up in south Carolina, excuse me, I grew up in south Carolina and no, my parents were like, hey, save your money, put it in the bank to save it. Um, but it didn't grow right. And I had to feel the effects of that when I, when I became an adult and now it's like, hey, how can we change that narrative? So you're not just saving, you're not just putting it under your mattress, But no, instead, you're growing that wealth for generations to come put in the stock market, maybe get a credit card. Absolutely. If he's from south Carolina, old people say, buy some land bottomland, they ain't making more of that baby.

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