GS Chief ExecutiveWhat David M. Solomon says in public, and what their own SEC filings show they own.
Chairman & CEO · The Goldman Sachs Group, Inc.
CEO since 2018, Chairman since 2019. Joined as partner in 1999. Rose through investment banking. Also moonlights as DJ "D-Sol". Hamilton College BA.
Solomon owns about 0% of The Goldman Sachs Group, Inc., worth $156.5M at the last close.
Score = stake band (35) + founder (15) + tenure (10) + track record (15) + 12-month direction (−10…15) + filing discipline (10). Every input links to a filing or to the career file; the bands are ours.
Dots mark the months the activity below moved the line. Hover one for the filing.
| Security | Held via | Shares |
|---|---|---|
| Common Stock, par value $0.01 per share | Direct | 137,262 |
| Common Stock, par value $0.01 per share | See footnote | 16,171 |
| Reported as of 2026-05-01 | 153,433 | |
| Date | Type | What happened | Shares | Price | Value | Note |
|---|---|---|---|---|---|---|
| May 1, 2026 | Sale | Open-market sale across 2 lots, $930.43–$931.25 · Common Stock, par value $0.01 per share | −3,470 | $930.70 avg | $3.2M | no 10b5-1 plan |
| Apr 28, 2026 | Exercise | Option or RSU conversion · Common Stock, par value $0.01 per share | +34,017 | — | — | |
| Apr 28, 2026 | Tax | Shares withheld for tax · Common Stock, par value $0.01 per share | −18,812 | $937.81 | $17.6M | |
| Jan 29, 2026 | Sale | Open-market sale across 2 lots, $938.84–$939.41 · Common Stock, par value $0.01 per share | −272 | $938.92 avg | $255K | no 10b5-1 plan |
| Company | Role | Reported | Beneficial | % of class |
|---|---|---|---|---|
| GS GOLDMAN SACHS GROUP INC This page | Chairman of the Board and CEO | 153,433 2026-05-01 |
— | — |
Reported is every lot on the person's own Forms 3, 4 and 5 — direct and through trusts. Beneficial is the figure stated on the latest Schedule 13D/G cover page, which can exclude shares the person disclaims and include options exercisable within 60 days, so the two are never added together.
50 filings under CIK 0001693709 · captured 2026-09-05 · All filings on EDGAR ↗
10 recorded appearances
Solomon argues the current M&A and IPO environment plays directly to Goldman's strengths in capital formation, and frames AI investment as a durable driver of client activity rather than a passing cycle.
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At the club's 850th meeting, in conversation with CNBC's Leslie Picker, Solomon pushes back on the AI-jobs-apocalypse framing and argues the near-term effect shows up as productivity and reallocated headcount rather than net job destruction.
Watch or read →A long-form conversation on what AI actually changes inside an investment bank - where it is being deployed internally, how it affects junior-banker work and headcount planning, and how Goldman is financing the wider AI infrastructure build.
Watch or read →Solomon takes a long-horizon view of the firm and the capital markets for an institutional-investor audience, covering the deal pipeline, private credit and how Goldman is positioned across cycles.
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Commencement address to the 2026 Wharton MBA class at the Palestra, drawing career advice from his own path to the Goldman Sachs chairmanship.
Watch or read →Solomon discusses how he has restructured Goldman around its core franchises and how he thinks CEOs should absorb technological change without over-rotating on any single cycle.
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Solomon calls the 2026 macro setup constructive for risk assets, points to a reopening IPO window, and is also pressed on Goldman general counsel Kathryn Ruemmler stepping down amid the Epstein-files disclosures.
Watch or read →Solomon and Ben Horowitz compare notes on running organisations through macro shocks - what resilience means structurally rather than rhetorically, and how leaders should communicate under uncertainty.
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Recorded around Davos, Solomon calls 2026 potentially "one of the best M&A years ever", citing monetary easing plus the AI capital-investment boom as a confluence of stimulative forces, and says he is "not in the job apocalypse camp" on AI.
Watch or read →With Brian Halligan, Solomon contrasts the founder-CEO job with running a 45,000-person public institution, arguing founders underestimate how much of the role is talent allocation and constituency management rather than product.
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