Wells Fargo is among the big banks racing to open or renovate branches in large metro areas, but the lender is also leaning into its physical presence in far-flung areas of the country as a differentiator. 

“If you look at our top competitors, they tend to be heavily focused in major metro markets. We're a little bit more spread out,” said Brad Nolan, head of branch systems and transformation at Wells Fargo, in a recent interview. In those remote, rural markets, that offers “community bank-like access, that community bank-like feel, but with the tech and toolsets” of a top bank, he said.

The San Francisco-based bank currently has about 4,100 branches, and that network “is a real competitive advantage,” Wells CEO Charlie Scharf said Dec. 9 at a Goldman Sachs conference.

The lender is second only to JPMorgan Chase in branch count, although as banks “optimize” their footprints, Wells has closed or sold locations, resulting in an overall decrease over the past decade. 

With the work being done to renovate branches, “we're creating the atmosphere of wanting to grow, in ways that we haven't historically,” Scharf said at the conference. 

The CEO pointed to the “significant opportunity” to sell credit cards through the bank’s branches, which is one area Wells is targeting growth with the asset cap in the rearview mirror.

Wells has invested millions in new branches and refurbishment, although Nolan declined to provide a specific figure. 

By the end of this year, the bank will have refreshed just over half of its branch network, he said. The lender has refurbished branches in Charlotte, North Carolina; Miami; Minneapolis; Philadelphia; San Diego; and Washington, D.C. this year. Los Angeles, San Francisco and Atlanta are among the markets on the docket for updating in 2026, he said.

Editor’s note: This interview has been edited for clarity and brevity.

BANKING DIVE: Can you tell me about the effort to update branches?

BRAD NOLAN: We've been building new branches in key growth markets, with a huge focus right now on New York City, Chicago, Nashville; optimizing branches in legacy markets; and refreshing or refurbishing the entirety of our branch network to modernize it, physically as well as digitally.

We kicked off the branch refurbishment effort about a year ago, modernizing everything from the signage on the exteriors, landscaping and lighting, and the interior. 

Early this year, after research, design, testing, customer feedback, we launched our new branch design. That sets the footprint for any net-new branch we build, but it also influences how we think about refurbishing existing branches.

On the interior, we’ve implemented a digital touchpoint right up front, almost like a concierge desk, where our customers are greeted by our bankers. From there, they can get them to where they need to be. Sometimes it's just a quick hit – here, let me show you how to do it on your phone, versus having to go stand in line or wait to see somebody. Other times, it's, we can help you over at the teller line, or I can show you right here at this ATM how to do it on your own.

We also are deploying large-scale, digital touch boards where customers can interact and learn how to use mobile and online toolsets. 

As we designed the interior, we took inspiration from the hospitality industry, moving away from cold, clinical, office-y and all white, to something that feels more professional, warm, focusing on convenience, personal connection and secure settings. 

What did the bank learn through its research and feedback that informed updates?   

We know that safety and security are paramount to customers, so we’re trying to get rid of open cubicle banker offices, in favor of floor-to-ceiling with doors, where you can have private conversations around important financial topics. 

As loud as that feedback was from our customers, it was even louder from our bankers. They know our customers don't like it: A customer has to sit there and whisper because they think somebody the next cube over might be able to hear what they're saying. Safety and security build on that foundation of trust, and trust drives the relationship. In all of our new builds, we are building these floor-to-ceiling, hard wall offices. As we refurbish existing branches, where we can, we also try to design for that security.

What kind of benefit does Wells see from the overall branch investment? 

We've seen a lift in our Net Promoter Scores for the branches that we've refurbished. We've seen more customers digitally migrate, especially for those simple transactions.

With customer analysis, we'll take a look at a customer pre-refurbishment of their local branch, and how she operates within the branch, and what she does and how often she comes in. Then we'll look at the post-refurbishment period, and we'll see her doing more digitally, doing more on the ATMs.

You might have customers who come in three, four times a week, so it’s catching them as they come in, and just saying, hey, there's potentially a more convenient way to do this. That’s what’s helping change behaviors.

The quality of account opened increases significantly if it's opened in the branch, or if the customer starts it online and comes into the branch. We've rolled out a digital account opening experience inside the branch, where we'll start the process then ask the customer, would you be willing to use your phone as part of this? It makes the process go quicker. A banker doesn't need to print things out and have you sign them, because you're being disclosed to, you’re consenting to the account opening on your phone. Then we can say, hey, before you leave, let's download your new credit card, debit card to your mobile wallet.

What role does artificial intelligence play in the branches?

As branches become less about daily needs, and more a place where you meet with an adviser, a banker about a complex financial situation, what we need to do is upskill our employees – make them capable of having those conversations, make sure they understand more about the customer’s situation, other customers who have had similar situations. 

That's where leveraging AI in your customer relationship management toolsets can enrich a conversation between a banker and a customer. We're beginning to leverage AI tools for things such as that, potentially even real-time prompts to bankers based on the customer's needs.

Also, language translation: A lot of banks have to use third-party, over-the-phone solutions when a customer comes in, if you don’t have anybody that speaks a certain language. We’re piloting an AI-driven language translation toolset for our bankers. In real time, it’ll translate the conversation back and forth with the customer. 

AI is bringing together this cohesive experience, whether a customer is on mobile and asking AI questions, whether they’re in a branch and AI is supporting the conversation, or whether over the phone and AI is interacting with a customer or supporting a call center worker.