David Vélez

CEO and founder of Nubank, a digital banking platform.

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Key positions and views

The traditional banking industry is a massive ($8T profit pool), inefficient, and customer-hostile oligopoly that is fundamentally vulnerable to tech-first disruptors.

Extreme operational efficiency, driven by technology and a lean workforce, is the most critical and durable competitive advantage in modern banking.

A superior customer experience that generates world-class Net Promoter Scores is the primary engine of low-cost, organic customer growth, rendering traditional marketing spend obsolete.

Artificial Intelligence will be the next major technological shift in finance, evolving beyond process automation to provide sophisticated, personalized financial advice to every consumer.

Large technology companies are unlikely to become direct competitors in core, regulated banking services like credit and savings, creating a strategic opening for specialized fintech companies.

Podcast consensus on Vélez

Points of consensus

▶The traditional banking sector, particularly in emerging markets like Brazil, is an inefficient, anti-consumer oligopoly ripe for disruption.Apr 2026

▶A technology-first, branchless model enables vastly superior operational efficiency and cost structures compared to incumbent banks.

▶Exceptional customer experience, demonstrated by world-class Net Promoter Scores (NPS), is the most effective and capital-efficient driver of customer growth.Apr 2026

▶The global financial services market remains a massive opportunity, with legacy banks still dominating the majority of the multi-trillion dollar profit pool.Apr 2026

Points of debate

▶While the market opportunity is vast, significant regulatory hurdles, such as licensing delays and foreign ownership restrictions, protect incumbents and create substantial barriers to entry for new players.

▶David Vélez posits that major technology companies like Apple and Google will likely avoid entering core banking services due to the high regulatory burden, creating a protective moat for specialized fintechs like Nubank.Apr 2026

▶There is a tension between the immense market of unbanked individuals in emerging markets and the inherent difficulty of credit underwriting for this population, a challenge Nubank aims to solve with advanced technology like neural networks.Apr 2026

▶The path to profitability in financial services is dominated by credit products, which represent 70% of the profit pool, creating a strategic imperative to solve credit access for underserved populations in markets like Mexico and Colombia.Apr 2026

Key themes

▶Disruption of Incumbent Oligopolies

Vélez consistently frames the Latin American banking sector as a highly concentrated, inefficient, and customer-hostile oligopoly. Nubank's core strategy is built on exploiting these weaknesses with a superior, technology-driven, and customer-centric product.

This focus suggests Nubank's strategic playbook is most effective in markets characterized by high customer dissatisfaction and low competition, a key factor for analysts to consider when evaluating future expansion targets.

▶Technology-Driven Operational Supremacy

A central theme is Nubank's radical cost efficiency, achieved through technology and a lean organizational structure. Vélez highlights operating with 6,000 employees for 100 million customers versus incumbents' 100,000, claiming a 20-fold efficiency advantage.

This operational leverage is presented as Nubank's primary competitive moat, allowing it to offer lower fees and still achieve profitability, but it may be tested as the company scales into more complex product lines and regulatory environments.

▶Customer-Centricity as a Growth EngineApr 2026

Vélez emphasizes exceptionally high Net Promoter Scores (NPS) and organic word-of-mouth growth as the foundation of Nubank's business model. This focus on customer satisfaction is directly linked to a sustainably low customer acquisition cost of just $2-$3.

Vélez views customer loyalty not merely as a retention metric but as the company's primary marketing and acquisition channel, a capital-efficient strategy that is difficult for legacy competitors with poor reputations to replicate.

▶The Future of Finance: AI and Global ExpansionApr 2026

Vélez articulates a forward-looking vision where AI delivers a sophisticated, personalized financial expert to every individual on a global scale. This technological ambition is paired with a concrete plan for geographic expansion beyond Latin America within the next decade.

This signals a dual-pronged growth strategy: deepening the customer relationship through AI-powered services while simultaneously broadening the addressable market, indicating ambitions far beyond being a regional neobank.

Source episodes

Sentiment over time

Not enough data for timeline

Changes over time

Pre-Nubank

Characterizes the Brazilian banking sector as an oligopoly where the five largest companies were banks and also the five most hated companies in the country.

Launch Phase

Launched Nubank's initial credit card product, achieving an exceptionally high Net Promoter Score (NPS) of 90 and accumulating a waiting list that peaked at over one million people.

Regulatory Navigation

Describes a period of over four years spent obtaining a banking license in Brazil, which required navigating constitutional prohibitions on foreign investment in banks via a presidential exception.

Scaling & Efficiency

Grew to 100 million customers with a lean team of 6,000 employees, establishing a highly efficient operational model and maintaining a customer acquisition cost between $2 and $3.

International Expansion

Expanded operations into Mexico and Colombia, where credit card penetration was only 12%, and achieved a record-breaking NPS of 94 for its credit card in Mexico.

Future Outlook

Articulates a vision for the next 5-10 years focused on expanding beyond Latin America and leveraging AI to provide personalized financial expertise to a global customer base.

Suggested prompts

How sustainable is Nubank's low customer acquisition cost as it expands into more competitive and developed markets beyond Latin America? &nearr;What are the primary operational and ethical risks associated with David Vélez's prediction of an AI-powered financial expert for every person on Earth? &nearr;How might Nubank's lean operational model (6,000 employees for 100M customers) need to adapt as it introduces more complex, high-touch products like wealth management or mortgages? &nearr;Given Vélez's view that big tech will avoid core banking, what is the most likely form of competition from players like Apple or Google in the financial services value chain? &nearr;

Key concepts

Market Disruption 5 ep Customer Acquisition & NPS 4 ep Market Opportunity 4 ep Regulatory Environment 3 ep Competitive Landscape 3 ep Expansion Strategy 3 ep Operational Efficiency 2 ep Artificial Intelligence 2 ep

Notable quotes

“if mobile put a bank in everybody's pockets, AI is going to put a bank and a banker in everybody's pockets. You're going to be able to have the most sophisticated financial expert hand holding the hand of every single person on earth.”

David Vélez · David Vélez - CEO of Nubank | Podcast | In Good Company | Norges Bank Investment Management

“they have a hundred million customers with a hundred thousand employees. We have a hundred million customers with 6,000 employees.”

David Vélez · David Vélez - CEO of Nubank | Podcast | In Good Company | Norges Bank Investment Management

“our customer acquisition cost has been two three dollars over 12 years getting to 120 million customers”

David Vélez · David Vélez - CEO of Nubank | Podcast | In Good Company | Norges Bank Investment Management

“Our cost structure is 20X more efficient than banks,”

David Vélez · David Vélez - CEO of Nubank | Podcast | In Good Company | Norges Bank Investment Management

Report last updated: Apr 21, 2026

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