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Gradual Change Explains How the Bank Will Organize the In-Person Return Starting in July Next Year
Nubank announced on November 6, 2025, that it will implement a hybrid model starting in July 2026. The company made the decision after five years prioritizing remote work.
The decision was communicated by CEO David Vélez. The announcement highlighted that the return will be gradual, structured, and supported by clear stages. The bank also defined exception policies and support for employees. During the remote period, the bank grew from 59 million to 122 million customers. The bank achieved a net profit of US$637 million during this time.
Nubank also recorded a record revenue of US$3.7 billion in the second quarter of 2025.
Structured Decision and Gradual Return
The announcement explained that the transition was planned because the benefits of remote work came with intangible costs.
These costs became more evident over the years. Therefore, the company chose to establish an organized change.
Nubank defined an adequate time for adaptation and focus on operational continuity.
Key Factors of the Change
Nubank detailed three fundamentals that justify the move.
• Organizational Culture: The company emphasized that culture depends on coexistence, spontaneous exchanges, and daily interactions. These interactions strengthen belonging and trust.
• Collaborative Innovation: Leadership highlighted that meaningful ideas emerge faster in face-to-face meetings. These meetings favor direct discussions and creative sessions.
• Operational Excellence: Physical communication reduces noise and increases decision-making speed. In-person communication also strengthens shared responsibility.
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Defined Stages of the New Model
Phase 1 – First Half of 2026: This period will function as a transition phase and, therefore, will maintain the current model. Adaptation will occur gradually, allowing for continuous adjustments. Managers may request presence as needed.
Phase 2 – Starting July 2026: About 70% of teams will work in person for two days a week, following guidelines set by the business unit. Dates will be assigned according to interaction patterns.
Phase 3 – Starting January 2027: The requirement will increase to three days a week and will depend on internal evaluations. The bank will review initial results and adjust the pace as necessary.
Exceptions and Internal Support
Nubank defined permanent exceptions for roles such as Xpeers, Investor Help, Ombudsman, Data Labeling, Financial Crime Investigation, Regulatory Solutions, and Talent Acquisition, as these activities require little in-person interaction.
The company created exceptions evaluated on a case-by-case basis and will consider specific situations.
Nubank will provide assistance for relocation and will support employees needing to move closer to the offices.
Expansion of Corporate Infrastructure
The company will expand and modernize offices in São Paulo, Mexico City, and Bogotá, and will also expand facilities in Campinas, Belo Horizonte, Rio de Janeiro, Buenos Aires, Washington D.C., Miami, and Palo Alto.
The hubs in Berlin, Montevideo, and Durham will be maintained and thus strengthened.
Closing of the Announcement
The CEO acknowledged that reactions to the in-person return will vary and are therefore understandable.
Leadership stated that the change is essential to sustain global ambitions while also enhancing collaboration.
Nubank reinforced that it will remain committed to clarity and will ensure support throughout the entire implementation.
In light of this reorganization, how do you evaluate the impact of this new model on Nubank’s work routine?
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