XP Strategy and Business Model

Executive Overview

XP is a Brazil-focused financial-services platform built around investment distribution, advisory, brokerage, and adjacent banking products. Founded in 2001 and now headquartered in São Paulo, XP became one of the best-known challengers to Brazil’s large incumbent banks by promoting an open-architecture investment platform: instead of pushing only in-house products, it built a marketplace that gives clients access to a broad menu of third-party and proprietary fixed income, funds, equities, retirement, insurance, and credit solutions. Over time, XP expanded beyond brokerage into digital banking, cards, secured lending, institutional trading, and corporate and issuer services, but the center of gravity remains the retail wealth platform and the network of affiliated advisors that distribute it across Brazil.

Strategically, XP is trying to deepen share of wallet within an already large client base while making the platform more comprehensive and more recurring. That means more banking engagement, more pensions and insurance, more affluent and high-net-worth penetration, and tighter cost discipline supported by technology. Geographically, the business is still overwhelmingly tied to Brazil, although XP also serves Brazilian clients with offshore investing needs. In FY2024, XP reported roughly R$18 billion in revenue, underscoring its scale as one of Brazil’s most important independent investment-led financial platforms.

XP at a Glance

Logo
Common name	XP
Full legal name	XP Inc.
Headquarters	São Paulo, Brazil
Ownership	Public company with a dual-class share structure; Class A shares are publicly traded, while Class B shares held by founder-related and insider holders have enhanced voting rights, as described in recent filings.
Ticker	XP
Exchange	NASDAQ
Market Cap	$8.14B
Revenue (FY2024)	#N/A
Founding / major historical milestones	Founded in 2001 in Porto Alegre; expanded from brokerage and investor education into a broader financial platform; Nasdaq IPO in 2019; subsequently broadened digital, banking, and multi-brand capabilities through organic investment and selective acquisitions.
Industry or industries	Financial services, wealth management, brokerage, digital banking, institutional trading, investment banking
Key products or services	Investment platform, brokerage, wealth advisory, fixed income distribution, funds, equities and derivatives, pensions, insurance, digital accounts, cards, secured lending, institutional execution, corporate and issuer services
Geographic footprint	Primarily Brazil, with international and offshore capabilities serving Brazilian clients investing abroad
Business segments as officially reported	XP is best understood as an integrated financial platform. In public materials, management discusses performance across business lines such as Retail, Institutional, Issuer Services, Corporate, and related activities, even though the economics are highly interconnected.
Company website	https://www.xpinc.com/

1. What Is the Strategy of XP?

1a. What is the winning aspiration of XP?

XP’s winning aspiration is to be the primary financial platform for Brazilian investors rather than just a brokerage account. In practical terms, that means attracting household financial assets onto its platform, increasing client engagement over time, and broadening each relationship from investing into advice, retirement, insurance, banking, and selected credit products. In recent public materials, management has consistently framed success around growth in active clients, client assets, monetization per client, and sustained profitability. The strategic idea is not merely to gather assets, but to become the trusted operating system for how Brazilian clients save, invest, and increasingly transact.
1b. Where does XP play?

XP plays primarily in Brazil’s retail and affluent wealth market, with adjacent exposure to institutional investors and corporate issuers. Its core arena is individuals who want an alternative to the captive product shelves of large universal banks. Within that broad space, XP serves multiple subsegments: affluent and high-net-worth clients through advisor-led relationships, self-directed investors through digital brands, institutional investors through execution and market access, and corporate clients through capital-markets and issuer-services capabilities. Geographically, XP is concentrated in Brazil, with international offerings mainly designed to help Brazilian clients invest offshore rather than to build a broad foreign retail franchise.
1c. How does XP plan to win?

XP plans to win through a combination of open architecture, broad product breadth, a powerful distribution network of affiliated advisors, and a digitally scalable platform. Historically, that differentiated XP from incumbent banks whose investment shelves were seen as narrower or more captive. XP also tries to win by combining education and content with product access, which lowers trust barriers in a category where many customers need advice before they shift assets. More recently, the company’s “how to win” has expanded: it is trying to increase share of wallet by layering banking products, retirement, insurance, and credit onto the investment relationship, which can make client revenue more recurring and increase retention.
1d. What capabilities must XP have in place?

To execute this strategy, XP needs a distinct set of capabilities. The most important are a robust digital platform; broad product sourcing and manufacturing capabilities; deep regulatory, risk, and compliance infrastructure; and strong partner-office and advisor management. It also needs brand and content capabilities that help clients understand products and trust the platform. At a higher level, XP needs data and analytics strong enough to identify cross-sell opportunities, improve advisor productivity, and manage client profitability by segment. Because the business spans retail wealth, banking, institutional trading, and corporate services, integration across technology, operations, and control functions is strategically important.
1e. What management systems does XP require?

XP requires management systems that measure both growth and control. On the growth side, that means tracking active clients, gross inflows, client asset balances, share of wallet, product penetration, advisor productivity, and take rates by business line. On the control side, it means tight oversight of suitability, know-your-customer and anti-money-laundering processes, cybersecurity, treasury and liquidity management, credit quality where relevant, and service levels across regulated entities. Incentive design also matters: XP’s model depends on aligning partner offices, advisors, product teams, and central functions around long-term client asset growth rather than short-term product pushing. In a volatile market environment, management systems must also help XP adapt to changing interest rates, capital-markets activity, and investor sentiment.

2. What Are the Current Strategic Initiatives of XP?

Based on recent annual disclosures, investor materials, and management commentary, XP’s strategic initiatives are less about entering entirely new industries and more about deepening the economics of a platform it already has at scale.

XP continues to focus on getting more of each client’s financial life onto the platform. That means moving beyond one-time investment transactions and capturing a larger portion of recurring balances and recurring financial activity. In practice, this includes higher penetration of fixed income, funds, retirement, insurance, advisory relationships, and everyday banking services.

Expanding banking, credit, and transaction-linked engagement

Management has emphasized the importance of building engagement beyond pure investing. Products such as digital accounts, cards, and selected lending products can make XP a more frequent-use platform rather than a place clients visit only when making investment decisions. Strategically, this can improve retention, increase monetization, and reduce dependence on purely market-driven activity.

Growing affluent and high-net-worth coverage

XP’s advisor-led model is especially relevant in affluent and high-net-worth segments, where trust, breadth of products, and planning matter. A current priority is to improve advisor productivity and raise wallet capture among richer clients, who tend to generate larger and more durable balances than entry-level retail investors.

Increasing the mix of recurring and less rate-sensitive revenue

XP’s revenue has historically been influenced by market conditions and the Brazilian interest-rate backdrop. A clear strategic thread is to diversify toward products and services that can produce steadier revenue streams, including pensions, insurance, advisory-led solutions, and broader banking relationships. This does not eliminate market sensitivity, but it can make the earnings profile more balanced over time.

Strengthening institutional and issuer-services capabilities

XP is not only a retail platform. The company has continued to invest in services for institutional clients and corporates, including execution, market access, and issuer-related activities. These businesses help XP participate more broadly in Brazil’s capital-markets ecosystem and can create useful adjacencies with its retail and treasury activities.

Driving productivity through technology, automation, and cost discipline

As XP matures, efficiency matters more. Recent management commentary has underscored operating discipline, technology-enabled productivity, and a careful balance between growth investment and expense control. For a platform business, small improvements in onboarding, servicing, advisor tools, and back-office processes can have meaningful earnings impact at scale.

3. What Is the Business Model of XP?

What customers actually buy

Retail customers buy access to investments, advice, and increasingly a broader financial relationship. That can mean brokerage execution, fixed-income products, investment funds, pension products, insurance, digital banking, and selected credit. Institutional customers buy execution, liquidity access, and related market services. Corporate and issuer clients buy capital-markets access, structuring, and related services.

Recurring versus one-time economics

A large share of XP’s model is repeat-driven, even when it is not technically subscription-based. Once client assets are on the platform, XP can earn ongoing economics from custody-related balances, distribution fees, advisory-linked activity, spreads on certain products, pensions, insurance, and banking relationships. Other revenue is more episodic: equity trading, derivatives activity, and capital-markets transactions can be strong in one period and weaker in another. The strategic direction is to increase the portion tied to recurring balances and deeper client relationships.

How pricing power works

XP has some pricing power in advice, breadth, and platform convenience, but not unlimited pricing power in commodity brokerage. Brazilian retail financial services are competitive, and self-directed trading economics tend to compress over time. XP’s better pricing position comes from trusted advice, affluent client relationships, product breadth, brand reputation, and the convenience of having multiple financial needs served on one platform.

Why the business mix matters

Not all XP revenue is equally valuable. Asset-based and relationship-driven revenue tends to be more durable than trading-led revenue. Banking and credit can deepen engagement but also introduce balance-sheet, funding, and risk-management complexity. Corporate and issuer services can be attractive, but they are usually more cyclical. As a result, the mix among investments, advisory, spreads, banking, and capital-markets activity has a major effect on stability and margin quality.

What drives operating margin and cash generation

For XP, economic margin is driven by monetization of client assets and activity, minus advisor revenue sharing, personnel, technology, funding, and control costs. The platform has real operating leverage: once the technology and regulatory infrastructure is in place, the marginal cost to serve additional assets or transactions can be relatively low. Cash generation is helped by the fact that XP is more platform-heavy than branch-heavy, though it still needs capital in regulated entities and must manage liquidity conservatively. Revenue is therefore influenced by three big variables: client asset growth, product mix, and market and rate conditions.

4. What Products and/or Services Does XP Sell?

XP sells a broad set of financial products and services. The most important categories are:

Retail investments: fixed income instruments, investment funds, equities, exchange-traded products, derivatives access, and other products distributed through its investment platform.
Wealth and advisory services: advisor-led portfolio construction, financial planning, and relationship management for affluent and high-net-worth clients.
Retirement and insurance: pension products and insurance solutions that help make the revenue base more recurring and relationship-oriented.
Banking and payments: digital accounts, cards, and related transaction products designed to increase engagement and cross-sell potential.
Credit: selected lending products, often positioned as complementary to the wealth relationship rather than as a standalone mass-lending business.
Institutional services: trading, execution, market access, and related services for professional investors and institutions.
Corporate and issuer services: services tied to capital markets, structuring, and relationships with corporate issuers.
Content and education: financial media and investor education, which support brand building, lead generation, and customer engagement.

The retail investment platform remains the company’s strategic core. The newer growth offerings with the clearest strategic importance are banking, pensions, insurance, and credit, because they expand wallet share and can reduce reliance on more transactional revenue lines.

5. What Are the Key Competitors or Peers of XP?

XP competes in a layered market. Some rivals are direct wealth and brokerage competitors; others are large banks whose branch relationships, funding bases, and existing client trust make them strong substitutes.

BTG Pactual — Probably the closest high-profile Brazilian peer in investment-led financial services, with strength in wealth management, investment banking, and institutional markets.
Itaú Unibanco — A major incumbent bank with broad retail and affluent distribution, digital investment offerings, and substantial brand trust with Brazilian households.
Bradesco / Ágora — Bradesco’s banking footprint and Ágora’s brokerage capabilities make it a meaningful alternative for clients who prefer to keep investments within a universal bank relationship.
Santander Brasil — Competes for affluent banking and investment clients through branch distribution, digital channels, and advisory capabilities.
Banco Safra — Strong in affluent and high-net-worth relationships, where personal advice and trust can matter more than low-cost execution.
Banco Inter — A digital-bank competitor that combines banking with investment capabilities and appeals to digitally native customers.
Nubank — More of a substitute than a direct like-for-like peer in all categories, but increasingly relevant as it broadens financial engagement beyond basic banking.
Genial Investimentos — An independent Brazilian investment platform and brokerage competitor, especially relevant in self-directed and investing-focused segments.
Warren — A digital wealth and investment player with a strong advisory and platform orientation, particularly relevant in the independent-investment ecosystem.

The most important competitive tension for XP is not just price. It is whether clients prefer an independent, open-architecture platform with affiliated advisors or a full-service incumbent bank relationship that bundles deposits, payments, credit, and investments under one institution.

6. What Is the Marketing Strategy of XP?

XP’s marketing strategy is built around trust, education, and segmentation. In financial services, especially investing, customers often need confidence before they move assets. XP therefore uses brand marketing and educational content not only to create awareness, but also to reduce the psychological and informational friction involved in switching away from incumbent banks.

Content plays an unusually important role. Through financial media and educational properties, XP can attract prospects earlier in the decision journey than a pure broker typically could. That content engine supports both direct acquisition and advisor-led sales conversations. XP also uses major events, expert commentary, and thought leadership to reinforce the brand as a serious destination for investors.

At the same time, XP’s marketing is segmented by brand and channel. The flagship XP brand is associated with advice, breadth, and affluent relationships. Rico and Clear serve more digital and self-directed segments and are more naturally suited to performance marketing and lower-friction acquisition. Channel marketing is also important because affiliated advisor offices are a critical part of XP’s route to market. Overall, marketing is important, but it is not the sole differentiator; product breadth, advisor reach, digital experience, and service quality likely matter more to long-term retention.

7. What Are the Key Customer Segments of XP?

Mass affluent and affluent retail investors — This is the strategic core of XP’s platform. These clients need investment access, advice, and increasingly broader financial products.
High-net-worth and private clients — Larger balances, more complex planning needs, and higher demand for trusted advisory make this an especially valuable segment.
Self-directed investors and active traders — Price-sensitive customers who value execution, usability, and low-friction digital tools, often served through XP’s digital sub-brands.
Institutional investors — Asset managers, professional investors, and other institutions that need execution, market access, and trading-related services.
Corporate issuers and treasury clients — Companies that need capital-markets access, structuring, or issuer-oriented services.

XP is diversified across several customer types, but retail and affluent individuals remain the center of gravity. Affiliated advisor offices are also crucial to the model, though they are better understood as distribution partners than as an end-customer segment.

8. What Is the Sales Model of XP?

XP uses a hybrid sales model that combines digital direct-to-consumer channels with a large advisor-led distribution network. This is one of the defining features of the business.

Advisor-led distribution: A substantial part of XP’s reach comes through affiliated investment advisors and partner offices across Brazil. This model increases trust, local presence, and affluent-client penetration.
Direct digital channels: XP also sells directly through its own apps and digital interfaces, particularly for clients who prefer a self-directed or lower-touch experience.
Multi-brand go-to-market: Different brands help XP target different client economics, from flagship advisory to self-directed investing.
Dedicated institutional and corporate coverage: Institutional and issuer-services businesses use more traditional relationship sales teams and market specialists.

The channel structure has strategic consequences. Advisor distribution improves customer intimacy and supports higher-value relationships, but it also means revenue sharing and strong partner governance are essential. Direct channels can be lower cost and more scalable, but they often serve more price-sensitive segments. For consultants, this creates clear opportunities around channel economics, partner productivity, and customer-segmentation design.

9. In What Geographies Does XP Operate?

XP is overwhelmingly a Brazil-centered company. Its headquarters are in São Paulo, and its operating footprint is tied to Brazil’s financial market, regulatory system, and household savings pool. Much of the company’s physical reach comes not from a traditional branch network, but from affiliated advisor offices and partner coverage distributed across Brazilian cities.

XP also has international capabilities aimed primarily at Brazilian clients who want offshore investment exposure. In other words, the company has cross-border relevance, but it is not best understood as a geographically diversified global wealth manager. Its core demand base, competitive arena, regulatory exposure, and strategic opportunity set are still primarily Brazilian.

This concentration matters. Brazil offers substantial runway as savings migrate from traditional bank products toward broader investment platforms, but it also means XP remains exposed to local macroeconomic conditions, benchmark interest rates, market sentiment, and domestic regulation.

10. Who Are the Owners of XP?

XP is a publicly traded company, with Class A shares listed on Nasdaq under the ticker XP. Ownership is shaped by a dual-class structure: as disclosed in recent filings, founder-related and insider holders of Class B shares have enhanced voting rights and therefore outsized influence relative to their economic ownership. Public-market institutional investors own portions of the listed Class A float, but those positions are time-sensitive and change over time. The practical governance point is that XP is public, but voting control has historically remained more concentrated than a one-share-one-vote structure would imply.

11. How Is XP Organized?

At a practical level, XP is organized as a holding-company-led financial platform with multiple regulated operating entities underneath it. The legal parent is XP Inc., while the operating structure includes entities tied to brokerage, banking, asset management, pensions, insurance, institutional activities, and international offerings.

Operationally, the business is best understood through its major business lines and brands rather than through a simple industrial-style divisional chart. Management discusses the company in terms of retail investing and advice, institutional services, corporate and issuer-related activities, and supporting capabilities such as technology, risk, compliance, finance, and operations. That distinction matters: XP’s official reporting structure does not always map neatly onto how value is actually created.

The organization also has a strong shared-services logic. Technology, controls, treasury, data, and compliance need to work across the platform, because a client relationship may span investments, banking, insurance, and credit. That is one reason XP looks more like an integrated financial ecosystem than a loose portfolio of unrelated businesses.

12. How Does XP Operate?

Day to day, XP operates by acquiring clients, onboarding them onto its platform, matching them to the right distribution model, and then monetizing the relationship through a mix of product distribution, advice, transaction activity, and adjacent financial services.

Client acquisition: through brand marketing, educational content, digital channels, and affiliated advisors.
Onboarding and control: account opening, identity verification, suitability assessment, and regulatory compliance.
Product distribution: clients access fixed income, funds, equities, pensions, insurance, and other products through a single platform.
Execution and custody-related activity: XP facilitates transactions, supports account servicing, and earns economics from activity and balances.
Relationship deepening: cross-sell into banking, cards, selected credit, retirement, and insurance.
Institutional and corporate operations: dedicated teams handle trading, market access, issuer relationships, and capital-markets-related activity.

The main operating drivers are client assets, client engagement, advisor productivity, product mix, service quality, and control discipline. The main complexities are different from those of a typical industrial company: XP must manage market volatility, interest-rate sensitivity, strict regulation, cybersecurity, settlement and liquidity processes, and alignment with a large advisor ecosystem. In that sense, operational excellence at XP is as much about control and reliability as it is about growth.

13. What Are the Growth Opportunities for XP?

More household assets migrating to investment platforms: Brazil still offers runway as savers move beyond traditional bank deposits and legacy products into broader investment solutions.
Higher share of wallet from existing clients: XP does not need to rely only on new-customer acquisition. It can also grow by capturing more balances and more product categories from clients it already serves.
Banking, retirement, insurance, and credit cross-sell: These categories can deepen engagement and make revenue more recurring.
Affluent and high-net-worth expansion: Larger, stickier client balances can improve unit economics if XP continues to raise advisor productivity and service quality.
Institutional and corporate growth: Execution, issuer services, and related market capabilities can broaden XP’s role in Brazil’s capital-markets ecosystem.
Technology-enabled productivity: Better tools, automation, and servicing efficiency can expand margins even if market growth is uneven.
Selective M&A and capability additions: Historically, XP has used acquisitions to add brands, audiences, and capabilities. That remains a possible growth lever if done selectively.

The main constraints are also clear: intense competition from banks and fintechs, market downturns that reduce activity and risk appetite, lower interest rates that can change product economics, regulatory change, and the need to keep affiliated advisors aligned as the platform expands.

14. What Is the History of XP?

2001: XP was founded in Porto Alegre by Guilherme Benchimol and partners, initially focused on building an investing and brokerage platform that challenged incumbent-bank distribution.
2000s: The company expanded by combining investor education, product distribution, and an increasingly scalable brokerage model.
2010s: XP broadened its position through organic growth and selective acquisitions, helping it serve more customer segments and build a stronger multi-brand presence.
2017: Itaú Unibanco became a major strategic shareholder, highlighting XP’s growing importance in Brazilian financial services.
2019: XP completed its Nasdaq listing, giving it public-company access to capital and greater international visibility.
2022–2023: XP pursued additional capability-building transactions, including the announced acquisition of Banco Modal and subsequent integration after approvals.
Today: XP is no longer just a disruptor in brokerage. It is a broader financial platform spanning investments, advice, banking, institutional services, and corporate and issuer activities.

15. What Are the Key Brands Owned by XP?

Brand architecture is strategically important at XP because different customer segments want different experiences, price points, and levels of advice.

XP — The flagship brand, associated with advice, breadth of products, affluent relationships, and the core open-architecture investment platform.
Rico — A more accessible retail-investing brand, aimed at customers who want a simpler digital experience and education-oriented onboarding.
Clear — A brand with stronger relevance to self-directed investors and active traders, where execution, usability, and trading economics matter most.
InfoMoney — A financial-media and content property that supports brand visibility, audience development, and top-of-funnel engagement.

This multi-brand approach allows XP to cover a broader market without forcing all clients into a single proposition. It also helps the company manage channel conflict between premium advisory relationships and lower-cost self-directed distribution.

16. What Is the Technology Strategy of XP?

Technology is central to XP’s competitiveness. The company’s original edge came from building a digital platform that could aggregate products, onboard clients efficiently, and support a large advisor ecosystem without relying on a traditional branch infrastructure. That remains true today, but the mandate has expanded.

XP’s technology strategy appears to center on a few priorities: maintaining a reliable and scalable investment platform; integrating investments, banking, retirement, insurance, and credit into a more unified client experience; giving advisors better digital tools; and automating control-heavy processes in a regulated environment. Data and analytics are also increasingly important because growth now depends as much on cross-sell and client profitability as on pure acquisition.

The company therefore needs technology both as an internal enabler and as part of the customer offering. Fast onboarding, good mobile and web experiences, strong execution, cybersecurity, and operational resilience are directly customer-facing. Risk tools, compliance systems, treasury controls, and workflow automation are internal, but equally strategic. For XP, technology is not a support function sitting behind the business; it is one of the main reasons the business model scales.

17. What Is the Finance Strategy of XP?

XP’s finance strategy is shaped by an important structural fact: it is a financial platform, but it is not trying to become a traditional balance-sheet-heavy retail bank. Public disclosures point to a model that prioritizes capital efficiency, strong profitability, and disciplined growth in adjacent products rather than aggressive risk-taking for its own sake.

In practice, that means several things. First, XP needs to preserve liquidity and regulatory capital across its operating entities while continuing to invest in technology, advisor productivity, and product expansion. Second, management has emphasized expense discipline, because the economics of a platform business improve meaningfully when revenue per client grows faster than the cost base. Third, expansion in credit appears to be framed as complementary to the wealth relationship, which is strategically different from building a large unsecured lending engine.

Finance strategy also supports the broader corporate strategy by allowing XP to keep investing through market cycles. Since revenue can be affected by market conditions and interest rates, balance-sheet conservatism and flexible capital allocation matter. Where excess capital exists, public companies like XP may choose among reinvestment, selective acquisitions, and shareholder returns, but the strategic priority is maintaining optionality while protecting the franchise.

18. What Major Acquisitions Has XP Made?

XP has generally used acquisitions selectively rather than as a serial roll-up strategy. The pattern has been to buy brands, customer segments, or capabilities that strengthen the platform.

Clear Corretora — Added a stronger foothold in active trading and self-directed brokerage.
Rico — Helped XP broaden its retail reach with a more accessible digital-investing proposition.
InfoMoney — Brought a well-known financial-media brand that supports audience building, education, and top-of-funnel engagement.
Banco Modal / modalmais — Announced in 2022 and later completed after approvals, this transaction strengthened XP’s digital and banking-related capabilities and expanded its customer base.

The strategic role of M&A at XP has therefore been capability building and segment coverage, not indiscriminate scale buying. That is consistent with the company’s broader strategy: make the platform more comprehensive, reach more investor types, and improve wallet capture without losing focus on the core investment-led model.

19. How Companies Like XP Leverage Independent Consultants through Umbrex

Umbrex has grown a global community of more than 8,000 independent management consultants based in over 50 countries. These consultants are alumni of McKinsey, Bain, BCG, and other top firms. Companies like XP engage Umbrex when they want the training and problem-solving approach of a top global consulting firm, but do not need a full team with the associated overhead. Umbrex consultants work across Strategy, Operations, Organization, Marketing, Sales, Finance, Technology, ERP, and AI. For a company like XP, the most relevant work is usually tightly linked to distribution productivity, customer economics, operating leverage, and platform expansion.

Advisor-network productivity program: redesign partner-office segmentation, advisor coverage models, and productivity dashboards to increase assets per advisor and improve recruiting and retention.
Share-of-wallet growth strategy: identify the highest-value cross-sell motions across investments, pensions, insurance, cards, and credit by client segment.
Customer profitability and pricing review: analyze revenue share, take rates, service costs, and channel economics to improve lifetime value by brand and by segment.
Digital onboarding and journey redesign: streamline account opening, know-your-customer workflows, funding, and first-product conversion to raise activation and lower abandonment.
Affluent and high-net-worth service model design: define how XP should differentiate advisor-led, private, and digital service models without creating channel conflict.
Operating-model and automation roadmap: identify back-office, service, compliance, and support processes where workflow redesign and automation can improve scalability.
AI use-case prioritization: build a practical roadmap for advisor copilots, service automation, client-personalization engines, and internal productivity tools with measurable business cases.
Corporate and issuer-services growth plan: assess where XP can expand credibly in capital-markets-related services and how those offerings should connect to the rest of the platform.
Post-merger integration and synergy capture: support brand, platform, operating-process, and organization integration for acquired businesses and capability additions.
Cost and control transformation: review service, risk, compliance, and finance processes to improve efficiency while preserving regulatory rigor and client trust.