Good morning, everybody. Welcome to the second day of the RBC Financial Institutions Conference, and we're kicking off the fireside chats this morning with U.S. Bancorp. Immediately to my left is John Stern, the Chief Financial Officer. He joined the organization back in 2000, and he's assumed the leadership of the financial division in 2023. He's Vice Chair and Chief Financial Officer, as I mentioned. Also, to his left is Stephen Philipson, who's Vice Chair and Head of the Wealth, Corporate, Commercial and Institutional Banking Group. He's been with U.S. Bancorp since 2009 and has run a number of the different departments and divisions within U.S. Bancorp, which as we all know, is a bank that has almost $700 billion in assets, an $81 billion market cap, and is one of the premier regional banks with a price-to-tangible book value of about 1.8 x. Gentlemen, thank you for joining us. Yeah. Thank you. I really appreciate it, and maybe we could start off with both John and Stephen with just an overview in the sense that, what are you seeing in, you know, your customers, the commercial banking area, as well as on the consumer side? There's some crosscurrents. Of course, we got the geopolitical issues now. Yeah. What are you guys seeing right now in your markets? Sure. First of all, good morning. Good morning. Thank you for having us. You're welcome. Good morning, everyone. You know, from an economy standpoint, the way we look at it's quite constructive. It's a resilient economy. I know a lot of people have said that, but it's so true. I mean, there's a lot of headlines out there, a lot of things that we look at, particularly from a risk management standpoint. We're always looking, but there's just nothing at this point that rises to the level of something that we think is gonna derail things. It's steady as she goes. From a consumer standpoint, spend is strong across all different type of clients, whether the credit quality of the client base that we have remains quite robust in terms of their spending patterns. On the business side, it's robust across and broad-based in many of the industries. Stephen, I don't know if you wanna maybe provide a little more color on that. Yeah, I'd just add on the corporate and commercial side, sentiment is strong and it's strengthening. You know, there are macro uncertainties out there, but when we talk to most companies, they've gotten used to dealing with some of these macro uncertainties over the last several years, and they're investing, whether it's M&A or CapEx. Similar on the Commercial Real Estate side. We've seen a deceleration in paydowns that we saw throughout last year and seeing robust pipelines in both C&I and CRE. Yeah. Coming back to the resiliency, Stephen, of the customers, we were hearing yesterday that because of the pandemic. Yeah A lot of companies had to really change the way they operate, which is now a silver lining to this type of period. Is that something that you guys have seen as well with your customer base? Absolutely. We were actually just talking We just talked about this. Client yesterday about this. Yeah. Mm-hmm. That particularly on the corporate side, there is a lot more, I would say, nimble approach to managing the business. It did start back with the pandemic and adjusting supply chains, and whether it's tariffs or wars, our customers are much more adept and able to pivot to these curve balls. Very good. Maybe there's only a few weeks left in the quarter, John Stern. Is there any update to guidance that you guys would like to provide? Sure. Yeah. No change to our guidance for the first quarter, Gerard. We have, you know, but maybe I'll give a couple, a little bit of color to how we see- Sure The quarter shaping up. From a net interest income standpoint, we had talked about a range of 3%-4% year-on-year growth, and we expect to be at the high end of the range, excuse me, on that, just given loan growth has been quite strong, and so that's powering the net interest income side of the equation. On the fee side, we've talked about 5%-6% year-on-year growth, and we'll be at the high end of that range as well, given the strength in the capital markets remains quite robust, and so that's gonna be helpful. Expenses will maintain at that about approximately 1% year-on-year growth. You put that all together and really meaningful positive operating leverage for the quarter, and so we're really pleased with the outcomes where we're at right now. Yeah. That's been the real strength over the last nine, I mean, the third and fourth quarters. Yeah the positive operating leverage That's right. Really stood out, and it looks like it's gonna stand out again. Yes. We We see it's gonna continue. Yeah. Yeah. Following up on the loan growth comment, maybe you can share with us what areas are you seeing the loan growth? What does it look like as we go out for the full year? Is it coming in C&I or Commercial Real Estate? Yeah consumer? If you both could comment. Yeah. I'll start and maybe Stephen could add on more into his businesses. The areas that we see a lot of growth continue to be in the card side of the equation, and C&I part of the equation. Those have been kind of the main areas where we focused on multi-client, multi-service type of clients. We're getting multiple products with clients. We know that those are stickier, that they generate more revenue for us over time. The other group that's getting involved is the Commercial Real Estate side. That's. We're starting to see fewer paydowns, more activity in that area. We saw a little bit of growth in fourth quarter. We'll continue to see that in the first. That's positive. Mortgage is probably the one area where it's gonna probably offset just because with paydowns from rates coming down a little bit. All in all, we feel really good about, you know, we've talked about a 3%-4% year-over-year loan growth. That's probably the right area for us to be at this particular juncture. Stephen? Yeah. Just diving into my businesses a little bit. On the C&I side, we're seeing some, you know, meaningful growth in the pipelines and loan balances. It's being driven again by the combination of M&A and just good old-fashioned CapEx. We're seeing some benefit from the reshoring of manufacturing. We're seeing good activity in terms of equipment purchases. It's a nice contrast relative to the last few years. The last few years, a lot of our loan growth, we built out a structured credit business, and a lot of the loan growth was coming from that NBFI segment. This is the first time in the last few years where we're really seeing what we call the core C&I being the driver. On the Commercial Real Estate side, just adding to John's comments, it's also pretty widespread in terms of the pipeline growth. It's across retail, industrial, parts of multifamily. It's sort of again getting back to the good old-fashioned plain vanilla CRE growth. You know, there's a lot of demand for data center financing out there, which grabs a lot of headlines. It's something that we remain pretty cautious around and very selective. You know, that would apply to most of the areas that are in the headlines these days. We never bend our credit box to chase growth, and so, as a result, we stay pretty diversified. You know, areas like software, we're not big in. Technology's less than total technology. You know, we stay focused on high-quality cash flow loans. When you look at our book, we're less than 3% of our commercial loans are in technology. It's kind of a nice environment right now because the most attractive opportunities are just the basics of C&I and CRE. Yep. Speaking of the data center build-out that's going on in our country. Mm Are you guys seeing any of the ancillary companies that support, not necessarily the actual construction loan, but it's more the C&I loans to support the ancillary companies to help with this build-out? Yeah. We do see some opportunities and that's where we are more active, like on the equipment side, and certainly on the energy and power side. A lot of opportunities with our utility clients as they build out capacity, and that's a sector that we've always been meaningful in and are very comfortable with that regulated utility risk and Yeah See continued growth there. Got it. John, you gave us the NII outlook for the first quarter. Yeah. What do you think about for the remainder of the year? You know, the puts and takes across the balance sheet and yields, how are you framing that out? Yeah. You know, net interest income, there's a lot of moving pieces that tend to kind of come together. Maybe some of the puts and takes I'll go through, and we've talked about this in the past, but it's worth going through that, you know, we've talked about the mixing of the book of our book, more C&I, more card, now a little bit more Commercial Real Estate, so more into that. Those are higher yielding loans than we've been booking at prior junctures. I think that's all positive. On the fixed asset repricing side of the equation, that's gonna continue to be a tailwind for us. I would just say that, you know, spreads though and rates have probably come down a little bit, and so the spreads or reinvestment yields have probably compressed a bit. We'll have a little bit more volume that will reprice, so that should help offset some of that. Still, positive trajectory from a repricing standpoint. It comes down to deposits, and the deposits are always the story. It's always a competitive market, always has been, always will be. The two areas we're really focused on in deposits is gonna be, one, the consumer side. We're very focused on how do we grow the consumer franchise. We've been doing a nice job of that over the last year or two. We continue to expect to do that. Products like our Smartly product where you combine a card with a checking or savings has proved to be a really good tool for us to grow deposits and bring in an affluent base that we haven't necessarily had in the past. On the commercial side, we're very focused on operational deposits with that are tied to fees. Again, multi-products with these customers. Those are the two areas we are really focused on. The rest, we just kind of let run off or move on. That's kinda how we're thinking about deposits at this point. Maybe I should just add, since you asked about net interest income, just interest rates in general. That's another piece that always plays a part. We have two cuts still in their forecast. If that happens or doesn't happen, it's not gonna be a material driver, and we're pretty well insulated from shocks and things like that. We're positioned for an upward sloping curve, so the more upward sloping, the better it is for our business over the longer term. I know you've talked about this in the past, that having the customers with the multiple products are just so much more. Yeah profitable and stickier than a one-product customer, and that seems like that's one of the successes that you guys are having. Absolutely. Yeah. Yep. We have a lot of products to utilize. Yeah. I think that's a benefit of having a. Yeah A big diversified business set like we do. Yeah. Okay. Speaking of products and moving to the fee side. Yeah Maybe you guys can share with us the acquisition of BTIG. Mm ... and how that fits into these, your products. Can you tell us also where you see it impacting your business going forward. Mm-hmm that acquisition? Sure. Yes, you want me to start? Yeah. Why don't you start. Yep ... and I'll- Yeah, this came about. We started talking to BTIG about this last year. You know, we've been building our capital markets businesses now for over 15 years, coming out of the financial crisis. We're always focused on fixed income, and we've grown a really nice fixed income business with about $1 billion in revenues, and we've been expanding products over the years. The last couple years, we added commodities, we added securitizations, brokered CD origination. We continue to have a pipeline of new products that we'll roll out on the fixed income side. We always had this gap on the equity and advisory side since we started building that capital markets business. We knew that was something, the equity and advisory would be tough to build organically, so we knew if we were going to get into that business eventually, and a lot of our clients have asked us to add that capability over the years, we knew we'd have to acquire it. If we were gonna acquire it, there were two big qualifications. One would be cultural fit, and two would be sort of risk management culture, or approach. BTIG checked both those boxes. From a cultural standpoint, we've worked with them for over 10 years. For over 10 years they've been our equity referral partner. If a client wanted to put us on an equity deal, we referred it to BTIG, they executed it, then we shared in the fee, which wasn't always ideal. Some clients didn't like that. Right The fee getting diluted, but it worked, and we worked well together. We knew from a cultural standpoint there was a good fit. Over 100 BTIG employees regularly interact with team members at U.S. Bank. From a risk management standpoint, we knew there was a good fit because these guys operated for over 20 years through the financial crisis, through the pandemic without a safety net. Risk management was existential. Yes For them. It checked both of those boxes, and it allows us. That was really the last major product gap for us in our toolkit. We're excited to see that move forward, and we see a lot of opportunities after closing. Historically, we've only been able to advise clients on one part of their capital structure, on the debt side. Now we'll be able to go in and have a conversation around the whole capital structure. We'll be able to talk about their strategic aspirations and become that much more of a trusted advisor. In areas like Fund Services, we'll now be able to introduce Fund Services capabilities to BTIG clients. Right. With our existing Fund Services clients, add things like outsourced trading, prime brokerage, equity derivatives, so a much more fulsome offering there. Wealth management is, as we advise companies on IPOs, on selling their companies, there's a wealth management opportunity to help them help owners invest those proceeds. In our existing fixed income business, BTIG has outstanding distribution. They didn't have a balance sheet, so their distribution was their biggest strength, and they have global distribution that we can plug into our fixed income business. Just a ton of ways for us to work together, and really enhance our capabilities for our clients. Can you remind us, Stephen, it's gonna close when? We're targeting the second quarter subject to regulatory approvals. Okay. Okay, great. Maybe I can just add a couple more things just from a financial standpoint. The strategy, you know, is quite sound, and we're really pleased with the strategic rationale why we're moving forward here, but financially, it's been doing quite well, better than what we would've expected. We talked about $175 million-$200 million of revenue that will come on board once we close, which second quarter is what we are thinking. It'll probably be on the high end of that range, given what we know right now. With that revenue and reduced integration costs, we think it'll be slightly accretive from an EPS standpoint this year. We thought it would be more of a neutral event. Yeah as we kinda thought about the year. The other thing I would just say as a reminder, it's just gonna be 12 basis points of capital when we do close. The final thing I would say is, you know, when we talked in Investor Day about our capital markets growth, we had talked about a 12%-15% growth projection, and that's, you know, fantastic growth, and it's all thanks to the gentleman to my left here who's built a big platform. As we get this bigger revenue base, we'll still be growing quite strongly. It'll be probably in the low double digits area. Yep. It's gonna be a bigger base, strong growth, and we're really excited about it. Well, that's great. Yeah. Speaking of fees, as a regional bank, you've got one of the highest fee components of total revenues. Yeah of your peers, close to 40%-50%, depending on how you measure it. Aside from this capital markets area, can you share with us where you're seeing the momentum today in the fees and what's driving those other fee lines? Yeah. I think of the fees in really four different kind of buckets from my seat anyway. One we just talked about, the capital markets. Yeah We're making great progress there. Second would be the institutional trust and custody. Yeah Fund Services and all those institutional businesses, really strong growth. They based on activity, it's recurring, so if prices go up, go down, it's not gonna be consequential. It's all about market activity. Right. We have great market share. Those are a great set of businesses for us. Payments, another great group of products that we have developed over time. You might recall we were at a conference, I think in Boston. Yeah That you might have been at, and we had our leaders there talk about our business strategies there. It's a great gateway business. We pull in a lot of clients organically through different product sets that we have there that other banks probably can't get attached to, and they're strong, but they'll take some time for the revenues to show up. That's okay. It's a mid-single digit business right now, but we have aspirations to grow that. We see a lot of business that we know we have won but have not yet installed, so we're really excited about the momentum there. The fourth is really the consumer side. Yep. So. Got it. Stephen, obviously on the institutional business, you differentiate yourselves, as you described, with the capital markets. Are there other areas that differentiates USB from the peers in the institutional world? Yeah. Gerard, I would say the investment services businesses. Yeah Fund Services, Corporate Trust, custody, that's a big differentiator for us. We are unique in that we have these large scale businesses that are very difficult to replicate. Right. They produce annuity-like fee streams as well as attractive deposits. It's a really meaningful differentiator for us. Fund Services in the fourth quarter, we highlighted how in the ETF business, which is a fast-growing segment of the market, we've got dominant market share. In Corporate Trust, we're number one in every market that we serve. These, again, they've always been attractive annuity-like businesses, but as we grow the product set like capital markets around investment services, we're finding whole new ways to leverage that strong franchise. I'll give you one example. You know, recently we had a Fund Services client where we provided the fund administration for this fund, this asset manager from their early days. We came in, we provide the plumbing. That's what you do in those investment services businesses. It was a great annuity-like revenue stream and partnership, as this fund manager grew and added new funds. As we built out these other capabilities, we're able to serve them in other ways. We're able to provide them securitization financing. We're able to serve as trustee when they do a takeout of that securitization. We're able to provide the hedging that's contractually required in that securitization. You take a client where we were making, you know, a couple millions dollars a year, now you're making tens of millions of dollars a year. You're going from providing the plumbing to sort of building the whole house for them. It's a great opportunity. We talk about interconnectivity, and that's how it works. You take a franchise like that we're able to not just leverage that annuity-like revenue stream from these franchises, but they're now foundational in how we're building broader relationships. Yeah. Very good. Maybe coming back to you, Stephen, again. What's been the competitive impact from private credit in the commercial lending area that you oversee? Private credit hasn't impacted us in the same way as others in terms of being this competitive threat from a credit standpoint, just because we've never been big in highly leveraged lending. Yeah. We didn't have those. We weren't serving those customers from a credit standpoint and at risk of losing them. Where we've benefited with private credit is in those investment services businesses, whether it's our CLO business or our alternatives business in Fund Services, where we partner with them and provide that plumbing for their funds. You know, the nice thing in terms of how we interact with private credit, and I don't think there's going to be a massive correction in private credit. If there were a big downturn, from a credit standpoint, where we interact with them is, you know, we provide highly structured lending to some private credit funds, things like subscription finance facilities or AAA tranches of CLOs and AAA consumer ABS. We're sort of top of the waterfall, highly structured credit exposure in terms of how we face off with private credit from a credit standpoint. In a downturn, we've got great protections, lots of credit enhancement underneath. From an investment services standpoint, our investment services business, as John alluded to, it's more about the outstandings in the marketplace. We're not dependent on the success of a new fund raise or the performance of a fund. It's more about the outstandings. Like in the instance of CLOs, it would take a massive de-leveraging in the market for it to start to dent that, to see outstandings come down and start to dent that investment services revenue. Thank you. Moving over to expenses and investments. On the fourth quarter earnings call, Gunjan talked about positive operating leverage. It's a focus point for obviously U.S. Bancorp for 2026. Can you remind us the levers that you have to maneuver that positive operating leverage as we go forward? You know, first of all, we're very committed to positive operating leverage. We talked about a little bit of that for the first quarter, what we're seeing, and our targets for the full year we've talked about in the past. I would say if I step back, if I look at 2025, the way we got there was really we had strong revenue growth, but it was only about 4%. We had stronger expense discipline. As I look forward into 2026, we want more of that to be coming from the revenue side in terms of that. That's our goal in terms of growing those revenues through all the strategies we've just are starting to articulate here. You know, I think from that seat, if something does go bump in the night, Stephen talked about a scenario where things happen and the revenues don't come in, we have a lot of levers. You know, we spent a lot of time in Gunjan's early tenure and at the end of Andy's tenure as CEO of looking for big expense blocks like real estate, like organizational design and efficiency, some automation, things like that. We've been taking those savings and plowing into growth of late, more marketing, more technology. We know where the levers we can pull at any time to meet that moment if needed. So we're committed to operating leverage in that sense. Very good. Speaking of technology, maybe both of you, if you could, how is U.S. Bancorp using AI today, and what are some of the opportunities that AI brings to the table for you folks over the next couple of years? Yeah. I'll start. Yep Stephen can give a couple of examples. You know, from an AI perspective, probably like a lot of companies, we started our program probably, you know, a couple of years ago or so. We brought in some good expertise. We stood up a center of excellence. We did a lot of the things that you would expect, and we attacked big rocks. We went after developer productivity, call center resources, fraud management, and things like that. That's really where we spent our time. The last couple of months have been different. We've been deploying the tools to the business lines, and it's just been an uptick from the lines organically. It's like unlike anything. You know, usually these things are top-down. We need to drive efficiencies. There's a genuine effort within the company to see how does these tools within the right risk management framework put it into place and to help their, make their lives easier, to make their process more efficient, make their product more effective, and we're starting to see the benefits of that. You know, Gerard, we've had flat expenses now for 10 quarters. In the first couple quarters, we're very intentional. We're gonna use these programs to cut costs. The last few quarters have really been more, I won't say surprises to us, but we've been pleasantly surprised with the, some efficiencies we've gotten out of the business. I think it's because of some of these tools that are really helping us along the way. A lot of runway to go, and we're really excited about it. Yeah. You know, maybe. I'll give you a real-time example in my businesses, so getting back to those investment services businesses. They're large businesses, moving tons of money every day, very operationally complex. Yeah. Historically, as we see the revenues grow in that business, as those market outstandings grow, we see revenues grow, we have to scale expenses almost in lockstep to support that growth. What we're looking at now are opportunities utilizing AI for things like wire matching, reconciliation, deal document searches, NAV reporting. As we implement AI agents to support some of that, we'll be able to scale the revenue growth without having that same lockstep growth and expense. Mm. There's a real opportunity to expand margin in the business as we deploy AI. Very good. I'd be remiss not to ask U.S. Bancorp about credit since. Sure you guys have developed a very strong reputation on managing credit well. Yeah Commercial Real Estate that we're all aware of, what are you guys keeping your eyes on in terms of credit trends? Second, when you think of your ROTCE targets of high teens, what does that assume for a net charge-off ratio? Mm when you go in there? Yeah. First of all, from a credit standpoint, it's quite stable. Yeah. We look at a lot of different things. We're constantly. You know, we have our processes, as. Yeah You're well aware, in terms of how we manage and risk manage the credit book. Offices obviously starting to fade into the sunset in terms of ex- Yeah In terms of that story. Other than that, it's been very stable. We expect stable charge-offs. We expect that sort of thing for the foreseeable future. You know, I would just say any reserve build we have here on out is really gonna be tied to loan growth. You know, the one as we book more loans, we'll need to cover the provision expense on that side, which is very normal. I would say to your second question really on you know, what environment do we need to have for our high teens ROTCE, which is where we're at right now, it's probably this environment. It's pretty steady unemployment rate, charge-offs in the zip code of where we're at today. Those would be probably the key areas that we look at. Stephen, following up what we talked about a moment ago with the pandemic, could it be that we could come through a credit cycle where the commercial loan losses tend to be less than prior periods because the companies themselves are better? Mm again, due to that tough period we went through? Yeah, I think, you know, companies in general are just more nimble, not just in how they manage the business, but how they manage the balance sheet as well. Yeah. Right. Yeah. Right. So- Mm-hmm You know, we certainly see that where there's much more. They're much faster reactions to changes in the marketplace and adjusting the balance sheet and the capital stack as a result. Yeah. One of the other topics that we've discussed over the last day or so is the regulatory outlook. Mm. Mm. It's really changed. There's the expectation that the Basel III endgame proposal will come out. Yeah Hopefully later this month. Yeah. What's your guys' view of what's going on and how it affects U.S. Bancorp? Second, we've also seen a very active M&A market, and what's your view on the bank depository acquisitions that are going on as well? On the regulatory question, we're just pleased with the direction that the regulators are going. They are more focused on large financial risks, and I think that's to be applauded. We have great relations with regulators. We are always talking to them about our products and where we are at. We're very interested in how this rule set comes out later this year, as a Category II pending bank, you know, that we're approaching $700 billion. We're interested in how they're approaching tailoring, how they're approaching indexing. Some of the comments on MSR is really good to hear. Yeah Since that's somewhat of a constraint for us. These sorts of things are really positive that we expect to see. The other thing I might add is there's other things, other topics that have been brought up, credit card caps, CCCA. These are risks out there for us, but they have to be congressionally approved. Right. We think low likelihood, but we are always preparing for those sorts of things. Finally, you asked about M&A. I would just say there's no change in our stance. We are very focused on our organic growth strategies that are in front of us. Got it. We're running out of time here, so maybe for the final question for both of you, if investors take away one core message from our discussion today about the future for U.S. Bancorp, what would you want it to be? Yeah. For the wholesale businesses, I'd say we have a unique and an exceptional set of products that. Yeah ... that generate consistent and differentiated fee growth. Our products are distinct. We operate at scale, and a lot of those products are very difficult to replicate. The one thing I'd want them to take away is as our WCIB lending book continues to grow and we expand our products through organic product expansion and the addition of BTIG, there is a huge opportunity for us to continue to expand on that differentiated fee growth going forward. I'd just add, our franchise is. We've got a great. It's hard to replicate, and we've got a differentiated set of products, as we've talked about. We've made tremendous progress in our financial targets that we've laid out in our Investor Day. Now we're not satisfied with that. We want to be more consistent. We want to grow and extend our lead in some of those areas where our ranges are, and we feel the strategies we're super focused on and really excited about our opportunity set in front of us. Great. With that perfect time. Good With that, we've run out. Please join me in a round of applause thanking John Stern and Stephen Philipson.