By Ben Eisen
Wells Fargo & Co. is slashing costs, cutting staff and
tightening up on lending to ride out the coronavirus recession. Its
rivals might not be too far behind.
The fourth-largest U.S. lender entered the pandemic in worse
shape than its peers. The bank is still clawing its way back from a
2016 fake-account scandal that put it on the wrong side of
customers and regulators. Revenue has fallen for two years in a
row, and the bank recently reported its first quarterly loss since
2008.
"We have not done what is necessary to run an efficient
company," Chief Executive Charles Scharf said in a memo to
employees this month.
Wells's unique mix of challenges is forcing it to cut costs
first, but it might not be the last. The bank's approach to
belt-tightening could offer some clues about what is to come for
the rest of the industry.
Other big banks cut billions of dollars in costs and laid off
thousands of employees in the wake of the last financial crisis,
putting them in a better position to withstand this one. Some have
pledged not to lay off employees in 2020. Whether they are forced
to make cuts later on will depend on the length and severity of the
recession.
Some are already trimming costs. Goldman Sachs Group Inc. has
been hiring employees in cheaper states like Texas and Utah and is
now weighing an expansion of its money-management arm into South
Florida, people familiar with the matter said. JPMorgan Chase &
Co. has tightened standards around some of its home loans. Truist
Financial Corp. said it cut staff and closed branches last
quarter.
Wells Fargo never substantially laid off employees after the
financial crisis. Now it is entering its own lean period.
Mr. Scharf said this month that Wells Fargo needed to trim at
least $10 billion in annual costs to line up with its peers, a move
that executives say will include layoffs in nearly every corner of
the bank. Layoff counts haven't been finalized and likely won't
take place all at once, but are expected to number in the tens of
thousands in all, according to people familiar with the matter.
At the end of 2019, Wells Fargo had almost 260,000 employees,
the most of the four largest U.S. banks, despite having the least
in assets. Wells Fargo's expenses have made up a larger share of
revenue than that of its rivals.
Loan losses could prove to be the biggest long-term cost to
banks. The largest have collectively set aside tens of billions of
dollars in preparation over the past six months. Wells Fargo has
less capacity to handle defaults, as well as less flexibility to
extend credit because of a cap on its asset growth set by the
Federal Reserve in 2018.
As the pandemic took hold this spring, Wells Fargo was early and
aggressive in tightening credit. The bank made it tougher for some
homeowners to refinance large mortgages in April. It stopped
accepting new applications for personal lines of credit in May.
Around the same time, it cut off auto lending through the majority
of its independent car-dealership clients. It said it wouldn't take
new private student-loan customers for the coming academic year,
starting this month.
"We're trying not to look back on this period of time and regret
the loans that we made," Chief Financial Officer John Shrewsberry
said on a call with reporters this month after the bank disclosed
earnings. (The bank later said Mr. Shrewsberry would retire after
22 years at the bank and six years as CFO.)
Wells Fargo also has tightened standards around the new
commercial loans it extends, raising the bar for making loans to
even its longtime customers, people familiar with the matter said.
It already has broad exposure to a swath of hard-hit industries
such as oil and gas. More than a quarter of its commercial loan
portfolio is in real estate, an area where the bank is already
seeing higher charge-offs.
Mr. Scharf became CEO last fall with a mandate to improve the
bank's standing with regulators and turn around its operations. He
brought with him a strategy he used in his prior job as CEO of Bank
of New York Mellon Corp., where he streamlined management, laid off
employees and consolidated office space.
The bank recently hired Mike Santomassimo, one of Mr. Scharf's
key lieutenants at BNY Mellon who helped carry out cost cuts. Mr.
Santomassimo will take over as CFO at Wells Fargo in the fall.
Wells Fargo recently started a group tasked with ensuring that
staffing decisions fulfill all regulatory requirements, according
to people familiar with the matter. Major staffing decisions are
being sent through that committee, though they are ultimately
approved by the operating committee and board of directors.
At the bank, changes are visible in the day-to-day. Managers are
being instructed to hire workers in cheaper hubs like Minneapolis
and Charlotte, N.C.; a separate layer of human-resources approval
is required to hire in expensive cities, like its home base of San
Francisco, according to people familiar with the matter.
Mr. Scharf has said that managers must have at least seven
direct reports, a change aimed at thinning the ranks of middle
management, according to people familiar with the matter. If they
don't meet the minimum, their employees are reassigned.
Efforts to remake the bank in part reflect the new CEO's focus
on the nitty-gritty of corporate operations.
Mr. Scharf has made no secret of his disdain for the company's
performance-review process. In a shift, all employees were
subjected to a midyear review that assigns them a rating between
one and five, people familiar with the matter said. In the past,
some managers were known to copy and paste prior reviews when
grading their direct reports, some of the people said.
Liz Hoffman contributed to this article.
Write to Ben Eisen at ben.eisen@wsj.com
(END) Dow Jones Newswires
July 25, 2020 05:44 ET (09:44 GMT)
Copyright (c) 2020 Dow Jones & Company, Inc.
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