Jamie Dimon, chief executive officer of JPMorgan Chase & Co., at the Institute of International Finance (IIF) during the annual meetings of the IMF and World Bank in Washington, DC, US, on Thursday, Oct. 24, 2024.
Kent Nishimura | Bloomberg | Getty Images
The era of artificial intelligence on Wall Street, and its impact on workers, has begun.
Big banks including JPMorgan Chase and Goldman Sachs are unveiling plans to reimagine their businesses around AI, technology that allows for the mass production of knowledge work.
That means that even during a blockbuster year for Wall Street as trading and investment banking spins off billions of dollars in excess revenue — not typically a time the industry would be keeping a tight lid on head count — the companies are hiring fewer people.
JPMorgan said Tuesday in its third-quarter earnings report that while profit jumped 12% from a year earlier to $14.4 billion, head count rose by just 1%.
The bank’s managers have been told to avoid hiring people as JPMorgan deploys AI across its businesses, CFO Jeremy Barnum told analysts.
JPMorgan is the world’s biggest bank by market cap and a juggernaut across Main Street and Wall Street finance. Last month, CNBC was first to report about JPMorgan’s plans to inject AI into every client and employee experience and every behind-the-scenes process at the bank.
The bank has “a very strong bias against having the reflexive response to any given need to be to hire more people,” Barnum said Tuesday. JPMorgan had 318,153 employees as of September.
JPMorgan CEO Jamie Dimon told Bloomberg this month that AI will eliminate some jobs, but that the company will retrain those impacted and that its overall head count could grow.
‘Constrain headcount’
At rival investment bank Goldman Sachs, CEO David Solomon on Tuesday issued his own vision statement around how the company would reorganize itself around AI. Goldman is coming off a quarter where profit surged 37% to $4.1 billion.
“To fully benefit from the promise of AI, we need greater speed and agility in all facets of our operations,” Solomon told employees in a memo this week.
“This doesn’t just mean re-tooling our platforms,” he said. “It means taking a front-to-back view of how we organize our people, make decisions, and think about productivity and efficiency.”
The upshot for his workers: Goldman would “constrain headcount growth” and lay off a limited number of employees this year, Solomon said.
Goldman’s AI project will take years to implement and will be measured against goals including improving client experiences, higher profitability and productivity, and enriching employee experiences, according to the memo.
Even with these plans, which is first looking at reengineering processes like client onboarding and sales, Goldman’s overall head count is rising this year, according to bank spokeswoman Jennifer Zuccarelli.
Tech inspired?
The comments around AI from the largest U.S. banks mirror those from tech giants including Amazon and Microsoft, whose leaders have told their workforces to brace for AI-related disruptions, including hiring freezes and layoffs.
Companies across sectors have become more blunt this year about the possible impacts of AI on employees as the technology’s underlying models become more capable and as investors reward businesses seen as ahead on AI.
In banking, the dominant thinking is that workers in operational roles, sometimes referred to as the back and middle office, are generally most exposed to job disruption from AI.
For instance, in May a JPMorgan executive told investors that operations and support staff would fall by at least 10% over the next five years, even while business volumes grew, thanks to AI.
At Goldman Sachs, Solomon seemed to warn the firm’s 48,300 employees that the next few years might be uncomfortable for some.
“We don’t take these decisions lightly, but this process is part of the long-term dynamism our shareholders, clients, and people expect of Goldman Sachs,” he said in the memo. “The firm has always been successful by not just adapting to change, but anticipating and embracing it.”
The landscape of institutional debt markets is undergoing a profound structural shift on July 21, 2026, as major corporate issuers and commercial banks rapidly accelerate the deployment of tokenized debt instruments. Data published by leading capital market consortiums indicates that primary issuances of digital commercial paper and tokenized corporate bonds have reached record volumes this month. By moving legacy debt origination, underwriting, and secondary distribution onto permissioned distributed ledgers, corporate treasurers are unlocking unprecedented operational flexibility and instantaneous cross-border liquidity.
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Private credit has firmly established itself as a foundational pillar of global financial markets in 2026, transitioning from an alternative asset class into a dominant mechanism for middle-market corporate financing. Reports published in mid-July 2026 show that direct lending assets under management have expanded significantly, as corporate borrowers increasingly bypass traditional syndication desks in favor of customized private debt solutions. This structural migration has fundamentally altered corporate liquidity dynamics, providing middle-market enterprises with reliable access to tailored capital packages even during periods of regulatory bank tightening.
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For corporate financial officers and institutional portfolio managers, private credit represents both a powerful strategic tool and a vital diversification strategy. Borrowers must weigh the higher nominal coupon rates of private debt against the tangible value of operational flexibility and execution certainty. Meanwhile, investors must maintain rigorous credit due diligence, prioritizing funds with proven restructuring capabilities and deep operational expertise in underwriting resilient middle-market businesses.
The integration of blockchain technology with legacy financial markets has reached a decisive tipping point in July 2026, driven by the rapid scaling of Real-World Asset (RWA) tokenization. Major global investment banks, custodial entities, and asset managers are actively shifting sovereign debt, commercial paper, and private fund shares onto permissioned distributed ledgers. Recent industry data confirms that the aggregate market capitalization of tokenized treasury products and private credit funds has surged past major milestones, illustrating that ledger-based settlement is no longer experimental, but core financial infrastructure.
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A key catalyst behind this institutional momentum is the establishment of comprehensive regulatory clarity across major financial jurisdictions. The implementation of standardized digital asset frameworks in the United States and Europe has provided institutional compliance officers with the legal certainty required to deploy capital on-chain. As a result, premier custodian banks are now offering unified digital asset custody, seamlessly bridging traditional securities depositories with programmable ledger ecosystems.
Looking forward, the maturation of tokenized assets will continue to transform secondary market trading and treasury management. Corporate treasurers can now yield-optimize idle cash in real time by moving into tokenized money market instruments that settle instantaneously on a 24/7 basis. To remain competitive, financial leaders must ensure their institutional architectures are interoperable with modern digital ledger protocols, positioning their organizations at the forefront of modern capital market efficiency.