JPMorgan Shares Climb as Jamie Dimon Adds Consulting Services to The Menu

For most of Wall Street’s history, the relationship between banks and their clients has been fairly transactional. Investment bankers advised on deals, arranged financings, collected fees, and moved on. Clients came to banks for capital and execution, not guidance on how to run their businesses.

That framework made sense when finance was mostly about balance sheets and timing. But the world companies operate in now looks very different… and Jamie Dimon seems to be signaling that the old model no longer captures what clients are actually asking for.

On Monday, JPMorgan Chase introduced a new initiative called Special Advisory Services. On the surface, it’s a modest-sounding expansion of what an investment bank offers. In practice, it reflects something bigger: a recognition that operational competence has become as valuable as financial advice.

This shows up in the questions JPMorgan’s clients have been asking. Fewer of them revolve around whether to issue debt or pursue an acquisition. More of them focus on how large organizations actually function… how they manage cybersecurity risks, make technology decisions, integrate artificial intelligence, oversee real estate, and support large workforces without losing control of the machine.

Those aren’t problems that can be solved with a pitch book. They’re problems of execution.

The new group will be led by Liz Myers, a 30-year veteran of the firm and its global chair of investment banking. The team itself will be small by design. Most of the people involved already run key parts of JPMorgan internally, which makes the offering inherently limited… but also more credible. This isn’t advice drawn from theory. It’s drawn from practice.

Client interest in that kind of access has been building for years. As companies face rising operational complexity, executives have grown less interested in abstract frameworks and more interested in seeing how institutions at scale actually make decisions and avoid mistakes. In that environment, JPMorgan’s internal experience starts to look like a product in its own right.

Rather than letting those conversations remain informal, Dimon chose to formalize them. The resulting advisory service is aimed at companies with deep or developing relationships with the bank… IPO candidates, long-standing advisory clients, and mid-sized firms that want to work more closely with JPMorgan over time.

For now, the bank isn’t charging for the service. That may change if clients want ongoing or resource-intensive support, but the initial emphasis appears to be on strengthening relationships rather than creating a standalone revenue stream. In effect, JPMorgan is using its operational expertise as a differentiator, not a line item.

Myers has been clear as mud about the limits. The people involved are operators first, not consultants, and their priority remains running JPMorgan’s own business. That constraint matters. It reinforces that this is not an attempt to become a consulting firm, but rather an effort to selectively share how one of the world’s largest banks actually works.

The rollout also comes at a moment of strength for JPMorgan. The bank is set to report earnings next week, and expectations remain high. According to estimates from LSEG, JPMorgan is on track to generate roughly $9.44 billion in investment banking fees for the year through Dec. 11, translating to about 7.4% global market share.

That context reframes the move. JPMorgan isn’t expanding its advisory role because transactions are slowing or margins are under pressure. It’s doing it because client demand is changing.

Companies are operating in a more complex environment, and many executives are looking beyond transactions toward how large, regulated organizations actually manage risk, technology, and scale. JPMorgan is effectively saying that operational know-how has become part of the value equation… and it intends to own that space before someone else does.

At the time of publishing this article, Stocks.News doesn’t hold positions in companies mentioned in the article.