Ladies and gentlemen, thank you for standing by. Welcome to the American Express Q4 2025 Earnings Call. At this time, all participants are on a listen-only mode. Later, we will conduct a question and answer session. If you wish to ask a question, please press star, then 1 on your touchtone phone. You will hear a tone indicating you have been placed in queue. You may remove yourself from the queue at any time by pressing star, then 2. If you are using a speakerphone, please pick up the handset before pressing the numbers. Should you require assistance during the call, please press star, then zero. As a reminder, today's call is being recorded. I would now like to turn the conference over to our host, Head of Investor Relations, Mr. Karthik Varmachandran. Thank you. Please go ahead.

Thank you, Donna, and thank you all for joining today's call. As a reminder before we begin, today's discussion contains forward-looking statements about the company's future business and financial performance. These are based on management's current expectations and are subject to risks and uncertainties. Factors that could cause actual results to differ materially from these statements are included in today's presentation slides and in our reports on file with the SEC. The discussion today also contains non-GAAP financial measures. Comparable GAAP financial measures are included in this quarter's earnings materials as well as the earnings materials for the prior periods we discussed. All of these are posted on our website at ir.americanexpress.com. We'll begin today with Steve's query, Chairman and CEO, who will start with some remarks about the company's progress and results. And then Christophe Lkayak, Chief Financial Officer, will provide a more detailed review of our financial performance. After that, we'll move to a Q&A session on the results with both Steve and Christophe. With that, let me turn it over to Steve.

Thank you, Carvick. Good morning and welcome to our fourth quarter earnings call. We had another year of strong performance, continuing the momentum we delivered since introducing our long-term growth aspirations in January of 2022. Full-year revenues were up 10% to a record $72 billion, and EPS was $15.38, up 15% over last year, excluding the certified gain. Card member spending was strong throughout the year. Card fee growth continued in double digits for 30 straight quarters, and we maintained excellent credit. We continued to invest in areas that strengthen our membership model and drive our growth. For example, we continued our successful product refresh strategy with refreshes in close to a dozen countries around the world, including the launch of our new U.S. consumer and small business Platinum Cards. ...relationships with key international co-grant partners, including British Airways, ANA, and Air France-KLM. We continue to build our membership assets with new lounges, the expansion of our hotel network, the Toast Partnership, and a series of new card member experiences. And we expanded global merchant acceptance to over 170 million locations worldwide. And we continue to deliver innovative mobile experience. Turning to 2026 guidance, given the strength and stability in our premium customer base, the momentum we're generating from our investments in the business, and the flexibility we have to drive leverage in our business model, we expect 2026 revenue growth of 9 to 10 percent and EPS of $17.30 to $17.90. We will also continue our strong track record of returning capital to shareholders with a planned 16 percent increase in the quarterly dividend to 95 cents. Managing a company with a focus on accelerated revenue and EPS growth. This has generated consistently strong momentum which gives me confidence in our ability to not only deliver on our 2026 guidance, but driving strong growth over the long term. The key to driving our growth has been our investment philosophy. We consistently invest to strengthen our competitive advantages across key areas, including our customer value propositions, marketing, technology, partnerships, and coverage. In 2025, for example, we invested $6.3 billion in marketing, 75% since 2019. And in just the last two years, both marketing and technology investments are up 20-plus percent. This return discipline, focusing on outcomes that drive growth. results. We measure customer demand and engagement, credit quality, retention and relationship expense, marketing investments. We measure the spend and revenue efficiency of our marketing dollars across thousands of campaigns. As a result of this process, we've created a robust marketplace of ideas where we fund the best opportunities from across the company. Return discipline combined with our investment flexibility enables us to dynamically reallocate resources to those opportunities that represent the highest returns a great example of this is our recent decision to quickly redirect marketing investments towards the end of the year one of the key lessons we've learned in executing this philosophy is that the investments we make in our value propositions pay off in multiple ways customer demanded engagement driving business to our merchant partners maintaining strong credit performance and driving efficiencies by enabling our marketing dollars to... We're seeing this in our new U.S. consumer Platinum Card, which continues to perform even better than our expectations. Engagement is up, credit quality continues to be excellent, and we're seeing no change in retention rates. At the time, investments in our marketing capabilities have driven acquisition incentives to some of the lowest levels in the last couple of years. And our growth overall are the investments we're making in technology. We introduce new capabilities that drive customer engagement and satisfaction add new partners value and develop new customer experience a billion dollars annually on technology one i would call things like infrastructure software licenses and cyber security and investments in development activities development includes things like new mobile experiences and capabilities and the ongoing modernization of our core systems in marketing gigantic use cases season marketing and fraud of our data and analytics processes to the new platform travel counselor assist tool our dining companion experience as well as the deployment of gen ai tools worldwide several years when you eps in class credit increasing capital returns to shareholders our expectations for 2026 are no different we expect to continue delivering the pace and quality of growth we've seen in recent years while also continuing to invest in areas to sustain our growth and deliver strong capital returns to shareholders in summary We are operating from a position of strength, flexibility, customers to Christophe for more details about the quarter and full year results.

Thanks, Steve, and good morning, everyone. In 2025, we generated 10% revenue growth and EPS of $15.38, up 15% certified. If you look back at our performance over the past three years, what you see is a track record of delivering consistent and strong results. We have driven average return growth of 11% per year and have generated mid-teens EPS growth with three consecutive years. Importantly, we delivered these results while maintaining a discipline focused on premium products and high credit standards. Our momentum continued in 2025. We saw healthy spending and loan growth throughout the year and continued demand for our premium products. Net card fee grew at 18% and reached a record of $10 billion for the year. And we drove greater scale of the business through increased investment, enhancing our ability to drive operating leverage over the long term. Overall, our business model is performing as we expected, driving our business in the year ahead. Turning to build business trends for the quarter, total spend was up 8% effects adjusted, consistent with Q3. Both goods and services and T&E continued to grow at a faster pace than during the first half of the year. Retail spending continued to show good momentum in the quarter, up 10%. And spending at luxury retail merchants was up 15%, reflecting the continued strength of our customer base. Growth in airline and lodging spend was largely stable, and restaurant spending was up 9% once again this quarter. However, our dining assets are driving high levels of engagement. We spend at U.S. resi restaurants by U.S. consumer customers up by more than 20%. Momentum from younger customers also continued. As of Q4, Millennial and Gen Z customers now make up the largest share of U.S. consumer spending, and they remain the fastest-growing cohorts. That momentum is driven by our success in attracting younger customers into the franchise. For example, the average age of new customers is 33 on the U.S. consumer platinum card and 29 on the U.S. consumer gold card, giving us a long runway to grow our relationships with its customers over time. International also delivered another very strong quarter. We spent up 12% FX adjusted. Growth remains broad-based across consumer and business customers and across geographies. The whole transactions growth of 9% was consistent with what we've seen throughout the year and reflects continued engagement from our customers. Looking at the first three weeks of January, we continue to see good momentum in spend trends. As we look ahead to 2026, we are encouraged by the strength and stability that we continue to see across our customer base. Turning to new acquisition, demand for our premium products remains very strong. Although the overall number of new cards is down versus Q3, we reallocated marketing dollars away from lower-cost cashback products to platinum, and platinum new acquisitions were up significantly. In fact, the percentage of fee-paying products for U.S. consumer is up 8% percentage point year-over-year. Turning to balanced growth and credit, loans and card member receivables increased 7% year-over-year FX-adjusted, growing at a similar pace to Build Business. There was about a one percentage point impact on balanced growth from our health-to-sale portfolios again this quarter. In 2026, we expect loans and receivables to continue to grow largely in line with Build Business. Our credit performance throughout the year was remarkably strong and stable. Delinquency rates were flat throughout the year and write-off rates remained best in class. Notably, both delinquency and write-off rates are still below 2019 levels. In 2026, we expect credit metrics to remain generally stable with some seasonal variation in provision across quarters. Turning to revenue on slide 14. Revenue was at 10% effects reported for both Q4 and the full year. Momentum was broad-based across revenue lines, with net card fees, NII, and service fees and other revenue all growing at double-digit rates. Net card fees reached record levels, driven by continued success in acquiring new customers onto fee-paying products, our ongoing cycle of product refreshes, and our high retention rates. In Q4, card fees were up 16% effects adjusted, moderating a bit as we expected. In 2026, we expect card fee growth to pick up as the year progresses, as we see the impact from the platinum refresh exiting the year in the high teens. We have now started applying the new annual fee for U.S. platinum card members, reaching their renewal anniversaries. For those customers, we have seen no change to our very high retention rates relative to pre-refresh. Net interest income was up 12% again this quarter, continuing to grow faster than balances. We expect NII growth to continue to outpace growth in loans and receivables in 2026. Turning to expense performance. The VCE to revenue ratio was 45% this quarter. The VCE ratio stepped up from earlier in the year as we expected, driven by the investment we made in the value propositions of our U.S. Platinum cards. As Steve noted, VCE investments are an important part of our model. They support revenue growth by driving customer acquisition and engagement. They improve credit outcomes by attracting highly credit-worthy customers, and they drive marketing efficiency by increasing demand for our products. In 2026, we expect the VCE to revenue ratio to be around 44%, driven by these investments and ongoing mixed shift towards premium products, and assuming a similar spend environment to what we've seen recently. We continue to drive leverage from operating expenses, with OPEX as a percentage of revenue down four points since 2022, even as we increased our technology spend by 11% for the year. In 2026, we expect operating expenses to grow in the mid-single digits. Marketing expense totals $6.3 billion for the year, up 4% year-over-year. We expect marketing expense to be up in the low single digits in 2026 as we look to generate efficiencies from the investment in product value propositions and technology, as Steve discussed. Before leaving expenses, let me add to Steve's comments about our investment approach and where those investments sit in the P&L. At a high level, when we think about growth, we consider three types of investments. The first is spent on welcome offers and distribution channels that generate demand for our cards. These expenses are reported on the marketing line. Second, a significant part of our technology spend drives growth. For example, the new travel app or the enhancements we made to the Amex app for the Platinum Refresh. These expenses are reported in operating expenses. And third, are the customer benefits and partnership associated with card membership, which generate demand and customer engagement. The recent step-up in card member services on the Platinum card is a good example of this type of investment. These expenses show up in VCE. Every year, we balance how much of these investments to deploy for growth across these investment categories. For 2026, we plan for investment levels to continue to be high with a record level of technology development, the step up in the value proposition of our U.S. platinum cards, and with a large marketing budget. And we plan to invest at these levels while generating strong bottom line growth in line with our aspirations. Moving on to capital, we continue to deliver very strong returns with an ROE of 34% for the full year. We return $7.6 billion of capital to our shareholders, including $2.3 billion of dividends and $5.3 billion of share repurchases. In 2026, we expect to increase our quarterly dividend by 16% to $0.95 per share, consistent with our approach of growing our dividend in line with earnings and our 20 to 25 target payout ratio. With this plan increase, the dividend will be up by more than 80% since 2022, and we have reduced the share count by 7% since then, while maintaining capital well in excess of regulatory minimum levels. This demonstrates our confidence in the sustainability of earnings generated by our model and our disciplined capital management. We also have a robust and diverse funding stack, supported by our continued demand for our high-yield savings accounts, with balances up 8% year-over-year. The majority of those balances come from our con members, who on average hold higher deposit balances than non-card members, given strong engagement with our brand and the premium nature of our card member base. With less than 10% of our U.S. consumer card members currently holding a high-yield savings account with us, we see a long runway for growth. This brings me to our 2026 guidance. We continue to run our business with an aspiration to achieve 10% plus revenue growth and mid-teens EPS growth. As shown on slide 21, for the full year 2026, we expect revenue growth of 9 to 10 percent and earnings per share between 1730 and 1790. 2025 was a very strong year for the company. We are well positioned to continue our track record of strong growth into 2026, and we feel good about the year ahead. With that, I'll turn the call back over to Karthik, and we'll take your questions.

Thank you, Christophe. Before we open up the lines for Q&A, I will ask those in the queue to please limit yourself to just one question. Thank you for your cooperation. And with that, the operator will now open up the line for questions. Operator?

Ladies and gentlemen, if you wish to ask a question, please press star, then one on your touchtone phone. You'll hear a tone indicating that you've been placed in queue. You may remove yourself from the queue at any time by pressing star, then two. if you're using a speakerphone please pick up the handset before pressing the numbers one moment please for the first question our first question comes from Ryan Nash of Goldman Sachs please go ahead hey good morning everyone morning

morning um maybe maybe to start with the net cards acquired Steve can you maybe expand on the comments regarding allocating away from cash back and putting this towards fee paying products and and do you expect this remix to continue and maybe just talk about how it'll impact the results going forward thank you yeah so i i think you know as

i said in my in my comments we have the ability when we see opportunity to to be really flexible with our with our marketing investments and we saw a tremendous demand for premium products particularly the platinum card um and you know as we go forward uh we'll continue to adjust as as necessary i i don't you know again i don't think this affects the overall results because we don't really focus so much on acquiring cards as much as we focus on acquiring revenue and um you know we're hitting all our revenue targets and we're hitting our uh return on investment targets so i you know again i wouldn't focus too much i mean if you look at it sequentially it's a little bit down if you look at it year over year it's a it's a hundred thousand it's a hundred thousand cards and um you know that led to an increase in platinum cards so we're really happy with those decisions and we think it was the you know obviously the right thing to do

maybe i'll add two small things uh first one is that there is variations among the quarters some of that is just a function of our own marketing plans whether we're running ltu limited time offers or not and so that drives volatility from one quarter to another and as you saw q4 last year was also lower. The other thing that I mentioned is that if you focus just on fee-paying cards in the U.S. consumer business, the percentage of NCA paying a fee went up by eight percentage points from Q4 last year to Q4 this year. This is not exactly visible to you in the numbers that we are sharing with you, but this shows that the efficiency of our marketing dollars is improving and that's at the end what matters thank you the next question is coming from

Sanjay Sakrani of KBW please go ahead good morning SMB you've got to look at

middle market you've got to look at at small business I think small business is really really strong I think middle market is where you see a little bit which will be launching you know probably by but and we're looking for a pickup as the year as the year goes on and we'll be communicating more in terms of just what's going to go on in our overall commercial strategy as as the as the year goes on from a product refresh perspective so yes it's it's a highly competitive highly competitive market I think the other thing to look at is it's not just us that is sort of SMB and I think most of it is is middle market from an industry perspective so again competitive I like the the we'll be communicating more as the year goes on on that thank you the next question is

coming from Don Fandetti of Wells Fargo. Please go ahead. Hi, good morning. Steve, you know, can

you talk a little bit about 2026 in terms of U.S. consumer-built business and the health of the premium consumer? I know there's this sort of scenario where we could run a little hot, there's a lot of stimulus, and just want to get your kind of sense. I mean, you're running at 9% now. Is it

like steady state from here, or could we accelerate? Look, you know, we saw a big uplift in platinum over the holidays. And I think the momentum that the new platinum launch has given us, the momentum that gold has given us, we're really bullish from a consumer perspective. Will it go ahead of nine? I don't know, but I like what our card members are doing with the product. They're really engaging. I think one of the big things that is sort of lost on a lot of people was the Platinum app that we launched and the ability for our card members to really engage with the product and to go out there and spend. I mean, if you look at restaurant spending, for example, for the quarter, it's up 9%. If you look at resi restaurant spending, it's up 20%. And that's really due to the engagement of our platinum card holders, and it's due to the engagement of our gold card holders with our resi restaurant. So that synergy has really worked out very, very well from us. So, as again, I'm not projecting more than 9%, but we do have very, very strong momentum. And that momentum, and, you know, as Christoph just talked about as well, that momentum from a platinum acquisition perspective, we expect to continue.

Thank you. The next question is coming from Erica Najarian of UBS. Please go ahead.

Yes, good morning, and thank you. I just wanted to revisit the net cards acquired number because this is a big talking point with investors before the call began. So completely understand the message. And of course, the focus should be on revenue generation and not that number. But as we think about this remix strategy, as you refocus more of your dollars towards the fee-paying cards, does that, over time, then impact the trajectory of net card fees, for example, on slide 15, or get you closer to that plus part of your long-term aspiration in terms of revenue growth?

Hey, good morning, Erika. So, yes, you're right. The overall portfolio is slowly getting more premium. We get either the platinum portfolio is growing at a very fast pace. The spend, because of the strong engagement, is also growing at a faster pace than the rest. And we have celebrated on this call for many quarters the growth and their sustained growth on car fees, which just reached $10 billion, right? And there is, in the slides that we talked about this morning, you can see the trajectory over time. A lot of that is coming from the premium cards, especially platinum. And as you think about that card fee line in the P&L for 2026, which is right now growing at 16%, which in itself is like an amazingly strong number for base that is reaching $10 billion annually, We expect that growth rate to pick up in the balance of the year as the year progresses. And as more and more of our card members on the platinum card are facing their renewal anniversary and we are moving them to the new price point. So that's very much the dynamic indeed that is happening. The other proof points that are either visible that the portfolio is getting more premium is their incredible performance on the credit side, right? You see those delinquency rates, those right-of rates that are not only best in class, but they are flat. And I compare and contrast that with many of our competitors that have guided for a small increase there while we're talking about stability when it comes to those metrics. So the portfolio is indeed moving towards a more premium portfolio, and either a lot of the P&L lines are reflecting that.

Thank you. The next question is coming from Rick Shane of J.P. Morgan. Please go ahead.

Thanks for taking my questions. It's sort of a follow-on to what Erica just asked. You know, when we look at 2025, marking the strong, the low expense on credit on a relative side allowed you to aggressively ramp marketing and rewards. When you, we think about the 26 guidance, it feels like it is more in balance in terms of more normalized growth of credit expense. If credit expense continues to be low, as Christophe, you just alluded to, is there incremental opportunity for investment, or is that something we would see fall to the bottom line? American Express has historically reinvested those excess returns.

Yeah. So to your point, Rick, credit is very low, and there is a hard limit to how low those numbers can be, right? And 2% is pretty much at that limit. You know, the other co-component of the model, which we also try to illustrate this quarter, is the efficiencies that we're getting on operating expenses, right? So as we are expanding, they're increasing the value proposition on our premium products. As premium products are getting a bigger share of our portfolio, it's putting a downward pressure on credit. And we are generating efficiencies on marketing acquisition as well as on operating expenses. And that's very much how the model is working. And we try to illustrate that also by saying that this is not by constraining technology growth. We're actually growing technology. I think the CAGR is 11%. It's all the other operating expenses that are, you know, generating efficiency. So, you know, as you think about modeling American Express and thinking about how the business is working, that's very much how you should think about it. Now, when it comes to potential upsides and what we would do with it, you know, we're guiding towards mid-team CPS growth. We're providing a range. This includes, you know, a lot of scenarios, including where we overperform on some lines and underperform on some others. The idea here is just like we are committed to that EPS, but there will be certainly movements between the lines as the year progresses. Thank you. The next question is coming from Mark

DeVries of Deutsche Bank. Please go ahead. Yeah, thank you. I had a question about kind of the impact you see on engagement and the level of spend from existing customers when you do a meaningful product, refresh like you did with Platinum. Do you see existing customers actually change the way they use their card when you layer on new value? And if so, is there also a delay in that? Is they take time to kind of gain awareness of what's kind of new and incremental, you know, kind of in contrast to new customers acquired who presumably are being acquired because they are aware of that and very immediately engage around the new value you've layered on?

Yeah, I think with existing customers, they don't uptake it as quickly as new customers do. But what I will tell you is that it goes very quickly. The engagement with Lululemon, the engagement with Resi, the engagement with the hotel credit was pretty quick with our existing customers. With the new customers, it's what draws them immediately. And I think what's really important there is that that draw is a new value proposition. You don't need to heavy up as much as marketing. I mean, Christophe's point about movement between lines. So there's movement between VCE, marketing, there's better credit performance, there's operating expenses. You've got to look at the entire thing. But the bottom line is new customers, you know, look at the product. They're very rational about it. they engage in everything they want to engage in the existing customers have a little bit of inertia but then all of a sudden they start to engage in one of the things that that really made a huge difference for us was the Platinum travel app it the Platinum app it made it so easy to enroll in all the benefits and you know we didn't I don't think Christoph mentioned this but we we certainly have it in we had an uptick of 30% in our travel bookings in the fourth quarter it is a direct result of that platinum launch um and the engagement of our cardholders so you get a lot more engagement um across the board and you just see what's going on with resi our restaurant spending is up 20 so all of the all of the metrics that we look at speaks to the fact that this was a wildly successful product launch um it attracted new cardholders and it engage existing cardholders to spend even more thank you the next question is

coming from craig moore of ft partners please go ahead yeah thanks good morning i actually wanted

to ask the flip side to the last question which is you know when we think about card member services growth as we move through the year um you know how much of i'm trying to think of how much the growth rate itself could moderate while expecting it to remain high until you lap the relaunch of platinum. But how much do you think the fourth quarter growth rate was related to this being the new product? And now that we're moving through into the early part of the year, some of that new car smell kind of wears off. And so engagement might wane a little bit versus where we were. So I'm just trying to think about the cadence of that spend through the year.

Yeah, I'll make a couple comments, and I'll let Christoph go a little bit further. But I think that, you know, during that, you know, look, we launched on September 18th or so, and I think we got to certain engagement levels. I think those are probably the engagement levels we're going to get to. I think what you'll see is as new people come on, they will engage. but i think the existing card base has planted their flag if you will uh this is what they're this is what they're going to use out of the new product and a new card base they've done what they're going to do so as we plan for this um and we're we're fine with where these with where the bce levels are i mean it's expected um but as we plan for this i think i think craig you're right i think you get to a point where it sort of stabilizes right not every card member uses every single benefit um it's just and that's not how we really design the product right we designed the product so that it appealed to a wide variety of people there are core benefits that you know a lot of people eat right so they'll use the resi credit and people take ubers and things like that but then there are other other credits on the side that they may not use they may not use a Walmart Plus they may not use a Lululemon and so forth and so you get to that sort of balance if you will where it's a lot easier to project what's gonna what's gonna happen you know some things you get more uptake than you thought you were gonna get and other things you get less uptake than you thought you were gonna get but in balance we're very happy with the overall engagement which then leads to a wide variety of spend and more spend on

I don't have a lot to add. I would just say that in the guidance that we gave you, we are assuming that the VCE to revenue ratio will be around 44%, and we'll see whether we land there or not. The current level of spend, of course, because another big driver of that VCE is the rewards cost. But we are assuming around 44% for the balance of year, and we'll be watching it.

Thank you. The next question is coming from Jeff Adelson of Morgan Stanley. Please go ahead.

Hey, good morning, Steve and Christophe. I wanted to just ask about, you know, the 10% credit card cap proposal out there. You know, obviously, everybody's been quite vocal about this, the unintended consequences, Just wondering what your view is of that, you know, what might happen to Amex in the industry if this goes through. Obviously, it seems like Amex is more of a defensive mode against this with a premium card focus. But maybe just discuss that as well as maybe any conversations you've had with the administration.

Look, I think everybody's pretty much said everything that there is to say on this. I think, look, affordability is really important. I think a 10% credit card cap is the answer to that. I think it would reduce the number of cards ultimately in the marketplace. I think it would reduce line sizes. America pretty much runs on credit. I think that would impact small businesses and so forth, and it just has this sort of effect of a downward spiral from my perspective. So I don't think that's the answer. And, you know, I mean, obviously we have conversations, and I'm not going to get into those, but we don't think it's a good idea.

Thank you. The next question is coming from John Pancari of Evercore ISI. Please go ahead.

Good morning. Steve, you mentioned on the competitive backdrop, I know you mentioned the commercial dynamics already. Can you discuss a little bit more on the consumer side? I know, you know, competing card players are leaning in still to their travel rewards programs and all that. And then what poses the greatest risk to your 2026 outlook? Look, is it that competitive dynamic, or would you say it's more macroeconomic or political at this point?

I would say it's, you know, if you look at risk, it's more macroeconomic. The competitive dynamic has been here since the financial crisis. I mean, this became a very interesting business. You know, it's a great return. It's a category that continues to grow about 8% every year. It's a great return on assets for people, and it's a great way to deploy capital. So the competitive dynamic in consumer is as tough as it's ever been. You know, J.P. Morgan's out there, Citi's out there, Capital One's out there. And, you know, the challenge for us has been the challenge that we've faced for the last 15 years is to stay one or two or three steps ahead of our competitors. And, you know, when you look at what our competitors are doing, and so is to continue to move, you know, that playbook to a higher level. And that's what we'll continue to do, and to execute and provide fantastic service to our customers. The one thing I'll say that nobody has really been able to replicate is our customer service. And we continue year over year to perform and win the J.D. Power Award for Service. And I think service is sometimes an underlooked component of the overall value proposition, and it's one that we invest in. It's a highly competitive market. We never rest on our laurels, and, you know, we'll keep fighting and keep anticipating where the competition is going to go and, you know, and beat them to that point.

Thank you. The next question is coming from Moshe Orenbach of TD Cowan. Please go ahead.

Great, thanks. And most of my questions have actually been asked and answered. But I was hoping you could expand a little bit on how you're positioning American Express with your recent acquisitions versus in that small business arena, given the competition, which obviously has always been there from some of those larger private companies. And now, obviously, one of them will be combining with a large bank.

Yeah, look, I think that, as I said, you know, with our center acquisition, especially from a small business perspective, you know, rather than partnering with expense management providers, as we've done with whether it was Concur or IBM before that, we'll now have our own expense management offering. And I think it's what small businesses want. It's what middle market companies want. I think additionally, and I'm not going to get into the details on this call, but we will be sharing over the next couple of months just a roadmap of where we are going, you know, other technical capabilities that we will be adding. I think the small business and middle market space is highly competitive. It's been very competitive as it relates to a value proposition perspective. And I think, you know, now the, you know, the puck is now moving and has moved to from a software perspective. I think the combination of Capital One and Brex, it's a very good move for Capital One. It's probably a good move for Brex as well. It's great software, and you put a balance sheet together, and I think that works. They'll work on their integration issues and challenges like you do when you have an acquisition like that. But I think when we're out in the marketplace, I feel that we're going to be able to compete quite effectively. So more to come on it, but it is, you know, it'll be a battleground just like it has been. It's just that it's going to be a battleground on even more multiple fronts.

The next question is coming from Mihir Bhatia of Bank of America. Please go ahead.

Hi. Good morning. Thank you for taking my question. Steve, you kind of may have preempted a little bit of my question with that last answer, but I was just wondering, you know, obviously in 2025, the platinum refresh was a big thing at Amex. As we go into 2026, are there two or three initiatives that are really high-impact that you're working on that we should be thinking about? What are the priorities, I guess, for 2026?

I mean, look, the priorities are pretty much, you know, if you think about even the Platinum Refresh, you go back to sort of strategic priorities that we have from a company perspective, which is really to win in the premium space, to continue to build our position in commercial, um you know obviously our our coverage and our network initiatives and we're going to continue to focus on those things i mean you know listen the platinum the platinum card is launched right now we want to continue to get value out of that platinum launch in both both consumer and in small business we're going to continue to build to build coverage obviously in international as that as that continues to grow and continues to be the fastest growing um overall part of our of our business. And we're going to continue to build more capabilities, both digital capabilities and capabilities, as we just discussed, for our small business customers. And then, you know, we've got Resi and Talk, and we're going to be combining those as the year goes on. And I think those two acquisitions have been really great for us, as you see, the differential in overall restaurant spending and overall restaurant Resi spending, which is not only good for our card member is good for us but good for the restaurants as well so i mean i you know as i said to somebody on uh you know one of our one of our calls recently i think when you you sort of look at this year um it's it's more of the same for us right it'll be we're still going to have product refreshes not as big as we had from a platinum perspective uh this year but the the fact that we continue to refresh our our products that we continue to refresh our technology base that we continue to make more things available to our consumers, that we continue to build on partnerships, and that we continue to use those partnerships to bring value to our card members

is something that we're going to continue to lean into. Thank you. The next question is coming from Brian Ferran of Truist. Please go ahead. Hey, good morning. I guess you've cut on my question

a little bit through various answers, but I just want to circle back. You know, I do hear a lot of that's your concern for amx and for the market as a whole um you know just whether the costs to grow is getting too high and it is tough to measure from the outside partly because the investment required up front to get premium customers and then partly you know i feel like i've been doing this 20 years and i still have to constantly relearn the lesson that credit card accounting pulls forward a lot of the expenses and spreads out a lot of the benefits uh you know you've been very clear the metrics you're watching show that you're putting on good very good very profitable growth you've shared some of them with us here you've talked about the rigor behind measuring that but i wonder as you look across all your businesses you know you touch a lot of customers geographies marketing co-brand channels rewards benefits is there any part of the market where you do think it's getting overheated and where you have adjusted or might need to adjust or is this kind of cost to grow concern in the market right now, really just kind of economic and accounting dynamics showing us all the costs up front and the benefits more on the leg?

Well, I'll let Christophe comment after I comment. Look at the last four or five years, and I'd look at what our guidance is. And what we're basically saying here is consistently we're going to grow 10 percent and consistently we're going to deliver your mid-team gps growth um not a lot of companies do that and we are committed to doing that one of the earlier questions was well if you have extra flexibility you're going to drop it down to shareholders a couple years ago we had extra flexibility with the assertify game we dropped it down to shareholders i think one of the reasons we have been able to have this consistent growth trajectory over the last really five years now and going into this year is the plan is because we have and we have made investments for the longer term and not taken any short term and so you know while people may not be happy all the time that hey you had some extra money and you invested it why didn't you drop that to shareholders this year it's because our goal is to drive consistent shareholder returns year after year after year, to continue to grow our dividend in line with how we're growing EPS, to continue to do our share buyback program, to continue to return capital to shareholders, which has allowed us to drive our market cap up and has allowed us to be consistent. It's really been the same old story with Amex for the last four or five years, and that's what we're going to continue. So I don't look at the cost to grow. I mean, we stay out of things that we think are non-economical, and there are data we do not think are economical. We do not bid on it. We have a large co-grant portfolio, and we believe that that portfolio is a one plus one equals three for us, and we have a great premium customer base. We're growing very strongly internationally, and we still see those growth prospects over the horizon. And as I said earlier, this is a market that continues to grow on a global basis by about 8%. So, you know, again, I don't share the it looks like it's too expensive to be in this business. I think you may see from time to time, you'll see some rewards costs that get a little bit higher. You might see some incentives offers to get a little bit higher. But I think what people fail to do is to look in aggregate at the entire expense base and how one investment plays off another investment. And so when Kristoff and I sit down and look at the expense base, we look at an investment, how it impacts our operating leverage, how it impacts our credit performance, how it impacts our ability maybe to dial back marketing or maybe we have to dial up marketing. So there's a lot of leverage that we're pulling. We've been doing this a long time now. And so we feel really good about 26 and beyond at this point, Like, given the macro environment that we have, the political, you know, with all the contingencies that are out there. But, yeah, I don't view this as an overheated market in any way, shape, or form for us. It's competitive, no doubt, but I don't think it's overheated from a cost perspective.

Yeah, I'll add two more thoughts, Brian. The first one is, you know, when you look at the quarterly reporting, these are an outcome of a lot of decisions we made. two years ago five years ago 10 years ago 25 years ago and we that's the way we think about the decisions we're making now when we are acquiring a new card member we're thinking about that card member not only in terms of what that card member will do to us this year or next year we're thinking about the next 20 years that's very much critical to the way we make all our decisions and And when you think about specifically the cost of growth, on the back of this platinum refresh, when I look at the cost of acquiring and welcome offers that we put on the market, we've seen some of the lowest cost of acquisition for platinum in the last two years happening, like, in Q4. and so it's definitely a very competitive place we have invested in value proposition we have an amazing brand we have a technology that allow us to personalize those offers and optimize the cost of origination and acquisition and when you put all of this together and you combine that with that long-term view that we have on those relationships I can tell you the economics are very compelling and that's why we and that's how we are locating our our investment dollars

thank you our final question will come from chris kennedy of william blair please go ahead

morning thanks for squeezing me in you've given a lot of great engagement metrics and you do have the new data analytics platform on the horizon can you just talk about you know that journey and and the tools that you'll have to drive more card member engagement as you get into AI, et cetera, et cetera?

Well, I think as, you know, look, and we're constantly, this is, I think in the last 10 years, the third big data mart conversion that we've done here as, you know, the technology gets better and better. I think what's really exciting for us is to be able to take large language models that are out there and take our data and insert that in and really come up with great card member offers, great card member insights, be able to create archetypes of various card holders and be able then to treat card holders and target card holders in a much more effective way. And we'll roll those tools out and access to that entire data mark across the entire company. And so it takes until 2027 because you're doing it sort of organization by organization, process by process, application by application. But we're already seeing some benefits of that in some of our card member marketing, which, again, leads to some of the reduction in overall cost. So we're excited by that. We're excited that it's on the cloud, which gives us the ability to expand that on a very dynamic basis. And so I think as we go on, we'll be able to talk more about just how the proof points of that comes out. But this is a business that, you know, not only do you have to invest in value propositions, but you really have to invest in a light way in the technology behind it because ultimately it's a technology that drives those value propositions and it's a technology that drives the appropriate engagement with you.

With that, we will bring the call to an end. Thank you again for joining today's call and for your continued interest in American Express. The IR team will be available for any follow-up questions. Operator, back to you.

Ladies and gentlemen, the webcast replay will be available on our Investor Relations website at ir.americanexpress.com shortly after the call. You can also access a digital replay of the call at 877-660-6853 or 201-612-7415. Access code 1375-7801 after 1 p.m. Eastern Time on January 30th through February 6th. That will conclude our conference call for today. Thank you for your participation. You may now disconnect.