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Jamie Dimon

Jamie Dimon

@jamie-dimon · 19 positions · On ppll ↗

Chairman and chief executive of JPMorgan Chase, which he has led since 2005 after turning around Bank One.

Jamie Dimon did not write this page.

We collected these quotes from things they published elsewhere, and every quote links to where it was said. They have no account here and have not endorsed this site. Quotes are word for word; the short line under each one is our own restatement, not their wording. Their own site. Is this you? Claim it or ask us to remove it. Or tell us what is wrong here.

10 of Jamie Dimon's claims fit 6 mental models. Most often: Margin of safety, Second-order thinking, Incentives.

Models they name

Their own words name the idea.

Leverage

Tools, code, capital and debt multiply what one person can do, in both directions.

Used by 29 others

In financial services what kills you is leverage and aggressive accounting, not bad luck.

  1. Jamie Dimon Chairman and chief executive of JPMorgan Chase And and the thing about financial services, leverage kills you. Aggressive accounting can kill you, which a lot of companies do do. The Jamie Dimon Interview: How JP Morgan Became an $800 Billion Bankyoutube.com · 16 Jul 2025 · 0:22:21 into the videoAll korrents from this video
    And and the thing about financial services, leverage kills you. Aggressive accounting can kill you, which a lot of companies do do.

    Watch from 0:22:21 plays here

    ↗The Jamie Dimon Interview: How JP Morgan Became an $800 Billion Bankyoutube.com

    16 Jul 2025 · video · 1h 06m · spoken · machine transcript

Power laws

In many things a few cases account for most of the result, so the average misleads and the outlier decides.

Used by 25 others

A bank should be managed against the fat tails it can imagine, not against the stress test its regulator hands it.

Margin of safety

  1. Jamie Dimon Chairman and chief executive of JPMorgan Chase And so, I always look what I call the fat tails and manage that we can handle all the all the fat tails. And not the stress test the Fed gives us, but all the fat tails. The Jamie Dimon Interview: How JP Morgan Became an $800 Billion Bankyoutube.com · 16 Jul 2025 · 0:22:06 into the videoAll korrents from this video
    And so, I always look what I call the fat tails and manage that we can handle all the all the fat tails. And not the stress test the Fed gives us, but all the fat tails.

    Watch from 0:22:06 plays here

    ↗The Jamie Dimon Interview: How JP Morgan Became an $800 Billion Bankyoutube.com

    16 Jul 2025 · video · 1h 06m · spoken · machine transcript

Models we see in what they say

Our reading: their claim applies the idea without naming it. The claim is theirs; filing it here is ours.

Margin of safety

Leave room for being wrong, because sometimes you will be.

Used by 28 others

At a market price-earnings ratio of twenty-three there is little upside and a long way to fall, where at fifteen there would be much less risk.

  1. Jamie Dimon Chairman and chief executive of JPMorgan Chase if we if if today PEs were 15 as opposed to 23, I say that's a lot less risk. A lot less to fall and you have some upside. I would say at 23, there's not a lot of upside and there's a long way to fall. The Jamie Dimon Interview: How JP Morgan Became an $800 Billion Bankyoutube.com · 16 Jul 2025 · 0:48:34 into the videoAll korrents from this video
    if we if if today PEs were 15 as opposed to 23, I say that's a lot less risk. A lot less to fall and you have some upside. I would say at 23, there's not a lot of upside and there's a long way to fall.

    Watch from 0:48:34 plays here

    ↗The Jamie Dimon Interview: How JP Morgan Became an $800 Billion Bankyoutube.com

    16 Jul 2025 · video · 1h 06m · spoken · machine transcript

A bank should be managed against the fat tails it can imagine, not against the stress test its regulator hands it.

Power laws

  1. Jamie Dimon Chairman and chief executive of JPMorgan Chase And so, I always look what I call the fat tails and manage that we can handle all the all the fat tails. And not the stress test the Fed gives us, but all the fat tails. The Jamie Dimon Interview: How JP Morgan Became an $800 Billion Bankyoutube.com · 16 Jul 2025 · 0:22:06 into the videoAll korrents from this video
    And so, I always look what I call the fat tails and manage that we can handle all the all the fat tails. And not the stress test the Fed gives us, but all the fat tails.

    Watch from 0:22:06 plays here

    ↗The Jamie Dimon Interview: How JP Morgan Became an $800 Billion Bankyoutube.com

    16 Jul 2025 · video · 1h 06m · spoken · machine transcript

The banks earning the highest returns on equity before 2007 mostly went bankrupt, and earning less in the good years is what let JP Morgan survive.

  1. Jamie Dimon Chairman and chief executive of JPMorgan Chase if you look at the history of banks from up until 2007, a lot of banks were earning 30% equity. Most of them went bankrupt. We never did that much. Okay, but in '08 and '09, we were fine, and they weren't. The Jamie Dimon Interview: How JP Morgan Became an $800 Billion Bankyoutube.com · 16 Jul 2025 · 0:23:16 into the videoAll korrents from this video
    if you look at the history of banks from up until 2007, a lot of banks were earning 30% equity. Most of them went bankrupt. We never did that much. Okay, but in '08 and '09, we were fine, and they weren't.

    Watch from 0:23:16 plays here

    ↗The Jamie Dimon Interview: How JP Morgan Became an $800 Billion Bankyoutube.com

    16 Jul 2025 · video · 1h 06m · spoken · machine transcript

Second-order thinking

Ask "and then what?": follow a decision past its first effect to the ones that come after.

Used by 87 others

Bad loans are bad revenue that will eventually kill you, even though for a while they look like profit.

  1. Jamie Dimon Chairman and chief executive of JPMorgan Chase And then, revenues, you know, if I make bad loans, they are bad revenues. They will kill you, but for a while, they look pretty good. The Jamie Dimon Interview: How JP Morgan Became an $800 Billion Bankyoutube.com · 16 Jul 2025 · 0:24:41 into the videoAll korrents from this video
    And then, revenues, you know, if I make bad loans, they are bad revenues. They will kill you, but for a while, they look pretty good.

    Watch from 0:24:41 plays here

    ↗The Jamie Dimon Interview: How JP Morgan Became an $800 Billion Bankyoutube.com

    16 Jul 2025 · video · 1h 06m · spoken · machine transcript

A margin only counts while you are still investing heavily, because cutting the investment raises this year's margin and lowers the long-term one.

  1. Jamie Dimon Chairman and chief executive of JPMorgan Chase we can cut billions of dollars of marketing out tomorrow. We can stop opening branches and save a billion dollars next year. We could do a lot of things. Your margins will go up. Your growth will go down. Your long-term margins will probably get worse. The Jamie Dimon Interview: How JP Morgan Became an $800 Billion Bankyoutube.com · 16 Jul 2025 · 0:58:42 into the videoAll korrents from this video
    we can cut billions of dollars of marketing out tomorrow. We can stop opening branches and save a billion dollars next year. We could do a lot of things. Your margins will go up. Your growth will go down. Your long-term margins will probably get worse.

    Watch from 0:58:42 plays here

    ↗The Jamie Dimon Interview: How JP Morgan Became an $800 Billion Bankyoutube.com

    16 Jul 2025 · video · 1h 06m · spoken · machine transcript

Rescuing a failing bank at the government's request is not worth doing again, because a later administration will make you pay for the sins you inherited.

  1. Jamie Dimon Chairman and chief executive of JPMorgan Chase So, you while we kind of saved the system a lot, we bailed a lot of people out, they made us pay 5 billion dollars on the more the bad mortgages that Bear Stearns had done. And that's what made me make the statement I wouldn't do it again. The Jamie Dimon Interview: How JP Morgan Became an $800 Billion Bankyoutube.com · 16 Jul 2025 · 0:40:46 into the videoAll korrents from this video
    So, you while we kind of saved the system a lot, we bailed a lot of people out, they made us pay 5 billion dollars on the more the bad mortgages that Bear Stearns had done. And that's what made me make the statement I wouldn't do it again.

    Watch from 0:40:46 plays here

    ↗The Jamie Dimon Interview: How JP Morgan Became an $800 Billion Bankyoutube.com

    16 Jul 2025 · video · 1h 06m · spoken · machine transcript

Incentives

Look at what people are rewarded for; it explains more behaviour than what they say, your own included.

Used by 85 others

Give a banker twenty per cent of the profits on a thirty-times-levered book and he will take it to forty times, because the extra leverage is worth a quarter of his bonus.

  1. Jamie Dimon Chairman and chief executive of JPMorgan Chase So you if you look at the leverage in some of these securitization books and mortgage books if you have 30 times leverage and you're getting 20% of the profits you'll go to 40 times leverage. It's just going to it's literally will add you know 25% to your bonus. The Jamie Dimon Interview: How JP Morgan Became an $800 Billion Bankyoutube.com · 16 Jul 2025 · 0:35:52 into the videoAll korrents from this video
    So you if you look at the leverage in some of these securitization books and mortgage books if you have 30 times leverage and you're getting 20% of the profits you'll go to 40 times leverage. It's just going to it's literally will add you know 25% to your bonus.

    Watch from 0:35:52 plays here

    ↗The Jamie Dimon Interview: How JP Morgan Became an $800 Billion Bankyoutube.com

    16 Jul 2025 · video · 1h 06m · spoken · machine transcript

Nobody should be paid on a particular deal, because a person paid on a particular thing will do the wrong thing.

  1. Jamie Dimon Chairman and chief executive of JPMorgan Chase There are no winks there are no nods there are no side deals there's almost no one paid on a particular thing because if you're paid on a particular thing you can do the wrong thing and meanwhile not helping the company you know manage its risk or something like that. The Jamie Dimon Interview: How JP Morgan Became an $800 Billion Bankyoutube.com · 16 Jul 2025 · 0:35:20 into the videoAll korrents from this video
    There are no winks there are no nods there are no side deals there's almost no one paid on a particular thing because if you're paid on a particular thing you can do the wrong thing and meanwhile not helping the company you know manage its risk or something like that.

    Watch from 0:35:20 plays here

    ↗The Jamie Dimon Interview: How JP Morgan Became an $800 Billion Bankyoutube.com

    16 Jul 2025 · video · 1h 06m · spoken · machine transcript

Probabilistic thinking

Think in odds, not certainties, and bet heavily only when the odds are clearly yours.

Used by 26 others

Being risk-conscious does not mean getting rid of risk; it means pricing it properly and understanding the range of outcomes.

  1. Jamie Dimon Chairman and chief executive of JPMorgan Chase I've always been very risk-conscious. And risk-conscious does not mean getting rid of risk. It means properly pricing it and understanding the potential outcomes. The Jamie Dimon Interview: How JP Morgan Became an $800 Billion Bankyoutube.com · 16 Jul 2025 · 0:17:28 into the videoAll korrents from this video
    I've always been very risk-conscious. And risk-conscious does not mean getting rid of risk. It means properly pricing it and understanding the potential outcomes.

    Watch from 0:17:28 plays here

    ↗The Jamie Dimon Interview: How JP Morgan Became an $800 Billion Bankyoutube.com

    16 Jul 2025 · video · 1h 06m · spoken · machine transcript