Welcome Office hours, where we sit down with the chief executives shaping the world and answer your most pressing questions about leadership, career, and life. Mike steib and today's conversation is a special one for me. Eight years ago, I joined the board of Ally Financial in the midst of a major turnaround. The company had not long before spun out of general motors and an effort to survive the financial crisis, and had just appointed a new first time CEO and Jeff Brown. Today, Ally is a Fortune five hundred company, the largest all digital bank in America, Money's number one rated digital bank, and one of Fortune's one hundred Best places to work. Our CEO, Jeff Brown, has been recognized as American Banker of the Year, the Thirdgood Marshall College Funds CEO of the Year, and today, my friends, you get to meet this inspiring leader. So, Jeff Brown, welcome to the show.

Welcome Office hours, where we sit down with the chief executives shaping the world and answer your most pressing questions about leadership, career, and life. Mike steib and today's conversation is a special one for me. Eight years ago, I joined the board of Ally Financial in the midst of a major turnaround. The company had not long before spun out of general motors and an effort to survive the financial crisis, and had just appointed a new first time CEO and Jeff Brown. Today, Ally is a Fortune five hundred company, the largest all digital bank in America, Money's number one rated digital bank, and one of Fortune's one hundred Best places to work. Our CEO, Jeff Brown, has been recognized as American Banker of the Year, the Thirdgood Marshall College Funds CEO of the Year, and today, my friends, you get to meet this inspiring leader. So, Jeff Brown, welcome to the show.

Well, thanks so much, Mike. Great to be with you and appreciate how you've been on this journey with me at ALLI. So for your listeners, Mike has just been a fabulous board member for us and runs leads our technology committee on the board. And when you think about how much of Allies transformation, which I'm sure we're going to talk about, has been centered around digital and technology. Mike's been just a great leader, a great mentor, a great friend, and certainly a great board member and help them drive our evolution. So Mike, it's a pleasure to be with you and honored be able to get this opportunity.

Well, thanks so much, Mike. Great to be with you and appreciate how you've been on this journey with me at ALLI. So for your listeners, Mike has just been a fabulous board member for us and runs leads our technology committee on the board. And when you think about how much of Allies transformation, which I'm sure we're going to talk about, has been centered around digital and technology. Mike's been just a great leader, a great mentor, a great friend, and certainly a great board member and help them drive our evolution. So Mike, it's a pleasure to be with you and honored be able to get this opportunity.

Well, thanks man. Today we got a lot of folks submitted questions who are interested in the future of banking, the future of auto, the beloved ally brand, the company's transformation, and there's a big question in a lot of people's minds. As my favorite one, I'm actually going to save for the end. So the first we'll go right to it, Christina and Almaha says.

Well, thanks man. Today we got a lot of folks submitted questions who are interested in the future of banking, the future of auto, the beloved ally brand, the company's transformation, and there's a big question in a lot of people's minds. As my favorite one, I'm actually going to save for the end. So the first we'll go right to it, Christina and Almaha says.

All I was once a part of General Motors and today it's a big spintet company.

All I was once a part of General Motors and today it's a big spintet company.

How did that trans information happened?

How did that trans information happened?

We really centered on this idea that the world is migrating more and more digital. Let's build a digital bank. It was more cost efficient, we felt it aligned with the consumer. We were enable allowed to pay higher rates because we weren't incurring the costs of running a brick and mortar network. And then suddenly we had this dramatic acceleration, and Mike to your point, which really over the past eight or nine years has further exploded. So I think back to you know, two thousand and nine you were talking about, you know, a deposit booklet was around five billion dollars to today, you know, a deposit booklet's approaching one hundred and forty billion dollars. How the fast growth, and that's really transformed our funding posture and along the way, we've you know, improved our capital levels, we dealt with our troubled assets. So it has been a great transformation, you know again from a captive finance company into a modern day fintech bank. And you know, we're very proud of of the position we're in today.

We really centered on this idea that the world is migrating more and more digital. Let's build a digital bank. It was more cost efficient, we felt it aligned with the consumer. We were enable allowed to pay higher rates because we weren't incurring the costs of running a brick and mortar network. And then suddenly we had this dramatic acceleration, and Mike to your point, which really over the past eight or nine years has further exploded. So I think back to you know, two thousand and nine you were talking about, you know, a deposit booklet was around five billion dollars to today, you know, a deposit booklet's approaching one hundred and forty billion dollars. How the fast growth, and that's really transformed our funding posture and along the way, we've you know, improved our capital levels, we dealt with our troubled assets. So it has been a great transformation, you know again from a captive finance company into a modern day fintech bank. And you know, we're very proud of of the position we're in today.

Toybe two things about the transformation I think are particularly challenging, and you pulled off and I'd like you to share a little bit about how. The first is the investments that had to be made. It's really difficult as a public company to give up on short term earnings to invest in R and D technology, et cetera. And it was some small fraction of the billion dollars you're spending in roughly a billion dollars you're spending a year in tech today that the company was spending when you came on board. How do you make room for that investment and how do you win the support of your board, your shareholders, the team, et cetera to do what is what is not cheap and not easy in transforming the business.

Toybe two things about the transformation I think are particularly challenging, and you pulled off and I'd like you to share a little bit about how. The first is the investments that had to be made. It's really difficult as a public company to give up on short term earnings to invest in R and D technology, et cetera. And it was some small fraction of the billion dollars you're spending in roughly a billion dollars you're spending a year in tech today that the company was spending when you came on board. How do you make room for that investment and how do you win the support of your board, your shareholders, the team, et cetera to do what is what is not cheap and not easy in transforming the business.

Yeah. Great, great question, and obviously it's dynamic every single day. But I mean you have to, you know, really subscribe or set a long term vision and be committed to sticking to that and recognizing, let you know, in the short term you may have to make trade offs, or there may be challenges, or this may be a bit more painful than the investor community wants to see. But if you can deliver, you know, the transformative results over a three four, five year, six year, ten year cycle and you can prove that out, people get on board. And so to your point, Mike, I mean, the two major areas where we've invested in the company outside of people has been a technology and in particular, you know, making large digital investments. Hey, if we set out and our vision really was to be the largest and most premier all digital bank and awards like you started with Money magazine and Kiplingers and others have recognized us. You know, it wasn't ever about the awards per se, but it was we were going to build the best dam digital bank that exists out there. We're going to be more dominant, we're going to have better tech, We're going to and with that, we believe scale's gonna come. And that's exactly what's happened. So technology for us is really the singles largest investment we make in the company. And then a law on the way we recognize the importance of people got to know who you are. They got to know no longer GMAC, you're a totally different brand, a totally new brand, and what do you stand for? What do you believe in? And so marketing and branding has been the second largest investment we've made in the company. So we've been very strategic along the way of recognizing those are two very important pillars if you want to get to that end state of being the leading all digital bank in the United States. So I'm very proud of where we're at today, but I expect we'll have to continue investing in both of those areas going forward. Fortunately, we've had a board that's believed in that vision and in that strategy and been very supportive and recognizing that we've had to make some short term earnings trade offs. But when you reflect on what's transpired and ally the past eight nine years, it's pretty dramatic. The company we've built today, and how do you.

Yeah. Great, great question, and obviously it's dynamic every single day. But I mean you have to, you know, really subscribe or set a long term vision and be committed to sticking to that and recognizing, let you know, in the short term you may have to make trade offs, or there may be challenges, or this may be a bit more painful than the investor community wants to see. But if you can deliver, you know, the transformative results over a three four, five year, six year, ten year cycle and you can prove that out, people get on board. And so to your point, Mike, I mean, the two major areas where we've invested in the company outside of people has been a technology and in particular, you know, making large digital investments. Hey, if we set out and our vision really was to be the largest and most premier all digital bank and awards like you started with Money magazine and Kiplingers and others have recognized us. You know, it wasn't ever about the awards per se, but it was we were going to build the best dam digital bank that exists out there. We're going to be more dominant, we're going to have better tech, We're going to and with that, we believe scale's gonna come. And that's exactly what's happened. So technology for us is really the singles largest investment we make in the company. And then a law on the way we recognize the importance of people got to know who you are. They got to know no longer GMAC, you're a totally different brand, a totally new brand, and what do you stand for? What do you believe in? And so marketing and branding has been the second largest investment we've made in the company. So we've been very strategic along the way of recognizing those are two very important pillars if you want to get to that end state of being the leading all digital bank in the United States. So I'm very proud of where we're at today, but I expect we'll have to continue investing in both of those areas going forward. Fortunately, we've had a board that's believed in that vision and in that strategy and been very supportive and recognizing that we've had to make some short term earnings trade offs. But when you reflect on what's transpired and ally the past eight nine years, it's pretty dramatic. The company we've built today, and how do you.

Get the talent to want to work here. We have an amazing CTO in Satisha. There's no way he was going to GMAC years ago, right, But what you built something that attracts a really terrific leadership team and then all the way down what's the pitch?

Get the talent to want to work here. We have an amazing CTO in Satisha. There's no way he was going to GMAC years ago, right, But what you built something that attracts a really terrific leadership team and then all the way down what's the pitch?

Yeah, I mean the pitch is one largely about our culture. I mean when it comes back and I think, you know, back to my very first town hall as CEO of this company, and this was before culture became the buzzword in the world. The past five six years was really talking about unifying our culture and empowering our culture, where you know, it didn't matter if you had been here for thirty years or you were, you know, a fresh faced intern a week in the door. We were just going to we were going to have a culture that empowered people, empowered people to dream big, to think different, to believe in change, believe in rapid change and if you have a vision, we'll we'll put capital behind it to you know, if we believe it's going to lead to the right results. And so, you know, the culture is the single biggest pitch when I talk about and we just you know, welcomed in a brand new CFO into the me. You know, we're super excited about that. That so we've been you know, very strategic in adding great new leaders to the team. Let all share this philosophy of we're going to empower our people to drive change and really create great results. And it's been really inspiring, you know, incredibly proud of my leadership team. A number of them are racking up awards left and right, and that makes me very very proud of what we've been able to accomplish. But they all believe that, you know, we are unique. We are different from the rest of the banking industry. But that's what makes it exciting. In the case of Satish, you know, he was working at a large technology oriented company and he wanted to come to financial services. It's a very complex industry, but he also wanted a platform where he could really evolve the company. And you think again, whether you know it was a robotic process, automation, cloud computing, now to AI satishe has you know, he's having tremendous fun getting to lead all these new ventures and verticals for ally. So it's been great to see all these new leaders emerge.

Yeah, I mean the pitch is one largely about our culture. I mean when it comes back and I think, you know, back to my very first town hall as CEO of this company, and this was before culture became the buzzword in the world. The past five six years was really talking about unifying our culture and empowering our culture, where you know, it didn't matter if you had been here for thirty years or you were, you know, a fresh faced intern a week in the door. We were just going to we were going to have a culture that empowered people, empowered people to dream big, to think different, to believe in change, believe in rapid change and if you have a vision, we'll we'll put capital behind it to you know, if we believe it's going to lead to the right results. And so, you know, the culture is the single biggest pitch when I talk about and we just you know, welcomed in a brand new CFO into the me. You know, we're super excited about that. That so we've been you know, very strategic in adding great new leaders to the team. Let all share this philosophy of we're going to empower our people to drive change and really create great results. And it's been really inspiring, you know, incredibly proud of my leadership team. A number of them are racking up awards left and right, and that makes me very very proud of what we've been able to accomplish. But they all believe that, you know, we are unique. We are different from the rest of the banking industry. But that's what makes it exciting. In the case of Satish, you know, he was working at a large technology oriented company and he wanted to come to financial services. It's a very complex industry, but he also wanted a platform where he could really evolve the company. And you think again, whether you know it was a robotic process, automation, cloud computing, now to AI satishe has you know, he's having tremendous fun getting to lead all these new ventures and verticals for ally. So it's been great to see all these new leaders emerge.

I think that's great. I mean, people, if you're ambitious, you spend the majority of your waking hours for forty years at work. It should be in a place where you love the culture and you love the people, and good people want to build things. And what the team at all has been doing is building something something really special. All right, we go next to Wallace in Utah.

I think that's great. I mean, people, if you're ambitious, you spend the majority of your waking hours for forty years at work. It should be in a place where you love the culture and you love the people, and good people want to build things. And what the team at all has been doing is building something something really special. All right, we go next to Wallace in Utah.

America had a financial crisis in two thousand and.

America had a financial crisis in two thousand and.

Eight and then a multiple bank.

Eight and then a multiple bank.

Failures in twenty twenty three. For someone who doesn't work in finance, can you explain what happened and whether we should worry about a repeat as the last financial crisis.

Failures in twenty twenty three. For someone who doesn't work in finance, can you explain what happened and whether we should worry about a repeat as the last financial crisis.

We have the fastest fed tightening cycle pretty much in the history of our economy, and people were caught off guard by how fast interest rates moved, so that exposed some of the weaknesses and risk management of some of the banks that went down. But also what's different this time was, you know, relative to kind of two thousand and eight and two thousand and nine is the emergence of social media. And you know, the reality was, in the case of one of the banks that really started this, a tweet that was put out that suggested your money's not safe at XYZ bank, and in literally a period of twenty four hours, there was a forty billion dollar outflow of retail deposits and commercial deposits from that institution. You know, you basically had a modern day bank run that started from social media. And again, not to blame the tweet or whatever it was, I think this all comes down to inappropriate risk management. But you know, it has been fairly startling to see the pace of change and the pace of stress. You know, So I think a lot of this comes down to managing your deposit levels, you know, understanding your customer base, managing your capital levels, things like that are very important. And that's a lot of the elements of risk management one oh one that live inside of a bank, and certainly that Mike is involved in a daily basis. Now, whether we're exposed to more of this, I'd say, you know, again, we still see the environment being very dynamic, but I think the weakest players were exposed, and those have obviously been dealt with. I think the rest of the banking system, and in particular the regional bank institutions what ally falls under. We're still very healthy, plenty of liquidity, plenty of capital, and so I think we're all guarded right now, recognizing, you know, there could be more stress, but I think the magnitude what we saw in March I do not expect to get repeated, you know, the rest of this year or into the future. And I think obviously now we're all preparing for enhanced regulation that may come upon the entire banking industry. Let you know, as a result of the banks that went down.

We have the fastest fed tightening cycle pretty much in the history of our economy, and people were caught off guard by how fast interest rates moved, so that exposed some of the weaknesses and risk management of some of the banks that went down. But also what's different this time was, you know, relative to kind of two thousand and eight and two thousand and nine is the emergence of social media. And you know, the reality was, in the case of one of the banks that really started this, a tweet that was put out that suggested your money's not safe at XYZ bank, and in literally a period of twenty four hours, there was a forty billion dollar outflow of retail deposits and commercial deposits from that institution. You know, you basically had a modern day bank run that started from social media. And again, not to blame the tweet or whatever it was, I think this all comes down to inappropriate risk management. But you know, it has been fairly startling to see the pace of change and the pace of stress. You know, So I think a lot of this comes down to managing your deposit levels, you know, understanding your customer base, managing your capital levels, things like that are very important. And that's a lot of the elements of risk management one oh one that live inside of a bank, and certainly that Mike is involved in a daily basis. Now, whether we're exposed to more of this, I'd say, you know, again, we still see the environment being very dynamic, but I think the weakest players were exposed, and those have obviously been dealt with. I think the rest of the banking system, and in particular the regional bank institutions what ally falls under. We're still very healthy, plenty of liquidity, plenty of capital, and so I think we're all guarded right now, recognizing, you know, there could be more stress, but I think the magnitude what we saw in March I do not expect to get repeated, you know, the rest of this year or into the future. And I think obviously now we're all preparing for enhanced regulation that may come upon the entire banking industry. Let you know, as a result of the banks that went down.

I really feel for any company that does not have the digital DNA like you've built at ally, because that means you don't understand the consumer in this market. And the banking crisis earlier this year showed that what's going to drive consumer behavior in the future are the things that are happening in digital. So for our audience, when you think risk, like plan your life around risks that you can't anticipate, and if you're not a digital expert, no matter what industry, you have to be because the consumer is absolutely. Selina in Paris says, it's.

I really feel for any company that does not have the digital DNA like you've built at ally, because that means you don't understand the consumer in this market. And the banking crisis earlier this year showed that what's going to drive consumer behavior in the future are the things that are happening in digital. So for our audience, when you think risk, like plan your life around risks that you can't anticipate, and if you're not a digital expert, no matter what industry, you have to be because the consumer is absolutely. Selina in Paris says, it's.

Been said that every business is now a tech business.

Been said that every business is now a tech business.

How do you find this to be true on finance?

How do you find this to be true on finance?

What technologies will shape the future of thinking?

What technologies will shape the future of thinking?

JBI. I get to spend a lot of time with the crypto heads who you know, tell me all about how in the future finance is going to be all digital. And I always ask, do you think we keep the one hundred billion dollars like in a safe? It's you know, finance is already digital. Maybe you could just for our listeners, maybe who aren't in the banking industry or maybe not in technology, help them understand how it all works and then maybe touch on some of the essential technologies that you see impacting the business going forward.

JBI. I get to spend a lot of time with the crypto heads who you know, tell me all about how in the future finance is going to be all digital. And I always ask, do you think we keep the one hundred billion dollars like in a safe? It's you know, finance is already digital. Maybe you could just for our listeners, maybe who aren't in the banking industry or maybe not in technology, help them understand how it all works and then maybe touch on some of the essential technologies that you see impacting the business going forward.

Yeah, I mean, to your point, we are we are certainly we don't. We don't have big vaults, big safes anymore filled with CAFs or stuff with cash. You know, ally doesn't even have its own proprietary ATM network. We rely on others that are that are out there. But you know, money movement today across the world has gone all digital and seamless. And that's for you know, retail consumers like you and I, but also for big businesses today. So I think, you know, the evolution we've seen really the past fifteen years has been dramatic where digital has become you know, broadly accepted and broadly the way people conduct their business and perform their finances today. And I think, you know, there used to be there's a CEO that I greatly admired, and he always had this challenge that, you know, can you really digitize trust? And I believe you I believe the banking industry, you know, has shown that, you know, if you do things the right way, you have the right technologies, you lock the house with great cyber defenses and things like that, people will really trust you. And so for us, you know, money movement, all the things how we pay our bills today, it is already digital. And and yes, so I certainly subscribe to banking and technology or effectively one and the same when I think about, you know, technologies that are going to shape the future. And I just referenced a few of them in my previous comments. You know, started with a few years ago, we started spending time on you know, researching robotic process automation, so very manual performing task and repetitive tasks how could we automate those And in some respects that was you know, a step one of this journey of artificial intelligence. We were also very early adopters in an area of quantum computing, and I'm very proud of the partnerships that we have with Microsoft and others that are out there in the quantum space. I got fascinated on quantum by going out to a technology conference six seven years ago. And you know today our setish, our chief technology and information officer, has really latched on the quantum as being you know, more horsepower to do, to process in a very rapid fashion, complex algorithms, and you know, can that make us analyze risk in a faster format? Can that make us decision to the end consumer in a quicker fashion? And so there's a lot of power in quantum. We're spending a lot of time today migrating away from large data centers. You know, when I think I got to ally, we had four or five data centers we own, we relied on others, and today, you know, we're utilizing much more of a broad cloud framework because it's faster and more horsepower to analyze. But the single biggest area that we're spending a lot of time on today is is on ai and how AI is going to revolutionize the world. We don't think, I think necessarily that it means, you know, I'm not out saying it's going to reduce you know, five percent of our workforce or ten percent of our technology workforce. We're not making those claims yet. But I think we're recognizing let ai. While it presents some risks, it also presents a tremendous amount of opportunity for the for the company and for all industries as well. And so I think this is one where where I would admit Mike to you. But I've been surprised how fast. You know, AI seemed like a concept that was out there a year or two years ago, and now with chat, GPT and barton others, it's been pretty dramatic how fast this has come to market, and really others are starting to use it. So it's an exciting space. We got to be very guarded, you know, we're very cyber focused here as an all digital bank, so you've got to make sure your protections, you're back to your risk management are in line. But we're certainly excited about the use and the prospects of AI, and in fact, in just a few days we will launch of our own internal AI development and Mike will have a chance to share that with you in just a few weeks at our nextport media as well.

Yeah, I mean, to your point, we are we are certainly we don't. We don't have big vaults, big safes anymore filled with CAFs or stuff with cash. You know, ally doesn't even have its own proprietary ATM network. We rely on others that are that are out there. But you know, money movement today across the world has gone all digital and seamless. And that's for you know, retail consumers like you and I, but also for big businesses today. So I think, you know, the evolution we've seen really the past fifteen years has been dramatic where digital has become you know, broadly accepted and broadly the way people conduct their business and perform their finances today. And I think, you know, there used to be there's a CEO that I greatly admired, and he always had this challenge that, you know, can you really digitize trust? And I believe you I believe the banking industry, you know, has shown that, you know, if you do things the right way, you have the right technologies, you lock the house with great cyber defenses and things like that, people will really trust you. And so for us, you know, money movement, all the things how we pay our bills today, it is already digital. And and yes, so I certainly subscribe to banking and technology or effectively one and the same when I think about, you know, technologies that are going to shape the future. And I just referenced a few of them in my previous comments. You know, started with a few years ago, we started spending time on you know, researching robotic process automation, so very manual performing task and repetitive tasks how could we automate those And in some respects that was you know, a step one of this journey of artificial intelligence. We were also very early adopters in an area of quantum computing, and I'm very proud of the partnerships that we have with Microsoft and others that are out there in the quantum space. I got fascinated on quantum by going out to a technology conference six seven years ago. And you know today our setish, our chief technology and information officer, has really latched on the quantum as being you know, more horsepower to do, to process in a very rapid fashion, complex algorithms, and you know, can that make us analyze risk in a faster format? Can that make us decision to the end consumer in a quicker fashion? And so there's a lot of power in quantum. We're spending a lot of time today migrating away from large data centers. You know, when I think I got to ally, we had four or five data centers we own, we relied on others, and today, you know, we're utilizing much more of a broad cloud framework because it's faster and more horsepower to analyze. But the single biggest area that we're spending a lot of time on today is is on ai and how AI is going to revolutionize the world. We don't think, I think necessarily that it means, you know, I'm not out saying it's going to reduce you know, five percent of our workforce or ten percent of our technology workforce. We're not making those claims yet. But I think we're recognizing let ai. While it presents some risks, it also presents a tremendous amount of opportunity for the for the company and for all industries as well. And so I think this is one where where I would admit Mike to you. But I've been surprised how fast. You know, AI seemed like a concept that was out there a year or two years ago, and now with chat, GPT and barton others, it's been pretty dramatic how fast this has come to market, and really others are starting to use it. So it's an exciting space. We got to be very guarded, you know, we're very cyber focused here as an all digital bank, so you've got to make sure your protections, you're back to your risk management are in line. But we're certainly excited about the use and the prospects of AI, and in fact, in just a few days we will launch of our own internal AI development and Mike will have a chance to share that with you in just a few weeks at our nextport media as well.

Dah wait Amanda in Miami says, I love the Ally brand.

Dah wait Amanda in Miami says, I love the Ally brand.

It seems more genuine and real than typical bank marketing, and all the stuff the company is doing around women's sports is terrific.

It seems more genuine and real than typical bank marketing, and all the stuff the company is doing around women's sports is terrific.

How do you build a national brand like that? Well, I love it. Thanks, thanks for the support the question, And you know, I think it starts with hiring a rock star. You know, we have Andrea Bremer who's our change marketing and public relations officer, and she just you know, it's a month doesn't go by, it's usually a week or two doesn't go by where she's not being recognized with the new award. And she is just a phenomenal leader in a powerhouse in building a great global brand, and every award that comes her way she deserves. But you know, several years ago we really started to look at how do we get greater brand awareness, how do we get greater greater connectivity, How do we tell the Ally story in a different manner? And we latched onto sports being a big mechanism of that. Let you know, sports in a lot of respects that you know, you know, it is a big unifier and it brings a lot of people together. And even though there's you know, a left or right side or two opposing teams, but people come together and celebrate the spirit. And we thought that was a very unique arena for us to kind of get the Ally name out there. And so we planted this flag in the world of NASCAR, the champions PGA Tour, you know, now in MLS soccer, you know, sponsoring a NASCAR team. But you know, the past couple of years, we started really taking a look at you know, equality is something that's very important at Ally, something we stand for, and we started looking at you know, women's sports as hey, this is a huge area of opportunity, and why don't women athletes command the same respect or the same pay or the same media rights and all those things. We said, you know, let's put our dollars to work. And so we really planted the flag and I applaud Andrea for her creativity, her passion. And Andrea was a four year starter of Michigan State Soccer so this is a great alignment in Mike, what we talked about about. You know, you're going to work somewhere for forty years, it's okay to align your personal and professional passions. And she brought that spirit and helped us really grow women's sports. You know, we be recognized by a lot of senior media publications and great other brands for what we're doing in the world of women's sports. We're on every National Women's Soccer League jersey as well, and more to come. We got a great NCUBA kickoff event here in Charlotte, North Carolina as to start the season with two amazing basketball teams from last year, and so we're doing a lot more in the area of women's sports. Expect even more to come. There's a few surprises that are out there. But we just look at this as a huge opportunity for us to grow the brand and therefore grow ally overall. And I'm so fortunate. You know, our great leaders like Diane Murray who runs our consumer business, Doug Timmerman who runs our auto business, they've really latched on and they believe in everything that Andrew is building and that's helping grow their businesses as well. So it's really exciting what we've been able to put together. But it all starts with having one rock star leader.

How do you build a national brand like that? Well, I love it. Thanks, thanks for the support the question, And you know, I think it starts with hiring a rock star. You know, we have Andrea Bremer who's our change marketing and public relations officer, and she just you know, it's a month doesn't go by, it's usually a week or two doesn't go by where she's not being recognized with the new award. And she is just a phenomenal leader in a powerhouse in building a great global brand, and every award that comes her way she deserves. But you know, several years ago we really started to look at how do we get greater brand awareness, how do we get greater greater connectivity, How do we tell the Ally story in a different manner? And we latched onto sports being a big mechanism of that. Let you know, sports in a lot of respects that you know, you know, it is a big unifier and it brings a lot of people together. And even though there's you know, a left or right side or two opposing teams, but people come together and celebrate the spirit. And we thought that was a very unique arena for us to kind of get the Ally name out there. And so we planted this flag in the world of NASCAR, the champions PGA Tour, you know, now in MLS soccer, you know, sponsoring a NASCAR team. But you know, the past couple of years, we started really taking a look at you know, equality is something that's very important at Ally, something we stand for, and we started looking at you know, women's sports as hey, this is a huge area of opportunity, and why don't women athletes command the same respect or the same pay or the same media rights and all those things. We said, you know, let's put our dollars to work. And so we really planted the flag and I applaud Andrea for her creativity, her passion. And Andrea was a four year starter of Michigan State Soccer so this is a great alignment in Mike, what we talked about about. You know, you're going to work somewhere for forty years, it's okay to align your personal and professional passions. And she brought that spirit and helped us really grow women's sports. You know, we be recognized by a lot of senior media publications and great other brands for what we're doing in the world of women's sports. We're on every National Women's Soccer League jersey as well, and more to come. We got a great NCUBA kickoff event here in Charlotte, North Carolina as to start the season with two amazing basketball teams from last year, and so we're doing a lot more in the area of women's sports. Expect even more to come. There's a few surprises that are out there. But we just look at this as a huge opportunity for us to grow the brand and therefore grow ally overall. And I'm so fortunate. You know, our great leaders like Diane Murray who runs our consumer business, Doug Timmerman who runs our auto business, they've really latched on and they believe in everything that Andrew is building and that's helping grow their businesses as well. So it's really exciting what we've been able to put together. But it all starts with having one rock star leader.

There you go, and I would give you credit to JB a lot. You came from a background, a cfo's background, a finance background, And there's comfort in the kind of marketing that goes in a spreadsheet. You say, I gave Google a million dollars and we got this many clicks and a click is worth thirty cents, and and brand marketing doesn't work like that. Brand marketing is more magic than it is math. And you really have to have faith in the team that they can go out there and create a brand for you. And they can't prove to you tomorrow that the investment worked, but certainly everybody knows ally, and it creates an emotion in people. And that didn't come only from the quality of our products and our services. It also came from the way we tell our story through media.

There you go, and I would give you credit to JB a lot. You came from a background, a cfo's background, a finance background, And there's comfort in the kind of marketing that goes in a spreadsheet. You say, I gave Google a million dollars and we got this many clicks and a click is worth thirty cents, and and brand marketing doesn't work like that. Brand marketing is more magic than it is math. And you really have to have faith in the team that they can go out there and create a brand for you. And they can't prove to you tomorrow that the investment worked, but certainly everybody knows ally, and it creates an emotion in people. And that didn't come only from the quality of our products and our services. It also came from the way we tell our story through media.

Exactly right. Thank you. I appreciate that. And I know Andrew is going to love those comments too, like.

Exactly right. Thank you. I appreciate that. And I know Andrew is going to love those comments too, like.

She's asking more budget you watch yeah, Max, and Seattles.

She's asking more budget you watch yeah, Max, and Seattles.

Is making statements on social issues like Disney, bud Light and others have had to walk it back this year in the face of negative consumer reactions. As a CEO, how do you think about your company's responsibilities and how you take stand on important issues while navigating this tricky landscape.

Is making statements on social issues like Disney, bud Light and others have had to walk it back this year in the face of negative consumer reactions. As a CEO, how do you think about your company's responsibilities and how you take stand on important issues while navigating this tricky landscape.

Yeah, well, thanks for the question. It's an important one, and I think your word of tricky is absolutely the right description. I mean, you know, unfortunately, we're about as divided as a nation as we've ever felt. I mean, it's kind of fifty to fifty split down the middle of what people believe in. I think, you know, at ally, I think plumb is inappropriate or purple is an appropriate color for us, because you know, it is sort of a blend of the red and the blues. And you know, we try to create a company that you know, really stands for We believe in equality for all. And you know, when I take this back to I'm not going to comment publicly on every social issue that's out there. I certainly will comment on the ones that I do believe, you know, have an interest in our industry and an interest in our company, and certainly anything that would make any of our employees feel unsafe or unprotected, we will comment on. But really, we're a company that tries to stand for equal opportunity, equality for all. You know, we've had a big focus on diversity, equity and inclusion again since the very first stage I was on stage as our new CEO. You know, it hasn't been a rush since we saw some of the tragic events in twenty twenty. You know, we have always stood for doing the right thing, being an emotional company, but really one that's centered on equality for all. And so you know, I try to get our leadership team, and I really believe our leadership team embraces those values and those morals as well. And so again I think they recognize there's certain things, there's certain issues that we're just not going to comment on. They're not necessarily pertinent to allies business and our industry. But when it comes time to protecting the safety of our employees, we actually, you know, we absolutely will comment on those areas and we've done that in the past. But it all comes back to a quality for all.

Yeah, well, thanks for the question. It's an important one, and I think your word of tricky is absolutely the right description. I mean, you know, unfortunately, we're about as divided as a nation as we've ever felt. I mean, it's kind of fifty to fifty split down the middle of what people believe in. I think, you know, at ally, I think plumb is inappropriate or purple is an appropriate color for us, because you know, it is sort of a blend of the red and the blues. And you know, we try to create a company that you know, really stands for We believe in equality for all. And you know, when I take this back to I'm not going to comment publicly on every social issue that's out there. I certainly will comment on the ones that I do believe, you know, have an interest in our industry and an interest in our company, and certainly anything that would make any of our employees feel unsafe or unprotected, we will comment on. But really, we're a company that tries to stand for equal opportunity, equality for all. You know, we've had a big focus on diversity, equity and inclusion again since the very first stage I was on stage as our new CEO. You know, it hasn't been a rush since we saw some of the tragic events in twenty twenty. You know, we have always stood for doing the right thing, being an emotional company, but really one that's centered on equality for all. And so you know, I try to get our leadership team, and I really believe our leadership team embraces those values and those morals as well. And so again I think they recognize there's certain things, there's certain issues that we're just not going to comment on. They're not necessarily pertinent to allies business and our industry. But when it comes time to protecting the safety of our employees, we actually, you know, we absolutely will comment on those areas and we've done that in the past. But it all comes back to a quality for all.

It also comes back to an external messaging that lines up to the companies the company's values. And I watched with some interest what went down at Disney, and you know, I think it costs Chapeck's job but he was pressured by employees into coming out on state legislation in Florida, and then as soon as he got pushed back, he blinked and he backed off. And you compare that to say Nike. When Nike stood with Colin Kaepernick, they got a lot of pushback and they didn't care. They believed in what they were saying and aligned to the company's values. It aligned to how the people who led the company felt, and it was easy for them to stick to it. And by sticking to their guns, it made it effective marketing. It reinforced the values in their company. You can't fake this stuff. People know when you're authentic and they know when you're not. And what I appreciate about ally is when Aly says something publicly to say very authentically and it ligns up to who we are.

It also comes back to an external messaging that lines up to the companies the company's values. And I watched with some interest what went down at Disney, and you know, I think it costs Chapeck's job but he was pressured by employees into coming out on state legislation in Florida, and then as soon as he got pushed back, he blinked and he backed off. And you compare that to say Nike. When Nike stood with Colin Kaepernick, they got a lot of pushback and they didn't care. They believed in what they were saying and aligned to the company's values. It aligned to how the people who led the company felt, and it was easy for them to stick to it. And by sticking to their guns, it made it effective marketing. It reinforced the values in their company. You can't fake this stuff. People know when you're authentic and they know when you're not. And what I appreciate about ally is when Aly says something publicly to say very authentically and it ligns up to who we are.

Yeah, thank you. We try to be very aligned with our value system and it's been great. But again, it is a tricky landscape. Let's out there right it is.

Yeah, thank you. We try to be very aligned with our value system and it's been great. But again, it is a tricky landscape. Let's out there right it is.

I'll note for our listeners, I'll drop it in the show notes. I've read a great book called the Language of Trust by Michael Mislanski, and he talks about how companies are just not trusted anymore. People have been trained to take that you think that you're lying to them. And the art of being authentic, like really saying what your company values and who you are and doing it consistently something we're seeing so many companies get wrong and you get it right.

I'll note for our listeners, I'll drop it in the show notes. I've read a great book called the Language of Trust by Michael Mislanski, and he talks about how companies are just not trusted anymore. People have been trained to take that you think that you're lying to them. And the art of being authentic, like really saying what your company values and who you are and doing it consistently something we're seeing so many companies get wrong and you get it right.

JB.

JB.

But for those of us who are listening, who are marketers, who are in the communications space, are just thinking about leadership, I'm going to recommend this. I'll drop the book in the notes. Commended TA in New York, just T.

But for those of us who are listening, who are marketers, who are in the communications space, are just thinking about leadership, I'm going to recommend this. I'll drop the book in the notes. Commended TA in New York, just T.

I'm Mike. Revenue from charging fees is important to many bank's finances, but Ally came out of nowhere two years ago and ended all over draft seeds. What was the strategic thinking there? Has the decision worked out?

I'm Mike. Revenue from charging fees is important to many bank's finances, but Ally came out of nowhere two years ago and ended all over draft seeds. What was the strategic thinking there? Has the decision worked out?

Yeah, T, thanks for the question. It's something that we're certainly extremely proud of. And again, I think it's an example of us living what we talk about as three little words, do it right. At Ally, that's a big part of our culture, our value system, do the right thing, do it right. And so you know, one of the things that transpired with COVID is obviously you know February March of twenty twenty, there's a tremendous amount of uncertainty, you know, when you were going back to work, if you were going back to work, if you were going to survive. I mean, there was great uncertainty. And we made a determination that we were going to pause, you know, all fees, and we were going to allow deferrals, payment deferrals of your auto loan, your mortgage loan, things like that for up to one hundred and twenty days. And that really allowed people to have the comfort that, you know, if I'm not getting paid, or I just lost my job, or I'm not getting tips or wages or things that I was accustomed to, I don't have to deal at least for four months with some of that stress. And that was again a very proud moment for us of doing the right thing, and we learned a lot. We learned a lot that even though we offered that, a lot of people continued paying their bills, paying on time, doing the right thing, or didn't pay for a month but then caught up the next month. But the fact that they had those you know a bit of an insurance policy really helped them. But we also started looking at our fee structure, and ally is a very already a light fee institution. That's not what we've made our mark on, and we think this again seys us a part in the world of banking. But we did look at our overdraft fee strategy after COVID and started saying, you know, really overdraft fees disproportionately impact the people that are affected the most. And Diane Murray dan Ray, who runs our banking business, you know, came and talked to me and said, JB, I think this is an opportunity for us again to live our values, to do the right thing, and we recognize that yes, maybe maybe it's a short term earnings give up, but the power of living your brand, living that name of being an ally was really worth far more. And so that's been a tremendous decision for us. It's been a strong pride point. I've been very happy let other financial institutions. Some have dropped THEIRS as well, others have altered their levels. We didn't do this because of political pressures. We did this because we looked at our customer base. We said this was the right thing to do. And I'm really proud of Die and our leadership team for bringing this forward and really I think it helped set us out and was another uptick in our growth potential as a company.

Yeah, T, thanks for the question. It's something that we're certainly extremely proud of. And again, I think it's an example of us living what we talk about as three little words, do it right. At Ally, that's a big part of our culture, our value system, do the right thing, do it right. And so you know, one of the things that transpired with COVID is obviously you know February March of twenty twenty, there's a tremendous amount of uncertainty, you know, when you were going back to work, if you were going back to work, if you were going to survive. I mean, there was great uncertainty. And we made a determination that we were going to pause, you know, all fees, and we were going to allow deferrals, payment deferrals of your auto loan, your mortgage loan, things like that for up to one hundred and twenty days. And that really allowed people to have the comfort that, you know, if I'm not getting paid, or I just lost my job, or I'm not getting tips or wages or things that I was accustomed to, I don't have to deal at least for four months with some of that stress. And that was again a very proud moment for us of doing the right thing, and we learned a lot. We learned a lot that even though we offered that, a lot of people continued paying their bills, paying on time, doing the right thing, or didn't pay for a month but then caught up the next month. But the fact that they had those you know a bit of an insurance policy really helped them. But we also started looking at our fee structure, and ally is a very already a light fee institution. That's not what we've made our mark on, and we think this again seys us a part in the world of banking. But we did look at our overdraft fee strategy after COVID and started saying, you know, really overdraft fees disproportionately impact the people that are affected the most. And Diane Murray dan Ray, who runs our banking business, you know, came and talked to me and said, JB, I think this is an opportunity for us again to live our values, to do the right thing, and we recognize that yes, maybe maybe it's a short term earnings give up, but the power of living your brand, living that name of being an ally was really worth far more. And so that's been a tremendous decision for us. It's been a strong pride point. I've been very happy let other financial institutions. Some have dropped THEIRS as well, others have altered their levels. We didn't do this because of political pressures. We did this because we looked at our customer base. We said this was the right thing to do. And I'm really proud of Die and our leadership team for bringing this forward and really I think it helped set us out and was another uptick in our growth potential as a company.

Sanjay in Mountain View, California says.

Sanjay in Mountain View, California says.

Alla is a big player in auto with self driving cars or electric cars, et cetera.

Alla is a big player in auto with self driving cars or electric cars, et cetera.

How do you see the future consumer auto over the next ten to twenty years and what will it mean for the auto industry.

How do you see the future consumer auto over the next ten to twenty years and what will it mean for the auto industry.

I was glad to get this question, Jay, because you know, it's my job on the board every quarter to say the cars are going to drive themselves. So tell everybody, like no one is closer to the research than you and the team here, tell everybody what's really going on in auto and what you see over the coming years.

I was glad to get this question, Jay, because you know, it's my job on the board every quarter to say the cars are going to drive themselves. So tell everybody, like no one is closer to the research than you and the team here, tell everybody what's really going on in auto and what you see over the coming years.

Yeah, Sanjay, thanks for the question. And Mike has been great at poking and prodding on the board about you know, the transformation of the auto industry in a really healthy way, and that keeps us on our toes and keeps us sharp and keeps us connected with the manufacturers and with it.

Yeah, Sanjay, thanks for the question. And Mike has been great at poking and prodding on the board about you know, the transformation of the auto industry in a really healthy way, and that keeps us on our toes and keeps us sharp and keeps us connected with the manufacturers and with it.

Keeps not coming true.

Keeps not coming true.

So thank you, thank you for the tolements. Well, it's all good. But what I would say is, you know, I guess with that tone, it's it's it's still evolution, not revolution, and I think that's going to hold true even for the next you know, fifteen twenty years or so. I mean, first, you know, the current wave that's been out there for about ten years is around you know, electric vehicle, and you know, I think that's largely been slower development than some expected. I mean, started with Tesla, You're now seeing all the various mainstream manufacturers introduce an electric models, some committing towards you know, most of their fleets being electric. By twenty thirty, I think you'll start to see a lot of the manufacturers back off of that. And I think part of this is twofold one infrastructure, you know, the US doesn't quite have the infrastructure to support a mass migration to EV strategy. And then number two, I think consumer demand, while it's growing, it's still very light on a relative basis. And so I start with EV and say, you know, we're watching kind of the gradual migration gradual trends there. As it pertains to self driving cars. I think, you know, there's a number of companies that have been formed spin offs from some of the big manufacturers like General Motors and others, to try to focus on you know, autonomous driving, self driving cars. And I think you know, the challenges are pretty severe. I mean, you're starting to see development of you know, things like hit the button your car can kind of stay on the highway, or hit the button your car can park itself. But I think the challenges of day to day autonomous driving are still you know, again, I think fifteen plus years at the earliest before we'll see mass adoption.

So thank you, thank you for the tolements. Well, it's all good. But what I would say is, you know, I guess with that tone, it's it's it's still evolution, not revolution, and I think that's going to hold true even for the next you know, fifteen twenty years or so. I mean, first, you know, the current wave that's been out there for about ten years is around you know, electric vehicle, and you know, I think that's largely been slower development than some expected. I mean, started with Tesla, You're now seeing all the various mainstream manufacturers introduce an electric models, some committing towards you know, most of their fleets being electric. By twenty thirty, I think you'll start to see a lot of the manufacturers back off of that. And I think part of this is twofold one infrastructure, you know, the US doesn't quite have the infrastructure to support a mass migration to EV strategy. And then number two, I think consumer demand, while it's growing, it's still very light on a relative basis. And so I start with EV and say, you know, we're watching kind of the gradual migration gradual trends there. As it pertains to self driving cars. I think, you know, there's a number of companies that have been formed spin offs from some of the big manufacturers like General Motors and others, to try to focus on you know, autonomous driving, self driving cars. And I think you know, the challenges are pretty severe. I mean, you're starting to see development of you know, things like hit the button your car can kind of stay on the highway, or hit the button your car can park itself. But I think the challenges of day to day autonomous driving are still you know, again, I think fifteen plus years at the earliest before we'll see mass adoption.

And certainly electric vehicles and self driven cars would have all kinds of very very positive implications for the world, but unfortunately consumers are on budgets, and consumers are slow to make changes on things that are very expensive, for for for in a lot of cases, for good reasons. So it's going to be a little.

And certainly electric vehicles and self driven cars would have all kinds of very very positive implications for the world, but unfortunately consumers are on budgets, and consumers are slow to make changes on things that are very expensive, for for for in a lot of cases, for good reasons. So it's going to be a little.

Bit yeah, i'd say even on that point. Even you know, when we think about the post COVID world, you know, the combustible average combustible engine vehicle today has three hundred semiconductors. The average EV vehicle today has three thousand, and that's only going to increase. And so you know, even on you know, production capacity, that's still remains a bit of a challenge in getting the widespread or the broader adoption. But it's happening. It's just happened, and probably slower than most expected.

Bit yeah, i'd say even on that point. Even you know, when we think about the post COVID world, you know, the combustible average combustible engine vehicle today has three hundred semiconductors. The average EV vehicle today has three thousand, and that's only going to increase. And so you know, even on you know, production capacity, that's still remains a bit of a challenge in getting the widespread or the broader adoption. But it's happening. It's just happened, and probably slower than most expected.

Hi Sakima in New York. I've always worried that pursuing an ambitious career would mean trade offs that will be too difficult for my family. Mike, you talk about the balance a lot on the podcast JB a few years ago, you and Father of the Year award. How do you balance the demands of your job on your responsibilities at home.

Hi Sakima in New York. I've always worried that pursuing an ambitious career would mean trade offs that will be too difficult for my family. Mike, you talk about the balance a lot on the podcast JB a few years ago, you and Father of the Year award. How do you balance the demands of your job on your responsibilities at home.

Yeah, you know, it's day by day, but I mean it starts with having a great partner. And whether that's a husband, wife, or or you know, or significant other, having a great partners is all part of it. And certainly I've been very fortunate in that regard. But you know, growing through the corporate ladder, you know, it's not easy. As we talked about earlier, you do have to work hard, and that includes weekends and things like that. But you're also allowed to, you know, take the time for the things that are critically important for you. And some of those are the big moments in life, and some of those are the little things that making your son or your daughter's game here or there. And an ally, we try to promote, you know, a family first atmosphere and environment and that again, as Mike talked about that is not mutually exclusive with you know, still generating really strong returns and having a growth company, but it's treating people as people, saying I respect you, I understand you're going to have demands and needs at home as you are in the office, and so you know, trying to know that you can find balance. You may it may require at it hours or late night hours or weekend hours and things like that, but I don't think it has to be mutually exclusive for me. I also think it's very important you find time for yourself every day and whether that's you know, for me, that's you know, getting up every morning and getting a work out of it, and that's less about the physical release or it's more about the mental preparation for the day. And so I always think balance also starts with creating time for yourself. And we are in a point in society where I think mental health is much more the norm today and it's okay to talk about mental health and that's important. And I think you know, finding your own space, your own time to get your own release, I think enables you to be a better performer at home and a better performer in the office. And so it doesn't have to be mutually exclusive, but I do think it is a day by day balance. And both Mike and I have kids and that's a big part of our life. But at the same time we've both been able to grow our careers quite effectively as well.

Yeah, you know, it's day by day, but I mean it starts with having a great partner. And whether that's a husband, wife, or or you know, or significant other, having a great partners is all part of it. And certainly I've been very fortunate in that regard. But you know, growing through the corporate ladder, you know, it's not easy. As we talked about earlier, you do have to work hard, and that includes weekends and things like that. But you're also allowed to, you know, take the time for the things that are critically important for you. And some of those are the big moments in life, and some of those are the little things that making your son or your daughter's game here or there. And an ally, we try to promote, you know, a family first atmosphere and environment and that again, as Mike talked about that is not mutually exclusive with you know, still generating really strong returns and having a growth company, but it's treating people as people, saying I respect you, I understand you're going to have demands and needs at home as you are in the office, and so you know, trying to know that you can find balance. You may it may require at it hours or late night hours or weekend hours and things like that, but I don't think it has to be mutually exclusive for me. I also think it's very important you find time for yourself every day and whether that's you know, for me, that's you know, getting up every morning and getting a work out of it, and that's less about the physical release or it's more about the mental preparation for the day. And so I always think balance also starts with creating time for yourself. And we are in a point in society where I think mental health is much more the norm today and it's okay to talk about mental health and that's important. And I think you know, finding your own space, your own time to get your own release, I think enables you to be a better performer at home and a better performer in the office. And so it doesn't have to be mutually exclusive, but I do think it is a day by day balance. And both Mike and I have kids and that's a big part of our life. But at the same time we've both been able to grow our careers quite effectively as well.

I think that's right. And you're a better professional for it. Having a significant other and who supports you, and having a family who motivates you and who you love that these things make you a better leader. And I was remind everybody it's twenty four hours in a day. If you sleep eight hours and if you work eight hours, you've still got eight hours left. It's not like there's this last thirty minutes and maybe you can spend it with your family and maybe not like the average American spends five hours a day on social media and television. You've got room, you've got something to give, you can have. Maybe you can't have it all, maybe you've got to maybe you've got to give up Snapchat, but you can definitely have a successful career and a successful and loving family. That's not that's not the trade off that's out there. It's all of the it's all the other distractions that you might have to.

I think that's right. And you're a better professional for it. Having a significant other and who supports you, and having a family who motivates you and who you love that these things make you a better leader. And I was remind everybody it's twenty four hours in a day. If you sleep eight hours and if you work eight hours, you've still got eight hours left. It's not like there's this last thirty minutes and maybe you can spend it with your family and maybe not like the average American spends five hours a day on social media and television. You've got room, you've got something to give, you can have. Maybe you can't have it all, maybe you've got to maybe you've got to give up Snapchat, but you can definitely have a successful career and a successful and loving family. That's not that's not the trade off that's out there. It's all of the it's all the other distractions that you might have to.

Cut yeah, you got it right, Mike.

Cut yeah, you got it right, Mike.

Well, team, I hope you enjoyed that one as much as I did. Jbi's a terrific guy. He's set in amazing culture and brought together a terrific team, and they've really transformed a company into a brand that people know and love all across America. And it's that is that is a real financial ally for millions and millions of people. And two things really stuck out to me from the conversation. You know, the first one JB said a bunch of times culture and culture is it is a buzzword out there, but really deciding what kind of people are we? What are the values to dictate how we're going to make decisions at the company. If you haven't read, for example, read Hastings, No Rules Rules the Netflix story, it's a lot about not necessarily the culture you'd want to create in your team, but how a company so intentionally makes decisions about its culture. I've seen JB follow a similar path in his creation of the sort of who we are at ally, and it's meant that the people who apply for jobs there and the people who get hired, and the people who get promoted, and the people who lead that organization. Are folks who line up to that consumer first, innovative, brave company, culture that he's created, culture and people the end of the day is the whole game. It's really apparent in the successful transformation of Ally. You heard a lot about that on our pod today and I thought i'd leave you with those thoughts. Remember, you can submit your questions to me on Twitter, Instagram, breads, LinkedIn at Mike steib or by calling us leaving us a voicemail at two point three four one nine five nine six. Your questions can help to drive our next episode. I want to thank JB and JB's team for setting today up. Of course, Jen, Meg, Jada, Matt, and the whole crew of Blue Duck Media for putting this all together. I want to thank Dylan and Christopher at iHeart and Bending, the team at William Morrison Dever for all of their support. Remind you all that Office Hours is production of Blue Duck Media and distributed by iHeartRadio. I will see you next week. Make sure you stay on your grind. Everybody, thanks a lot

Well, team, I hope you enjoyed that one as much as I did. Jbi's a terrific guy. He's set in amazing culture and brought together a terrific team, and they've really transformed a company into a brand that people know and love all across America. And it's that is that is a real financial ally for millions and millions of people. And two things really stuck out to me from the conversation. You know, the first one JB said a bunch of times culture and culture is it is a buzzword out there, but really deciding what kind of people are we? What are the values to dictate how we're going to make decisions at the company. If you haven't read, for example, read Hastings, No Rules Rules the Netflix story, it's a lot about not necessarily the culture you'd want to create in your team, but how a company so intentionally makes decisions about its culture. I've seen JB follow a similar path in his creation of the sort of who we are at ally, and it's meant that the people who apply for jobs there and the people who get hired, and the people who get promoted, and the people who lead that organization. Are folks who line up to that consumer first, innovative, brave company, culture that he's created, culture and people the end of the day is the whole game. It's really apparent in the successful transformation of Ally. You heard a lot about that on our pod today and I thought i'd leave you with those thoughts. Remember, you can submit your questions to me on Twitter, Instagram, breads, LinkedIn at Mike steib or by calling us leaving us a voicemail at two point three four one nine five nine six. Your questions can help to drive our next episode. I want to thank JB and JB's team for setting today up. Of course, Jen, Meg, Jada, Matt, and the whole crew of Blue Duck Media for putting this all together. I want to thank Dylan and Christopher at iHeart and Bending, the team at William Morrison Dever for all of their support. Remind you all that Office Hours is production of Blue Duck Media and distributed by iHeartRadio. I will see you next week. Make sure you stay on your grind. Everybody, thanks a lot