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How contrarian hires and a pitch deck started Nubank’s $30 billion fintech empire

For most startups, the hardest early challenge is identifying a market and a product to serve it. That wasn’t the case for Nubank CEO David Velez, who understood the massive potential for success if he could break into Latin America’s most valuable economy with even a moderately modern banking offering.

Instead, the challenge was how to rebuild the concept of a bank in a country where banking is widely hated, all while the incumbents heavily entrenched with the state worked to block every move.

Nubank knew its market and geography, and through tenacious fundraising, inventive marketing and product development, and a series of contrarian hires, Velez and his team stripped bare the morass of Brazilian banking to build one of the world’s great fintech companies.

The challenge was how to rebuild the concept of a bank in a country where banking is widely hated, all while the incumbents heavily entrenched with the state worked to block every move.

In the first part of this EC-1, I’ll look at how Velez brought his skills and experience to bear on this market, how Nubank was founded in 2013, and how the team brought a Californian rather than Brazilian vibe to their first office on — no joke — California Street, in a neighborhood called Brooklin in the city of São Paulo.

The makings of an entrepreneur

The idea of being his own boss was ingrained in Velez from his earliest days in Colombia, where he grew up in an entrepreneurial family, with a father who owned a button factory. “I heard from my dad over and over again that you need to start your own company,” Velez said.

But years would pass and Velez still had no idea what he wanted to do. To “kill time,” and also to surround himself with entrepreneurial energy, Velez attended Stanford University — partially financed by the sale of some livestock — and then worked as an analyst at Goldman Sachs and Morgan Stanley before switching to venture capital at General Atlantic and Sequoia.

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One woman’s drive to make a neobank as magical as Disney

As we mentioned in part 1 of this EC-1, David Velez had two key co-founding roles he needed to fill to get started building Nubank. For one, he needed a CTO to lead the engineering side of the business, as Velez didn’t have an engineering background.

Edward Wible, an American computer science graduate who spent most of his career in private equity, would take that responsibility. He didn’t bring years of coding experience, but he had qualities that Velez considered more important: A strong belief in the potential of the product and an equally intense commitment to working on it.

Given the occasionally hostile reaction of most incumbent banks to their customers in Brazil, Nubank’s starkly contrasting openness and transparency has garnered a huge following.

That left an even more important role to fill — one that was much harder to define. This other co-founder would need to blend knowledge of the Brazilian market and local savvy with expertise in banking, all while embodying a Silicon Valley ethos of focusing on customers. This person would also have to work in São Paulo for minimal wages out of a small office with just one bathroom, all in the belief that their equity (both stock and sweat) would one day be worth it.

Velez would eventually stumble upon Cristina Junqueira, who was qualified to do all this, and much, much more.

“Once someone said I was the glue of the operation, and that someone else was the brains. And I said, ‘No, I’m the glue and the brains, and I bet my brain is even better than his,”’ Junqueira said.

Junqueira didn’t just lead Nubank’s drive into the Brazilian market, she also upended age-old notions of what it means to be a 21st-century bank. Her inspiration was nothing short of Disney, and her mission was to create a bank as popular as the magical kingdom itself.

A bank. As popular as Disney. Sounds like a fairy tale, frankly.

Raised to be a doer

Unlike her co-founders Velez and Wible, Junqueira grew up in Nubank’s home market of Brazil. The eldest of four sisters, she remembers her parents — both dentists — always assiduously working to maintain their practice.

Their work ethic trickled down, but so did responsibility. As the oldest at home, she was forced to grow up quickly and take on responsibilities from an early age. “I remember being 11 years old and doing grocery shopping for the month,” she said. “I did everything very young.”

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How Nubank’s CX strategy made it one of the most loved digital banks

As we saw in parts 1 and 2 of this EC-1, by mid-2013, Nubank CEO David Velez had most of what he needed to get started. He’d brought on two co-founders, assembled ambitious engineering and operations teams, raised $2 million in seed funding from Sequoia and Kaszek, rented a tiny office in São Paulo, and was armed with a mission to deliver the kind of banking services that customers in a market as large and lucrative as Brazil’s should expect.

Despite being named Nubank, however, the startup couldn’t actually be a bank: Brazil’s laws made it illegal at the time for a foreigner-run company to operate a bank. That restriction required the team to develop an inventive product strategy to find a foothold in the market while they waited for a license directly from the country’s president.

Nubank was so adamant about differentiating itself from other banks that it chose Barney purple for its brand color and first credit card.

Nubank therefore pursued a credit card as its first offering, but it had to race against a clock counting quickly down to zero. At the time, Brazil didn’t have ownership restrictions on this product segment like it did with banking, but new rules were coming into force in just a few months in May 2014 that would block a company like Nubank from launching.

The company needed to execute rapidly over the next eight months if it wanted to be grandfathered into the existing regulations. The speed of operations was frantic to say the least, and the company would go on to work even faster, ultimately propelling itself into the stratosphere of fintech startups.

Full faith in credit

It’s easy to assume that the name Nubank refers to “new bank,” but that’s not really what the founders were going for. The word “nu” in Portuguese means “naked,” and Velez and his team wanted the name to reflect their vision: To build a 21st-Century bank without any of the shackles imposed by the traditional banks in Brazil.

The team wanted to offer services to as many people as possible, as there is a huge wealth gap in Brazil, where the minimum wage is around $200 a month.

Launching with just a credit card was both a strategic and practical business decision. Credit cards were widely used in the country, and everyone understood how they worked. Additionally, you could only use credit cards to shop online in Brazil, because debit cards weren’t accepted.

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Which Nubank will own the financial revolution?

Nubank’s first office, on California Street in the Brooklin neighborhood of São Paulo, makes for a great beginning to the company’s story. It wasn’t a Silicon Valley garage, but this tiny, one-bathroom rented house, where 30 people worked insane hours to push out the company’s debut credit card, lends just as well to an image of entrepreneurial spirit and drive.

As Nubank continues to make international waves, more and more VC investors are taking a look at the Brazilian ecosystem and could potentially fund other upstarts in the years to come.

But as Nubank’s story continued, the team eventually had to move out of that early office, and the next several offices, too. Eventually Nubank had to relocate to an eight-story building in São Paulo, which houses a large part of the company’s now 3,000-person team.

The startup reached decacorn status in far less than a decade, and it is growing faster than ever. When I interviewed CEO David Velez back in January to discuss Nubank’s $400 million Series G, he said, “We’ve gone from 12 million customers in 2019 to 34 million solely based on word of mouth.” By September last year, the company was onboarding 41,000 new customers per day.

In the five months since our interview, Nubank has managed to rope in a whopping 6 million customers to reach 40 million. It’s now valued at $30 billion.

Nubank’s present day headquarters in São Paulo, Brazil. Image Credits: NELSON ALMEIDA/AFP / Getty Images

Getting there hasn’t been easy. The company’s three co-founders, Velez, Edward Wible and Cristina Junqueira, had to make key strategic decisions about how to scale themselves to retain the company’s lead in the neobanking market. That lead is getting tougher to sustain every day. Nubank’s proliferating offerings and broader geographical remit has painted a massive target on its back, and a wide number of competitors have cropped up to run on the paths it pioneered.

Like most Disney films, a fairy-tale ending seems in order, but it’ll take a few more rotations of the film wheel to get to the ending.

Early mistakes and ingredients for success

For the co-founding trio, it became increasingly clear that Nubank’s growing scale demanded critical strategic decisions on how to bring order to the company.

By 2018, the company had thousands of employees, millions of customers, and they still didn’t have a head of HR. Growth until then had been somewhat unstructured. According to Junqueira, waiting so long to hire a head of HR was one of their early mistakes, because it stunted their ability to grow. “[Good] people continue to be our biggest bottleneck,” she says.

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Aspire’s business accounts reach $1B in annualized transaction volume one year after launching

Singapore-based Aspire, which wants to become the financial services “one-stop shop” for SMEs, announced that its business accounts have reached $1 billion in annualized transaction volume one year after launching. The company also unveiled Bill Pay, its latest feature that lets businesses manage and pay invoices by emailing them to Aspire’s AI-based digital assistant.

Launched in May 2020, Aspire’s online business accounts are targeted to startups and small- to medium-sized enterprises, and do not require minimum deposits or monthly fees. Co-founder and chief executive officer Andrea Baronchelli told TechCrunch more than 10,000 companies now use Aspire’s business accounts and that adoption was driven by two main reasons. The first was Aspire’s transition to a multi-product strategy early last year, after focusing on corporate cards and working capital loans. The second reason is the COVID-19 pandemic, which made it harder for companies to open accounts at traditional banks.

“We can go in and say we offer all-in-one financial tools for growing businesses,” he said. “People come in and use one thing first, and then we offer them other things later on, so that’s been a huge success for us.”

Founded in 2018, Aspire has raised about $41.5 million in funding so far, including a Series A announced in July 2019. Its investors include MassMutual Ventures Southeast Asia, Arc Labs and Y Combinator.

Baronchelli said Aspire’s business account users consist of two main segments. The first are “launchers,” or people who are starting their first businesses and need to set up a way to send and receive money. Launchers typically make less than $400,000 a year in revenue and their Aspire account serves as their primary business account. The second segment are companies that make about $500,000 to $2 million a year and already had another bank account, but started using Aspire for its credit line, expense management or foreign exchange tools, and decided to open an account on the platform as well.

The company has customers from across Southeast Asia, and is particularly focused on Singapore, Indonesia and Vietnam. For example, it launched Aspire Kickstart, with incorporation services for Singaporean companies, at the start of this year.

Bill Pay, its newest feature, lets business owners forward invoices by email to Aspire’s AI-based digital assistant, which uses optical character recognition and deep learning to pull out payment details, including terms and due dates. Then users get a notification to do a final check before approving and scheduling payments. The feature syncs with accounting systems integrated into Aspire, including Xero and QuickBooks. Baronchelli said Aspire decided to launch Bill Pay after interviewing businesses and finding that many still relied on Excel spreadsheets.

Aspire’s offerings overlap with several other fintech companies in Southeast Asia. For example, Volopay, Wise and Revolut offer business accounts, too, and Spenmo offers business cards. Aspire plans to differentiate by expanding its stack of multiple products. For example, it is developing tools for accounts receivable, such as invoice automation, and accounts payable, like a dedicated product for payroll management. Baronchelli said Aspire is currently interviewing users to finalize the set of features it will offer.

“I don’t want to close the door that others might come toward a multiple product approach, but if you ask me what our position is now, we are basically the only one that offers an all-in-one product stack,” he added. “So we are a couple years ahead of the competition and have a first-mover advantage.”

 

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Online bank Simple makes things harder by removing bill pay

With a growing number of challenger banks taking on the U.S. market, one of the original startup banks, Simple — now owned by BBVA — has taken the unusual step of removing a core banking feature: bill pay. The company claimed the feature was under-utilized and usage was trending downwards, which is why it decided to sunset the option to pay bills through its app. That decision, not surprisingly, has angered a number of customers who are taking to social media and online forums like Reddit, threatening to switch banks as a result.

It’s likely true that fewer people today use bill pay than in the past.

The feature is something of a holdover from an earlier era before electronic payment options and auto pay became as ubiquitous as they are now. And many customers may still have bill pay set up even though another electronic option has since become available. Or they may not want to take the time to reconfigure things, when what they have works.

But despite bill pay’s waning usage, it’s odd to shut down such a commonplace banking feature. It’s rare to find a bank that doesn’t offer bill pay services, in fact, outside of a handful of smaller up-and-comers that aren’t full-service banks.

Even most of the newer U.S. fintech players like Chime, Qapital, SoFi Money, Varo, Aspiration and others offer bill pay services where they mail a check for you. And it’s common among more traditional online banks like Ally, as well.

Removing bill pay also greatly impacts those who pay their rent by way of a mailed check, as many landlords are not set up for electronic payments. This is a recurring complaint among the customers who are lambasting Simple for its decision.

Instead, these customers will now have to purchase Simple’s newly available paper checks (sold in packs of 25 for $5 — oh, what a timely launch!).

They’ll then need to buy stamps, address envelopes, fill out checks and actually mail them.

Postal mail, of course, is not preferred by today’s younger generation — many of whom never had to write letters, having grown up in the internet age. Millennials have even complained that the very act of having to mail things gives them anxiety, due to all the steps involved and their overall unfamiliarity with the process.

I use bill pay to support a family member.

You’re saying “paper checks will put me in control” but really what that means is that I now have something that previously was automatically handled and no I have to manually do it.

I was in control prior, you’re just taking it away

— Jonah Moses (@jonahmoses) May 19, 2019

Considering that banks like Simple are targeting the millennial customer, forcing them back to checks they have to mail themselves is not the smartest move — at least from a public relations perspective.

On top of all this, Simple’s announcement about the discontinuation of bill pay was not well-communicated. As it touted the arrival of paper checks, an email footer also quietly noted that bill bay would also shut down after July 9, 2019. Customers dinged Simple for its lack of transparency.

In the spirit of transparency, @simple should also let its users know that Bill Pay is going away. Proof here (from an email from them) pic.twitter.com/LuDmnHJIA2

— BC (@bcurielv) May 7, 2019

The company claimed it was sending emails about bill pay to customers — but many didn’t receive any message before learning of the change on Twitter. And they were angry.

Since the decision was announced, Simple has been dutifully responding to customers’ complaints on Twitter, sometimes with smiley emojis and cheerful customer service-ese, like: “We hear ya. Mailing payments for bills can be nerve wracking.” 

The company even wished one customer well on their journey to find another bank.

No…..you aren’t hearing us….that’s the problem.

— Rebecca Ford (@rebannford) May 9, 2019

We do now offer paper checks for folks who want them, and many of our customers set up automatic withdrawals from the biller’s websites for their bill payments. But if you decide to look for a new bank partner, we wish you the best. 🙂 -DG

— Simple (@simple) May 23, 2019

In addition to declining usage, the company said its newer Expenses feature was not working well with Bill Pay, which was another factor in its decision.

Good question – both are true. We knew that our existing bill pay process wasn’t working well with our expenses feature, so combined with the low usage rates we decided to end it. Hope that helps to clarify! ^BC

— Simple (@simple) May 19, 2019

Predictably, the volume of customer complaints has led to the creation of a Change.org petition.

Things are now going so badly that Simple just sent customers another email in response to all the backlash. In it, the company acknowledges how unhappy customers are about its decision and its handling of the news.

“To be completely transparent, a really small percentage of our customers use Bill Pay,” the email reads. “With this service’s usage declining, we made the decision to sunset it. This allows us to use those resources to build new features that benefit a broader number of customers. We know that some of you aren’t happy about this decision or how we broke the news, and for that, we’re sorry.”

The decision, however, still stands.

Simple was one of the original innovators in online banking. But after its acquisition, the pace of innovation has decreased and customer growth has stagnated. Over the years, the company has been maligned for not allowing non-U.S. citizens to sign up and for shutting down customers’ accounts with little notice, due to transition issues.

Now it’s angering customers again just as a number of new, millennial-focused online banks are hitting the market — and as challenger banks from Europe, like N26 and Revolut, are preparing to make the jump to the U.S. That may not be the best time to send a core group of users in search of alternatives.

The full email sent to customers is below:

You probably heard this already but if you haven’t: Simple’s “Pay a bill” and “Mail a check” features (also known as “Bill Pay”) are going away on or after July 9. If you have a payment scheduled on or after that date, it will not be paid or sent.

To be completely transparent, a really small percentage of our customers use Bill Pay. With this service’s usage declining, we made the decision to sunset it. This allows us to use those resources to build new features that benefit a broader number of customers.

We know that some of you aren’t happy about this decision or how we broke the news, and for that, we’re sorry.

We’ll continue to be in touch over the coming weeks. In the meantime, if you have any questions, we’re reachable via a support message or at (888) 248-0632.

Thanks,

— The Team at Simple

Simple has been offered the opportunity to comment.

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BBVA continues its fintech acquisition run, buys Holvi, an online-only business bank

moneys Spanish banking giant BBVA has made another M&A play as it looks for a bigger role in the next generation of financial services: today the company has announced the acquisition of Holvi, an online-only bank for entrepreneurs and SMBs based out of Finland. (“Holvi” means “vault” in Finnish.) Terms of the deal have not been disclosed but we are trying to find out.… Read More

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Finance Startup Nubank Nabs $14.3M In Sequoia’s First Brazil Investment

Screen Shot 2014-09-24 at 20.24.34 Nubank, a financial services startup based in Brazil, is today opening for business with two key pieces of news. It is launching its first product: a MasterCard Platinum credit card that you can manage through an Android or iOS app. And it is revealing some of the details of its own finances so that the world knows Nubank means business: the company has raised $14.3 million led by… Read More

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