Day: October 5, 2025

• Wilma Ramony de Souza worked at JPMorgan for 14 years at offices in Brazil, New York, and London.
• She was an executive director in her 30s and quit due to burnout, but doesn’t just blame the bank.
• de Souza and her mentor figured out how to excel in a male-dominated space.

This as-told-to essay is based on a conversation with 37-year-old Wilma Ramony de Souza. Business Insider has confirmed her employment and roles at JPMorgan. The following has been edited for length and clarity. JPMorgan declined to comment.

Growing up in Maceió, a beach town in Brazil, I never imagined I would work at one of the world’s most powerful banks. Yet, after four years at the Brazilian Financial and Capital Markets Association, a colleague invited me to join him at JPMorgan, and I became an analyst at the São Paulo branch at the age of 24.

It felt like a dream, and part of me wondered how I got there, especially because I had failed to get an internship at the company years ago. About a year after I joined the bank, a woman with a strong presence, colorful style, and Spanish accent caught my attention. I felt this amazing energy with her, and she eventually brought me onto her team in a front-office role as her first hire. She became my mentor and direct manager over the next 12 years, and uniting forces was one of the most important parts of my career.

People called us the cowgirls — two foreigners in an American bank, trying to build a business in the male-dominated Latin American market.

I worked in a male-dominated culture

JPMorgan helped me build my corporate persona, with trainings on everything from American business culture, to executive presence, to language support, to technical skills. The learning was overwhelming at times, but I figured out how to adapt American techniques to the Brazilian culture.

My boss and I were outliers, bringing a different flavor and type of client relationships to the business. We got a lot of support, but also a lot of resistance. The first 15 minutes of every conversation were crucial, because I had to really prove myself.

I was in my mid-twenties, blonde, and not even 5’2, so some of the guys on the trading desk questioned why I was excelling. At one point, I got laser eye surgery, but I kept wearing glasses for a while to look a bit older.

Travel was exciting, but it took a toll

In Brazil, our team worked on investor services, so I interacted with many companies and funds — the guys would usually choose to go to barbecue dinners, the club, and golf games with clients, and I learned how to relate to these topics to remain included. In the early years, travel was thrilling, as I went from trips within Brazil to global journeys.

At that time, I generally had a nine-to-seven schedule (except for the nights when I worked until 1 am), but the travel started to take a toll. My six-year relationship ended because I rarely saw my boyfriend; I missed birthdays and Mother’s Day; I never wanted to take trips during my time off.

The pay was great, but I didn’t have time for hobbies or the gym, so I’d overdo it with sports on the weekends. Then I’d spend money at the spa trying to relax, or on acupuncture to compensate.

Success in New York was addictive

The accomplishments were like a drug: the more I conquered, the more I wanted.

My boss and I were securing big clients, and I didn’t mind approving things at 1 am as long as we got the accounts open. All I saw was more opportunity.

On the other hand, the more successful we became, the more attention we received, and some questioned whether we were asking for or doing too much. The recognition was amazing, but it also left no room for mistakes.

When I moved to New York City in 2019 as a Vice President, I went from my comfort zone to the eye of the storm, and had to prove myself even more as a foreigner. Soon, the pandemic hit, and I moved to Miami. By the time we returned to the office, I was flying from Florida to New York, until eventually the company said I had to come back to New York full-time or look for something else.

At that point, I began searching for jobs on the private banking side of the business and decided to move to London with my significant other. I felt like I was betraying my boss when I told her I was leaving the team, but I didn’t want her job one day or the life of a Managing Director.

Burnout caught up to me in London

I felt signs of burnout before even arriving in London: I had a mild panic attack in the office in December 2022 while managing a major deal. On top of that, my relationship was struggling, and my mom thought I’d never be back for another Christmas.

After that panic attack, I realized I was starting to lose both my health and myself. The bank would always give me more, but it was my job to know how much was enough. It was hard, though, being in a place where asking for help could be seen as a sign of failure.

So I moved to London in 2023, and it was a huge culture shock. People and the weather were colder, and the society was more closed off. I found it harder to make friends, and work started to feel meaningless. My spark diminished, I’d feel nauseous at my desk, and depression crept up.

I spent a year in therapy realizing I was no longer happy in banking, and another two months gathering the courage to resign. There wasn’t a planned date, but I just walked in one day and told my boss that I needed to leave. I don’t just blame the management or the structure in London. I take full responsibility for my part, having accumulated so much baggage.

Rediscovering myself

After leaving for good in November 2024, I didn’t know what to do with myself. There was no other job, no alternate dream. I spent six months traveling, figuring out who I was and what I loved. I was so used to introducing myself as, ‘Wilma, who works at JPMorgan.’ I didn’t know who Wilma was otherwise.

I wouldn’t change a single thing about my 14 years at the bank, though. Obviously, I had my struggles, my stress, my lost relationships, but the company taught me what it means to challenge myself every day and, in the end, be excellent. Now, I’m living mainly in Miami, serving as a CEO and starting a consulting company for founders and small businesses — I even gladly refer some of them to JPMorgan.

Once a quarter or so, I do something I call “Look At Money Time.” I go through my credit cards and bank accounts to see exactly what’s going on. What subscription have I forgotten about? Just how behind on retirement am I? Is there a recovery program for ordering Seamless? The biggest financial conundrum for me lately is my American Express Platinum card. I wrote about Gen Z’s love for Amex last year and in the process sold my skeptical millennial self on the whole deal, despite the $695 annual price tag. Now, Amex Platinum’s yearly fee is going up to a whopping $895. The jump has turned “Look At Money Time” into “Worry and Judge Self About Money Extravaganza.”

The Amex Platinum card has been around since 1984, and in the realm of fancy credit cards, it’s one of the fanciest, along with the Chase Sapphire Reserve. Sure, the black cards are ultra-elite, but they also come with an ultra-elite annual fee of thousands of dollars. The more accessible Amex and Chase cards have a champagne taste on a beer budget feel to them, explains Ted Rossman, a senior credit cards industry analyst at Bankrate.

“As far as the mass market, these are at the high end,” Rossman says. “I’m questioning if this is even mass market anymore.”

Hard same.

In an increasingly stratified consumer landscape, fancy rewards cards are status symbols. They provide access to special deals and perks. They’re a way to separate yourself from the rest. They can also feel like a trap, especially for those of us who aren’t particularly inclined to do a bunch of points-counting. Is access to an increasingly overcrowded airport lounge worth 1% of the median income in America? While I’ve enjoyed the Amex experience, I also have my doubts.

Amex used to be the type of card that was mainly reserved for wealthier, older people, and if you couldn’t afford it, you could always lie and say you didn’t want an Amex card because many merchants didn’t take them. But that’s changed. Amex is accepted pretty much everywhere, and young people are flocking to it: Millennials and Gen Z make up about 60% of its new customers worldwide. The company is betting that its enthusiastic customer base, young and old, won’t be scared off by the 29% increase in its annual fee.

Amex is selling its $200 bump to consumers by adding new benefits it says could be worth up to $3,500. It’s added new annual credits for $400 that can be spent with restaurant booking app Resy (which it owns), $300 with Lululemon, and $120 with Uber One, among others, and has upped a credit that can be put toward digital entertainment services such as YouTubeTV and Paramount+ to $300 a year. Amex has also increased the hotel credits that platinum members can access, and it’s retaining existing benefits, such as credits for airline fees, Walmart+, Saks, and Equinox. It’s part of Amex Platinum’s ongoing shift from travel card to lifestyle card.

Those benefits can easily outweigh the increased annual fee — the primary word there being can.

“Anytime these changes come, the justification is all the slew of added benefits that they are marketing. And to be clear, those benefits can easily outweigh the increased annual fee — the primary word there being can,” says Nick Ewen, senior editorial director at The Points Guy.

Reading through those benefits, my first instinct is that I should absolutely keep the card. But I’ve spent the past week or so looking through what I’m actually using and … man, I wish I were more organized. I’ve gotten the Walmart+ credit every month, but I’ve never ordered a single thing from Walmart+. Besides the welcome bonus, I haven’t even managed to rack up 10,000 more points. I’d forgotten to switch a lot of my qualifying streaming services to my Platinum card, so I’m missing out on that money. I ordered the cheapest item I actually wanted from Saks to get the $50 back, but even after the discount, I ended up spending $8, thanks mostly to the Platinum card pressure. As much as the airport lounge is a cute little treat, I miss the camaraderie of the regular airport bar.

What I’ve signed up for in getting the Amex Platinum card is essentially a “high-end coupon book,” says Michael Miller, an analyst at Morningstar Research, and it’s up to me to figure out how to use those coupons. “You kind of have to reshape your spending patterns around Amex’s merchant partners,” he says.

If Amex raises its annual fee too high, it risks losing some customers, but thus far, people have generally been willing to pony up. The company says it has a 98% retention rate on the Platinum card.

“I’ve often been asked, what is the ceiling? Where can these annual fees go? And we, transparently, likely haven’t seen that ceiling,” Ewen says.

“Customers understand what they are getting and are willing to pay for it,” said Anthony Cirri, Amex’s executive vice president of US consumer cards, in an emailed statement.

If some consumers drop off, from a corporate perspective, it may not be the worst thing in the world. Amex’s pitch to merchants is that offering discounts and credits will steer an affluent Amex Platinum customer base in their direction. It’s not clear exactly how much each merchant kicks in to be part of the deal, but according to Amex, its partners bear more than a quarter of the overall cost of rewards. Discussing American Express’s partnership with Saks in a 2018 earnings call, CEO Stephen Squeri said that Amex’s cost was zero. The higher the fee on the Platinum card, the more self-selection of high-income consumers that merchants want to get in the door. And people who can’t stomach the cost can always downgrade to another Amex card while staying in the overall ecosystem.

“Some of the philosophy here is to kind of double down on a truly luxury audience,” Rossman says. “And it almost seems to me that if they lose customers as a result, that’s more of a feature than a bug.”

I do think people need to really run the numbers, and there is a cost to complexity.

Amex isn’t wrong about reshaping habits either. To try to take advantage of the Lululemon and Resy credits before they expire at the end of the quarter (they’re split into four chunks across the year), I made my very first Lululemon purchase and texted my boyfriend to make plans to go to a fancy restaurant over the weekend. Neither are purchases I would have made were it not for the platinum card deadline nipping at my heels. And yes, I spent more than intended at Lululemon.

Many people love their Amex Platinum cards. Madison Traughber, 26, in Atlanta, is one of those Gen Zs who’s obsessed with it. “You can pry it from my cold, dead, hands,” she says. She had anticipated the fee increase and thought it would be more. She rushed to Lululemon the day after the Amex partnership announcement and spied on others at the register to see if they were doing the same. “It’s almost a signal that you’re in the know,” she says. The most important perk to her is the airport lounge — she sometimes uses it to impress older coworkers. “You get taken more seriously,” she says.

Not everyone’s so eager to shell out more. Jim Hennessy, 50, a 15-year platinum-card member in Chicago, says he’s still deciding whether to keep the card with the fee increase. The lounges are really crowded with chaotic 20-somethings (my words, not his). He likes the Uber credit and some of the hotel rewards, but he has to do the math to see if they’re still worth it. “I think some of the exclusivity of the card’s gone away,” he says.

The company says it is investing heavily in lounges, including opening new ones in Amsterdam, Salt Lake City, and Newark. They are also launching a smaller “sidecar” lounge concept in 2026. Ewen, from The Points Guy, pooh-poohs the lounge as part of the consumer equation, telling me it’s a “nice value-add above and beyond the monetary value I’m getting from my card.” Rossman reminds me that while travel-rewards cards “get all the headlines,” more basic cash-back cards are actually Americans’ favorite type of card.

Talking it through with people, I go back and forth on whether this nearly $900 card is worth it. One friend tells me he’s an Amex “FREAK” and loves it, but if and when he stops traveling so much for work, he’ll probably ax it, given the cost, and get a cash-back card. Another says the card is “dope,” and because her family is military, she gets the fee waived. My modest Midwestern self — and my modest Midwestern mother’s voice in the back of my head — tell me the price tag is ridiculous. A positive: Amex’s app now helps you track how and whether you’re using the benefits. A negative: You still have to enroll in a lot of the benefits, and they don’t automatically kick in if you forget. A positive: I get a fair share of Uber discounts thanks to Amex. A negative: I take more Ubers than I would otherwise. I’m lucky that I’m able to pay off my credit card bill at the end of every month, so I don’t have to weigh the cost-benefit scenarios of interest versus perks. Plus, I push the fact that rewards cards are wealth transfers from the poor to the rich to the back of my mind.

“I do think people need to really run the numbers, and there is a cost to complexity,” Rossman says.

I’m fairly certain I have a little more time to decide whether I want to keep my Amex Platinum before the new higher fee takes effect. The fact that I still haven’t looked up that deadline is also a sign that I’m probably better off canceling, but hope springs eternal. Maybe I’ll become a spreadsheet gal. Maybe I can eat and drink my way through a few hundred dollars at the lounge. Or maybe it’s another lesson that the economy works best for the people who have the time, money, and patience to play it right. The platinum card isn’t just about perks — it’s about working the system.

“You do have to kind of go along with the game here,” Miller says.

Emily Stewart is a senior correspondent at Business Insider, writing about business and the economy.

• Joby and Archer Aviation are creating electric vertical take-off and landing vehicles.
• The California companies made their first flight demos at a Monterey County airshow on Saturday.
• Both companies are aiming to fly their first passengers within the next few years.

It may have been the quietest attraction of the day.

On a clear Saturday afternoon, Joby Aviation and Archer Aviation, two California-based companies focused on making electric vertical take-off and landing vehicles, or eVTOLs — pronounced ee-vee-tols — demonstrated their aircraft in front of a public crowd for the first time at the California International Airshow in Monterey County.

The 10-minute demos came and went with nothing more than a pither. Only the sound of a slight hum and the crowd chatter could be heard during both flights.

“This is the future,” an announcer said over the mic. “Try to listen to it. It will be a challenge.”

That’s one of the main selling points for Joby and Archer.

The companies are envisioning a ride-share-like service in dense urban regions — except they’re relying on a zero-emissions, all-electric aircraft to transport passengers. Enter the flying taxis.

To achieve public acceptance of a fleet of small aircraft constantly hovering over people’s heads, noise — along with safety — is among the top priorities.

“It almost sounds like a whoosh,” Didier Papadopoulos, Joby’s president of aircraft OEM, told Business Insider at the airshow. “And that allows it to blend in with the cities and the noise.”

Public opinion is only part of the hurdle. EVTOLs are a capital-intensive and highly regulated space. Companies undergo numerous tests and, in the US, must obtain several certifications to demonstrate airworthiness to the Federal Aviation Administration.

Joby, which was founded in 2009, has said that it aims to take its first passengers by 2026 in Dubai.

Archer, a seven-year-old company, announced in May that it would partner with the Los Angeles 2028 Olympics to transport VIPs and fans between key venues for the games, including the Los Angeles Memorial Coliseum, and other visitor hubs such as the Los Angeles International Airport.

An Archer Aviation representative could not be reached for comment during the weekend.

Joby conducted an 8-mile trip from the Marina Municipal Airport to the event in Salinas, south of the San Francisco Bay Area

Joby’s aircraft features six tilting propellers that can rotate mid-flight, enabling the vehicle to seamlessly transition from vertical takeoff to forward flight. It also allows the aircraft to hover in place.

During the 10-minute showcase, Joby demonstrated a 540-degree spin as it hovered in a single position.

Joby’s blades are designed to reduce the vehicle’s noise

The combination of shorter blades and an electric propulsion system makes the Joby aircraft quieter, according to Papadopoulos.

“Because of the electric propulsion, you don’t actually have to spin the motor as fast to get the torque that you need,” he said.

Joby’s cockpit has a flight control system that emulates an F-35 fighter jet, Papadopoulos said

The cockpit of Joby’s eVTOL was designed to be simple, Papadopoulos told BI. The simplicity is intended to make flying Joby feel intuitive.

“This is one of the most advanced fly-by-wire flight control systems that you would see. It was really built on decades of research by NASA, Air Force, and so on,” the executive said. “We see it when we bring in people who do not have aviation experience. It takes them about 20 minutes in the simulator of flying, and they are like totally natural.”

Archer Aviation conducted a more conventional takeoff from the Salinas Municipal Airport

Archer’s “Midnight” eVTOL demonstrated a conventional, non-vertical take-off, starting on a runway before taking flight during the 10-minute demonstration at the airshow.

Unlike the Joby, the Midnight has 12 propellers — six tilt propellers and six fixed propellers — that provide the aircraft with vertical and forward flight capabilities.

A mock display of the Midnight was not available at the airshow.

Companies like Joby and Archer aim to cut down commutes to the airport

Archer Aviation envisions cutting down travel time, such as commutes between Newark Liberty International Airport and downtown Manhattan — a corridor currently served by noisier helicopters — to under 10 minutes.

Papadopoulos, the Joby executive, told BI that the company’s eVTOL has demonstrated a 150-mile range, but the purpose is more optimized for short, critical, and high-density missions that are often 20 to 30 miles long.

“Last week, I was in Japan at the Osaka World Expo,” he said. “It took me an hour and a half to go from the airport to the expo. It would’ve taken eight minutes exactly if I took this aircraft.”