David Solomon

David Michael Solomon

David Solomon, Chairman and CEO of Goldman Sachs

Personal details
Born	David Michael Solomon 1962/1/17 (age 63) Hartsdale, New York, U.S.
Nationality	🇺🇸 American
Citizenship	🇺🇸 United States
Residence	🇺🇸 New York City, New York, United States
Languages	English
Education	Hamilton College (BA Political Science, 1984)
Spouse	Mary Elizabeth Coffey (m. 1989; div. 2018)
Children	2 daughters
Parents	Alan Solomon (father) Sandra Solomon (mother)
Career details
Occupation	Business executive, investment banker, DJ
Years active	1984-present
Employer	The Goldman Sachs Group, Inc.
Title	Chairman and Chief Executive Officer
Term	2018-present
Predecessor	Lloyd Blankfein
Compensation	$39 million (2024) + $80 million retention bonus (2025)
Net worth	US$100-200 million (2025)
Board member of	Goldman Sachs (Chairman) Robin Hood Foundation
Awards	Various industry recognition
Website	https://www.goldmansachs.com

David Michael Solomon (born January 17, 1962), also known by his DJ name DJ D-Sol, is an American investment banker and electronic dance music DJ who has served as Chairman and Chief Executive Officer (CEO) of Goldman Sachs since 2018-2019... He is the bank's tenth CEO and succeeded Lloyd Blankfein, overseeing one of the world's most prestigious and influential investment banks with over $1.5 trillion in assets under supervision.

Solomon's tenure has been marked by both significant achievements and substantial controversies.. He has led Goldman Sachs to record profits in trading and investment banking, but also presided over the bank's costly and ultimately unsuccessful foray into consumer banking.. He faced criticism for the 1MDB scandal that predated his CEO role, his aggressive return-to-office mandates during the pandemic, and his high-profile side career as an electronic dance music DJ.. His net worth is estimated at $100-200 million as of 2025.

Early Life and Education

David Michael Solomon was born on January 17, 1962, in Hartsdale, New York, a suburban community in Westchester County north of New York City. He grew up in an upper-middle-class family with professional parents. His father, Alan Solomon, worked as an executive vice president at a small publishing company, while his mother, Sandra Solomon, was an audiology supervisor who worked with hearing-impaired individuals.

Growing up in Westchester County during the 1960s and 1970s, Solomon was exposed to both the proximity of New York City's financial center and the suburban comfort of professional-class life. This background gave him an understanding of business culture and professional aspirations from an early age.

Hamilton College (1980-1984)

Solomon attended Hamilton College, a small liberal arts college in Clinton, New York, known for its rigorous academic program and close-knit community. He graduated in 1984 with a Bachelor of Arts degree in Political Science and Government.

At Hamilton, Solomon distinguished himself in several ways:

Rugby:

• Played on the college rugby team, developing physical toughness and team coordination
• Rugby's culture of aggressive play followed by camaraderie influenced his leadership style
• The sport taught lessons about calculated risk-taking and collective effort

Fraternity Leadership:

• Served as chairman of Hamilton College's Alpha Delta Phi chapter
• Developed leadership and organizational skills managing fraternity operations
• Built network of relationships that would prove valuable in business

His liberal arts education in political science, rather than finance or economics, gave Solomon a broader perspective on institutions, power structures, and organizational behavior - frameworks that would inform his approach to leadership at Goldman Sachs.

Unlike many Wall Street executives who attended Ivy League schools or elite business programs, Solomon's Hamilton College background reflects a less conventional path to the pinnacle of investment banking.

Career

Early Career Rejection and Pivot (1984-1986)

After graduating from Hamilton College in 1984, Solomon initially sought to join Goldman Sachs directly, applying for a two-year analyst position - the traditional entry point for ambitious undergraduates seeking careers in investment banking.. However, Goldman Sachs rejected his application, a rejection that would become an ironic footnote when he eventually became the firm's CEO decades later.

Following this rejection, Solomon pivoted to Irving Trust Company (later acquired by Bank of New York), a New York-based commercial bank. He has referred to Irving Trust as his "graduate school at a bank," where he learned the fundamentals of financial services, client relationships, and banking operations. This experience gave him a foundation in traditional banking before he moved to Wall Street's more aggressive investment banking culture.

Drexel Burnham Lambert (1986-1990)

In 1986, Solomon joined Drexel Burnham Lambert, the legendary but controversial investment bank that dominated the high-yield bond market during the 1980s. Drexel, led by Michael Milken, had pioneered the "junk bond" market, using high-yield debt to finance used buyouts, corporate takeovers, and growth companies that couldn't access traditional investment-grade financing.

At Drexel, Solomon:

• Initially worked as a commercial paper salesman, learning short-term debt markets
• Transitioned to high-yield bonds (junk bonds), where Drexel dominated the industry
• Gained exposure to aggressive deal-making and risk-taking culture
• Learned used finance and debt structuring that would define his career

Solomon's time at Drexel was formative but brief. In February 1990, Drexel Burnham Lambert filed for bankruptcy following legal troubles stemming from insider trading and securities fraud investigations centered on Michael Milken. The firm's collapse sent thousands of bankers scrambling for new positions and marked the end of an era in Wall Street history.

Bear Stearns (1990-1999)

Following Drexel's collapse, Solomon joined Bear Stearns, another prominent Wall Street firm known for its scrappy, risk-taking culture. At Bear Stearns, Solomon found his professional stride:

Building the Junk Bond Business:

• Charged with building and leading Bear Stearns' high-yield debt (junk bond) division
• Focused on selling higher-risk bonds to institutional investors
• Developed expertise in evaluating credit risk and structuring debt deals
• Built relationships with corporate clients seeking financing

Professional Growth:

• Rose through the ranks to become a senior managing director
• Developed reputation as skilled dealmaker and client relationship manager
• Credited with professionalizing Bear Stearns' investment banking division
• Achieved impressive results: doubled profit margins from 11% to 22% with sales rising 70%

During his nine years at Bear Stearns, Solomon established himself as a talented investment banker with strong client relationships and execution skills. However, by 1999, he was ready for the next challenge: joining Goldman Sachs, the firm that had rejected him 15 years earlier.

Goldman Sachs: The Rise (1999-2018)

In 1999, David Solomon finally joined Goldman Sachs - not as a junior analyst, but as a partner and co-head of Goldman Sachs' High Yield and used Loan Business within the Investment Banking Division. This represented a major coup for Goldman, as Solomon brought with him expertise, client relationships, and a track record of success.

Building the used Finance Business (1999-2006)

Solomon's initial years at Goldman focused on expanding the firm's used finance and high-yield debt capabilities:

• Competed against rivals in the booming used buyout market
• Built out Goldman's syndicated loan business
• Developed relationships with private equity firms that drove deal flow
• Established reputation as rainmaker who could bring in and execute major deals

In 2004, Solomon was appointed to Goldman Sachs' Management Committee, an elite group of senior partners who help set firm strategy and policy. This appointment signaled his emergence as a future leader of the organization.

Co-Head of Investment Banking (2006-2016)

In 2006, Solomon was named co-head of Goldman Sachs' Investment Banking Division (IBD), one of the most prestigious positions on Wall Street. For ten years, he co-led the division that advised corporations on mergers and acquisitions, initial public offerings, and debt and equity financing.

During this period:

• Goldman's investment banking division remained highly profitable
• Solomon built relationships with CEOs and boards of major corporations
• The 1MDB scandal occurred (2012-2014) while Solomon was co-head of IBD
• Financial crisis of 2008 tested the division but Goldman emerged stronger than rivals

As co-head of Investment Banking, Solomon worked closely with Goldman's most important clients, gaining visibility and proving his leadership capabilities. His decade in this role positioned him as a leading candidate for higher leadership.

President and COO (2017-2018)

In January 2017, Goldman Sachs CEO Lloyd Blankfein promoted Solomon to President and Co-Chief Operating Officer, sharing the role with Harvey Schwartz. This promotion made Solomon a leading candidate to eventually succeed Blankfein as CEO.

In March 2018, when Schwartz unexpectedly resigned, Solomon became sole President and Chief Operating Officer, effectively making him CEO-in-waiting. During this period:

• He managed day-to-day operations across Goldman's divisions
• Implemented modernization initiatives including relaxed dress codes and updated technology
• Prepared for eventual transition to CEO role
• Worked with Blankfein on strategic planning and succession

On March 12, 2018, Goldman Sachs announced that Lloyd Blankfein would retire and David Solomon would succeed him as CEO, effective October 1, 2018. Solomon was subsequently named Chairman in January 2019, consolidating his leadership of the firm.

CEO Tenure (2018-Present)

David Solomon officially became Goldman Sachs' tenth CEO on October 1, 2018, and tenth Chairman on January 2019, succeeding Lloyd Blankfein who had led the firm since 2006.

Solomon inherited a Goldman Sachs that was:

• Highly profitable but facing declining trading revenues
• Grappling with legacy of financial crisis and regulatory scrutiny
• Competing with both traditional rivals and new fintech disruptors
• Seeking growth beyond traditional investment banking and trading

Modernization Initiatives

Solomon immediately moved to modernize Goldman Sachs' culture and operations, addressing criticisms that the 153-year-old firm was too rigid and old-fashioned:

Cultural Changes:

• Relaxed dress code - Eliminated formal business attire requirement for most employees
• Flexible work arrangements - Initially supported flexible schedules (later reversed)
• Real-time performance reviews - Created continuous feedback system for young employees
• Video interviews - Modernized recruiting with remote interview capabilities
• Increased programmer pay - Recognized importance of technology talent

Technology Investment:

• Massive investment in cloud computing infrastructure
• Development of platforms for electronic trading and digital distribution
• Partnerships with tech companies like Apple and Amazon
• Focus on data analytics and machine learning

Communications:

• More open external communication than predecessor Blankfein
• Active on LinkedIn and public speaking circuit
• Emphasis on transparency (though critics note limits to this openness)
• Regular market commentaries and economic outlooks

These changes aimed to make Goldman more appealing to younger talent and more competitive in the digital age.

Consumer Banking: The Marcus Experiment

One of Solomon's most ambitious - and ultimately failed - strategic initiatives was Goldman's push into consumer banking through its Marcus platform (named after Goldman's founder, Marcus Goldman).

The Vision:

• Diversify beyond volatile trading and investment banking revenues
• Build recurring revenue streams from consumer deposits and lending
• Leverage Goldman's brand and technological capabilities
• Compete with traditional retail banks and fintech companies

Key Initiatives:

Marcus Personal Loans and Savings (2016-2023):

• Online personal loan platform launched in 2016 (before Solomon became CEO)
• High-yield savings accounts to attract consumer deposits
• Credit card products including partnership with Apple

Apple Card (2019):

• Partnership with Apple to issue Apple Card credit card
• Goldman handled underwriting, lending, and customer service
• Integrated with Apple Pay and iPhone features
• Projected to attract millions of Apple's affluent customers

GM Card (2020):

• Partnership with General Motors for co-branded credit card
• Replaced previous GM card issuer
• Aimed to expand credit card business beyond Apple

Projected Growth: In 2022, Solomon projected Marcus would generate over $4 billion in revenue by end of 2024, up from $1.5 billion. He called consumer banking essential to Goldman's future.

The Failure:

By late 2022, the Marcus strategy was in crisis:

• Mounting losses: Internal forecasts predicted Marcus could lose over $1.2 billion
• Apple Card unprofitability: Apple customers didn't carry balances as projected, reducing revenue
• Operational challenges: Goldman lacked retail banking expertise and infrastructure
• Product delays: Planned checking accounts and other products repeatedly delayed
• Regulatory issues: Consumer Financial Protection Bureau investigations

In October 2022, Solomon announced a dramatic pivot away from mass-market consumer banking. Goldman would:

• Stop seeking new Marcus customers at scale
• Exit consumer banking partnerships (Apple Card, GM Card)
• Focus Marcus on Goldman's wealthy clients instead
• Take billions in losses and write-downs

The failed consumer banking experiment cost Goldman billions, damaged Solomon's reputation, and raised questions about his strategic judgment.

Traditional Business Strength

While consumer banking failed, Solomon presided over strong performance in Goldman's core businesses:

Investment Banking:

• Maintained position as top M&A advisor globally
• Strong equity and debt underwriting revenues
• Dominant position in IPOs and SPAC transactions
• Record investment banking revenues in several quarters

Trading:

• Equity trading revenues up 32% in 2024
• Fixed income trading remained highly profitable
• Electronic trading platforms gained market share
• used Goldman's technology investments

Asset Management:

• Alternative investments (private equity, hedge funds) grew significantly
• Goldman Sachs Asset Management expanded globally
• Strong fundraising for private funds

Wealth Management:

• Serving ultra-high-net-worth and high-net-worth clients
• Integration of acquired wealth management firms

By 2024, Goldman reported full-year net revenues of $53.51 billion, up 15.7% over 2023, demonstrating the strength of traditional businesses despite consumer banking failures.

Return-to-Office Mandate

Solomon became one of Wall Street's most vocal critics of remote work during and after the COVID-19 pandemic, creating significant controversy:

The Stance:

• Called remote work an "aberration" that is "not ideal for us and not a new normal" (February 2021)
• Demanded full return to office (five days per week) starting June 2021
• Repeatedly mandated return dates: February 2022, August 2023 (seventh return-to-office mandate)
• Argued Goldman's "secret sauce" requires in-person collaboration and mentorship

Employee Resistance:

• Only 50% of NYC headquarters staff showed up on February 2022 return date
• Junior bankers complained publicly on anonymous forums like Blind
• Some employees left Goldman for firms offering remote flexibility
• Ongoing compliance issues required repeated "reminders" about policy

The Hypocrisy Criticism:

• Media reported Solomon worked remotely from Bahamas mansion
• Used Goldman's private jet for weekend getaways while demanding office attendance
• Pursued DJ gigs at clubs and festivals, sometimes during work hours
• Created perception of "rules for thee but not for me"

Rationale: Solomon argued Goldman's apprenticeship culture requires physical presence:

• Young bankers learn by observing senior colleagues
• Deal-making benefits from spontaneous conversations
• Culture and loyalty built through shared physical space
• Financial industry requires in-person client relationships

The return-to-office mandate became emblematic of generational divides and post-pandemic workplace culture wars.

DJ Career: "DJ D-Sol"

One of the most unusual aspects of Solomon's tenure as Goldman CEO is his parallel career as an electronic dance music (EDM) DJ performing under the name "DJ D-Sol."

Background and Development

Solomon's interest in DJing developed in adulthood as a creative outlet from his demanding banking career:

• Learned to DJ and music production as a hobby
• Studied electronic music production and mixing techniques
• Spent significant time and resources developing his craft
• Hired professional producers and collaborators

Professional DJ Activities

Performances:

• Performed at nightclubs and music festivals in New York, Miami, and the Bahamas
• DJ sets at high-profile venues including SoHo Grand, Surf Lodge in Montauk
• Performed at Lollapalooza music festival in 2019
• Private events and charity functions
• Virtual performances during COVID-19 pandemic

Music Production:

• Founded Payback Records in December 2018 in partnership with Big Beat/Atlantic Records
• Released original tracks and remixes
• June 2018: Released cover of Fleetwood Mac's "Don't Stop"
• November 2020: "Someone Like You" peaked at #4 on Billboard Dance Club Chart
• Spotify profile with 550,000 monthly listeners
• Debut single garnered 8 million listens

Charitable Focus:

• All proceeds from DJ D-Sol activities directed to charity
• Focus on addiction recovery, hunger relief, and COVID-19 response
• Solomon consistently emphasized charitable mission

Controversy and Criticism

Solomon's DJ career generated substantial controversy:

Time and Focus Questions:

• Critics questioned whether CEO of major bank should pursue side career
• Concerns about divided attention during business challenges (Marcus failures, 1MDB)
• Perception that DJing undermined gravitas expected of Goldman CEO

Board Restrictions:

• Goldman's board restricted Solomon's DJing activities in 2020
• Required prior approval for performances
• Aimed to prevent conflicts and distractions
• Solomon scaled back public performances

Image Problem:

• DJ activities clashed with Goldman's buttoned-up, serious image
• Some clients and employees found it inappropriate
• Media coverage often mocked or criticized the hobby
• Contributed to perception of CEO out of touch with rank-and-file

Defense:

• Solomon argued DJing was philanthropic, not commercial
• Emphasized work-life balance and pursuing passions
• Noted creativity and stress relief benefits
• Compared to other CEOs with hobbies (sports, aviation, etc.)

Despite controversy, Solomon continued DJing on limited basis, though significantly scaled back from peak activity in 2018-2019.

Personal Life

Family

David Solomon married Mary Elizabeth Coffey in 1989 when both were 27 years old, in a ceremony in Bernardsville, New Jersey. Mary came from an established East Coast family.

The marriage lasted 28 years and produced two daughters before ending in divorce in early 2018, shortly before Solomon became Goldman CEO. The divorce was finalized quietly with minimal public disclosure, as is typical for high-profile executives.

Solomon's two daughters are now adults. He has maintained privacy about their lives and careers, rarely discussing family matters in public forums or media interviews.

Parents:

• Father: Alan Solomon, executive vice president of a publishing company
• Mother: Sandra Solomon, audiology supervisor working with hearing-impaired individuals

Solomon maintains residences in New York City and the Bahamas, where he owns a mansion that became a point of controversy when media reported he worked remotely from there while demanding employees return to office.

Lifestyle

Despite leading one of the world's most prestigious banks, Solomon maintains a somewhat unconventional lifestyle for a Wall Street CEO:

Commuting:

• Takes the New York City subway to work (Goldman headquarters in lower Manhattan)
• Gets his own coffee rather than relying on assistants
• Emphasizes being "regular guy" despite immense wealth and power
• Critics note contrast with private jet use for personal travel

Music and Nightlife:

• Active in electronic dance music scene through DJ career
• Frequents clubs and music venues, sometimes until late hours
• Maintains connections to entertainment industry
• Unconventional for Goldman CEO, which traditionally projects conservative image

Fitness and Health:

• Reportedly maintains regular workout routine
• Focus on wellness and stress management
• Balances intense work schedule with personal pursuits

Interests

Electronic Dance Music:

• Serious interest in EDM production and performance
• Studies music theory and production techniques
• Follows international DJ scene and music trends
• Collaborates with professional producers

Philanthropy:

• Board member of Robin Hood Foundation (fighting poverty in NYC)
• Supports addiction recovery programs (motivated by personal connections)
• COVID-19 relief efforts
• Hunger relief organizations

Technology:

• Interest in financial technology and innovation
• Follows developments in crypto, blockchain, and digital assets
• Focus on how technology transforms financial services

Leadership Philosophy

Solomon's leadership style reflects his background in investment banking and his unconventional interests:

Modernization:

• Belief that Goldman must adapt to attract young talent
• Willingness to challenge traditions (dress code, work culture)
• Emphasis on technology and innovation
• But also commitment to Goldman's core values and culture

Client Focus:

• Deep emphasis on client relationships from investment banking background
• "The client always comes first" - Goldman's first business principle
• Personal involvement in major client relationships
• Accessibility to key clients

Decisiveness and Action:

• Willing to make bold strategic bets (Marcus, Apple Card)
• But also willing to pivot when strategies fail (Marcus retreat)
• Bias toward action rather than endless analysis
• Sometimes acts before building necessary capabilities (consumer banking)

Work Ethic and Intensity:

• Demands high performance and long hours
• Return-to-office mandate reflects belief in intense, immersive work culture
• High expectations for employees at all levels
• But also emphasizes pursuit of passions outside work (own DJ career)

Communication Style:

• More publicly communicative than predecessor Lloyd Blankfein
• Active on LinkedIn and public speaking
• But sometimes tone-deaf (remote work comments, DJ activities during crises)
• Confident, sometimes combative when challenged

Net Worth and Compensation

As of 2025, David Solomon's net worth is estimated between $100 million and $200 million, derived from his compensation as Goldman CEO and equity holdings in the firm.

Recent Compensation:

• 2025: $80 million retention bonus

* Five-year retention award in Goldman Sachs stock
* Vests over five years, signaling board's commitment to Solomon through 2029
* Awarded to both Solomon and President John Waldron

• 2024: $39 million total compensation (25.8% increase)

* Base salary: $2 million
* Cash bonus: $8.33 million
* Performance stock units: $25.9 million
* Carried interest program: $2.78 million
* Highest-paid CEO among six largest U.S. Banks

• 2020: $17.5 million (36% pay cut)

* Reduced due to 1MDB scandal penalties
* Down from $27.5 million in 2019
* Penalty deduction of $10 million

• 2010-2025 cumulative: Over $400 million in Goldman compensation

Stock Holdings:

• Directly owns 147,000 shares of Goldman Sachs
• 240,000 unvested shares
• Combined: 387,000 shares
• Value: $80-175 million depending on stock price

Compensation Controversy:

• Critics argue pay excessive given consumer banking failures
• $80 million retention bonus drew particular criticism
• Defenders note pay tied to strong performance in core businesses
• Compensation committee emphasizes performance-based structure

Awards and Recognition

Solomon has received various forms of industry recognition, though his tenure has been more controversial than his predecessors':

Industry Recognition:

• Various investment banking deal-of-the-year awards during IBD tenure
• Recognition for client relationships and deal execution
• Hamilton College Distinguished Alumni recognition

Goldman Sachs Performance Awards:

• Record revenues in several quarters under his leadership
• Strong trading and investment banking results

Musical Recognition:

• Billboard Dance Club Chart success (#4 peak)
• Atlantic Records partnership
• Spotify streaming milestones

Controversies and Challenges

Solomon's tenure as Goldman CEO has been marked by significant controversies:

1MDB Scandal

Background:

• 1Malaysia Development Berhad (1MDB) was Malaysian sovereign wealth fund
• Goldman helped raise $6.5 billion through bond offerings (2012-2014)
• Over $4.5 billion allegedly stolen through corruption scheme
• Bribes paid to Malaysian and Abu Dhabi officials to secure business

Goldman's Role:

• Goldman earned $600 million in fees from 1MDB deals
• Occurred while Solomon was co-head of Investment Banking
• Bank admitted to conspiring to violate Foreign Corrupt Practices Act

Consequences:

• Goldman paid $5.1 billion total in fines and settlements globally
• $2.9 billion to U.S. Authorities (largest ever FCPA penalty)
• Malaysian subsidiary pled guilty to criminal charges
• Multiple executives faced criminal charges (Tim Leissner, Roger Ng)

Solomon's Accountability:

• Solomon was co-head of IBD during deals but not directly involved
• Board cut his 2020 compensation by $10 million (36%) as penalty
• Critics argued he should have known about misconduct in his division
• Solomon emphasized deals predated his CEO role and reforms implemented

Consumer Banking Failure

As detailed earlier, Marcus consumer banking initiative failed spectacularly:

• Over $1.2 billion in projected losses
• Failed Apple Card and GM Card partnerships
• Costly retreat from consumer market
• Raised questions about Solomon's strategic judgment and execution

Return-to-Office Controversy

Solomon's aggressive return-to-office stance created:

• Employee resistance and defections
• Public relations problems
• Perception of hypocrisy given his own remote work
• Generational divide within organization

DJ Activities During Crises

Timing of Solomon's DJ performances drew criticism:

• DJing at Hamptons club during Marcus crisis
• Performances while employees faced layoffs
• Perception of not taking job seriously enough
• Board restrictions on activities

Compensation During Difficulties

Solomon received substantial compensation increases even as:

• Consumer banking lost billions
• Employees faced layoffs
• 1MDB scandal unfolded
• Some shareholders questioned pay-for-performance alignment

Legacy and Impact

David Solomon's legacy as Goldman Sachs CEO remains uncertain and contested:

Achievements:

• Led Goldman to record revenues in core businesses
• Modernized culture and technology
• Strong trading and investment banking performance
• Navigated COVID-19 pandemic successfully (operationally)
• Retained leading position in most Goldman businesses

Failures:

• Consumer banking disaster lost billions and damaged reputation
• 1MDB scandal (though deals predated CEO role)
• Return-to-office controversy alienated employees
• DJ activities sometimes distracted from business focus
• Strategic missteps raised questions about judgment

Uncertain Outcomes:

• Can Goldman regain momentum after Marcus failure?
• Will return-to-office mandate prove right or wrong?
• Has Solomon learned from strategic mistakes?
• Will $80 million retention bonus prove worthwhile for shareholders?

Historical Context:

• Follows legendary CEOs (Blankfein, Paulson, Corzine, Rubin)
• First Goldman CEO with significant public side career
• Most controversial Goldman CEO in modern era
• Tenure reflects challenges facing Wall Street in digital age

Solomon's ultimate legacy will depend on Goldman's performance over the coming years and whether he can restore momentum after the consumer banking setback. The $80 million retention bonus suggests the board believes in his leadership, but critics remain skeptical.

See Also

• Goldman Sachs
• 1Malaysia Development Berhad scandal
• Investment banking
• Electronic dance music
• Marcus by Goldman Sachs

External Links

• Official Goldman Sachs website
• David Solomon's official Goldman Sachs biography
• DJ D-Sol on Spotify