“We are prepared if there's opportunity there to allocate meaningfully more. But if there's not opportunity there, it's probably going to come back.”

In context

“in the business, are there any places where you would reallocate even more capital if we do free-up or change the definition of excess capital? David Solomon: Appreciate the question, Erika, and welcome to the team by the way. Happy to have you. Look, I know you're asking for probably more granularity than we'll give. But we have a zealous focus on finding opportunities to serve our clients. And when we need capital to serve them, making sure we have adequate capital to allocate there. Obviously, a significant -- if you look at our business today, and let's put the consumer -- what’s left of the consumer platform aside for the moment, when you look at our business today, the additional capital that gets allocated into the business broadly gets allocated into the banking markets franchise. We are prepared if there's opportunity there to allocate meaningfully more. But if there's not opportunity there, it's probably going to come back. That helps obviously support the growth in our dividend, the sustainable growth in our dividend. And it really is kind of our capital waterfall in the business or if not return it. I will say over time, and this all proportionate as we scale our alternatives platform, we use capital to start up new funds, to start up new platforms. So you could see some capital deployed there, but it's all going to be in the context of margin on that business. That business is running as a much more capital-light business on a go-forward basis than it did historically. And so if we do see this capital reform from a regulatory perspective, and I -- as I said earlier, I think there's a good chance of that happening, it is going to allow us to do two things. One, probably return more capital, but two, also i”