Partnerships / Acquisitions

Goldman Looks For Bank Merger Partner

Wells Fargo, PNC and U.S. Bancorp are the names on the shortlist of whom Goldman Sachs might approach for a merger deal amid declining earnings and investments, according to a Fox Business report.

Goldman, despite its reputation as the bank for the ultra-wealthy and the world’s most profitable companies, has been in a rut as of late, with its market value of $59 billion a fraction of JPMorgan Chase’s $256 billion.

So, according to sources in the investment banking world, Goldman might be on the market for a deal with another major bank in the next few months. It would be a change for a firm that has long valued its independence.

FOX Business’s Charles Gasparino, in a tweet, revealed the news, saying that sources told him Goldman Sachs’ “weakening biz model” would “force a merger.”

Goldman Sachs Chief Financial Officer Stephen Scherr said the bank would be open to acquisitions as a way to boost its current projects.

Partnering with Goldman Sachs could be a boon for Wells Fargo, which saw its reputation damaged after a scandal last year involving fake accounts made in order to hit a quota. The scandal ended up costing the bank billions in court-mandated costs and business clients. CEO John Stumpf was also let go due to the affair.

Wells Fargo’s new CEO, Charles Schwarf, is a former JPMorgan executive, and that bank has always held to a belief that partnerships between commercial and investment banking can lead to better customer service, Fox Business reported.

PNC may be looking for a new partner after announcing plans to sell its 22 percent stake in money management Blackrock, sources speculated, according to Fox Business.

PNC held around 35 million common and Series B preferred shares in the company, and CEO William Demchak said the sale would leave PNC well-positioned to take advantage of investment opportunities later on, the Pittsburgh Post-Gazette reported.



The pressure on banks to modernize their payments capabilities to support initiatives such as ISO 20022 and instant/real time payments has been exacerbated by the emergence of COVID-19 and the compelling need to quickly scale operations due to the rapid growth of contactless payments, and subsequent increase in digitization. Given this new normal, the need for agility and optimization across the payments processing value chain is imperative.