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Bank of America
Bank of America
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The Bank of America Corporation (Bank of America; often abbreviated BAC or BofA) is an American multinational investment bank and financial services holding company headquartered at the Bank of America Corporate Center in Charlotte, North Carolina, with investment banking and auxiliary headquarters in Manhattan. The bank was founded by the merger of NationsBank and Bank of America in 1998. It is the second-largest banking institution in the United States and the second-largest bank in the world by market capitalization, both after JPMorgan Chase. Bank of America is one of the Big Four banking institutions of the United States.[3] and one of eight systemically important financial institutions in the United States. It serves about 10 percent of all American bank deposits, in direct competition with JPMorgan Chase, Citigroup, and Wells Fargo. Its primary financial services revolve around commercial banking, wealth management, and investment banking. Through mergers, the oldest branch of the Bank of America franchise dates back to 1784, when Massachusetts Bank was chartered, becoming the first federally chartered joint-stock-owned bank in the United States. Another branch of its history goes back to the American-based Bank of Italy, founded by Amadeo Pietro Giannini in 1904, which provided various banking services to Italian immigrants who faced service discrimination at the time.[4] Headquartered in San Francisco, California, Giannini acquired Banca d'America e d'Italia in 1922 and eventually did business as Bank of America.

Key Information

In the 1950s, the passage of landmark federal banking legislation facilitated rapid growth, quickly establishing prominent shares for the present bank's predecessors. After suffering significant losses during the 1998 Russian financial crisis, BankAmerica, as it was then known, was acquired by the Charlotte-based NationsBank for $62 billion. Following what was then the largest bank acquisition in history, the Bank of America Corporation was founded. Through a series of mergers and acquisitions, it built upon its commercial banking business by establishing Merrill Lynch for wealth management and Bank of America Merrill Lynch for investment banking in 2008 and 2009, respectively, and since renamed BofA Securities.[5]

Both Bank of America and Merrill Lynch Wealth Management retain large market shares in their respective offerings. As of 2018, the investment bank was considered within the "bulge bracket" as the world's third-largest investment bank.[6] Its wealth management unit manages $1.08 trillion in assets under management (AUM) as the second-largest wealth manager in the world, after UBS.[7] In commercial banking, Bank of America has operations, but does not necessarily maintain retail branches in all 50 states of the United States, Washington, D.C., and over 40 other countries.[8] Its commercial banking footprint encapsulates 46 million consumer and small-business relationships at 4,600 banking centers and 16,000 automated teller machines (ATMs).

The bank's large market share, business activities, and economic impact have led to numerous lawsuits and investigations regarding both mortgages and financial disclosures dating back to the 2008 financial crisis. Its corporate practices of servicing the middle class and wider banking community have yielded a substantial market share since the early 20th century. As of August 2018, Bank of America has a $313.5 billion market capitalization, making it the 13th largest company in the world. As the sixth-largest American public company, it garnered $102.98 billion in sales as of June 2018.[9] Bank of America was ranked No. 25 on the 2020 Fortune 500 rankings of the largest US corporations by total revenue.[10] Likewise, Bank of America was also ranked No. 6 on Forbes' 2023 Global 2000 rankings.[11] Bank of America was named the "World's Best Bank" by Euromoney Institutional Investor in its 2018 Awards for Excellence.[12][13]

History

[edit]

Bank of America, Los Angeles, was founded in California in 1923. In 1928, this entity was acquired by the Bank of Italy of San Francisco, which took the Bank of America name two years later.[14]

The eastern portion of the Bank of America franchise can be traced to 1784, when the Massachusetts Bank was chartered, the first federally chartered joint-stock owned bank in the United States and only the second bank to receive a charter in the United States. This bank became FleetBoston, with which Bank of America merged in 2004. In 1874, Commercial National Bank was founded in Charlotte. That bank merged with American Trust Company in 1958 to form American Commercial Bank.[15] Two years later, it became North Carolina National Bank when it merged with Security National Bank of Greensboro. In 1991, it merged with C&S/Sovran Corporation of Atlanta and Norfolk to form NationsBank.

The central portion of the franchise dates to 1910, when Commercial National Bank and Continental National Bank of Chicago merged to form Continental & Commercial National Bank, which evolved into Continental Illinois National Bank & Trust.

Bank of America

[edit]
Amadeo Giannini, founder of the Bank of Italy, in 1927

The history of Bank of America dates back to October 17, 1904, when Amadeo Giannini founded the Bank of Italy in San Francisco.[14] In 1922, the Bank of America, Los Angeles, was established with Giannini as a minority investor. The two banks merged in 1928 and consolidated with other bank holdings to create what would become the largest banking institution in the country.[16]

In 1918, another corporation, Bancitaly Corporation, was organized by A. P. Giannini, the largest stockholder of which was Stockholders Auxiliary Corporation.[citation needed] This company acquired the stocks of various banks located in New York City and certain foreign countries.[citation needed]

In 1928, Giannini merged his bank with the Bank of America, Los Angeles, headed by Orra E. Monnette. The Bank of Italy was renamed on November 3, 1930, to Bank of America National Trust and Savings Association,[17] which was the only such designated bank in the United States at that time. Giannini and Monnette headed the resulting company, serving as co-chairs.[18]

Expansion in California

[edit]
Early Bank of America building
Entrance to Bank of America in San Francisco in 1943

Giannini introduced branch banking shortly after California's 1909 legislation allowed for branch banking in the state, establishing the bank's first branch outside San Francisco in 1909 in San Jose. By 1929, the bank had 453 banking offices in California with aggregate resources of over US$1.4 billion.[19] There is a replica of the 1909 Bank of Italy branch bank in History Park in San Jose, and the 1925 Bank of Italy Building is an important downtown landmark. Giannini sought to build a national bank, expanding into most of the western states as well as into the insurance industry, under the aegis of his holding company, Transamerica Corporation.

In 1953, regulators succeeded in forcing the separation of Transamerica Corporation and Bank of America under the Clayton Antitrust Act.[20] The passage of the Bank Holding Company Act of 1956 prohibited banks from owning non-banking subsidiaries such as insurance companies. Bank of America and Transamerica were separated, with the latter company continuing in the insurance sector. However, federal banking regulators prohibited Bank of America's interstate banking activity, and Bank of America's domestic banks outside California were forced into a separate company that eventually became First Interstate Bancorp, later acquired by Wells Fargo and Company in 1996. Only in the 1980s, with a change in federal banking legislation and regulation, could Bank of America again expand its domestic consumer banking activity outside California.

New technologies also enabled the direct linking of credit cards with individual bank accounts. In 1958, the bank introduced the BankAmericard, which was renamed to Visa in 1977.[21] A coalition of regional bankcard associations introduced Interbank in 1966 to compete with BankAmericard. Interbank became Master Charge in 1966 and then Mastercard in 1979.[22]

From February 1970 through September 1971, there were 66 attacks on Bank of America branches in California, including 53 bombings or fire-bombings, and 13 arson fires. There were "few injuries" and the property damage cost about $500,000, 80% of which was from the burning of the Isla Vista branch during a February 1970 riot.[23]

Expansion outside California

[edit]
Bank of America's logo from 1969 to 1998
Bank of America Tower, headquarters for Bank of America's investment banking operations, seen from Bryant Park in Midtown Manhattan, in 2015

Following the passage of the Bank Holding Company Act of 1956 by the U.S. Congress,[24] BankAmerica Corporation was established for the purpose of owning and operating Bank of America and its subsidiaries.

In 1983, Bank of America expanded outside California, through acquisition, orchestrated in part by Stephen McLin of Seafirst Corporation in Seattle, and its wholly owned banking subsidiary, Seattle-First National Bank.[25] Seafirst was at risk of seizure by the federal government after becoming insolvent due to a series of bad loans to the oil industry. BankAmerica continued to operate its new subsidiary as Seafirst rather than Bank of America until the 1998 merger with NationsBank.[25]

BankAmerica experienced huge losses in 1986 and 1987 due to the placement of a series of bad loans in the Third World. The company fired its CEO, Sam Armacost, in 1986. Though Armacost blamed the problems on his predecessor, A. W. (Tom) Clausen, Clausen was appointed to replace Armacost.[citation needed] The losses resulted in a huge decline of BankAmerica stock, making it vulnerable to a hostile takeover. First Interstate Bancorp of Los Angeles (which had originated from banks once owned by BankAmerica), launched such a bid in the fall of 1986, although BankAmerica rebuffed it, mostly by selling operations.[26] It sold its FinanceAmerica subsidiary to Chrysler and the brokerage firm Charles Schwab and Co. back to Mr. Schwab. It also sold Bank of America and Italy to Deutsche Bank. By the time of the 1987 stock-market crash, BankAmerica's share price had fallen to $8, but by 1992 it had rebounded mightily to become one of the biggest gainers of that half-decade.[citation needed]

BankAmerica's next big acquisition came in 1992. The company acquired Security Pacific Corporation and its subsidiary Security Pacific National Bank in California and other banks in Arizona, Idaho, Oregon, and Washington, which Security Pacific had acquired in a series of acquisitions in the late 1980s. This represented, at the time, the largest bank acquisition in history.[27] Federal regulators, however, forced the sale of roughly half of Security Pacific's Washington subsidiary, the former Rainier Bank, as the combination of Seafirst and Security Pacific Washington would have given BankAmerica too large a share of the market in that state. The Washington branches were divided and sold to West One Bancorp (now U.S. Bancorp) and KeyBank.[28] Later that year, BankAmerica expanded into Nevada by acquiring Valley Bank of Nevada.[29]

In 1994, BankAmerica acquired the Continental Illinois National Bank and Trust Co. of Chicago. At the time, no bank possessed the resources to bail out Continental, so the federal government operated the bank for nearly a decade.[30] Illinois then regulated branch banking extremely heavily, so Bank of America Illinois was a single-unit bank until the 21st century. BankAmerica moved its national lending department to Chicago in an effort to establish a financial beachhead in the region.[31]

These mergers helped BankAmerica Corporation to once again become the largest U.S. bank holding company in terms of deposits, but the company fell to second place in 1997 behind North Carolina's fast-growing NationsBank Corporation, and to third in 1998 behind First Union Corp.[citation needed]

On the capital markets side, the acquisition of Continental Illinois helped BankAmerica to build a leveraged finance origination- and distribution business, which allowed the firm's existing broker-dealer, BancAmerica Securities (originally named BA Securities), to become a full-service franchise.[32] In addition, in 1997, BankAmerica acquired Robertson Stephens, a San Francisco–based investment bank specializing in high technology for $540 million.[33] Robertson Stephens was integrated into BancAmerica Securities, and the combined subsidiary was renamed "BancAmerica Robertson Stephens".[34]

Merger of NationsBank and BankAmerica

[edit]
Bank of America's logo used from 1998 to 2018

In 1997, BankAmerica lent investment management firm D. E. Shaw & Co. $1.4 billion to run various businesses for the bank.[35] However, D.E. Shaw suffered significant losses during the 1998 Russian financial crisis.[36][37] NationsBank of Charlotte acquired BankAmerica in 1998 in what was the largest bank acquisition in history at that time.[38]

While NationsBank was the nominal survivor, the merged bank took the better-known name of Bank of America. Hence, the holding company was renamed Bank of America Corporation, while NationsBank, N.A., merged with Bank of America NT&SA to form Bank of America, N.A. as the remaining legal bank entity.[39] The combined bank operates under Federal Charter 13044, which was granted to Giannini's Bank of Italy on March 1, 1927. However, the merged company was and still is headquartered in Charlotte, and retains NationsBank's pre-1998 stock price history. All U.S. Securities and Exchange Commission (SEC) filings before 1998 are listed under NationsBank, not Bank of America. NationsBank president, chairman, and CEO Hugh McColl took on the same roles with the merged company.[citation needed]

In 1998, Bank of America possessed combined assets of $570 billion, as well as 4,800 branches in 22 U.S. states.[citation needed] Despite the size of the two companies, federal regulators insisted only upon the divestiture of 13 branches in New Mexico, in towns that would be left with only a single bank following the combination.[40] These branches were sold to BOK Financial Corporation, which operates them under the name "Bank of Albuquerque".[41][42] The broker-dealer, NationsBanc Montgomery Securities, was named Banc of America Securities in 1998.[citation needed]

Banc of America Securities

[edit]
Banc of America Securities
Company typeSubsidiary
ISINUS0605051046 Edit this on Wikidata
IndustryFinancial services
Founded1998 (1998)
Defunct2008 (2008)
SuccessorBank of America Merrill Lynch
HeadquartersNew York City, US
Key people
Kenneth D. Lewis, President
Revenue98,581,000,000 United States dollar (2023) Edit this on Wikidata
18,995,000,000 United States dollar (2020) Edit this on Wikidata
26,515,000,000 United States dollar (2023) Edit this on Wikidata
Total assets3,180,151,000,000 United States dollar (2023) Edit this on Wikidata
Number of employees
209,000 (2017) Edit this on Wikidata
Websitewww.bofasecurities.com

Banc of America Securities LLC (BAS) was the investment banking subsidiary of BoA from 1998 until BoA was merged with Merrill Lynch (2008). Headquartered in New York City, the company competed in both the domestic and international equity and investment banking markets. The company was a registered broker-dealer with the United States Securities and Exchange Commission (SEC) and was a member of the New York Stock Exchange and the National Association of Securities Dealers. The use of "Banc" in the BAS's name was indicative of the fact that the company was not a bank, and its deposits and other holdings were not insured by the Federal Deposit Insurance Corporation.

The subsidiary was founded in 1998 following a strategy pioneered by Citigroup that combines corporate lending with investment banking advice and services.[43] During its years of operation, its strongest investment banking groups included high-yield debt underwriting and Leveraged Finance, in addition to industry coverage groups such as Healthcare, Consumer & Retail, Global Industries, Media & Telecom, Financial Institutions, Real Estate, and Gaming. It also had a massive equities and derivatives group led by John Sandelman. The group was later led by Chris Innes from 2002 to 2006 (in 2001, Innes was instrumental in a deal kept private that generated $100 million in fees for the bank adjusted (191mm in 2025 $$)), the largest equities derivative deal of all time. Innes had become one of the youngest managing directors in the firm's history at 27, and made Global Head of Equities, Derivatives, and Prime Brokerage at 32 before leaving to launch his own hedge fund. BAS also did a significant amount of work for Financial Sponsors, or private equity firms, often financing leveraged transactions. On the product side, the firm employed M&A senior bankers throughout the industry coverage groups. BAS also had a stand-alone Mergers & Acquisitions Group, consisting of bankers that transact M&A deals across all industries, as well as a Transaction Development Group, which aimed to identify and market transaction opportunities. The unit also had sizeable fixed income, currency, and commodities divisions.

During 2007–2008, BAS significantly downsized its international operations, eliminating a number of industry groups in Europe, as well as cutting numerous banking and sales and trading positions in North America and Asia prior to its merger with Merrill Lynch. On October 3, 2008, Bank of America announced that John Thain would lead the combined Bank of America/Merrill Lynch Global Corporate and Investment Banking enterprise. Thain was forced out by Bank of America Chairman Kenneth D. Lewis on January 22, 2009, because of the colossal losses visited on B of A due to its acquisition of Merrill Lynch.[44] With Thain's departure, Brian Moynihan became president of Global Banking and Global Wealth and Investment Management.[44] After the merger was closed, the SEC Registration of Banc of America Securities was terminated in January 2011.

BAS operated from a number of offices across the world, with major offices in New York, New York, Charlotte, North Carolina, Chicago, Illinois, San Francisco, California, Tokyo, Frankfurt, London, and Mumbai. The bulk of its investment banking operations eventually moved to the Bank of America Tower, a $1 billion, 58-story skyscraper, at Bryant Park in New York City that was completed in 2009. Prior to that, BAS in New York had offices in various locations due to the numerous mergers that had taken place over the previous decade, including space at 9 West 57th Street, 1 World Trade Center, 1633 Broadway, 40 East 52nd Street, 335 Madison Avenue, and 100 West 33rd Street.

2005 to 2007

[edit]
A typical Bank of America branch in Los Angeles
Mobile ATM
Emergency ATMs were put in place in Hoboken, New Jersey, following Hurricane Sandy in 2012

In 2001, McColl stepped down as CEO and named Ken Lewis as his successor. In 2004, Bank of America announced it would purchase Boston-based bank FleetBoston Financial for $47 billion in cash and stock.[45] By merging with Bank of America, all of its banks and branches were given the Bank of America logo. At the time of the merger, FleetBoston was the seventh-largest bank in the United States with $197 billion in assets, over 20 million customers, and revenue of $12 billion.[45] Hundreds of FleetBoston workers lost their jobs or were demoted, according to The Boston Globe.

On June 30, 2005, Bank of America announced it would purchase credit card giant MBNA for $35  billion in cash and stock. The Federal Reserve Board gave final approval to the merger on December 15, 2005, and the merger closed on January 1, 2006. The acquisition of MBNA provided Bank of America with a leading domestic and foreign credit card issuer. The combined Bank of America Card Services organization, including the former MBNA, had more than 40 million U.S. accounts and nearly $140 billion in outstanding balances. Under Bank of America, the operation was renamed FIA Card Services.

Bank of America operated under the name BankBoston in many other Latin American countries, including Brazil. In May 2006, Bank of America and Banco Itaú (Investimentos Itaú S.A.) entered into an acquisition agreement, through which Itaú agreed to acquire BankBoston's operations in Brazil, and was granted an exclusive right to purchase Bank of America's operations in Chile and Uruguay, in exchange for Itaú shares. The deal was signed in August 2006.

Before the transaction, BankBoston's Brazilian operations included asset management, private banking, a credit card portfolio, and small, middle-market, and large corporate segments. It had 66 branches and 203,000 clients in Brazil. BankBoston in Chile had 44 branches and 58,000 clients, and in Uruguay, it had 15 branches. In addition, there was a credit card company, OCA, in Uruguay, which had 23 branches. BankBoston N.A. in Uruguay, together with OCA, jointly served 372,000 clients. While the BankBoston name and trademarks were not part of the transaction, as part of the sale agreement, they cannot be used by Bank of America in Brazil, Chile, or Uruguay following the transactions. Hence, the BankBoston name has disappeared from Brazil, Chile, and Uruguay. The Itaú stock received by Bank of America in the transactions has allowed Bank of America's stake in Itaú to reach 11.51%. Banco de Boston de Brazil had been founded in 1947.

On November 20, 2006, Bank of America announced the purchase of The United States Trust Company for $3.3 billion from the Charles Schwab Corporation. US Trust had about $100 billion of assets under management and over 150 years of experience. The deal closed July 1, 2007.[46]

On September 14, 2007, Bank of America won approval from the Federal Reserve to acquire LaSalle Bank Corporation from ABN AMRO for $21 billion. With this purchase, Bank of America possessed $1.7 trillion in assets. A Dutch court blocked the sale until it was later approved in July. The acquisition was completed on October 1, 2007. Many of LaSalle's branches and offices had already taken over smaller regional banks within the previous decade, such as Lansing and Detroit-based Michigan National Bank. The acquisition also included the Chicago Marathon event, which ABN AMRO acquired in 1996. Bank of America took over the event starting with the 2007 race.

The deal increased Bank of America's presence in Illinois, Michigan, and Indiana by 411 branches, 17,000 commercial bank clients, 1.4 million retail customers, and 1,500 ATMs. Bank of America became the largest bank in the Chicago market with 197 offices and 14% of the deposit share, surpassing JPMorgan Chase.

LaSalle Bank and LaSalle Bank Midwest branches adopted the Bank of America name on May 5, 2008.[47]

2007–2010 (Subprime mortgage crisis)

[edit]

During the subprime mortgage crisis, the bank, under Ken Lewis, made two major acquisitions that would shape the future of the company for the next couple of years coming out of the crisis. Specifically, the bank was sued by many different parties and made to pay tens of billions of dollars.

Acquisition of Countrywide Financial

[edit]

On August 23, 2007, the company announced a $2 billion repurchase agreement for Countrywide Financial. This purchase of preferred stock was arranged to provide a return on investment of 7.25% per annum and provided the option to purchase common stock at a price of $18 per share.[48]

On January 11, 2008, Bank of America announced that it would buy Countrywide Financial for $4.1 billion.[49] In March 2008, it was reported that the Federal Bureau of Investigation (FBI) was investigating Countrywide for possible fraud relating to home loans and mortgages.[50] This news did not hinder the acquisition, which was completed in July 2008,[51] giving the bank a substantial market share of the mortgage business, and access to Countrywide's resources for servicing mortgages.[52] The acquisition was seen as preventing a potential bankruptcy for Countrywide. Countrywide, however, denied that it was close to bankruptcy. Countrywide provided mortgage servicing for nine million mortgages valued at $1.4 trillion as of December 31, 2007.[53]

This purchase made Bank of America Corporation the leading mortgage originator and servicer in the U.S., controlling 20–25% of the home loan market.[54] The deal was structured to merge Countrywide with the Red Oak Merger Corporation, which Bank of America created as an independent subsidiary. It has been suggested that the deal was structured this way to prevent a potential bankruptcy stemming from large losses in Countrywide, hurting the parent organization by keeping Countrywide's bankruptcy remote.[55] Countrywide Financial has changed its name to Bank of America Home Loans.

In December 2011, the Justice Department announced a $335 million settlement with Bank of America over discriminatory lending practices at Countrywide Financial. Attorney General Eric Holder said a federal probe found discrimination against qualified African-American and Latino borrowers from 2004 to 2008. He said that minority borrowers who qualified for prime loans were steered into higher-interest-rate subprime loans.[56]

Acquisition of Merrill Lynch

[edit]
Chart showing the trajectory of Bank of America's share value and transaction volume during the 2008 financial crisis

On September 14, 2008, Bank of America announced its intention to purchase Merrill Lynch & Co., Inc. in an all-stock deal worth approximately $50 billion. Merrill Lynch was at the time within days of collapse, and the acquisition effectively saved Merrill from bankruptcy.[57] Around the same time Bank of America was reportedly also in talks to purchase Lehman Brothers, however a lack of government guarantees caused the bank to abandon talks with Lehman.[58] Lehman Brothers filed for bankruptcy the same day Bank of America announced its plans to acquire Merrill Lynch.[59] This acquisition made Bank of America the largest financial services company in the world.[60] Temasek Holdings, the largest shareholder of Merrill Lynch & Co., Inc., briefly became one of the largest shareholders of Bank of America, with a 3% stake.[61] However, taking a loss Reuters estimated at $3 billion, the Singapore sovereign wealth fund sold its whole stake in Bank of America in the first quarter of 2009.[62]

Shareholders of both companies approved the acquisition on December 5, 2008, and the deal closed January 1, 2009.[63] Bank of America had planned to retain various members of the then Merrill Lynch's CEO, John Thain's management team after the merger.[64] However, after Thain was removed from his position, most of his allies left. The departure of Nelson Chai, who had been named Asia-Pacific president, left just one of Thain's hires in place: Tom Montag, head of sales and trading.[65]

The bank, in its January 16, 2009, earnings release, revealed massive losses at Merrill Lynch in the fourth quarter, which necessitated an infusion of money that had previously been negotiated[66] with the government as part of the government-persuaded deal for the bank to acquire Merrill. Merrill recorded an operating loss of $21.5 billion in the quarter, mainly in its sales and trading operations, led by Tom Montag. The bank also disclosed it tried to abandon the deal in December after the extent of Merrill's trading losses surfaced, but was compelled to complete the merger by the U.S. government. The bank's stock price sank to $7.18, its lowest level in 17 years, after announcing earnings and the Merrill mishap. The market capitalization of Bank of America, including Merrill Lynch, was then $45 billion, less than the $50 billion it offered for Merrill just four months earlier, and down $108 billion from the merger announcement.

Bank of America CEO Kenneth Lewis testified before Congress[5] that he had some misgivings about the acquisition of Merrill Lynch and that federal official pressured him to proceed with the deal or face losing his job and endangering the bank's relationship with federal regulators.[67]

Lewis's statement is backed up by internal emails subpoenaed by Republican lawmakers on the House Oversight Committee.[68] In one of the emails, Richmond Federal Reserve President Jeffrey Lacker threatened that if the acquisition did not go through, and later Bank of America were forced to request federal assistance, the management of Bank of America would be "gone". Other emails, read by Congressman Dennis Kucinich during the course of Lewis' testimony, state that Mr. Lewis had foreseen the outrage from his shareholders that the purchase of Merrill would cause, and asked government regulators to issue a letter stating that the government had ordered him to complete the deal to acquire Merrill. Lewis, for his part, states he didn't recall requesting such a letter.

The acquisition made Bank of America the number one underwriter of global high-yield debt, the third largest underwriter of global equity and the ninth largest adviser on global mergers and acquisitions.[69] As the credit crisis eased, losses at Merrill Lynch subsided, and the subsidiary generated $3.7 billion of Bank of America's $4.2 billion in profit by the end of quarter one in 2009, and over 25% in quarter 3 2009.[70][71]

On September 28, 2012, Bank of America settled the class-action lawsuit over the Merrill Lynch acquisition and will pay $2.43 billion.[72] This was one of the first major securities class action lawsuits stemming from the 2008 financial crisis to settle. Many major financial institutions had a stake in this lawsuit, including Chicago Clearing Corporation, hedge funds, and bank trusts, due to the belief that Bank of America stock was a sure investment.

Federal Troubled Asset Relief Program

[edit]

On January 16, 2009, Bank of America received $20 billion and a guarantee of $118 billion in potential losses from the U.S. government through the Troubled Asset Relief Program (TARP).[73] This was in addition to the $25 billion given to the bank in the fall of 2008 through TARP. The additional payment was part of a deal with the U.S. government to preserve Bank of America's merger with Merrill Lynch.[74] Since then, members of the U.S. Congress have expressed considerable concern about how this money has been spent, especially since some of the recipients have been accused of misusing the bailout money.[75] Then CEO Ken Lewis was quoted as claiming "We are still lending, and we are lending far more because of the TARP program." Members of the U.S. House of Representatives, however, were skeptical and quoted many anecdotes about loan applicants (particularly small business owners) being denied loans and credit card holders facing stiffer terms on the debt in their card accounts.

According to an article in The New York Times published on March 15, 2009, Bank of America received an additional $5.2 billion in government bailout money via the bailout of American International Group.[76]

As a result of its federal bailout and management problems, The Wall Street Journal reported that the Bank of America was operating under a secret "memorandum of understanding" (MOU) from the U.S. government that requires it to "overhaul its board and address perceived problems with risk and liquidity management". With the federal action, the institution has taken several steps, including arranging for six of its directors to resign and forming a Regulatory Impact Office. Bank of America faces several deadlines in July and August and if not met, could face harsher penalties by federal regulators. Bank of America did not respond to The Wall Street Journal story.[77]

On December 2, 2009, Bank of America announced it would repay the entire $45 billion it received in TARP and exit the program, using $26.2 billion of excess liquidity along with $18.6 billion to be gained in "common equivalent securities" (Tier 1 capital). The bank announced it had completed the repayment on December 9. Bank of America's Ken Lewis said during the announcement, "We appreciate the critical role that the U.S. government played last fall in helping to stabilize financial markets, and we are pleased to be able to fully repay the investment, with interest.... As America's largest bank, we have a responsibility to make good on the taxpayers' investment, and our record shows that we have been able to fulfill that commitment while continuing to lend."[78][79]

Bonus settlement

[edit]

On August 3, 2009, Bank of America agreed to pay a $33 million fine, without admission or denial of charges, to the U.S. Securities and Exchange Commission (SEC) over the non-disclosure of an agreement to pay up to $5.8 billion of bonuses at Merrill. The bank approved the bonuses before the merger but did not disclose them to its shareholders when the shareholders were considering approving the Merrill acquisition, in December 2008. The issue was originally investigated by New York Attorney General Andrew Cuomo, who commented after the suit and announced a settlement that "the timing of the bonuses, as well as the disclosures relating to them, constituted a 'surprising fit of corporate irresponsibility'" and "our investigation of these and other matters pursuant to New York's Martin Act will continue". Congressman Kucinich commented at the same time that "This may not be the last fine that Bank of America pays for how it handled its merger of Merrill Lynch."[80] A federal judge, Jed Rakoff, in an unusual action, refused to approve the settlement on August 5.[81] A first hearing before the judge on August 10 was at times heated, and he was "sharply critic[al]" of the bonuses. David Rosenfeld represented the SEC, and Lewis J. Liman, son of Arthur L. Liman, represented the bank. The actual amount of bonuses paid was $3.6 billion, of which $850 million was "guaranteed" and the rest was shared among 39,000 workers who received average payments of $91,000; 696 people received more than $1 million in bonuses; at least one person received a more than $33 million bonus.[82]

On September 14, the judge rejected the settlement and told the parties to prepare for trial to begin no later than February 1, 2010. The judge focused much of his criticism on the fact that the fine in the case would be paid by the bank's shareholders, who were the ones that were supposed to have been injured by the lack of disclosure. He wrote, "It is quite something else for the very management that is accused of having lied to its shareholders to determine how much of those victims' money should be used to make the case against the management go away," ... "The proposed settlement," the judge continued, "suggests a rather cynical relationship between the parties: the S.E.C. gets to claim that it is exposing wrongdoing on the part of the Bank of America in a high-profile merger; the bank's management gets to claim that they have been coerced into an onerous settlement by overzealous regulators. And all this is done at the expense, not only of the shareholders but also of the truth."[83]

While ultimately deferring to the SEC, in February 2010, Judge Rakoff approved a revised settlement with a $150 million fine "reluctantly", calling the accord "half-baked justice at best" and "inadequate and misguided". Addressing one of the concerns he raised in September, the fine will be "distributed only to Bank of America shareholders harmed by the non-disclosures, or 'legacy shareholders, an improvement on the prior $33 million while still "paltry", according to the judge. Case: SEC v. Bank of America Corp., 09-cv-06829, United States District Court for the Southern District of New York.[84] Investigations also were held on this issue in the United States House Committee on Oversight and Government Reform,[83] under chairman Edolphus Towns (D-NY)[85] and in its investigative Domestic Policy Subcommittee under Kucinich.[86]

Fraud

[edit]

In 2010, the U.S. government accused the bank of defrauding schools, hospitals, and dozens of state and local government organizations via misconduct and illegal activities involving the investment of proceeds from municipal bond sales. As a result, the bank agreed to pay $137.7 million, including $25 million to the Internal Revenue Service and $4.5 million to the state attorney general, to the affected organizations to settle the allegations.[87] Former bank official Douglas Campbell pleaded guilty to antitrust, conspiracy, and wire fraud charges. As of January 2011, other bankers and brokers are under indictment or investigation.[88]

On October 24, 2012, the top federal prosecutor in Manhattan filed a lawsuit alleging that Bank of America fraudulently cost American taxpayers more than $1 billion when Countrywide Financial sold toxic mortgages to Fannie Mae and Freddie Mac. The scheme was called 'Hustle', or High Speed Swim Lane.[89][90] On May 23, 2016, the Second U.S. Circuit Court of Appeals ruled that the finding of fact by the jury that low quality mortgages were supplied by Countrywide to Fannie Mae and Freddie Mac in the "Hustle" case supported only "intentional breach of contract", not a fraud. The action, for civil fraud, relied on provisions of the Financial Institutions Reform, Recovery and Enforcement Act. The decision turned on lack of intent to defraud at the time the contract to supply mortgages was made.[91]

Change of CEO

[edit]

Ken Lewis, who had lost the title of chairman of the board, announced that he would retire as CEO effective December 31, 2009, in part due to controversy and legal investigations concerning the purchase of Merrill Lynch. Brian Moynihan became president and CEO effective January 1, 2010, and afterward credit card charge offs and delinquencies declined in January. Bank of America also repaid the $45 billion it had received from the Troubled Assets Relief Program.[92][93]

2011 to present

[edit]

Downsizing (2011 to 2014)

[edit]

During 2011, Bank of America began conducting personnel reductions of an estimated 36,000 people, contributing to intended savings of $5 billion per year by 2014.[94] In December 2011, Forbes ranked Bank of America's financial wealth 91st out of the nation's largest 100 banks and thrift institutions.[95]

Bank of America cut around 16,000 jobs in a quicker fashion by the end of 2012 as revenue continued to decline because of new regulations and a slow economy. This put a plan one year ahead of time to eliminate 30,000 jobs under a cost-cutting program, called Project New BAC.[96] In the first quarter of 2014, Berkshire Bank purchased 20 Bank of America branches in Central and eastern New York for 14.4 million dollars. The branches were from Utica/Rome region and down the Mohawk Valley east to the capital region. In April and May 2014, Bank of America sold two dozen branches in Michigan to Huntington Bancshares. The locations were converted to Huntington National Bank branches in September.[97]

As part of its new strategy Bank of America is focused on growing its mobile banking platform. As of 2014, Bank of America has 31 million active online users and 16 million mobile users. Its retail banking branches have decreased to 4,900 as a result of increased mobile banking use and a decline in customer branch visits. By 2018, the number of mobile users has increased to 25.3 million and the number of locations fell to 4,411 at the end of June.[98]

Sale of stake in China Construction Bank

[edit]

In 2005, Bank of America acquired a 9% stake in China Construction Bank, one of the Big Four banks in China, for US$3 billion.[99] It represented the company's largest foray into China's growing banking sector. Bank of America has offices in Hong Kong, Shanghai, and Guangzhou and was looking to greatly expand its Chinese business as a result of this deal. In 2008, Bank of America was awarded Project Finance Deal of the Year at the 2008 ALB Hong Kong Law Awards.[100] In November 2011, Bank of America announced plans to divest most of its stake in the China Construction Bank.[101]

In September 2013, Bank of America sold its remaining stake in the China Construction Bank for as much as $1.5 billion, marking the firm's full exit from the country.[102]

$17 billion settlement with Justice Department

[edit]

In August 2014, Bank of America agreed to a near–$17 billion deal to settle claims against it relating to the sale of toxic mortgage-linked securities including subprime home loans, in what was believed to be the largest settlement in U.S. corporate history. The bank agreed with the U.S. Justice Department to pay $9.65 billion in fines, and $7 billion in relief to the victims of the faulty loans which included homeowners, borrowers, pension funds and municipalities.[103] Real estate economist Jed Kolko said the settlement is a "drop in the bucket" compared to the $700 billion in damages done to 11 million homeowners. Since the settlement covered such a substantial portion of the market, he said for most consumers "you're out of luck".[104]

Much of the government's prosecution was based on information provided by three whistleblowers – Shareef Abdou (a senior vice president at the bank), Robert Madsen (a professional appraiser employed by a bank subsidiary), and Edward O'Donnell (a Fannie Mae official). The three men received $170 million in whistleblower awards.[105]

Decision not to finance makers of military-style guns

[edit]

In April 2018, Bank of America announced that it would stop providing financing to makers of military-style weapons such as the AR-15 rifle.[106] .

Return to expansion (2015–present)

[edit]
Bank of America's footprint in 2015, before its organic expansion in the Denver, Indianapolis, Ohio, Pittsburgh, and Twin Cities markets
A Bank of America branch in the Chestnut Hill section of Philadelphia

In 2015, Bank of America began expanding organically, opening branches in cities where it previously did not have a retail presence. They started that year in Denver, followed by Minneapolis–Saint Paul and Indianapolis, in all cases having at least one of its Big Four competitors, with Chase Bank being available in Denver and Indianapolis, while Wells Fargo is available in Denver and the Twin Cities.[107] The Twin Cities market is also the home market of U.S. Bancorp, the largest non-Big Four rival.

In January 2018, Bank of America announced an organic expansion of its retail footprint into Pittsburgh and surrounding areas, to supplement its existing commercial lending and investment businesses in the area. Before the expansion, Pittsburgh had been one of the largest US cities without a retail presence by any of the Big Four, with locally based PNC Financial Services (no. 6 nationally) having a commanding market share in the area;[107][108] this coincided with Chase making a similar expansion into Pittsburgh.[109] By the end of the fiscal year 2020, Bank of America had become Pittsburgh's 16th largest bank by deposits, which considering the dominance of PNC and BNY Mellon in the market is considered relatively impressive.[110] By 2021, Bank of America had moved up to 12th in the market.[111]

In February 2018, Bank of America announced it would expand into Ohio across the state's three biggest cities (Cleveland, Columbus, and Cincinnati), which are strongholds of Chase.[112][113] Columbus serves as the bank's hub in Ohio due to its central location as the state's capital, its overall size and growth, and an existing Bank of America call center for its credit card division in suburban Westerville. Within a year of entering Ohio, Columbus quickly saw the bank become the 5th largest in the market by deposits, behind only banks either based in Ohio (Fifth Third Bank and locally based Huntington Bancshares) or have a major presence as a result of an acquisition of an Ohio-based institution (Chase and PNC), and ahead of US Bancorp (also with a large presence due to acquiring an Ohio-based bank), Ohio-based KeyBank, and several local institutions.[114] As of 2021, Bank of America is the 9th largest bank by deposits in all of Ohio.[111]

In January 2020, Bank of America hired new advisors whose primary functions are to assist ultra-wealthy clients.[115]

Operations

[edit]

Bank of America generates 90% of its revenues in its domestic market. The core of Bank of America's strategy is to be the number one bank in its domestic market. It has achieved this through key acquisitions.[116]

Consumer Banking

[edit]
A Bank of America branch in Washington, D.C.

Consumer Banking, the largest division in the company, provides financial services to consumers and small businesses including, banking, investments, merchant services, and lending products including business loans, mortgages, and credit cards. It provides stockbroker services via Merrill Edge, a specific division for investment and related services, such as research and call center counsel, after Merrill Lynch became a subsidiary of Bank of America. The consumer banking division represented 38% of the company's total revenue in 2016.[117] The company earns revenue from interest income, service charges, and fees. In addition, the company is a mortgage servicer. It competes primarily with the retail banking arms of America's three other megabanks: Citigroup, JPMorgan Chase, and Wells Fargo. The Consumer Banking organization includes over 4,600 retail financial centers and approximately 15,900 automated teller machines.

Bank of America is a member of the Global ATM Alliance, a joint venture of several major international banks that provides for reduced fees for consumers using their ATM card or check card at another bank within the Global ATM Alliance when travelling internationally. This feature is restricted to withdrawals using a debit card and users are still subject to foreign currency conversion fees, credit card withdrawals are still subject to cash advance fees and foreign currency conversion fees.

Global Banking

[edit]
Bank of America Tower, on Laura Street in Jacksonville, Florida

The Global Banking division provides banking services, including investment banking and lending products to businesses. It includes the businesses of Global Corporate Banking, Global Commercial Banking, Business Banking, and Global Investment Banking. The division represented 22% of the company's revenue in 2016.[117]

Before Bank of America's acquisition of Merrill Lynch, the Global Corporate and Investment Banking (GCIB) business operated as Banc of America Securities LLC. The bank's investment banking activities operate under the Merrill Lynch subsidiary and provided mergers and acquisitions advisory, underwriting, capital markets, as well as sales & trading in fixed income and equities markets. Its strongest groups include Leveraged Finance, Syndicated Loans, and mortgage-backed securities. It also has one of the largest research teams on Wall Street. Bank of America Merrill Lynch is headquartered in New York City.

Global Wealth and Investment Management

[edit]

The Global Wealth and Investment Management (GWIM) division manages the investment assets of institutions and individuals. It includes the businesses of Merrill Lynch Global Wealth Management and U.S. Trust and represented 21% of the company's total revenue in 2016.[117] It is among the 10 largest U.S. wealth managers. It has over $2.5 trillion in client balances.[117] GWIM has five primary lines of business: Premier Banking & Investments (including Bank of America Investment Services, Inc.), The Private Bank, Family Wealth Advisors, and Bank of America Specialist.

Global Markets

[edit]
International relations
Bank of America CEO Brian Moynihan met Narendra Modi, Prime Minister of India, in New Delhi in December 2014

The Global Markets division offers services to institutional clients, including trading in financial securities. The division provides research and other services such as securities service, market maker, and risk management using derivatives. The division represented 19% of the company's total revenues in 2016.[117]

Labor

[edit]

On April 9, 2019, the company announced minimum wage will be increased beginning May 1, 2019, to $17.00 an hour until it reaches a goal of $20.00 an hour in 2021.[118]

Offices

[edit]

The Bank of America principal executive offices are located in the Bank of America Corporate Center, Charlotte, North Carolina. The skyscraper is located at 100 North Tryon Street, and stands at 871 ft (265 m), having been completed in 1992.

In 2012, Bank of America cut ties to the American Legislative Exchange Council (ALEC).[119]

International offices

[edit]

Bank of America's Global Corporate and Investment Banking has its U.S. headquarters in Charlotte, European headquarters in Dublin, and Asian headquarters in Hong Kong and Singapore.[120]

Chief executive officer

[edit]

List of CEOs

[edit]
Current CEO, Brian Moynihan
Brian Moynihan, Bank of America CEO since 2010
  1. Hugh McColl (1998–2001)[121]
  2. Ken Lewis (2001–2009)[122]
  3. Brian Moynihan (2010– )[123]

Charitable efforts

[edit]
Bank of America volunteers at an LGBT pride parade in Los Angeles in 2011

In 1998, the bank made a ten-year commitment of $350 billion to provide affordable mortgages, build affordable housing, support small businesses and create jobs in disadvantaged neighbourhoods.[124] In 2004, the bank pledged $750 million over a ten-year period for community development lending and affordable housing programs.[125]

In 2007, the bank offered employees a $3,000 rebate for the purchase of hybrid vehicles. The company also provided a $1,000 rebate or a lower interest rate for customers whose homes qualified as energy efficient.[126] In 2007, Bank of America partnered with Brighter Planet to offer an eco-friendly credit card, and later a debit card, which help build renewable energy projects with each purchase.[127] Bank of America has also donated money to help health centers in Massachusetts[128] and made a $1 million donation in 2007 to help homeless shelters in Miami.[129]

In India, Bank of America donates to the preservation and documentation of relics. Since 2010, under the stewardship of Kaku Nakhate, president and head of BoA India, the company has supported arts and culture in the country, including sponsoring the Children's Museum at CSMVS (Chhatrapati Shivaji Maharaj Vastu Sangrahalaya, formerly known as Prince of Wales Museum).[130]

Lawsuits, controversies, and incidents

[edit]

Lawsuits

[edit]

Parmalat lawsuit

[edit]

Parmalat SpA is a multinational Italian dairy and food corporation. Following Parmalat's 2003 bankruptcy, the company sued Bank of America for $10 billion, alleging the bank profited from its knowledge of Parmalat's financial difficulties. The parties announced a settlement in July 2009, resulting in Bank of America paying Parmalat $98.5 million in October 2009.[131][132] In a related case, on April 18, 2011, an Italian court acquitted Bank of America and three other large banks, along with their employees, of charges they assisted Parmalat in concealing its fraud, and of lacking sufficient internal controls to prevent such frauds. Prosecutors did not immediately say whether they would appeal the rulings. In Parma, the banks were still charged with covering up the fraud.[133]

Mortgage abuses

[edit]

In August 2011, Bank of America was sued for $10 billion by American International Group over an alleged "massive fraud" on mortgage debt.[134] Another lawsuit filed against Bank of America, pertained to $57.5 billion in mortgage-backed securities Bank of America sold to Fannie Mae and Freddie Mac.[135] That December, Bank of America agreed to pay $335 million to settle a federal government claim that Countrywide Financial had discriminated against Hispanic and African-American homebuyers from 2004 to 2008, prior to being acquired by BofA.[136] In September 2012, BofA settled out of court for $2.4 billion in a class action lawsuit filed by BofA shareholders who felt they were misled about the purchase of Merrill Lynch.[137]

On February 9, 2012, it was announced that the five largest mortgage servicers (Ally/GMAC, Bank of America, Citi, JPMorgan Chase, and Wells Fargo) agreed to a historic settlement with the federal government and 49 states.[138] The settlement, known as the National Mortgage Settlement (NMS), required the servicers to provide about $26 billion in relief to distressed homeowners and indirect payments to the states and the federal government. This settlement amount makes the NMS the second largest civil settlement in U.S. history, only trailing the Tobacco Master Settlement Agreement.[139] The five banks were also required to comply with 305 new mortgage servicing standards. Oklahoma held out and agreed to settle with the banks separately.

On October 24, 2012, American federal prosecutors filed a $1 billion civil lawsuit against Bank of America for mortgage fraud under the False Claims Act, which provides for possible penalties of triple the damages suffered. The government asserted that Countrywide, which was acquired by Bank of America, rubber-stamped mortgage loans to risky borrowers and forced taxpayers to guarantee billions of bad loans through Fannie Mae and Freddie Mac. The suit was filed by Preet Bharara, the United States attorney in Manhattan, the inspector general of FHFA and the special inspector for the Troubled Asset Relief Program.[140] In March 2014, Bank of America settled the suit by agreeing to pay $6.3 billion to Fannie Mae and Freddie Mac and to buy back around $3.2 billion worth of mortgage bonds.[141]

A $7.5 million settlement was reached in April 2014 with former chief financial officer for Bank of America, Joe L. Price, over allegations that the bank's management withheld material information related to its 2008 merger with Merrill Lynch.[142] In August 2014, the United States Department of Justice and the bank agreed to a $16.65 billion agreement over the sale of risky, mortgage-backed securities before the Great Recession; the loans behind the securities were transferred to the company when it acquired banks such as Merrill Lynch and Countrywide in 2008.[143] As a whole, the three firms provided $965 billion of mortgage-backed securities from 2004 to 2008.[144] The settlement was structured to give $7 billion in consumer relief and $9.65 billion in penalty payments to the federal government and state governments; California, for instance, received $300 million to recompense public pension funds.[143][145] The settlement was the largest in United States history between a single company and the federal government.[146][147]

Settlement with homeowners

[edit]

On March 14, 2011, members of hacker group Anonymous began releasing emails said to be from a former Bank of America employee. According to the group, the emails documented alleged "corruption and fraud". The source, identified publicly as Brian Penny,[148] was a former LPI Specialist from Balboa Insurance, a firm which used to be owned by the bank, but was sold to Australian Reinsurance Company QBE.[149] On April 7, 2014, Bank of America and QBE settled a class-action lawsuit stemming from the leak for $228 million.[150]

Unfair billing practices

[edit]

In April 2014, the Consumer Financial Protection Bureau (CFPB) ordered Bank of America to provide an estimated $727 million in relief to consumers harmed by practices related to credit card add-on products. According to the Bureau, roughly 1.4 million customers were affected by deceptive marketing of add-on products, and 1.9 million customers were illegally charged for credit monitoring and reporting services they were not receiving. The deceptive marketing misconduct involved telemarketing scripts containing misstatements and off-script sales pitches made by telemarketers that were misleading and omitted pertinent information. The unfair billing practices involved billing customers for privacy-related products without having the authorization necessary to perform the credit monitoring and credit report retrieval services. As a result, the company billed customers for services they did not receive, unfairly charged consumers for interest and fees, illegally charged approximately 1.9 million accounts, and failed to provide the product benefit.[151] In May 2022, CFPB ordered Bank of America to pay $10 million in penalties for illegal garnishments.[152]

Discrimination

[edit]

In 2018, former senior executive Omeed Malik filed a $100 million arbitration case through FINRA against Bank of America after the company investigated him for alleged sexual misconduct.[153] His defamation claim was on the basis of retaliation, breach of contract, and discrimination against his Muslim background.[154] Malik received an eight-figure settlement in July of the same year.[155][156]

South African currency manipulation

[edit]

In April 2015, the Competition Commission lodged an investigation into cartel conduct by major banks in the foreign currency exchange market affecting the South African rand. The investigation included Bank of America along with other banks including Barclays Bank Plc, CitiGroup Inc, JP Morgan Chase & Co, Standard New York Securities Inc and others. The above traders in foreign currencies are under investigation for directly or indirectly fixing prices on bids, offers and bid-offer spreads with regard to spot, futures and forwards currency trades. The conduct under investigation has the effect of distorting foreign exchange prices and artificially inflating the cost of trading in foreign currency, in relation to the rand.[157]

Fake accounts, junk fees and withheld rewards

[edit]

In 2023, the Consumer Financial Protection Bureau said that a total of $250 million in fines and compensation has been levied against Bank of America for "deceptive practices that harmed hundreds of thousands of consumers", including double charging insufficient funds fees, withholding credit card rewards, and opening accounts without the knowledge or permission of customers.[158]

Controversies

[edit]

Consumer credit controversies

[edit]

In January 2008, Bank of America began notifying some customers without payment problems that their interest rates were more than doubled, up to 28%. The bank was criticized for raising rates on customers in good standing, and for declining to explain why it had done so.[159][160] In September 2009, a Bank of America credit card customer, Ann Minch, posted a video on YouTube criticizing the bank for raising her interest rate. After the video went viral, she was contacted by a Bank of America representative who lowered her rate. The story attracted national attention from television and internet commentators.[161][162][163] In 2010, the bank was criticized for allegedly seizing three properties that were not under their ownership, apparently due to incorrect addresses on their legal documents.[164]

State of Arizona investigation

[edit]

In 2010 the state of Arizona launched an investigation into Bank of America for misleading homeowners who sought to modify their mortgage loans. According to the attorney general of Arizona, the bank "repeatedly has deceived" such mortgagors. In response to the investigation, the bank has given some modifications on the condition that the homeowners remove some information criticizing the bank online.[165]

Investment in coal mining

[edit]

On May 6, 2015, Bank of America announced it would reduce its financial exposure to coal companies. The announcement came following pressure from universities and environmental groups. The new policy was announced as part of the bank's decision to continue to reduce credit exposure over time to the coal mining sector.[166]

Incidents

[edit]

Wikileaks incident

[edit]

In October 2009, Julian Assange of WikiLeaks claimed that his organization possessed a 5 gigabyte hard drive formerly used by a Bank of America executive and that Wikileaks intended to publish its contents.[167] In November 2010, Forbes published an interview with Assange in which he stated his intent to publish information which would turn a major U.S. bank "inside out".[168] In response to this announcement, Bank of America stock dropped 3.2%.[169]

In December 2010, Bank of America announced that it would no longer service requests to transfer funds to WikiLeaks,[170] stating that "Bank of America joins in the actions previously announced by MasterCard, PayPal, Visa Europe, and others and will not process transactions of any type that we have reason to believe are intended for WikiLeaks... This decision is based upon our reasonable belief that WikiLeaks may be engaged in activities that are, among other things, inconsistent with our internal policies for processing payments."[171]

Later in December, it was announced that Bank of America purchased more than 300 Internet domain names in an attempt to preempt bad publicity that might be forthcoming in the anticipated WikiLeaks release. The domain names included as BrianMoynihanBlows.com, BrianMoynihanSucks.com and similar names for other top executives of the bank.[172][173][174][175]

Sometime before August 2011, WikiLeaks claimed that 5 GB of Bank of America leaks was part of the deletion of over 3500 communications by Daniel Domscheit-Berg, a now ex-WikiLeaks volunteer.[176][177]

Ryan Coogler incident

[edit]

In March 2022, the bank was involved in an incident related to filmmaker Ryan Coogler, who was wrongly targeted as a bank robber and detained by the police in Atlanta, after Coogler tried to withdraw cash in the local branch of the Bank of America. After his identity was verified with both his California state ID card and his Bank of America card, Coogler was released and the bank released an apology statement. According to a number of sources, the bank's teller hadn't checked Coogler's ID to verify if he was the owner of the bank account before she asked the bank's supervisor to call police.[178][179][180][181]

Employee fatalities

[edit]

In 2013, an intern in the London office was found dead.[182] It was reported that the intern had worked until 6am for the preceding three days before his death, and that this was typical of expectations at the bank.[183] The incident sparked much debate regarding working hours at the firm, which resulted in rival firm Goldman Sachs capping intern hours to 17 per day.[184]

In 2024, Leo Lukensas III a, former US Army Special Forces Veteran working in the investment banking division also died following heart problems.[185] It was reported that the investment bank has a culture of working weeks in excess of 100 hours per week, and managers encouraging employees to under report their working hours to HR.[186] Lukensas was reported to be seeking to leave the firm, citing excessive working hours.[187] His manager, Gary Howe, was removed as a leader, although not fired from his post following the incident.[citation needed]

Debanking

[edit]

Bank of America has been accused of terminating the accounts of people based on their religious or political views, often with alleged victims being aligned with conservative causes. In 2023, a Christian charity primarily focused on charitable work in Africa reportedly had its account suddenly terminated without explanation. The bank refused to explain anything until contacted by members of the media, where after refusing to explain anything to the customer, it proceeded to make a series of allegedly false accusations against the customer to a reporter. In response, a shareholder action proposal was made at a Bank of America annual meeting.[188] In 2025, US President Donald Trump accused Bank of America CEO Brian Moynahan of political debanking, stating he hoped the CEO would open his bank to conservatives.[189]

Customer privacy

[edit]

The bank faced heavy criticism and a congressional investigation following the events of January 6, 2021 at the US Capitol. The bank was accused of handing over extensive private profile information of any individual who may have shopped at Cabela's, rented a hotel anywhere in Virginia, or went to an ATM in DC on January 5–7, 2021, even though it had been under no compulsion to do so. The bank claimed in its defense only that it was allowed to do so.[190]

Competition

[edit]

Notable buildings

[edit]
Bank of America Plaza in Atlanta, the tallest building in the Southern United States
Bank of America Stadium, home to the Carolina Panthers of the National Football League
The 69 State Street branch in Albany, the oldest continually operating bank building in the United States.[191]

Notable buildings which Bank of America currently occupies include:

In 2010, the bank completed construction of 1 Bank of America Center in Charlotte center city. The tower, and accompanying hotel, is a LEED-certified building.[192]

Former buildings

[edit]
A pyramid-shaped former Bank of America branch building towers over Interstate 410 in San Antonio, Texas, in 2013

The Robert B. Atwood Building in Anchorage, Alaska, was at one time named the Bank of America Center, renamed in conjunction with the bank's acquisition of building tenant Security Pacific Bank. This particular branch was later acquired by Alaska-based Northrim Bank and moved across the street to the Linny Pacillo Parking Garage.

The Bank of America Building (Providence) opened in 1928 as the Industrial Trust Building and remains the tallest building in Rhode Island. Through a number of mergers, it was later known as the Industrial National Bank building and the Fleet Bank building. The building was leased by Bank of America from 2004 to 2012 and has been vacant since March 2013. The building is commonly known as the Superman Building based on a popular belief that it was the model for the Daily Planet building in the Superman comic books.

Miami Tower in Downtown Miami, known as Bank of America Tower for many years, was an iconic appearance in the television series Miami Vice.On April 18, 2012, the AIA's Florida Chapter placed the building on its list of Florida Architecture: 100 Years. 100 Places as the Bank of America Tower.[193]

TC Energy Center in Houston, Texas, was previously known as Bank of America Center until Bank of America ended its tenancy in the building in June 2019. Designed in the postmodern architecture style by renowned architect Philip Johnson, the building has been one of the most recognizable landmarks of the downtown Houston skyline since it was completed in 1983.[194]

See also

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References

[edit]

Further reading

[edit]
[edit]
Revisions and contributorsEdit on WikipediaRead on Wikipedia
from Grokipedia

Bank of America Corporation is a multinational financial services holding company and one of the largest banks in the United States, providing banking, investment, asset management, and other financial products and services to consumers, small and middle-market businesses, and large corporations.
Headquartered at 100 North Tryon Street in Charlotte, North Carolina, the company was formed on September 30, 1998, when NationsBank Corporation acquired BankAmerica Corporation in a $62 billion stock transaction, adopting the Bank of America name while relocating its headquarters from San Francisco to Charlotte.
The institution traces its origins to the Bank of Italy, established on October 17, 1904, by Italian-American banker Amadeo Pietro Giannini in San Francisco's North Beach neighborhood to extend credit to immigrants and laborers excluded by established banks, pioneering widespread branch banking and surviving the 1906 earthquake by safeguarding assets in a makeshift vault.
As of September 30, 2025, Bank of America reported total assets of $3.441 trillion, employed approximately 213,300 people, and served nearly 70 million U.S. consumer and small business clients while maintaining operations in more than 35 countries.
Notable for its expansion through acquisitions and its central role in the 2008 financial crisis—wherein it acquired Countrywide Financial and Merrill Lynch amid government bailouts totaling $45 billion—the bank has faced substantial regulatory fines exceeding $80 billion since 2008 for practices including mortgage securitization abuses and foreclosure irregularities, reflecting systemic risks in its growth-oriented strategy.

History

Origins as Bank of Italy and Early California Focus (1904-1930s)

The was founded on October 17, 1904, in by Amadeo Pietro Giannini, an Italian-American banker dissatisfied with established banks' favoritism toward wealthy clients. Giannini capitalized the institution with $150,000 raised from friends and family, targeting loans to immigrants, farmers, small businesses, and women overlooked by traditional lenders. Unlike elite-oriented banks, it emphasized accessibility and assessed creditworthiness based on personal character rather than collateral alone. The bank endured the San Francisco earthquake and fires of April 18, 1906, when Giannini preemptively safeguarded assets by transporting gold, silver, and securities across the bay before flames reached the vault. Operating temporarily from a makeshift setup on a with planks and flour crates as a , it resumed lending within days to finance rebuilding efforts, prioritizing businesses and individuals with viable prospects amid widespread destruction that claimed over 3,000 lives and razed 80% of the city. This rapid response fostered trust and accelerated recovery, distinguishing the Bank of Italy from competitors shuttered for months. Pioneering branch banking in California, Giannini expanded the network aggressively during the 1910s and 1920s, establishing outlets in cities like San Jose, Stockton, and Los Angeles to serve diverse working-class populations rather than relying on isolated local institutions. By the mid-1920s, the bank held more deposits than any other in the state, leveraging standardized operations and a focus on volume lending to small borrowers for growth. In 1928, it merged with the smaller Bank of America of Los Angeles, another Giannini venture, consolidating dominance in the region. On November 1, 1930, amid diversification from its initial Italian immigrant base, the institution rebranded as Bank of America National Trust and Savings Association to appeal broadly across the U.S., though operations remained centered in through the early Depression years. This era solidified its model of democratized banking, with branches emphasizing trust departments and agricultural financing tailored to the state's economy, even as federal regulations like the 1933 Glass-Steagall Act later separated its , Transamerica. The bank's resilience during economic turmoil stemmed from conservative post-1929 crash, avoiding speculative excesses that felled rivals.

Expansion Within California and Name Change (1940s-1950s)

During World War II, Bank of America supported California's wartime economy by financing defense industries and selling war bonds, which contributed to a doubling of its size as workers migrated to the state for manufacturing jobs. By 1945, the bank's assets reached $5 billion, enabling it to overtake New York-based institutions like Chase Manhattan as the world's largest commercial bank. This expansion capitalized on California's permissive branch banking laws, allowing the institution to establish a statewide network that served immigrant communities, farmers, and growing urban centers. Postwar population growth and the housing boom, driven by returning veterans utilizing loans, further accelerated branch openings within . By 1947, Bank of America operated 504 branches—nearly 400 more than its nearest U.S. rival in branch count—and controlled about 40 percent of the state's deposits, reflecting its dominance in amid rapid and agricultural . The bank's strategy emphasized accessibility for working-class customers, extending credit to small businesses and homebuyers in emerging areas like the Central Valley and , which sustained deposit growth and loan portfolios through the decade. A.P. Giannini's death in June 1949 marked the end of the founder's direct influence, with leadership passing to internal executives including S. Clark Beise, who prioritized operational efficiency and continued intrastate branching to match demographic shifts. In the early 1950s, regulatory pressures under the culminated in Transamerica Corporation's full divestiture of its Bank of America shares by October 1952, severing ties with the structure established in the 1920s and affirming the bank's standalone operation under its established name. This restructuring, enforced by federal authorities to curb concentrated financial power, freed Bank of America to focus exclusively on core banking within , unencumbered by Transamerica's insurance and other non-bank interests.

Interstate Expansion and Acquisitions (1960s-1980s)

In the 1960s, federal regulations, including the 1956 Douglas Amendment to the Bank Holding Company Act, severely restricted interstate banking by prohibiting bank holding companies from acquiring out-of-state banks without reciprocal state approval, limiting Bank of America primarily to California operations. To position itself for future growth amid rising competition from national banks like Citibank, Bank of America established BankAmerica Corporation as a holding company in 1968, overseeing its lead bank, Bank of America NT&SA, and enabling diversification into non-banking subsidiaries such as consumer finance through FinanceAmerica, which operated in multiple states. This structure allowed limited interstate presence via lending offices and subsidiaries in western states like Arizona, Nevada, and Oregon, but full-scale banking expansion remained constrained until regulatory shifts in the 1980s. The 1980s marked a turning point as states began enacting reciprocal banking laws permitting acquisitions from contiguous or regional partners, prompting BankAmerica to pursue its first major interstate bank deal. In April 1983, BankAmerica agreed to acquire Seafirst Corporation, the largest bank in Washington state with $9.6 billion in assets and branches in Washington, Oregon, and Idaho, for approximately $400 million in cash plus stock equivalent to $7.68 per Seafirst share and 0.3 shares of BankAmerica stock per share. The deal, approved by the Federal Reserve in June 1983 despite Seafirst's exposure to troubled Penn Square Bank energy loans, represented the largest interstate banking acquisition to date and provided BankAmerica entry into the Pacific Northwest market, adding over 200 branches and bolstering its regional footprint. Post-Seafirst integration in 1985, BankAmerica leveraged the subsidiary to expand further, acquiring additional institutions in the late to consolidate its western U.S. presence amid trends. By 1989, it purchased Nevada First Bank, enhancing operations in , and American Savings Financial Corp. through Seafirst, strengthening Washington holdings. These moves, while modest compared to later national expansions, shifted BankAmerica from a California-centric to a multi-state player, with total assets surpassing $200 billion by decade's end, though they also exposed it to regional economic risks like sector downturns.

National Growth and Key Mergers Pre-1998

In the early 1980s, BankAmerica Corporation pursued interstate expansion following regulatory changes that began eroding restrictions under the 1956 . Its first major out-of-state acquisition occurred in 1983 with the purchase of Seafirst Corporation, the holding company for Seattle-based , Washington's largest bank with approximately $9.6 billion in assets. The deal, announced on April 24, 1983, and approved by the on June 23, 1983, allowed BankAmerica to assume control on July 1, 1983, after injecting $150 million into Seafirst's capital to address losses from troubled energy loans linked to the failed . This acquisition marked BankAmerica's initial foothold in the , adding over 200 branches in Washington and enabling cross-selling of services to its California customer base, though it initially strained BankAmerica's finances amid broader industry challenges from Latin American debt defaults. By the late 1980s, BankAmerica had stabilized and resumed growth, acquiring a small Tacoma, Washington-based in April 1989—its first purchase since Seafirst—as branching laws in the West Coast states increasingly permitted regional banking compacts. The pivotal national expansion came in 1991 with the announced merger with Security Pacific Corporation, BankAmerica's chief rival, in a $4 billion all-stock transaction approved by both boards on August 13, 1991. Security Pacific, with $92 billion in assets and operations spanning , , , , and international subsidiaries in and elsewhere, brought extensive commercial lending and trust services; the combined entity would control about 20% of California's deposits and exceed $200 billion in assets, positioning it as the nation's largest bank by that measure upon completion. approval followed on March 24, 1992, with the merger closing in April 1992, prompting branch consolidations starting in September 1992 to eliminate redundancies in overlapping markets like . These mergers transformed BankAmerica from a predominantly California-focused institution into a multi-state player with over 2,000 branches across the West by the mid-1990s, facilitating diversification into consumer lending, , and international operations inherited from Security Pacific. However, integration challenges, including regulatory scrutiny over and internal cost overruns, tempered short-term gains, as the bank navigated a wave of losses in commercial during the . By 1997, these acquisitions had solidified BankAmerica's scale, with assets nearing $250 billion and a deposit base supporting national ambitions ahead of further consolidation.

NationsBank Merger and Headquarters Shift (1998-2000s)

In April 1998, Corporation, headquartered in , announced its acquisition of BankAmerica Corporation, the San Francisco-based successor to the original Bank of America, in a stock-for-stock transaction valued at approximately $62 billion. The merger was completed on , 1998, with as the surviving legal entity, which then adopted the Bank of America name to leverage the brand's national recognition. The combined institution emerged as the largest bank in the United States by assets, holding about $570 billion in assets and serving 29 million customers across 22 states. The merger was driven by NationsBank's aggressive expansion strategy under CEO , who sought to create a coast-to-coast banking powerhouse by acquiring the West Coast-focused BankAmerica. Shareholder approval was obtained on September 24 and 25, , following regulatory clearances, including from the U.S. Department of Justice, which required divestitures to address antitrust concerns. McColl assumed the CEO role for the new Bank of America, emphasizing integration of operations while retaining the acquiring bank's Southern roots. A key outcome was the relocation of corporate headquarters from to Charlotte, reflecting NationsBank's position as the acquirer and McColl's vision to centralize control in the East. BankAmerica's headquarters at was sold post-merger, solidifying Charlotte's status as a major financial hub. This shift, completed in the late 1990s, positioned the bank for national operations from Charlotte into the 2000s, with McColl leading until his retirement in April 2001. The move facilitated streamlined management but drew criticism from stakeholders over the loss of local influence.

Pre-Crisis Acquisitions and Strategies (2000-2007)

Following the 1998 merger that formed the modern Bank of America, the institution under CEO Ken Lewis, who assumed the role in 2001, adopted an aggressive growth strategy emphasizing to consolidate , expand geographically into underserved regions like the Northeast, and diversify into high-margin areas such as consumer credit and . This approach built on organic branch expansion and initiatives, aiming to leverage in while integrating acquired assets to boost deposit bases and lending portfolios. The strategy prioritized bolt-on deals over transformative mergers, focusing on complementary businesses that enhanced customer relationships and revenue per client, with acquisitions vetted for regulatory approval and projected synergies in cost savings and product offerings. A pivotal move was the acquisition of , announced on October 27, 2003, in a $47 billion all-stock transaction. The deal, completed on April 1, 2004, added approximately 2,000 branches primarily in and the Mid-Atlantic, significantly strengthening Bank of America's presence in the competitive Northeast market where it previously held limited share. This merger elevated Bank of America to the third-largest U.S. bank by assets at the time, with combined deposits exceeding $500 billion, and facilitated synergies estimated at $1 billion annually through branch consolidations and back-office efficiencies. In 2005, Bank of America targeted the credit card sector with the acquisition of Corporation, announced on June 30, 2005, for approximately $35 billion in cash and stock. The transaction closed on January 1, 2006, instantly positioning Bank of America among the top U.S. issuers with over 50 million accounts and $120 billion in outstandings, diversifying revenue from traditional deposits into fee-based lending and affinity programs. Integration efforts focused on migrating MBNA's direct-mail and co-branded card portfolios onto Bank of America's platform, projecting $850 million in annual cost synergies by 2007 through shared technology and marketing. To bolster its capabilities, Bank of America acquired U.S. Trust Corporation from , announced on November 20, 2006, for $3.3 billion in cash. The deal closed on July 2, 2007, adding specialized services for ultra-high-net-worth clients managing over $100 billion in assets, complementing existing operations and targeting growth in advisory fees amid rising demand for integrated financial planning. This acquisition aligned with the broader strategy of capturing affluent customer segments, with expected accretion to by 2008 following a one-time integration charge. These deals, totaling over $85 billion in value, propelled Bank of America's assets past $1.4 trillion by late 2007 and supported a in earnings of around 10% during the period, though they also amplified leverage and exposure to consumer credit amid loosening underwriting standards industry-wide. Regulatory scrutiny from the emphasized competition and community reinvestment commitments, which Bank of America addressed through pledged lending expansions in acquired markets.

Subprime Crisis Response: Countrywide and Merrill Lynch Acquisitions (2007-2009)

In response to the escalating , which began intensifying in 2007 with rising defaults on high-risk home loans and collapsing values of mortgage-backed securities, Bank of America pursued opportunistic acquisitions to bolster its position in residential lending and . The crisis exposed vulnerabilities across the financial sector, including at major players like Financial, the largest U.S. originator with significant subprime exposure, and Merrill Lynch, whose heavy investments in collateralized obligations tied to subprime loans led to quarterly losses exceeding $5 billion by mid-2008. On January 11, 2008, Bank of America announced an all-stock agreement to acquire Financial for approximately $4 billion, equivalent to 0.1863 shares of Bank of America stock per Countrywide share. This deal, initially valued higher at announcement but diminished by subsequent declines in Bank of America stock, aimed to integrate Countrywide's origination network—responsible for originating over 20% of U.S. in prior years—into Bank of America's operations, creating the nation's largest mortgage servicer with a portfolio exceeding $1.5 trillion. The acquisition closed on July 1, 2008, amid ongoing market turmoil, with Bank of America assuming Countrywide's liabilities, including potential exposures from non-prime that later contributed to regulatory scrutiny and settlements. As the crisis deepened in September 2008, with ' bankruptcy accelerating liquidity strains, Bank of America shifted focus to by agreeing on September 14 to purchase Merrill Lynch for $29 per share in stock, totaling about $50 billion based on prevailing share prices. Merrill, facing imminent failure from $45 billion in unrealized losses on subprime-related assets, represented a strategic bet to capture its franchise—managing over $1.7 trillion in client assets—and brokerage operations, enhancing Bank of America's diversification beyond commercial banking. The merger closed on January 1, 2009, but revelations of accelerated bonus payouts at Merrill and understated losses prompted shareholder lawsuits and government intervention, underscoring the high-risk nature of the transaction amid opaque disclosures. These acquisitions, orchestrated under CEO Kenneth Lewis, positioned Bank of America as a consolidator but amplified its exposure to toxic assets, with contributing to an estimated $40 billion in eventual writedowns and Merrill adding billions more in provisions for credit losses by 2009. While intended to capitalize on distressed opportunities for long-term scale, the moves exposed Bank of America to protracted legal and financial repercussions, including multibillion-dollar settlements over misrepresented securities inherited from both entities.

Government Bailouts, TARP, and Internal Reforms (2008-2010)

In October 2008, Bank of America received an initial infusion of $25 billion in under the U.S. Treasury's (TARP) Capital Purchase Program, as part of a broader effort to recapitalize major banks amid the escalating . This funding carried an 5% dividend rate initially, increasing over time, and included warrants for the purchase of . The infusion aimed to bolster capital reserves strained by deteriorating loan portfolios and market turmoil, though it diluted existing shareholders and imposed restrictions on and dividends. The acquisition of Merrill Lynch, announced on September 15, 2008, and completed on January 1, 2009, exacerbated Bank of America's vulnerabilities, revealing undisclosed fourth-quarter 2008 losses of approximately $15.8 billion at Merrill and $3.6 billion in employee bonuses paid despite the firm's deteriorating position. Then-CEO Kenneth Lewis and senior executives withheld material details about these losses from shareholders and regulators prior to the merger vote, prompting allegations of misleading disclosures that contributed to a sharp decline in Bank of America's stock price from over $30 in September 2008 to below $7 by January 2009. This nondisclosure fueled shareholder litigation, culminating in a $2.43 billion settlement in 2012, and drew scrutiny from and the SEC, which charged Lewis with (later dropped but resulting in a permanent bar from serving as a officer). The merger's risks, inherited from Merrill's exposure to structured credit products and leveraged loans, highlighted causal links between pre-crisis risk accumulation and post-acquisition balance sheet strain, independent of government intervention. On January 16, 2009, amid threats of systemic instability from the combined entity's potential failure, the U.S. government provided an additional $20 billion in TARP capital, bringing total TARP investment to $45 billion, alongside a limited guarantee covering up to $118 billion in potential losses on a pool of risky assets (primarily commercial and residual Merrill exposures). The asset guarantee, structured as a loss-sharing arrangement with the FDIC and , required Bank of America to absorb the first $10 billion in losses and share subsequent ones, but the bank terminated the program in September 2010 after paying $425 million in fees, citing improved market conditions. These measures stabilized liquidity but underscored the perils of aggressive expansion into high-risk without adequate or transparency, as evidenced by internal documents showing awareness of Merrill's accelerating losses as early as December 2008. In response to mounting losses—totaling over $50 billion in writedowns and provisions in —Bank of America initiated internal cost-reduction efforts, announcing plans in 2008 to eliminate 30,000 to 35,000 positions over three years, targeting redundancies from the Merrill and integrations. These layoffs, affecting roughly 10% of the workforce, focused on and non-core operations, alongside branch closures and divestitures of underperforming units, yielding initial expense savings of several billion dollars annually. Leadership transitions marked a shift toward stabilization: Lewis announced his retirement on September 30, , amid board pressure and regulatory investigations, with assuming the CEO role on January 1, 2010, emphasizing a return to and commercial banking roots over speculative activities. By December 2009, Bank of America repaid the full $45 billion in TARP funds through a combination of private capital raises, including a $19.2 billion offering, and asset sales, avoiding further dilution from warrants exercised by the (which yielded $2.3 billion upon sale). Internal reforms under early Moynihan oversight included enhanced protocols, such as stricter standards for mortgages and commercial loans, and reduced exposure to vehicles, though full implementation extended beyond amid ongoing regulatory scrutiny. These steps addressed root causes of vulnerability—overreliance on acquisition-driven growth and inadequate loss provisioning—prioritizing capital preservation over expansion.

Post-Crisis Downsizing and Regulatory Pressures (2011-2014)

Under CEO , who assumed leadership in early 2010, Bank of America pursued aggressive cost-cutting measures to address lingering effects of the , including elevated litigation risks and weakened capital positions from acquisitions like Financial and Merrill Lynch. The strategy emphasized reducing non-core assets, streamlining operations, and complying with heightened regulatory scrutiny under the Dodd-Frank Act, which imposed stricter capital requirements and restrictions on via the . By 2011, these efforts translated into plans to eliminate approximately 30,000 jobs—about 10% of the workforce—over several years, aiming to slash annual expenses by $5 billion, with 6,000 positions already cut earlier that year. Workforce reductions continued amid shrinking mortgage operations and broader efficiency drives; for instance, in June , the bank issued layoff notices to 540 employees in its Charlotte mortgage unit as part of winding down legacy Countrywide-related activities. Parallel divestitures of non-core holdings generated over $70 billion in gross proceeds since 2010, reducing risk-weighted assets by nearly $58 billion and simplifying the by consolidating legal entities. These , including stakes in international investments and underperforming units, helped bolster capital reserves to meet standards and offset crisis-era losses exceeding $50 billion in mortgage-related write-downs. Regulatory pressures intensified with major enforcement actions tied to pre-crisis lending and practices. In August 2014, Bank of America agreed to a $16.65 billion settlement with the U.S. Department of Justice and other agencies, including a $5 billion civil penalty under the Financial Institutions Reform, Recovery, and Enforcement Act (FIRREA) for misleading investors on mortgage-backed securities. This capped a series of probes, with cumulative legal payouts surpassing $70 billion since 2010 to resolve disputes over toxic assets. Additional 2014 penalties included $727 million in consumer relief ordered by the for deceptive add-on practices, plus a $20 million civil fine, and separate SEC charges totaling $27.65 million for disclosure lapses and capital misstatements. These resolutions, while costly, enabled the bank to exit uncertainty, refocus on core consumer and commercial banking, and achieve profitability by late 2014 through disciplined expense management.

Return to Growth, Digital Investments, and Recent Performance (2015-2025)

Following the downsizing and efforts of 2011-2014, Bank of America shifted focus to expense discipline, organic client growth, and capital return to shareholders, marking a return to sustained expansion from onward. Noninterest expenses were managed tightly, stabilizing at around $60 billion annually in the mid-2010s before modest increases aligned with revenue gains, enabling return on tangible common equity to improve from low single digits to over 10% by 2019. The bank prioritized core deposit gathering and lending in consumer and commercial segments, with checking account additions exceeding 1 million per quarter in several years, supporting asset growth to $2.5 trillion by 2020. Capital returns accelerated, including $12 billion in dividends and share repurchases in 2020 alone, bolstered by a strengthened Common Equity Tier 1 ratio exceeding 11%. Significant investments in digital infrastructure drove efficiency and , with annual technology spending reaching $12 billion by the early 2020s, representing nearly one-third of noninterest expenses. Key initiatives included the 2018 launch of Erica, an AI-powered integrated into the , which by 2025 had facilitated over 2.5 billion interactions and served nearly 50 million clients with personalized financial insights, account management, and alerts. This contributed to a surge in digital adoption, with client interactions exceeding 26 billion in 2024, a 12% year-over-year increase, including 676 million Erica engagements. In 2025, the bank allocated $4 billion of its $13 billion tech budget to AI and emerging technologies, enhancing productivity across operations and client services while reducing reliance on physical branches. Financial performance strengthened through the period, with rising from $85.1 billion in 2015 to $192.4 billion in 2024, reflecting compounded annual growth driven by expansion amid rising rates post-2022 and resilient fee-based businesses like . followed suit, increasing from $14.9 billion in 2015 to $25.5 billion in 2024, despite volatility from provisions in 2020 and costs in 2023. The bank's five-year total shareholder return reached 137.5% as of mid-2025, outperforming broader indices in recovery phases. In recent quarters, Q3 2025 delivered $28.1 billion in and $8.5 billion in , with a 15.4% return on tangible common equity, exceeding analyst expectations due to investment banking fees and upgraded forecasts.

Corporate Structure and Operations

Core Business Segments

Bank of America Corporation structures its operations into four primary reportable business segments: Consumer Banking, Global Wealth & Investment Management, Global Banking, and Global Markets. These segments collectively generate the bank's revenue through diverse tailored to individual consumers, small businesses, high-net-worth clients, corporations, and institutional s. In its 2024 annual report, the bank noted a balanced mix across these segments, reflecting their integrated yet distinct contributions to overall profitability. The Consumer Banking segment delivers core and lending products to U.S. consumers and es, encompassing deposits, mortgages, auto loans, credit cards, and basic investment options. For Bank of America credit cards, payments from a Bank of America checking or savings account made before 11:59 p.m. ET are credited on the same day (including weekends/holidays). However, updates to account balances and funds availability (including available credit) may take up to 2 bank business days. The Bank of America Advantage SafeBalance Banking checking account features a $4.95 monthly maintenance fee as of February 2026, which can be waived if an owner is under age 25, the account maintains a $500 minimum daily balance, or an owner qualifies for Preferred Rewards (transitioning to BofA Rewards effective May 26, 2026, requiring the Preferred Plus tier or higher). It has no overdraft item fees, with settings defaulting to "Decline All," so transactions are declined or returned unpaid if funds are insufficient, though merchants may charge their own fees. For other personal checking accounts that permit overdrafts, Bank of America charges an overdraft item fee of $10 per item, reduced from $35 effective May 2022, with no more than two fees charged per day. No fee applies if the account is overdrawn by $1 or less, for items $1 or less, or under certain other conditions. This fee structure remained unchanged in 2025 and 2026, despite regulatory developments like the repealed CFPB $5 cap rule. Bank of America does not offer high-yield savings accounts; its primary savings product, the Bank of America Advantage Savings account, earns APYs ranging from 0.01% (standard) to 0.04% (Platinum Honors tier in Preferred Rewards, requiring high balances such as $100,000 minimum for the top rate) as of February 2026. High-yield savings accounts (typically 4%+ APY) are generally offered by online banks rather than traditional institutions like Bank of America. Credit card applications generally require applicants to be U.S. residents with a valid U.S. Social Security Number (SSN) or Individual Taxpayer Identification Number (ITIN) and a U.S. physical address; international applicants who are non-U.S. residents or lack these requirements are typically not eligible. It supports approximately 69 million clients via 3,800 financial centers and 15,000 ATMs nationwide, with a strong emphasis on digital platforms for account management and payments. Online Bill Pay requires enrollment in Online Banking, which generally needs a Bank of America checking account or personal credit card, along with acceptance of terms; eligible Pay From accounts include checking accounts, money market savings accounts, SafeBalance Banking accounts, and most Home Equity Lines of Credit (excluding those originated in Texas); credit card or vehicle loan-only customers may have limited access subject to eligibility; small business customers eligible for the Payments and Invoicing Service are not eligible for standard Bill Pay. These platforms include outgoing wire transfers which have no fixed daily aggregate limit but per-transaction limits varying by account type—$1,000 for consumer accounts and $5,000 for small business accounts via online banking—with higher limits available for Private Bank clients or through additional security measures; specific limits depend on the account profile as detailed in the Online Banking Service Agreement; for outbound international wire transfers to Colombia as of 2026, the fee is $45 when sent in U.S. dollars (required, as transfers cannot be sent in Colombian pesos), with no Bank of America fee if sent in foreign currency but this option unavailable for Colombia, and Preferred Rewards Diamond Honors members may qualify for unlimited waivers, though additional fees from intermediary or recipient banks may apply. This segment also includes small business lending and , generating revenue primarily from and fees. In the third quarter of 2024, it reported growth driven by higher deposit balances and card usage. Global Wealth & Investment Management focuses on advisory, brokerage, and investment services for affluent individuals, families, and endowments, operating through Merrill Lynch Wealth Management and the . It offers portfolio construction, wealth planning, trust services, and alternative investments, managing over $4 trillion in total client balances as of early 2025. Revenue stems from asset-based fees, transaction commissions, and lending against securities, with client exceeding $1 trillion. This segment benefits from opportunities with Consumer Banking, enhancing retention among high-value clients. Global Banking provides , treasury, and solutions to middle-market companies, multinational corporations, and financial institutions, combining Global Commercial Banking and Global Corporate & Investment Banking. Services include commercial lending, leasing, , advisory, and capital markets execution, targeting firms with revenues from $50 million to over $2 billion. It serves as the bank's largest U.S. commercial and industrial lender, emphasizing and finance. Revenue is derived from loan interest, advisory fees, and syndication activities. Global Markets engages in sales, trading, and research across equities, , currencies, and commodities, offering execution, hedging, and market-making services to institutional clients worldwide. Led by dedicated teams, it provides solutions and structured products, with a focus on diversified from trading gains, commissions, and financing. This segment operates in major financial hubs and integrates with Global Banking for comprehensive client coverage, contributing to the bank's non-interest income through volatile market conditions.

Global Footprint and International Operations

Bank of America Corporation conducts international operations primarily through its Global Corporate & Investment Banking (GCIB) and Global Markets divisions, which serve multinational corporations, financial institutions, governments, and institutional investors with services including advisory, capital markets execution, sales and trading, and financing solutions. These activities are supported by a network of offices in more than 35 countries across , , , and other regions, though the bank maintains no significant presence abroad and derives the majority of its revenue from U.S. operations. The bank's global footprint emphasizes wholesale and institutional services rather than consumer banking, with key hubs in financial centers such as for European operations, for activities, and various locations in the to facilitate cross-border , foreign exchange, and debt issuance. BofA Securities, the arm incorporating legacy Merrill Lynch capabilities, drives much of the international revenue through global markets activities, which generated a substantial portion of the firm's noninterest in 2024, including sales, trading, and fees from international clients. For instance, Bank of America Designated Activity Company reported $3.261 billion in revenue for 2024, reflecting focused operations in derivatives, lending, and advisory services amid regulatory constraints in the . Post-2008 financial crisis, Bank of America strategically de-emphasized expansive international retail expansion in favor of capital-efficient institutional activities, aligning with regulatory pressures and a U.S.-centric that limits foreign lending exposure to avoid volatility from geopolitical risks and currency fluctuations. This approach has sustained operations without major new country entries since the Merrill Lynch acquisition in , which bolstered global capabilities but did not shift the overall revenue skew toward non-U.S. sources, where net revenue net of interest expense remains under 30% as of 2024. Subsidiaries and branches abroad, detailed in annual disclosures, primarily support corporate clients' and market access rather than broad , reflecting a pragmatic focus on high-margin, low-footprint activities in volatile global environments.

Technological Advancements and Innovation Initiatives

Bank of America has allocated approximately $13 billion annually to technology expenditures, with nearly $4 billion directed toward new initiatives in 2025, emphasizing (AI), , and enhancements. This investment reflects a strategic pivot toward and client-facing tools, yielding measurable outcomes such as a 20% improvement in coder productivity through generative AI applications and a 30% reduction in coding work, eliminating the need for approximately 2,000 positions. The bank's AI patent portfolio expanded by 94% in granted and pending s since 2022, underscoring a focus on proprietary innovations in and automation. A cornerstone of these efforts is Erica, the bank's AI-powered virtual financial assistant launched in 2018, which integrates natural language processing and machine learning to deliver personalized insights, account management, and transaction support. By April 2024, Erica had processed over 2 billion interactions, assisting 42 million clients with daily tasks like balance inquiries and transfers, averaging 2 million engagements per day. Usage escalated further, surpassing 3 billion interactions by August 2025 and reaching nearly 50 million clients, positioning Erica as the most adopted virtual assistant in financial services for proactive guidance on spending patterns and financial planning. Recent enhancements include live chat integration for seamless handoffs to human specialists, maintaining a hybrid model that avoids full reliance on generative AI until further reliability improvements. Beyond client tools, Bank of America has pursued enterprise-wide AI deployment, achieving 90% workforce adoption to streamline internal processes like and compliance. In and emerging technologies, the bank has explored applications, including preparations for a U.S. dollar-backed issuance and tokenization of real-world assets such as securities and to enhance and settlement efficiency. Effective January 5, 2026, the bank updated its policy to permit wealth advisers at Merrill, Merrill Edge, and Bank of America Private Bank to recommend spot Bitcoin exchange-traded funds (ETFs) from providers including BlackRock, Grayscale, Fidelity, and Bitwise to eligible clients. The chief investment office recommends a 1-4% portfolio allocation to digital assets based on client risk tolerance, viewing Bitcoin as a legitimate yet volatile asset class managed conservatively. These initiatives align with broader goals, earning external recognition for innovative client experiences in areas like and cybersecurity. Bank of America offers online and mobile security tips applicable to safe online shopping, including using strong passcodes, protecting personal information, exercising caution with emails and attachments, shopping only on reputable sites before entering sensitive data, monitoring account alerts, and keeping contact information updated for fraud prevention. However, implementation emphasizes cautious integration, prioritizing and amid evolving technological risks.

Workforce and Labor Practices

Bank of America employed approximately 213,000 people worldwide as of December 31, 2024, with headcount remaining flat through 2025 before an expected decline in 2026 managed primarily through attrition rather than active layoffs, including evaluations of whether to refill vacated roles. CEO Brian Moynihan attributed the approach to operational excellence, AI, and new technologies, noting that AI had already reduced coding work by 30%, eliminating the need for about 2,000 positions. The workforce spans roles in consumer banking, investment services, and corporate functions, with an emphasis on competitive compensation structures. In September 2025, the bank raised its U.S. minimum hourly to $25, fulfilling a prior commitment and elevating starting annual salaries above $50,000 for full-time roles. Eligible employees receive comprehensive benefits, including paid vacation, , personal time off, bereavement leave, sabbaticals for long-term service, , and retirement plans, with 83% of U.S. staff rating the company as a great place to work compared to 57% at typical U.S. firms. Labor practices have faced scrutiny over working conditions, particularly in high-pressure divisions like . Reports from 2024 highlighted junior analysts logging over 100 hours weekly, with middle managers allegedly discouraging accurate hour reporting to , contributing to burnout and at least two employee deaths linked to . In response to industry-wide following similar incidents at peers, Bank of America implemented stricter oversight on hours and toxic behaviors in 2024. A October 2025 lawsuit alleged that hundreds of hourly workers performed up to 30 minutes of unpaid daily computer boot-up and setup tasks, potentially violating wage laws. Unionization remains minimal, with no major successful efforts at the bank despite broader industry pushes by groups like the Committee for Better Banks; banking's non-union tradition persists, though organizers cite wage gaps as motivation. Diversity, equity, and inclusion (DEI) initiatives evolved amid external pressures. Prior to 2025, the bank set aspirational hiring targets, promoting over half of 387 managing directors in 2024 from women or racial minorities. However, in February 2025 filings, Bank of America eliminated specific diversity goals and replaced terms like "diversity" with "talent" and "opportunity," aligning with peers amid legal challenges to race- and gender-based preferences under evolving regulations. Critics, including analyses of mandatory , argue such programs can inadvertently reinforce biases or provoke backlash rather than foster merit-based inclusion. The shift reflects causal pressures from litigation risks and policy changes, prioritizing individual qualifications over group quotas.

Leadership and Governance

Executive Leadership and CEO Transitions

has served as chairman, president, and chief executive officer of Bank of America since January 1, 2010, following his promotion from head of consumer and small business banking. Under his leadership, the bank navigated post-financial crisis recovery, emphasizing regulatory compliance, cost controls, and digital transformation, which contributed to restored profitability and shareholder value by the mid-2010s. Moynihan assumed the additional role of board chairman in October 2014, consolidating authority amid ongoing scrutiny from acquisitions like Merrill Lynch. Moynihan's appointment succeeded Kenneth Lewis, who retired as CEO on December 31, 2009, after serving since April 2001 and facing intense pressure from shareholders, regulators, and Congress over the bank's 2008 acquisitions of Financial and Merrill Lynch. Lewis's tenure ended amid lawsuits alleging misleading disclosures on Merrill's losses and bonuses, as well as a New York probe into the deal, which exacerbated the bank's need for additional government funds. These events highlighted lapses, including inadequate and transparency, contributing to a 95% drop in share price from 2007 peaks. Prior to Lewis, Hugh L. McColl Jr. led as CEO from 1983 until his retirement in 2001, during which he orchestrated aggressive expansion through nearly 50 acquisitions, transforming NCNB (later ) into a national powerhouse and acquiring the original Bank of America Corporation in 1998 for $62 billion, adopting its name. McColl's strategy focused on geographic dominance and revenue growth, elevating the institution's market value from $700 million to $84 billion by 2001, though it drew criticism for high-risk dealmaking that sowed seeds for later vulnerabilities. His departure marked a shift to Lewis's more operational focus, but the bank's scale amplified exposure during the 2008 crisis. In September 2025, Moynihan restructured senior leadership by appointing Dean Athanasia (consumer banking head) and Jim DeMare (global markets head) as co-presidents, while elevating Alastair Borthwick to executive vice president, signaling preparation for succession without immediate CEO change. This move aims to distribute responsibilities across a team of over 200,000 employees, prioritizing "responsible growth" amid economic uncertainties.

Board Composition and Oversight Mechanisms

The Board of Directors of Bank of America Corporation comprises 14 members, 13 of whom are independent directors, ensuring a majority-independent structure to facilitate objective oversight of management and strategic direction. Brian T. Moynihan serves as both Chair and Chief Executive Officer, the only non-independent director, while Lionel L. Nowell III holds the position of Lead Independent Director, attending all committee meetings to coordinate independent perspectives. Independent directors bring diverse expertise in areas such as financial services, risk management, technology, auditing, and global operations, drawn from backgrounds at firms including PepsiCo, Deloitte, Baxter International, Carnival Corporation, and MIT. Oversight is executed primarily through four standing committees, each composed entirely of independent directors and tasked with specific governance functions. The Audit Committee, chaired by Sharon L. Allen, oversees financial reporting, internal controls, and external audits, with members including José E. Almeida, Arnold W. Donald, Denise L. Ramos, and Michael D. White. The Compensation and Human Capital Committee, chaired by Monica C. Lozano, reviews executive compensation, human capital strategies, and performance incentives, including members such as Almeida, Pierre J. P. de Weck, Donald, Ramos, and Clayton S. Rose. The Corporate Governance Committee, chaired by Michael D. White, handles director nominations, board evaluations, succession planning, and corporate governance policies, with members comprising Allen, Linda P. Hudson, Maria N. Martinez, Thomas D. Woods, and Maria T. Zuber. The Enterprise Risk Committee, chaired by Clayton S. Rose, monitors enterprise-wide s including , market, operational, and regulatory exposures, featuring de Weck, Hudson, Lozano, Martinez, Woods, and Zuber. These committees meet regularly, report to the full board, and maintain charters outlining their authority, aligning with federal regulatory expectations for systemically important financial institutions to emphasize and compliance oversight. The board as a whole conducts annual self-evaluations and reviews , fostering without separate lead director powers beyond coordination.

Shareholder Influence and Corporate Decision-Making

Bank of America Corporation's shares are widely held, with institutional investors owning approximately 76% of outstanding common stock as of late 2025. The largest shareholders include (approximately 8.6% stake), Inc. (about 7.8%), Inc. (around 7.3%), (about 4%), followed by others such as JPMorgan Chase & Co. and FMR LLC (Fidelity), with no major changes projected for 2026 beyond standard quarterly adjustments. These passive giants exert influence primarily through at annual meetings, where they typically align with management recommendations on director elections and , reflecting a preference for stability in large-cap banking over disruptive changes. Insiders, including CEO , hold less than 1% collectively, providing alignment but limited control given the diffuse . Shareholder influence manifests through annual meetings and proxy statements, with the 2025 meeting held virtually on April 22. The board engages proactively, connecting with investors representing over 60% of shares outstanding via year-round outreach to gather feedback on governance and strategy. Advisory "say-on-pay" votes for executive compensation have consistently passed with majority support exceeding 90% in recent years, indicating broad approval of incentive structures tied to financial performance metrics like return on tangible common equity. Director elections similarly receive strong backing, reinforcing management's discretion in operational decisions such as capital returns and risk management. Shareholder proposals, often focused on environmental, social, and governance (ESG) issues or structural changes, have tested this alignment but generally fail to garner majority support. In 2024, a proposal to split the CEO and board chair roles—advocated by governance activists—received 31% approval, up slightly from prior years but still rejected by the board and most large holders. ESG-related resolutions, such as those demanding annual reporting on clean energy financing or climate risks, have seen boards recommend rejection, citing redundant disclosures under existing regulatory frameworks like SEC climate rules; these typically pass with under 30% support, reflecting skepticism among value-oriented investors toward mandates that could elevate non-financial priorities. A 2024 proposal by Harrington Investments on social issues achieved over 25% backing, highlighting growing but minority pressure from activist funds. Activist investor campaigns remain rare and largely unsuccessful at Bank of America, constrained by banking regulations, high capital requirements, and the sector's focus on regulatory compliance over aggressive restructuring. Speculation emerged in late 2024 about potential targeting due to perceived underperformance relative to peers in return on equity, but no major campaigns materialized by October 2025. Isolated efforts, such as a shareholder query into whistleblower handling via SEC filing, underscore limited leverage without blockholder coordination. Overall, corporate decision-making prioritizes board oversight and management execution, with shareholders exerting indirect influence via market discipline—evident in post-2011 pressures that prompted dividend resumption in 2011 and sustained buybacks—rather than direct interventions. This structure aligns with causal incentives in diversified banking, where short-term activism risks regulatory scrutiny and long-term value erosion from instability.

Financial Performance and Metrics

Revenue, Profitability, and Key Financial Indicators

Bank of America generated of approximately $102 billion in 2024, balanced between of $56 billion (55% of total) and noninterest income of $46 billion (45%), driven by fees, trading, and other sources. reached $27.1 billion for the year, reflecting provisions for losses of $5.8 billion and noninterest expenses of $66.8 billion, with profitability metrics including a (ROA) of 0.83% and (ROE) of 9.5%. Total assets stood at $3.26 trillion, supported by deposits of $1.97 trillion and loans of $1.10 trillion. In the third quarter of 2025, revenue net of interest expense increased to $28.1 billion, with of $8.5 billion and diluted of $1.06, up from prior periods due to a 9% year-over-year rise in record and a 43% surge in investment banking fees. Profitability strengthened, as evidenced by a return on tangible common equity (ROTCE) of 15.4%, ROA of 0.98%, and ROE of 11.5%, amid higher trading revenues and controlled expenses. Key financial indicators for 2024 included a common equity tier 1 (CET1) capital ratio of 11.9%, exceeding regulatory minimums, and an of 65.6%, indicating operational leverage amid net charge-offs of 0.57% of average loans. The bank's allowance for losses was $14.3 billion, covering nonperforming loans of $6.0 billion. These metrics reflect resilience in a higher-interest-rate environment, with CET1 capital at $201 billion supporting risk-weighted assets of $1.70 trillion.
Metric2024 ValueNotes
Total Assets$3.26 trillionYear-end balance sheet total.
Total Deposits$1.97 trillionIncludes consumer and commercial deposits.
CET1 Ratio11.9%Standardized approach, preliminary for quarter-end equivalents.
Efficiency Ratio65.6%Noninterest expense as percentage of revenue.

Dividend Policy and Capital Returns

Bank of America Corporation's dividend policy emphasizes consistent quarterly payouts to common shareholders, calibrated to balance shareholder returns with regulatory capital requirements and business growth needs. The policy is subject to annual review under the Federal Reserve's (CCAR) process, which assesses the bank's ability to maintain adequate capital levels under stressed economic scenarios before approving dividend increases or share repurchases. Following the , when dividends were suspended amid government interventions and capital constraints, the bank resumed payments in 2011 at minimal levels and has since pursued progressive increases tied to improved profitability and stress test performance. As of July 2025, Bank of America's quarterly dividend stands at $0.28 per share, reflecting an 8% increase from the prior $0.26, with an annualized payout of $1.12 per share and a yield of approximately 2.16% based on recent prices. This adjustment was announced on July 1, 2025, immediately after the 2025 CCAR stress test results demonstrated a modeled capital depletion of 1.7%—an improvement of 1 from the prior year—allowing the bank's stress capital buffer to rise to 2.5% effective October 1, 2025. Historical growth has been steady, with quarterly payments rising from $0.15 in late 2018 to $0.18 by mid-2019, and further escalations in subsequent years amid post-crisis capital rebuilding. Complementing dividends, Bank of America employs share repurchases to enhance capital returns, authorizing multi-billion-dollar programs upon regulatory clearance to retire outstanding shares and boost . On July 23, , the board approved a new $40 billion repurchase authorization, set to commence after exhausting the prior program, signaling confidence in sustained capital generation. In the second quarter of alone, the bank returned $7.3 billion to shareholders, including $5.3 billion in buybacks, contributing over 5% to accretion through reduced share count. Cumulative repurchases have historically exceeded tens of billions annually in strong periods, such as $25 billion-plus in , though volumes fluctuate with market conditions and capital priorities. This dual approach—dividends for income stability and buybacks for flexible returns—aligns with the bank's strategy to distribute excess capital above regulatory minima, with total shareholder returns averaging 8-10% of in recent years via these mechanisms.

Asset Management and Risk Exposure

Bank of America's asset management activities are primarily handled through its Global Wealth and Investment Management (GWIM) division, which integrates Merrill Wealth Management and Bank of America Private Bank to offer investment advisory, brokerage, retirement planning, and trust services to individual and institutional clients. As of the third quarter of 2025, GWIM reported client balances exceeding $5.9 trillion across retail banking integration, private banking, and Merrill operations, reflecting a combination of assets under management, deposits, and other held balances. Merrill Wealth Management alone managed $3.9 trillion in client balances, up 10% year-over-year, while the Private Bank oversaw $745 billion, a 12% increase, driven by inflows from high-net-worth clients and market appreciation. These figures underscore GWIM's scale as one of the largest wealth platforms globally, with fee-based revenue tied to advisory assets rather than transactional volume to align incentives with long-term client outcomes. The division employs risk-adjusted investment strategies, including diversified portfolios across equities, fixed income, alternatives, and sustainable options, with emphasis on customization for ultra-high-net-worth clients via the , which reported $423 billion in direct within its $745 billion total balances as of mid-2025. GWIM's growth has been supported by organic inflows, averaging $24 billion quarterly in early 2025, alongside acquisitions like Merrill's integration post-2009, enabling with Bank of America's deposit base for enhanced liquidity management. However, performance metrics reveal sensitivity to equity market volatility, with advisory assets fluctuating based on levels, and competition from independent RIAs eroding some in fee-only models. Risk exposure in intersects with Bank of America's broader $3.44 trillion as of September 30, 2025, where GWIM contributes to overall and market risks through client lending and securities holdings. remains prominent, with provisions for credit losses totaling $1.3 billion in Q3 2025, down 13% quarter-over-quarter, primarily from consumer portfolios like credit cards (loss rate of 3.4%) and commercial loans, including exposure to office amid trends. Market and risks arise from a substantial investment securities portfolio, valued at over $600 billion in recent filings, vulnerable to shifts; for instance, unrealized losses peaked during 2022-2023 rate hikes but have stabilized with policy. Operational and counterparty risks are mitigated via under scenarios, including 2025 supervisory tests incorporating exposures. Bank of America maintains robust capital buffers, with a Common Equity Tier 1 ratio exceeding 11% in Q3 2025, supporting risk absorption across segments, though analysts note potential vulnerabilities in a slowing or renewed , as flagged in the firm's 2024 10-K for physical climate impacts and cyber threats. Diversification across consumer, commercial, and wealth lines reduces concentration, but elevated provisions signal caution on unsecured lending amid levels at historic highs. Overall, while GWIM's scale bolsters revenue stability—contributing about 20% of —systemic banking risks, including liquidity draws in stress events, persist, informed by post-2008 reforms emphasizing conservative provisioning over aggressive growth.

Major Regulatory Actions and Enforcement

In 2014, Bank of America reached a $16.65 billion settlement with the U.S. Department of Justice, along with state attorneys general and federal agencies, to resolve allegations of misleading investors in residential mortgage-backed securities issued before the , primarily stemming from its acquisition of Financial; this represented the largest civil settlement with a single entity by the DOJ at the time, though the bank did not admit liability and allocated $9.65 billion for consumer relief and $7 billion for government penalties. Separately that year, the bank settled SEC charges over disclosure failures in its merger with Merrill Lynch by paying $150 million and committing to enhanced practices, without admitting wrongdoing. In July 2023, the Consumer Financial Protection Bureau ordered Bank of America to pay over $100 million in redress to consumers harmed by practices such as charging unearned "junk fees" on deposit accounts, withholding promised credit card rewards, and opening unauthorized accounts, alongside a $150 million civil money penalty split between the CFPB and OCC. The OCC simultaneously assessed a $60 million civil money penalty for the bank's violations of the Federal Trade Commission Act through non-sufficient funds fees on resubmitted transactions and inadequate disclosures, requiring remediation and compliance enhancements. Also in 2023, the CFPB and OCC imposed a combined $225 million penalty for the bank's failures in disbursing state unemployment benefits during the COVID-19 pandemic, including erroneous account denials and delays affecting claimants. In December 2024, the OCC issued a cease-and-desist order against Bank of America for deficiencies in its compliance risk management, including weak internal controls, board oversight, and functions, mandating corrective actions such as independent audits and progress reporting, with no immediate monetary penalty but potential for future assessments if unresolved. The OCC followed with another cease-and-desist order citing violations of the , inadequate anti-money laundering programs, and sanctions compliance shortcomings, requiring program overhauls and enhanced monitoring. These actions reflect ongoing scrutiny of the bank's operational controls amid its scale as a systemically important .

Historical Government Interventions and Bailouts

In October 2008, amid the global financial crisis, Bank of America received an initial $25 billion investment from the U.S. Department of the Treasury under the (TARP), part of the Emergency Economic Stabilization Act of 2008, which authorized up to $700 billion to stabilize financial institutions by purchasing troubled assets and injecting capital. This capital was in the form of preferred shares and warrants, aimed at bolstering the bank's ratio to prevent following its acquisitions of Financial in January 2008 and Merrill Lynch in January 2009. On January 16, 2009, the provided an additional $20 billion in TARP funds to Bank of America, bringing the total to $45 billion, accompanied by guarantees covering up to $118 billion in potential losses on a pool of risky assets, primarily related to Countrywide's mortgage portfolio and Merrill Lynch's exposures. These measures were prompted by undisclosed losses at Merrill Lynch exceeding $15 billion in the fourth quarter of 2008, which threatened the merger's viability; U.S. officials, including Secretary and Chairman , reportedly urged Bank of America CEO Kenneth Lewis to withhold public disclosure of the losses to avoid derailing the deal, citing concerns. The asset guarantees were structured such that Bank of America paid a premium of approximately $4 billion upfront, with shared loss provisions if losses exceeded 10% of the covered assets. By December 2009, Bank of America had fully repaid the $45 billion in TARP principal plus $2.2 billion in dividends and interest to the , funded partly by $26.2 billion in excess liquidity and $18.8 billion from a issuance, yielding a net profit to the on the investment. The asset guarantee program was terminated in September 2010 without any claims being paid by the , as losses remained below the deductible threshold, though Bank of America surrendered warrants valued at around $1.2 billion. Earlier historical episodes, such as the 1980s and domestic commercial real estate downturn, led to significant losses for Bank of America—totaling over $3.5 billion in 1987 alone—but involved no direct government bailouts or capital infusions; instead, the bank underwent internal , including the of CEO A. Robert Abboud in and asset sales, supported by regulatory from federal banking authorities that delayed failure resolutions amid broader industry stresses. During the Great Depression, the bank's predecessor, (originally the founded by A.P. Giannini), avoided collapse through conservative lending practices and branch diversification, without specific federal interventions beyond the era's general banking reforms like the creation of the Federal Deposit Insurance Corporation in 1933. These patterns highlight recurring reliance on implicit government backstops during systemic threats, though direct fiscal support was limited to the 2008-2009 period.

Compliance Frameworks and Risk Management Responses

Bank of America maintains an enterprise-wide Risk Framework that outlines roles, responsibilities, and processes for identifying, assessing, and managing risks, including credit, market, operational, and liquidity risks, with oversight from the Board of Directors' Risk Committee. The framework emphasizes clear accountability across business lines and support functions, integrating risk management into strategic decision-making to align with regulatory requirements such as Basel III capital and liquidity standards. This structure supports the bank's Global Risk Management division, which handles key risk types including strategic and compliance risks. In compliance, Bank of America operates an Anti-Money Laundering (AML) Compliance and Economic Sanctions Compliance Program designed to meet U.S. Bank Secrecy Act (BSA) obligations, including customer , transaction monitoring, and suspicious activity reporting. The program's foundation includes the company's , which mandates ethical standards, regulatory adherence, and risk-aware behavior across operations. Governance features a "three lines of defense" model, where business units own primary , risk functions provide oversight, and offers independent assurance, as highlighted in responses to regulatory critiques. Responses to regulatory challenges have driven iterative enhancements. Following the and related scrutiny, Bank of America submitted a 2011 plan to the to strengthen its program, focusing on improved , , and board-level reporting to address deficiencies in risk identification and mitigation. More recently, in December 2024, the Office of the Comptroller of the Currency (OCC) issued a cease-and-desist order and settlement requiring remedial actions for BSA/AML program shortcomings, including inadequate governance and monitoring; Bank of America agreed to overhaul these areas, committing to enhanced transaction surveillance and independent validations. In response to a separate FDIC enforcement for misreporting risk exposures from 2011 to 2016, the bank paid a $540.3 million penalty in 2025 and implemented corrective controls on and regulatory reporting. Ongoing improvements include technology-driven monitoring for AML and sanctions, with the bank affirming continued investments in compliance infrastructure amid probes like the 2024 Zelle-related investigation. The Risk Management Committee reviews and approves framework updates, ensuring alignment with evolving regulations, though persistent OCC findings in 2025 underscore challenges in fully embedding accountability despite these measures.

Controversies and Criticisms

Mortgage and Lending Practices Scrutiny

Bank of America acquired Financial Corporation, a major originator of subprime mortgages, in January 2008 for approximately $4 billion, inheriting a portfolio of high-risk loans that contributed to significant losses during the ensuing . , under Bank of America's ownership, had originated loans with lax standards, including those bundled into about $640 billion in mortgage-backed securities prior to the crisis, many of which were later deemed toxic due to misrepresented risks. This acquisition exposed Bank of America to scrutiny over practices, as Countrywide's model emphasized volume over credit quality, fueled by incentives for loan officers to approve marginal borrowers amid low interest rates and loose regulatory oversight from 2004 to 2007. Lending discrimination allegations intensified following the acquisition, with investigations revealing Countrywide charged higher interest rates and fees to African-American and borrowers compared to similarly qualified white borrowers between 2004 and 2008. In December 2011, Bank of America agreed to a $335 million settlement with the U.S. Department of Justice—the largest fair housing settlement at the time—to resolve claims of in Countrywide's , providing compensation to over 200,000 affected minority borrowers without admitting wrongdoing. Additional fair lending issues surfaced in 2020, when Bank of America settled DOJ claims for denying and loans to adults with disabilities under legal guardianships or conservatorships, agreeing to policy changes and $4,000 payments per affected applicant. Mortgage servicing practices drew further criticism during the foreclosure wave post-2008, particularly over "robo-signing," where affidavits were mass-signed without proper review of underlying documents. Bank of America suspended foreclosures in all 50 states in October 2010 after revelations of flawed documentation processes, affecting tens of thousands of cases, though it later refiled many without halting proceedings entirely. This contributed to the 2012 National Mortgage Settlement, a $25 billion agreement involving Bank of America and four other major servicers to address foreclosure abuses, including robo-signing and improper fee collection, with Bank of America's consumer relief obligations estimated at over $11 billion in loan modifications and principal reductions. Major regulatory settlements underscored the scale of scrutiny, including a $16.65 billion agreement in August 2014 with the DOJ and other agencies—the largest civil settlement with a single entity—to resolve claims of misleading investors about the risks of mortgage-backed securities sold by and Bank of America from 2004 to 2008, incorporating $9.33 billion for consumer relief. Earlier, in 2013, Bank of America paid over $10 billion to settle claims related to defective Countrywide-originated loans repurchased during the crisis. These resolutions, often reached without admission of liability, reflected empirical evidence of underwriting and disclosure failures but occurred amid broader causal factors, such as government-backed entities' encouragement of expanded homeownership through policies like the , which pressured lenders to increase access to credit for underserved groups.

Political and Ideological Business Decisions

Bank of America has implemented policies restricting financing for industries deemed high-risk on environmental, social, or governance (ESG) grounds, including fossil fuels and firearms manufacturers. In 2018, following the Parkland school shooting, the bank announced it would cease underwriting public debt or providing corporate loans to companies manufacturing "military-style firearms" for civilian use, stand-alone AR-15s, bump stocks, or large-capacity magazines, citing reputational and regulatory risks. By 2024, amid backlash from Republican-led states like and , which enacted laws penalizing banks for such restrictions, Bank of America revised its policy language to narrow prohibitions, allowing case-by-case evaluations rather than blanket bans on firearms lending. Similarly, the bank pledged in 2021 to achieve net-zero by 2050 and phase out financing for new projects, yet continued lending to coal operations in subsequent years, drawing from environmental groups for inconsistency while facing conservative accusations of ideological against sectors. These ESG-driven decisions have prompted regulatory and political responses, with states such as West Virginia and Louisiana blacklisting Bank of America from managing public funds due to perceived boycotts of fossil fuel industries. Bank executives, including CEO Brian Moynihan, have defended such policies as aligned with client demands and risk management rather than politics, emphasizing capitalism's role in sustainable practices. However, critics from conservative quarters argue these frameworks prioritize ideological goals over neutral business criteria, leading to reduced capital access for targeted sectors. Allegations of politically motivated debanking have also surfaced, with claims that Bank of America closed accounts of conservative organizations, religious charities, and firms on ideological grounds. In April 2024, attorneys general from 15 states, led by Virginia's , demanded the bank end practices discriminating against conservative and religious customers, citing violations of free speech and religious liberty. By August 2025, the bank rescinded a controversial internal rule that had facilitated such closures, following public scrutiny and legal pressures. President publicly accused the bank in January 2025 of refusing service to conservatives, though Bank of America maintained that account decisions stem from compliance and risk assessments, not political views. On political contributions, Bank of America's PAC donated approximately $490,000 to federal candidates in the 2023-2024 cycle, split across parties but with employee contributions skewing toward Democrats. Following the , 2021, Capitol events, the bank suspended PAC donations to members of who objected to Electoral College certification, aligning with actions by peers like and resuming only after reviewing lawmakers' stances on democratic processes. This pause drew conservative backlash for perceived partisan bias, though the bank frames its activities as compliant with legal and ethical guidelines prohibiting corporate asset use for unauthorized political purposes.

Customer Service and Ethical Lapses

Bank of America has encountered persistent customer service challenges, evidenced by substantial complaint volumes and suboptimal satisfaction metrics. The (CFPB) has processed thousands of consumer complaints against the bank annually, with billing disputes and service issues comprising a significant portion; for example, records indicate over 2,800 billing-related complaints and more than 700 customer service issues as of recent filings. In the 2024 U.S. Satisfaction Study, Bank of America ranked below leading institutions in overall retail banking satisfaction, though it scored higher in specific areas like financial advice clarity. Technical disruptions have exacerbated frustrations, such as the October 2024 outage where customers reported inability to access accounts via the mobile app, with some displaying erroneous $0 balances, prompting widespread reports of access denial and delayed resolutions. Ethical lapses at Bank of America have primarily involved fee manipulation and unauthorized account handling, resulting in multimillion-dollar regulatory penalties. In July 2023, the CFPB, Office of the Comptroller of the Currency (OCC), and imposed $150 million in civil penalties and mandated $100 million in consumer refunds after finding the bank systematically double-charged fees on reprocessed transactions—totaling tens of millions in excess charges—while also opening accounts without customer consent and withholding promised rewards bonuses. These practices echoed earlier abuses; in 2021, the bank settled a class-action for $75 million over charging multiple fees on single-item transactions by reordering debits to maximize s, affecting checking and holders. A separate 2023 settlement addressed $66.6 million in similar claims. Such incidents highlight systemic deficiencies in compliance and customer safeguards, with regulators citing inadequate internal controls that prioritized over ethical account . Despite remedial actions like enhanced monitoring protocols post-fines, ongoing CFPB oversight underscores recurring vulnerabilities in fee practices and dispute handling.

Environmental and ESG Policy Debates

Bank of America has publicly committed to achieving net-zero greenhouse gas emissions in its own operations by 2025 and across its financed activities by 2050, aligning with the goals. The bank reports mobilizing over $460 billion in from 2021 through mid-2024 toward low-carbon transitions, including and energy efficiency projects. These pledges form part of broader ESG frameworks, which integrate environmental risk assessments into lending decisions and emphasize governance transparency. Despite these commitments, environmental advocacy groups have criticized Bank of America for substantial ongoing financing of projects, totaling $1.8 trillion across the top six U.S. banks since the 2016 , with Bank of America ranking third in 2023 funding at approximately $30 billion annually. Specifically, the bank has been identified as the largest financier of in , providing $1.5 billion in 2023, and a leading supporter of oil and gas expansion linked to concerns in regions like the Amazon. In February 2024, Bank of America rolled back prior exclusions on financing new mines, coal-fired power plants, and drilling, reversing 2018-2021 policies that had earned praise from activists but drawing accusations of prioritizing profits over emissions reductions amid global financing reversals. Critics from organizations like Reclaim Finance argue these actions undermine net-zero targets, as the bank's lending rose in 2024 following a prior decline, contributing to $869 billion in global bank commitments to that year. Conversely, conservative policymakers and state officials have targeted Bank of America's ESG policies as discriminatory against fossil fuel-dependent industries, alleging "de-banking" practices that restrict credit to energy firms based on non-financial criteria. In August 2024, State Treasurer John Fleming recommended barring the bank from state fiscal agent roles due to its ESG stances, echoing broader Republican-led anti-ESG legislation in over 20 states by 2023 that penalized banks for perceived boycotts of oil, gas, and sectors. Bank of America CEO responded in March 2023 by affirming the bank's capitalist focus, stating it finances clients based on risk and return rather than ideology, while navigating pressures from both environmental mandates and state-level backlash. This tension culminated in the bank's January 2025 exit from the UN-backed Net-Zero Banking Alliance, alongside other major U.S. banks, amid post-2024 election shifts and lawsuits alleging ESG commitments violate duties by elevating goals over . The debates highlight empirical discrepancies between Bank of America's ESG rhetoric and lending practices, with data from independent trackers showing sustained exposure despite green finance growth, fueling arguments that voluntary ESG frameworks lack enforceable mechanisms and invite politicization. Environmental groups advocate for regulatory mandates to align banking with emissions limits, while opponents warn such policies distort capital allocation and exacerbate energy shortages, as evidenced by state divestments totaling billions from ESG-oriented banks by 2024. The Net-Zero Banking Alliance's 2025 dissolution, following U.S. member withdrawals, underscored faltering industry-wide adherence to self-imposed targets.

Economic Role and Market Position

Contributions to U.S. Financial System Stability

Bank of America Corporation, designated as a global systemically important bank (G-SIB) by the Financial Stability Board, operates under enhanced regulatory standards including higher capital buffers and total loss-absorbing capacity requirements, which are designed to mitigate risks of distress propagating through the financial system. In the 2024 G-SIB assessment, the institution was assigned to bucket 2, reflecting a lower incremental capital requirement compared to higher-bucket peers, yet still subjecting it to stricter oversight than non-G-SIBs to promote resilience. These measures, implemented post-2008 financial crisis via frameworks like Dodd-Frank, compel Bank of America to maintain elevated capital and liquidity levels, thereby reducing the likelihood of taxpayer-funded resolutions and supporting broader market confidence. The bank's annual participation in Federal Reserve supervisory stress tests further underscores its stability contributions, with results consistently demonstrating capacity to absorb severe hypothetical losses while preserving capital adequacy. In the 2025 Dodd-Frank Act Stress Test (DFAST), Bank of America's projected capital depletion under the severely adverse scenario improved by 100 basis points to 170 basis points, enabling planned dividend increases and share repurchases that signal operational robustness without compromising buffers. Complementing this, the institution submits comprehensive resolution plans—known as living wills—to the and FDIC, outlining strategies for orderly wind-down in bankruptcy, which addresses "" vulnerabilities by minimizing systemic spillovers. Bank of America's emphasis on within its "responsible growth" framework prioritizes sustainable strength, including diversified funding sources and liquidity coverage ratios exceeding regulatory minima, fostering credit intermediation even amid economic stress. As a through its Bank of America Securities unit, the corporation facilitates U.S. auctions by bidding and distributing government securities, ensuring efficient funding for federal debt and supporting the Federal Reserve's implementation. This role enhances market , critical for systemic stability, as primary dealers collectively underwrite the majority of auctioned debt and provide market-making to prevent disruptions in benchmark yields. With approximately $3.2 in assets and management of over $4.6 in client balances as of early 2025, Bank of America's scale enables it to channel deposits into lending and investment activities, sustaining economic transmission mechanisms during periods of market volatility.

Competitive Landscape and Strategic Positioning

Bank of America operates in a highly concentrated U.S. banking sector where the four largest institutions—JPMorgan Chase, Bank of America, Wells Fargo, and Citigroup—collectively hold a dominant share of assets and deposits, reflecting an oligopolistic structure shaped by scale advantages and regulatory barriers to entry. As of June 30, 2025, Bank of America ranked second among U.S. commercial banks by consolidated assets at $2.665 trillion, trailing JPMorgan Chase's $3.788 trillion while surpassing Citibank's $1.833 trillion and Wells Fargo's approximately $1.9 trillion (based on comparable quarterly filings). This positioning underscores Bank of America's scale in domestic operations, though it faces intensifying pressure from JPMorgan's broader diversification into investment banking and trading, where the latter generated higher profitability margins amid a 2025 rebound in dealmaking activity.
BankTotal Assets (June 30, 2025, $ billions)Total Deposits (2025 estimates, $ billions)
3,7882,097
Bank of America2,6651,942
1,833~1,200
~1,900~1,300
Bank of America's strategic emphasis lies in consumer and , where it serves over 70 million U.S. clients through a vast network of physical branches and digital channels, adding 5.8 million new consumer relationships in 2024 alone. This focus differentiates it from Citigroup's heavier international and institutional tilt and Wells Fargo's post-scandal remediation efforts, while competing directly with JPMorgan in deposit gathering—Bank of America held the second-largest deposit base at $1.942 trillion in 2025. The bank's "Responsible Growth" framework prioritizes client-centric services, including integrated via Merrill Lynch and advancements in , positioning it to capture market share in a retail segment projected to grow at 4.22% CAGR through 2030. However, JPMorgan's superior —exceeding $800 billion by mid-2025, surpassing the combined value of Bank of America, , and —highlights competitive gaps in trading revenues and overall efficiency, with Bank of America's 2025 P/E ratio of 14.47 indicating a valuation premium over historical averages but trailing JPMorgan's 15.52. Emerging fintech disruptors and regional players further challenge Bank of America's retail dominance, prompting investments in AI-driven and cybersecurity to maintain loyalty amid shifting consumer preferences toward seamless digital experiences. In and services, the Merrill integration provides a competitive edge over Wells Fargo's brokerage arm, yet Bank of America trails JPMorgan in global markets revenue, relying on domestic strengths like its 14.58% share of U.S. bank assets to sustain positioning. This strategy aligns with causal drivers of stability—such as deposit stickiness from brand trust and branch proximity—over aggressive expansion, though it exposes vulnerabilities to volatility and regulatory scrutiny that disproportionately affect diversified giants.

Broader Economic Impacts and Innovations

Bank of America, with total assets of $3.441 trillion as of September 30, 2025, ranks as the second-largest bank in the United States by asset size, facilitating extensive provision that supports , business expansion, and development across the . The institution employs approximately 213,000 people globally as of October 2025, contributing to labor markets in , , and sectors while generating substantial economic activity through payroll, vendor contracts, and local investments. As the leading lender in the U.S. for 17 consecutive quarters through September 2025, Bank of America serves nearly 4 million small business households, extending that enables job creation and entrepreneurial growth, with small businesses accounting for roughly half of U.S. private-sector employment. The bank's lending and payment processing activities underpin broader by channeling funds from depositors to borrowers, with reaching $15.2 billion in the third quarter of 2025 amid robust U.S. economic conditions. This intermediation role amplifies capital allocation efficiency, particularly for small and middle-market firms reliant on commercial banking for and expansion, thereby sustaining supply chains and consumer demand cycles. In disaster response, such as deploying mobile ATMs during in 2012, Bank of America has enabled cash access for affected communities, mitigating short-term economic disruptions from natural calamities. In financial innovations, Bank of America has advanced through Erica, its AI-driven launched in 2018, which handled 676 million client interactions in 2024 and supports nearly 50 million users by providing personalized financial insights and transaction management, enhancing accessibility and reducing operational frictions. The bank recorded 26 billion digital interactions in 2024, a 12% year-over-year increase, driven by mobile and AI integrations that streamline payments and , as evidenced by awards for its CashPro platform in actionable . Holding nearly 7,000 patents, including a 94% rise in AI-related filings since 2022, Bank of America invests in tools like Intelligent Receivables for automated matching, boosting efficiency in business payments and contributing to sector-wide productivity gains without displacing core human oversight. These developments promote by lowering barriers to services, particularly for underserved segments, while maintaining risk controls amid regulatory scrutiny.

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