Truist, a US bank, lends and invests its customers' deposits. In 2026 it is selling low-return loans and older bonds that pay little, while paying shareholders more than it earns as its capital ratio falls.
When a paycheck lands in a checking account, the money rarely sits idle. If that account is at Truist, a US bank, the money probably helps fund loans to households, small businesses and companies. Truist gathers deposits through community branches, ATMs and digital banking, and also serves larger corporate clients. It held $413 billion of deposits at September 30, 2026, and earns mainly by lending and investing that money for more than it pays depositors.
Truist pays depositors less than it earns on loans and bonds. That gap, called net interest income, is the core of the business. Fees add a smaller second stream. At the end of September, Truist lent about $78 for every $100 of deposits and invested much of the rest in securities. What it keeps depends on three costs: what it pays for funding, what it spends on branches, systems and staff, and the loans borrowers fail to repay. When the bank sells securities, gains or losses that existed only on paper become reported profit or loss, so profit can swing sharply.
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