Last year, Chase opened its 1,000th branch in Charlotte, North Carolina. Part of a multi-billion-dollar network expansion started in 2018, over that period the bank has opened more new branches than its biggest rivals combined.
Attended by group CEO Jamie Dimon as part of his annual bus tour of the network, the branch is in a state where Chase was not present at all until earlier this decade, and in a city that serves as a hub for many of Chase’s rivals.
It was another milestone for a franchise that continues to grow despite already achieving rare national scale in the US.
Euromoney spoke to bankers across the franchise as part of our 2026 awards. The verdict is clear: Chase is a firm with great ambition and an equal ability to turn ambition into reality. Its success comes from a combination of stand-out investment and returns, growing depth in relationships, and innovation across channels and products.
We want to be the bank for all, be it students and those starting out in life or older and more affluent people
Jennifer Roberts
JPMorgan Chase is the world’s biggest bank by market capitalisation, and Chase is already the biggest player in the world’s most profitable retail banking market. It had an 11.1% share of deposits and 43.5 million checking accounts in the US at the end of 2025. It is America’s biggest credit card issuer, with a 24% share of card sales and 17% share of outstanding balances. In wealth management, client investment assets stood at $1.3 trillion. About 80% of individual customers in the US use Chase as a primary bank, based on account activity. Most customers have several products with the firm.
“We want to be the bank for all, be it students and those starting out in life or older and more affluent people, and we offer a multifaceted service – across all of a customer’s financial needs,” Jennifer Roberts, CEO of consumer banking, says in an interview with Euromoney.
Despite an increasingly powerful Chase app, branches remain a focal point for relationships. Branch staff open most new checking accounts, notably among younger customers. In the US, that is normal, but the scale is not. Chase has the biggest network in the US, with more than 5,000 branches.
Alongside more training in areas such as wealth management, the bank is also specialising its branches. That includes hiring more than 150 community managers and rolling out community centres in low- and moderate-income areas: focusing on outreach, and ultimately financial access and education.
Nichol King, executive director of community banking, opened the first community centre in Harlem in 2019. That branch has since recorded a 75% growth in savings balances.
“As community managers, our job is to be the bridge between JPMorgan Chase and our communities,” she says. “We do that again by listening, building trust, and activating all the resources that the firm has to offer. We’re making people comfortable to walk into Chase branches, and proud to bank with us, and we’ve seen how this has impacted families’ financial health.”
As community managers, our job is to be the bridge between JPMorgan Chase and our communities… activating all the resources that the firm has to offer
Nichol King
Chase became the first bank to have branches in all 48 contiguous states in 2021, up from 23 in 2018. Between 2019 and 2025, it consequently recorded a 200 basis points increase in national deposit share. It has enjoyed compound annual growth rates of 4% in customer numbers, 5% in auto loan and lease originations, 7% in credit card accounts, and 12% in wealth management relationships in this period. In 2025 alone, it opened 1.7 million net new checking accounts.
New branches have contributed 40% to its deposit share gains since 2019, although the nationwide breadth of its branded cards business helps. Cards customers in the locality are a natural first point of call when it opens a branch.
Since 2022, Chase has opened 22 million credit card accounts, with particularly strong growth among premium cardholders and Gen Z. Chase Private Client, its mass affluent proposition, is further fuelling growth. Wealth assets management rose 17% year-on-year in 2025, reaching a record 159,000 first-time investors and 600,000 new self-directed investing accounts.
Just getting started
Even in mortgages – which peers have largely left to non-banks since the 2010s – Chase is increasing market share in originations. It is already the biggest bank mortgage originator, and one of the biggest servicers.
“We have always believed, and still believe, that a mortgage is a relationship product, and that is why we never retreated in the way some other banks did,” says Sean Grzebin, CEO of Chase Home Lending, in an interview.
Grzebin believes Chase’s customer base will now be an even bigger differentiator as AI-native vendors level the customer experience playing field in mortgages. Chase has invested in models analysing when its customers are likely to be interested in a mortgage. “My goal is for every Chase customer who buys a home to at least call us, interact with us digitally, or visit one of our branches,” he says.
In some respects, the bank is just getting started. Chase is opening 500 branches in the US in the three years to 2027, targeting a 15% share of retail deposits and a 20% share of card outstandings, with $2 trillion in assets under management.
We’re combining a digital experience that is on par with the best challengers while also providing great customer service and the stability of one of the world’s biggest banks
Shaun Port
It is growing internationally, too. Since 2021, it has built a profitable, top-tier UK neobank, with 2.8 million customers in 2025. Investment in customer service – including how easy it is to speak to a human – earned Chase a joint second position in current account customer satisfaction in 2025, according to the UK Competition and Markets Authority.
“We’re combining a digital experience that is on par with the best challengers while also providing great customer service and the stability of one of the world’s biggest banks,” says Shaun Port, managing director for daily banking and savings in London. “Rather than thinking of customer service as a cost centre that needs to be managed down, we’ve been thinking about how to add value through customer interactions. Service is a key point of differentiation for us.”
Compared to neobank peers, Chase UK’s focus is less about sheer customer numbers than primary relationships, measured by spending, salary payments, and how many Chase products the customer is using. Customer balances of more than £26 billion in early 2026 were around 50% bigger than Monzo, which had five times as many customers.
“Rather than attracting people who use us once and move on, we’re driving active behaviours and deeper relationships,” says Port.
Most recently, it has launched in Germany with a high-yield savings account – planning a combined banking and investments offering in one app and partly showing the extent to which its cloud-native UK digital platform is internationally scalable.
“We’re combining the trustworthiness of JPMorgan Chase with great digital experience and value for money,” says Daniel Llano Manibardo, head of Chase Germany, in a Euromoney interview.
Home and auto edge
As a group, JPMorgan Chase earned a 32% return on equity in consumer and community banking in 2025, beating its 25% through-the-cycle target for the fifth year running. Equally importantly, customer satisfaction and advocacy scores reached record highs in the US.
Small things like calling customers by their names and thanking them for their business matter. “We view our role in terms of delivering our service as being like a hospitality business,” says Roberts.
A willingness to innovate – coupled with scale – is crucial. The Chase app is the portal for everything from basic banking to payments, lending, travel, rewards, and investments. Better integrating of that service with its call centre and branch staff – increasingly by leveraging AI – has increased customer satisfaction.
When I benchmark Chase Travel, I’m benchmarking it against the best of breed in travel, not the best among other financial services organisations
Allison Beer
Anchoring product innovation on customer feedback has further helped. One example is Finance & Drive, its digital car shopping and financing platform, which saw a 24% year-on-year growth to 15 million unique users in 2025. Another example is Chase MyHome, where customers can shop for homes, see their home’s value, and apply for mortgages, launched in 2019.
In 2025, unique users of Chase MyHome grew 20% year-on-year to more than 11 million. The bank also launched a new digital home equity line in 2025 for customers with low loan-to-value ratios but needing cash for things like a renovation or child’s education.
The home search function of MyHome has been particularly popular as anxiety around mortgages has risen along with house prices and interest rates. “The more you can allow customers to interact anonymously, the more likely they are to come back and keep engaging, which also helps us to get to know the customer better,” says Grzebin.
Beyond financial services
Other areas of product development last year include a refresh of the bank’s Sapphire Reserve card with bigger benefits, and a reintroduction of its Slate card with a longer introductory APR. It also enhanced its Secure Banking low-cost checking account product in 2025, removing monthly service fees for 17- to 24-year-olds. Its Freedom Rise cards have also continued to grow since launching the product in 2023 for customers new to credit.
We have always believed, and still believe, that a mortgage is a relationship product, and that is why we never retreated in the way some other banks did
Sean Grzebin
Chase also introduced a new feature in 2025 called Points Boost – raising the value of Sapphire cards points spent on Chase Travel. It also developed an exclusive dining reservations partnership with OpenTable, building on its 2021 acquisition of restaurant recommendations platform The Infatuation.
Since the pandemic, Chase Travel has grown into the third biggest consumer leisure travel provider in the US. Millions of customers booked $13 billion-worth of travel on the platform last year. Its hotel collection, The Edit, has grown to more than 1,000 hotels.
“When I benchmark Chase Travel, I’m benchmarking it against the best of breed in travel, not the best among other financial services organisations,” says Allison Beer, CEO of card & connected commerce. “I think of JPMorgan Chase as one of the fastest growing fintechs, and we take a fintech mindset to developing solutions. We put the customer at the centre and innovate accordingly.”
