Summer 2027
Software Engineer Intern
Immersion Program
Posted on 9/1/2026
JP Morgan Chase
10,001+ employees
Global financial services with diversified offerings
No salary listed
Glasgow, UK
In Person
Bachelor's, Master's
 Software Engineering |
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- Be pursuing a Bachelor's degree or a 5th-year Master's degree with an expected graduation between January 2029 and July 2029.
- Be pursuing a bachelor's or master's degree with expected graduation between January 2029 and July 2029.
- Have a specialization in Computer Science, Information Science, Information Technology, Data Science, Artificial Intelligence, Big Data, or a related field.
- Demonstrate oral and written fluency in English.
- Have basic knowledge of industry-wide technology trends and best practices.
- Demonstrate the ability to write secure, high-quality code in at least one programming language, following established standards and best practices.
- Have experience collaborating with engineers, managers, and stakeholders across teams to understand problems, share ideas and feedback, and deliver reliable solutions.
- Demonstrate strong written and verbal communication skills, including the ability to articulate technical concepts, document work, and collaborate effectively across teams and tools.
- Apply automation and modern tooling to reduce manual effort and improve consistency across the software development life cycle.
- Use approved artificial intelligence development tools with appropriate review and validation.
- Critically evaluate artificial intelligence-generated outputs and remain accountable for final solution quality and correctness.
- Follow responsible artificial intelligence practices in engineering workflows, including secure handling of inputs and outputs and adherence to resiliency and security expectations.
- Complete the required HackerRank coding challenge to proceed in the application process.
- Develop skills through ongoing training, mentorship, and access to senior leaders.
- Design, develop, test, and troubleshoot software solutions.
- Write secure, high-quality code in at least one programming language, following established standards and best practices.
- Collaborate with engineers, managers, and stakeholders across teams to understand problems, share ideas and feedback, and deliver reliable solutions.
- Communicate clearly in writing and verbally by articulating problems, documenting solutions, and effectively prompting approved artificial intelligence-assisted development tools to produce high-quality outputs.
- Leverage approved artificial intelligence development tools for code generation, refactoring, test creation, and documentation, while validating outputs through peer review, automated testing, and secure coding practices.
- Apply automation and modern tooling across the software development life cycle, including artificial intelligence-enabled capabilities, to improve delivery efficiency and reliability.
- Demonstrate interpersonal and problem-solving skills in a fast-paced, collaborative environment.
- Bring curiosity about emerging technologies and thoughtfully assess when and how to apply them.
- Seek opportunities to build, improve, and deliver technology that creates real-world impact.
- Apply software engineering skills to projects involving open-ended or ambiguous problems, including breaking work into steps, experimenting with solutions, and iterating based on feedback.
- Use artificial intelligence development tools to improve efficiency with coding, testing, debugging, or documentation.
- Demonstrate sound judgment in validating artificial intelligence-generated outputs and maintaining ownership of solution quality, correctness, and security.
A global financial services firm offering investment banking, asset management, private equity, financial services, and consumer banking to individuals and institutions. It works by providing advisory, lending, trading, and financing services through a worldwide network, earning revenue from interest, fees, and trading commissions, and using its data and the JPMorgan Chase Institute to analyze economies. It stands apart from peers due to its size, full-range services across consumer and corporate markets, extensive market access, and in-house data-driven insights. Its goal is to deliver comprehensive financial products with integrity and growth while supporting clients and communities through data-backed analysis and targeted programs.
Company Size
10,001+
Company Stage
IPO
Headquarters
New York City, New York
Founded
1959
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Simplify's Take
What believers are saying
- Anthropic’s $15 billion credit facility shows JPMorgan Chase still wins marquee AI financing mandates.
- March 17, 2026 South Station Tower deal anchors Boston expansion through 2028.
- Q2 2026 revenue hit $58.0 billion, with every business line posting record revenue.
What critics are saying
- Cash sweep class actions survived dismissal in February 2026; damages and discovery continue.
- Trump sued JPMorgan Chase and Jamie Dimon in January 2026 over alleged debanking.
- Ongoing investigations and lawsuits carried up to $1.3 billion possible losses at March 31, 2026.
What makes JP Morgan Chase unique
- JPMorgan Chase posted $21.2 billion Q2 2026 profit, the bank’s highest quarterly result.
- Its Chase and J.P. Morgan brands span consumer banking, payments, trading, and wealth management.
- The September 2, 2026 Southwest lounge deal extends Chase loyalty infrastructure into premium travel.
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Benefits
Health Insurance
Flexible Work Hours
Paid Sick Leave
Paid Holidays
Growth & Insights and Company News
6 month growth
↓ -5%1 year growth
↓ -5%2 year growth
↓ -5%Anthropic, the developer behind Claude AI chatbot, has secured a $15 billion credit facility ahead of its initial public offering. Major financial institutions including Morgan Stanley, Goldman Sachs, JPMorgan Chase, and Citigroup are backing the arrangement. The facility significantly exceeds last year's $2.5 billion loan and surpasses the company's roughly $10 billion target. Anthropic now expects over $65 billion in annualised revenue, representing more than a sevenfold increase from its pace at the end of last year. Additional banks including Barclays and Bank of America have joined the arrangement. The timing coincides with renewed activity in the US IPO market, positioning Anthropic for a substantial market debut.
New York Gaming Facility Location Board updates: recent changes and future casino licenses. September 3, 2026/in Blog/by admin New York Gaming Facility Location Board: recent changes and future of casino licenses. The New York Gaming Facility Location Board (GFLB), a crucial body responsible for determining the locations of casinos in downstate New York, is currently undergoing a period of change. The board, composed of five members, plays a pivotal role in shaping the future of gaming in the state. This article explores recent member changes, the board's responsibilities, and the upcoming decisions regarding the allocation of three valuable casino licenses. Recent Appointments to the GFLB. The board recently welcomed Terryl Brown, the vice president and general counsel at Pace University. Her appointment was unanimously approved by the New York State Gaming Commission, following the abrupt resignation of former Ponce Bank CEO Carlos Naudon in February 2024. Ms. Brown brings a wealth of experience from her previous role as deputy commissioner of legal affairs for the New York City Fire Department. As a member of the GFLB, alongside Chair Vicki Been and board members Marion Phillips, III, Stuart Rabinowitz, and Greg Reimers, she will be instrumental in evaluating proposals for the three casino licenses slated for New York's downstate region. This isn't an isolated incident. Quenia Abreu, president of the New York Women's Chamber of Commerce, also resigned from the GFLB in November 2024. Her departure was quickly followed by the appointment of Marion Phillips III, an executive at U.S. News & World Report, to fill the vacancy. Additionally, Greg Reimers, a former executive at JPMorgan Chase, took over a seat that had been vacant since 2023. The significance of the GFLB's role. The decisions made by the New York Gaming Facility Location Board have far-reaching implications for the state's economy and communities. Each of the three casino licenses carries a significant $500 million fee, representing a substantial investment in the state. The board's responsibility extends beyond mere location selection; they must carefully consider factors such as economic impact, community benefits, and responsible gaming initiatives. Key Responsibilities of the GFLB. * Site Selection: Determining the optimal locations for the three casinos within New York's downstate region. * Economic Impact Assessment: Evaluating the potential economic benefits, including job creation and tax revenue generation. * Community Benefits: Ensuring that casino developments provide tangible benefits to the surrounding communities. * Responsible Gaming: Establishing guidelines and regulations to promote responsible gambling practices. Eligibility criteria for GFLB members. To ensure impartiality and expertise, GFLB members must meet specific criteria. They must be residents of New York with at least 10 years of experience in fields such as accounting, finance, economics, commercial real estate, or in an executive capacity within a large organization. Crucially, board members are prohibited from having close relationships with individuals in the gaming industry or holding financial interests in gaming companies or their affiliates. This stringent requirement aims to maintain public trust and integrity throughout the licensing process. Timeline for license allocation. The GFLB is anticipated to commence reviewing applications for the three casino concessions in the near future. A decision regarding the allocation of these licenses is expected before December 1, 2025. This timeline underscores the importance of the board's ongoing work and the anticipation surrounding this significant development for New York. The composition of the GFLB has evolved since its inception in 2014, with previous members including prominent figures like Paul Francis, Dennis Glazier, Kevin Law, and William Thompson. The current changes reflect the dynamic nature of the board's responsibilities and the ongoing process of selecting locations for these major gaming ventures. Conclusion. The New York Gaming Facility Location Board remains a vital institution in shaping the future of gaming in the state. Recent member changes highlight the ongoing work required to oversee the allocation of the three casino licenses, each representing a significant economic investment for New York. The board's commitment to expertise, impartiality, and responsible decision-making will be crucial as they move forward with the application review process, aiming for a decision before the end of 2025. Featured Image Keyword: New York casino landscape
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ByteDance, the company behind TikTok, has secured a $29.6bn loan, making it Asia's second-largest dollar-denominated borrowing this year, according to sources familiar with the matter. The substantial financing marks a significant capital raise for the social media giant amid ongoing global scrutiny of its operations. However, the sources did not disclose details about the loan's terms, intended use, or the financial institutions involved in the deal. The loan's size positions it as one of the year's most notable corporate financing transactions in the region, reflecting ByteDance's continued access to substantial capital despite regulatory challenges in various markets.
Southwest Airlines abandons its budget roots with first-ever airport lounges. September 2, 2026 Southwest Airlines announced its first-ever airport lounges in a JPMorgan Chase partnership, a dramatic pivot for a carrier long defined by no-frills fares and open seating. The airline said Wednesday it will build lounges in four cities, Austin, Baltimore, Honolulu, and Nashville, with construction already underway and doors expected to open in late 2027. A new Chase-issued co-branded credit card, also launching in 2027, will give cardholders access to the lounge network. The announcement marks the clearest signal yet that Southwest is done competing on price alone. For decades, the Dallas-based carrier built its brand on cheap tickets, two free checked bags, and a boarding process that resembled a polite stampede. Now it wants the travelers who spend more, and who currently walk past the Southwest gate on their way to a Delta Sky Club. Elliott Investment Management forced the airline's hand. The shift did not happen in a vacuum. Activist investor Elliott Investment Management pressured Southwest after the pandemic, when the carrier's profit margins weakened. That campaign pushed the airline's leadership to rethink a business model that had gone largely unchanged for half a century. CEO Bob Jordan has been candid about the problem. He has acknowledged that Southwest loses customers to rivals because it does not serve destinations such as London or offer premium amenities, including, until now, airport lounges. In May, Jordan signaled the airline could add more cabin options, including what he called "true first class," and potentially long-haul international flying. He cautioned those were still ideas at the time. Five months later, the lounge plan is concrete. Crews are already building. Four cities get the first lounges, and the credit card ties it together. The choice of Austin, Baltimore, Honolulu, and Nashville as the initial four locations reflects Southwest's existing route strength in leisure and mid-size markets. None of those airports are the mega-hub fortresses of United, Delta, or American. Southwest is planting its flag where it already dominates gates and passenger volume. JPMorgan Chase will issue the new co-branded credit card that serves as the key to the lounges. Details on annual fees, benefits, and tier structure have not been disclosed. But the structure follows a proven playbook: Delta's partnership with American Express and United's deal with Chase itself have turned credit-card revenue into one of the most profitable lines of business in commercial aviation. The New York Post reported that the move is part of a broader strategy to attract premium travelers and compete directly with network carriers. Southwest has not said how many total lounges it plans beyond the first four, or what amenities, food, drink, showers, workspaces, the facilities will include. Those details will matter. A lounge that looks like a rebranded gate area will not pull frequent flyers away from the competition. A lounge that matches or beats the existing premium offerings could change the airline's revenue mix overnight. A 50-year brand identity is being rebuilt from the inside. For conservative travelers who value honest markets and companies that deliver what they promise, the Southwest pivot is worth watching. The old Southwest made a clear deal with customers: you get a low fare, you get no frills, and you get where you're going. That deal worked for decades. But markets change. Fuel costs rose. Rivals invested billions in premium cabins and loyalty ecosystems. Southwest's refusal to adapt became a liability, not a virtue. Elliott Investment Management saw that gap and forced the conversation. Jordan, to his credit, appears to have listened. The open questions are real. Can Southwest charge premium prices without the international route network that justifies them? Will budget-conscious loyalists stick around as the brand drifts upmarket? And will four lounges in mid-tier airports move the needle against carriers that operate dozens of them worldwide? Jordan's mention of "true first class" and long-haul international routes suggests the lounges are just the opening move. If Southwest eventually flies to London, a destination Jordan specifically named as one the airline loses customers over, the entire competitive map shifts. When a company built on doing one thing well decides to do something entirely different, the market finds out fast whether the leadership is serious or just chasing headlines. Late 2027 will provide the answer. Capital digest. Receive information on new articles posted, important topics and tips. Capital Digest won't send you spam. Unsubscribe at any time.