Wells Fargo is one of the largest banks in the United States with five lines of business that span retail customers to the world’s biggest corporations. Roughly 90 to 95 percent of its revenue is generated in the U.S. where about 210,000 employees serve 50 to 60 million consumers plus tens of thousands of companies. Within that footprint sits the consumer, small and business banking division, the money center of the firm that runs 4,000 branches, digital and mobile channels, ATMs, payment rails and contact centers.
Leading that portfolio is Saul Van Beurden who stepped into the role after serving as Wells Fargo’s head of technology. He previously was CIO of Consumer and Community Banking at JPMorgan Chase and earlier held technology and operations posts at ING Group and Marsh McLennan. That path matters, as Van Beurden brought an engineering-led mindset to modernization, a risk-first posture shaped by experience with large-scale incidents and a conviction that technology is foundational to every outcome in retail banking.
“It took me 36 hours and a conversation with my wife to say yes,” he recalled of accepting the job. “The remit covers the full customer journey from checking and savings to payments and digital with data and AI development under my team.”
From remediation to growth, and the logic of combining businesses
After years of addressing regulatory actions that followed the 2016 sales practices scandal, Wells Fargo’s leadership has focused on rebuilding trust and positioning the company for growth. “We did things we should not have done,” Van Beurden acknowledged. “We also revealed we did not have the risk and control environment you expect from a bank of this size.” Since then, the company has strengthened oversight, reset sales practices and exited an unprecedented balance sheet cap that limited expansion. “With that behind us, you focus on a green field,” he said. “Every line of business has organic upside from consumer credit and cards to commercial and wealth.”
The new structure that combines consumer, small and business banking reflects how closely those groups’ needs align. “The entry needs are the same,” Van Beurden explained. “Checking, saving, sending and receiving money, unsecured credit. Channel usage looks similar too. People use the mobile app and when they need help they go to a branch.” Differences emerge only as clients scale, when products like working capital lines or specialized financing come into play. By combining these segments under one umbrella, the bank can align product design, pricing and digital experiences across millions of customers. Dedicated bankers and specialized offerings still serve larger business clients between $10 million and $25 million in revenue, but the shared foundation simplifies operations and deepens customer continuity.
How technology and experience shaped his leadership style
Van Beurden described the core requirements of his job as strategy, followership and execution, and he credits his technology background for sharpening all three. “Retail is scale,” he emphasized. “You cannot run 4,000 branches manually. Everything must be automated. Knowing technology lets you go faster and do it better.” His years at ING taught him simplicity, since a pure digital bank lives or dies on self-service. At JPMorgan, he learned about scale and consequence and how even small failures can have an enormous “blast radius.” Those lessons, he said, instilled a healthy paranoia. “Only the paranoid survive,” he underscored, quoting the title of former Intel CEO Andy Grove’s bestselling book. “You are defined by how you prevent and manage the crisis, not by the happy day.”
That mentality now shapes how he leads a massive retail operation where technology, risk and customer experience must operate in harmony. Van Beurden believes modern banking leaders must combine operational rigor with empathy and an instinct for simplification. He applies what he calls “engineering discipline” to leadership, creating clear goals, measurable outcomes and relentless iteration. Yet he balances that with a perspective that every change must improve both the customer journey and the employee experience. “Technology is foundational,” he said, “but success comes from how you deploy it to make people’s lives better.”
Digital acceleration and rising customer expectations
Much has changed about customer behavior since the pandemic. “The pandemic made the hurdle to use apps very low,” Van Beurden observed. “Expectations rose for things like DocuSign. Customers now expect channel parity. If they call, they want the same capability they have in the app.” He views that shift as one of the biggest catalysts for modernization. Traditional distinctions between digital and physical experiences are fading, forcing companies to ensure a seamless experience across branches, contact centers and digital touchpoints.
To meet that demand, Wells Fargo has pushed to unify its technology platforms and deliver consistent tools for both customers and employees. Van Beurden calls this “channel parity,” which is a philosophy that every touchpoint should feel equally capable. “It is customer choice whether to call or click,” he explained. “Our job is to make sure both deliver the same value [no matter the decision].” The emphasis on parity not only improves satisfaction but also creates operational efficiency, as each upgrade to the core technology stack benefits multiple channels simultaneously.
Data as the foundation for AI innovation
Van Beurden is quick to point out that data must come before AI. His predecessor created a centralized data team that is now building a cloud-based data layer with authoritative sources to support analytics and models. “Without that, it is hard work,” he admitted. “We are well underway.” Years of progress in data management are now enabling broader use of AI across fraud detection, cybersecurity and marketing.
What excites him most, though, is the “consumerization” of generative AI. “Our employees and customers have powerful models in their hands,” he noted. “They expect the same at work. GenAI helps remove simple repetitive tasks, builds workflows and frees people to do higher-value work. We are scratching the surface.” For Van Beurden, the key is to deploy AI in ways that enhance human performance rather than replace it, a philosophy he applies in his own daily routine.
Personal adoption and the next frontier of intelligent work
Van Beurden uses AI tools to streamline his day. “I use recap tools for unread mail to identify actions and next steps,” he said. “For performance reviews, I merge check-ins, self-assessments and KPIs then ask for a wholesome summary. It is eight minutes instead of thirty and I make it personal.” He laughed as he noted that at home he and his wife “settle arguments” using modern research assistants, while still verifying results. These small examples, he believes, show how AI can augment judgment and efficiency without removing the human touch.
Looking ahead, he envisions three stages of evolution. First, deeper GenAI integration into everyday workflows, freeing capacity for higher-order work. Second, an agent-to-agent economy where “your agent will book your hotel with another agent.” Finally, what he calls “autonomous everything,” where technology can handle entire processes with minimal human direction. Yet he remains grounded about its limits. “Models do not replace soul, spirit or deeper intuition,” he said. “Guardrails matter.”
Workforce evolution and inclusion through neurodiversity
Rolling out new technology across a massive workforce requires structure, training and candor. “The laziest smart people always go first,” Van Beurden joked, referring to engineers eager to automate their own work. For the majority, training is required and repeated, and he is unapologetically direct with those who resist. “If you choose not to engage, at some point you may not be employable,” he said. “That is not a threat. It is reality. We offer the tools and the learning. It is a two-way street.”
He brings the same practical optimism to inclusion. A neurodiversity hiring program he started in technology now spans nine functions, including branches. “It is a win for families, candidates and the company,” he emphasized. Retention runs about 90 percent after four and a half years and 15 percent have been promoted. The program partners with the University of Connecticut, which now teaches other firms how to adopt and scale similar approaches. “We hire for careers not roles,” Van Beurden said. “The productivity gains are real but the purpose is inclusion and opportunity.”
Looking beyond the phone
Van Beurden’s curiosity extends well past banking. He is fascinated by what device might succeed the smartphone. “Glasses are a step closer to the brain,” he reflected. “Neural interfaces may emerge. Something will be there.” For him, the question underscores a broader point: while AI advances at lightning speed, much of everyday technology remains stagnant. “We are advancing fast in AI while many household devices look the same as fifty years ago,” he said. “There is a whole platform of innovation still to come.”
Across the conversation, Van Beurden’s message was consistent: simplify the front door, harden the back end and execute with controlled urgency. “Technology is foundational to everything we do,” he said. In a business where scale is destiny, that mindset may be Wells Fargo’s most important advantage.
Peter High is President of Metis Strategy, a business and IT advisory firm. He has written three bestselling books, including his latest Getting to Nimble. He also moderates the Technovation podcast series and speaks at conferences around the world. Follow him on Twitter @PeterAHigh.