- JPMorgan has launched a new Special Advisory Services unit led by investment-banking chief Liz Myers to deepen relationships with key clients.
- The group will provide non-transactional guidance on major themes including AI, cybersecurity, sustainability, supply chains, digital assets, healthcare and geopolitics.
- It targets top-tier clients pursuing IPOs, transformational M&A or ambitious mid-sized growth who want JPMorgan as a primary banking partner.
- The rollout starts small using internal experts, with fees potentially added for longer or more intensive engagements.
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The launch of Special Advisory Services represents a strategic evolution in how investment banks are repositioning their advisory value to clients in an era of rising complexity. By institutionalizing a unit focused on strategic trends like AI, geopolitics, and sustainability—rather than simply transactional advice—JPMorgan is anticipating increasing client demand for holistic, forward‐looking guidance.
For clients with long‐term aspirations or undergoing major transformations—such as IPOs, M&A, or restructuring—this unit provides access to JPMorgan’s in‐house experts. That creates a deeper engagement model potentially increasing client retention and creating cross‐sell opportunities across business units—capital markets, risk, markets advisory, and more.
The cautious approach—starting with a small internal team and no fee for initial, basic advisory access—serves to test demand and calibrate the economics. Over time, however, prolonged or bespoke work (e.g., influencing technology procurement, ESG strategy, cybersecurity posture) might become fee-bearing, and could compete with boutique consultancies.
There are competitive risks and open questions. Other banks or consulting firms may accelerate their own integrated advisory models. Clients may expect heavyweight analysis combined with independent perspective—strong in consulting but not always inherent in banks. Also, how JPMorgan manages internal capacity—balancing internal expert demands with billable advisory work—will be critical.
Strategic implications include monetizing advisory beyond fees tied to deals; strengthening high‐margin consulting-style revenue; cultivating stickiness with key clients; and leveraging proprietary insights across sectors. But trade-offs involve reputational risks, resource allocation, and potential conflicts (e.g., advisor versus banker interests).
Supporting Notes
- J.P. Morgan’s press release dated January 5, 2026 confirms the launch of Special Advisory Services, led by Liz Myers, designed for top-tier clients seeking expanded advisory support.
- The new unit will provide expertise in themes including artificial intelligence, cybersecurity, digital assets, healthcare, supply chains, geopolitics, and sustainability.
- The target clients include companies preparing for IPOs, those doing transformational deals, and mid-sized firms aiming to designate JPMorgan as their primary bank.
- The bank indicated that initially the services would not carry separate fees, but longer or deeper engagements may do so.
- J.P. Morgan acknowledges that many internal experts are primarily dedicated to internal functions, making allocation and prioritization essential; hence only a select set of clients will access the services.
- The firm highlights macro environment pressures—technological change, geopolitical uncertainty, and sustainability demands—as drivers of this advisory expansion.