Nubank announces a new hybrid model for 2026 as it advances toward becoming the world’s largest digital bank

Nubank, one of the largest digital financial services platforms in the world, announced that it will implement a hybrid work model starting in July 2026. „This decision follows the last five years of a remote-first model, where teams met at least a week every quarter. In this period, Nubank grew from 59 million to 122 million customers in Brazil, Mexico and Colombia, reaching a net income of US$637 million and a record revenue of US$3.7 billion in Q2 2025.” – according to the press release.  

„We have decided to transition from our remote-first model to a hybrid model. Beginning on July 1st, 2026, we plan to bring Nubankers back to in-person teamwork, inside vibrant offices, starting with 2 days per week, and then 3 days per week on January 1st, 2027.” – said David Vélez, founder and CEO of Nubank, in a message to the employees.

He further explained the decision and the vision:

„We have come up with a thoughtful plan that enables significant accommodation and support. We are intentionally providing an 8-month transition period to allow for adjustments. We are building a number of new offices to make it easier for many Nubankers to commute some days of the week, and we will provide support to eligible Nubankers with relocation assistance, extensions or exceptions based on specific criteria.

Our vision

Throughout the past few years, I have recurrently mentioned that I worry about our chosen remote-first environment since its benefits were very obvious, but its costs were invisible. We have studied carefully the available research on the topic, consistently observed and discussed our lived experience with many of you, and carefully benchmarked some of the most innovative and highest performing companies in the world. We concluded that a hybrid model will let us leverage the best of both worlds, and is critical to our ambitions.

Let me explain why:

1. Culture: Strengthening our shared sense of purpose and belonging. Culture is not a document or a set of values on a wall—it’s a living system of habits, energy, and trust built through daily human connection.

In a remote-first world, that energy fades. Video calls reduce people to tiles. Conversations become transactional. The spontaneous moments—the hallway exchange, the shared excitement over solving a problem, the celebration after a tough release—disappear. More in-person work increases the sense of belonging and shared purpose that built Nubank from a small start-up in São Paulo into a regional movement. It allows leaders to role-model our values, teams to build trust faster, and new joiners to feel part of something bigger than themselves. Culture is our superpower; being together is how we augment it.

2. Accelerating Innovation through creative encounters. The largest innovations in Nubank’s history, beginning with the crystallization of an idea to challenge one of the most concentrated banking markets in the world, were born from collaboration among people in the same room. People who disagreed, iterated, challenged, and built on each other’s ideas. All the work required to prepare and launch our three countries to-date was done in small rooms with amazingly committed people working with the highest sense of urgency. 

Research on innovation is clear: in-person opportunities generate more ideas, of higher quality, and iterate faster. Creativity doesn’t flourish on scheduled calls; it emerges from unplanned interactions, debates at whiteboards, and sparks of insight that spread across teams. Look at some of the companies that are currently executing some of the most ambitious projects in the world: launching a rocket to Mars, reinventing atomic energy, using AI to cure cancer, or developing AGI, and you’ll rarely find a company working fully remotely. More in-person time is a requirement for innovation. 

3. Operational Excellence: Speed, Focus and Collective Performance – We’ve learned that communication bandwidth shrinks dramatically in a remote setup. Non-verbal cues vanish, misunderstandings multiply, and screen multi-tasking reduces focus. When teams are more often in the same room, alignment happens naturally. Problems are solved in minutes, feedback is immediate, context-rich, and human. Physical proximity also creates shared accountability. It’s easier to spot issues early, course-correct, coach underperformers, and celebrate great work. Remote work optimizes for individual convenience, but often at the expense of collective productivity. Some tasks or jobs are efficient in isolation –and we will retain some of that flexibility. Returning to the office for some days every week recalibrates urgency, coordination, and prioritization —eliminating handoffs and bureaucracy. 

Our Ambition requires a commitment to these three markers. We are not just building a digital bank; we want to redefine financial services globally. Our vision is for all of us to go back to our teams every week in extremely engaging spaces where we can work quietly or collaboratively, meet cross-functional peers to expedite alignments or brainstorming, network and troubleshoot serendipitously, and learn and develop effortlessly by watching leaders and mentors in action. We spend a significant part of our lives at work, and we want to match the intensity of our jobs and deliverables with the important bonds and growth we forge when we interact, share, and build human connections.

How will operate the new model

Expanding our Workplaces and Investing in World-Class Infrastructure. Nubank will expand and improve its headquarter offices in São Paulo, Mexico City, and Bogotá. The digital bank will also invest in new office spaces, for specific teams, in Campinas, Belo Horizonte, Rio de Janeiro, Buenos Aires, D.C. Area, Miami, and Palo Alto – in addition to its existing talent hubs in Berlin, Montevideo and Durham.

Phase 1 – Transition in H1 2026
Starting in January 2026, the existing Nu Way of Working (NWW) model will remain in place as the minimum requirement.

The first semester is a transition and adaptation period, for many of those who need to make adjustments in their routines. Managers are strongly urged to establish in-person presence as needed to develop and execute at the levels we have agreed to in our planning cycle. Voluntary booking is highly encouraged. “Pioneer Teams” will be identified, when viable, to begin testing increased cadences, supporting a ramp-up of implementation and providing feedback on office spaces and amenities.

Phase 2 – Hybrid Model in H2 2026
Starting in July 2026, approximately 70% of our teams will work in-person at a designated  office(s) for a minimum of two designated days per week. Teams will be assigned to specific days of the week and offices based on business units and tracked cross-unit interaction patterns meant to maximize collaboration.

Phase 3 – Ramp-up
Starting in January 2027, Nubank plan to increase in-person requirements to a minimum of three designated days per week, subject to model, business and operational assessments. 

Exceptions and Support

Fixed Exceptions: Nubankers M2 / IC6 and below levels in the following chapters: Xpeers, Investor Help, Ouvidoria, Data Labeling, Financial Crime Investigation, Regulatory Solutions, and Talent Acquisition – due to the nature of their jobs requiring none or little interaction with other teams. These groups will remain in a remote-first model defined by the function.

Ad hoc Exceptions: Additionally, Nubankers may request a personal exception or extension to the July implementation.

Relocation Stipend: Eligible Nubankers may apply for a one-time mobility support program intended to help mitigate disruption when there is a need to relocate closer to their designated office.

David Vélez concluded: „I understand many of you will have different reactions. For some, this change is not convenient; for others, it is overdue. This kind of decision cannot balance everyone’s preferences and needs, nor be efficiently debated with all employees. We acknowledge some people may not find a match with the Nubank we are building. But we urge you to be part of this new, exciting phase of Nubank´s journey. Our ambition is to become the largest and most loved digital bank in the world. This demands excellence in execution, bold innovation, and a culture of deep collaboration —conditions that thrive best when we are together.”