Using Technology to Power the Future of Banking

A heritage financial services institution isn’t necessarily the first place a technologist looks to grow their career. But that hasn’t been a problem for JPMorgan Chase, which has made itself an appealing career destination for technologists. “Technology is not an afterthought,” says Gill Haus, chief information officer of consumer and community banking at JPMorgan Chase. “It is in everything we do, from our offices to our branches to our contact centers to our web and mobile applications.”
Haus explains that there’s more to being a technology company than using technology to solve problems. “What really makes a technology company is how you think about the way you hire teams, the way you groom teams, the way you build software, the way you deploy that software,” says Haus. “It's how you organize around products, not around your business units.”
Like a technology startup, the technical teams at JPMorgan Chase solve real-world problems. “Every single day, we are launching new features and products that make it easier for everyone. It's incredibly exciting,” says Haus.
However, unlike a startup, JPMorgan Chase has scale. The financial services institution supports 44 million mobile active customers and 59 million digitally active customers in general. The company spends $12 billion on technology annually. “When we launch a solution or bring a new product to market, we don't bring it to market for 1,000 people. We don't bring it to market for a 100,000 people. We bring it to market for millions of customers immediately, and that is incredible,” says Haus. “There's incredible talent here, as you can imagine, because we have such a technical need. Talent begets talent. It's exciting to go to a place where you know you're going to be challenged.”

A heritage financial services institution isn’t necessarily the first place a technologist looks to grow their career. But that hasn’t been a problem for JPMorgan Chase, which has made itself an appealing career destination for technologists. “Technology is not an afterthought,” says Gill Haus, chief information officer of consumer and community banking at JPMorgan Chase. “It is in everything we do, from our offices to our branches to our contact centers to our web and mobile applications.”

Haus explains that there’s more to being a technology company than using technology to solve problems. “What really makes a technology company is how you think about the way you hire teams, the way you groom teams, the way you build software, the way you deploy that software,” says Haus. “It's how you organize around products, not around your business units.”

Like a technology startup, the technical teams at JPMorgan Chase solve real-world problems. “Every single day, we are launching new features and products that make it easier for everyone. It's incredibly exciting,” says Haus.

However, unlike a startup, JPMorgan Chase has scale. The financial services institution supports 44 million mobile active customers and 59 million digitally active customers in general. The company spends $12 billion on technology annually. “When we launch a solution or bring a new product to market, we don't bring it to market for 1,000 people. We don't bring it to market for a 100,000 people. We bring it to market for millions of customers immediately, and that is incredible,” says Haus. “There's incredible talent here, as you can imagine, because we have such a technical need. Talent begets talent. It's exciting to go to a place where you know you're going to be challenged.”