Phase 01 — Strategic Context
OKRs, North Star Metric, product vision, principles, OST and assumption map.
Main OKR
Objective
Win the first users who adopt ECP as their primary digital bank on the computer, proving that intelligent web-based financial management generates recurring engagement and trust
Timeline: Q2 2026 | 5 measurable Key Results
KR-01
Reach 15,000 WAU-EFI by end of Q2 2026
Weekly users who interact with smart statement, insights, or financial planning
015,000
KR-02
Achieve 40% activation rate
% of sign-ups completing 3+ operations within 7 days
0%40%
KR-03
Achieve D30 retention of 55%
% of cohort users who log in on day 30 after sign-up
0%55%
KR-04
Achieve NPS of 60+ among active users
NPS via in-app survey for users with 4+ weeks of use
060+
KR-05
60% of active users with 1+ real transaction per week
% of WAU performing Pix, payment, or transfer weekly
0%60%
North Star Metric
Guiding Metric
WAU-EFI — Weekly Active Users with Intelligent Financial Engagement
Description: Number of unique users per week who perform at least one interaction with intelligent financial features — viewing the smart categorized statement, seeing proactive insights, or using integrated financial planning.
How to measure: Count unique users per week who executed: (1) opened smart statement and viewed categorization, (2) interacted with a proactive insight, (3) consulted/configured financial planning. Exclude sessions <5 seconds.
Input Metrics
- Smart Statement Adoption Rate: % of MAU viewing categorized statement 1x/week. Target: 60%
- Pix with Context: % of Pix sent with categorization. Target: 40%
- Proactive Insight Interaction Rate: % of displayed insights receiving interaction. Target: 35%
- Weekly Web Session Frequency: Web sessions per active user per week. Target: 4+
- Perceived Financial Control NPS: Quarterly score. Target: NPS 50+
Product Vision
Vision
To be the digital bank that transforms how Brazilians relate to their money
Delivering on the computer — where they work, decide, and build their future — the most intelligent, clear, and integrated financial experience in the country.
Millions of young Brazilian professionals spend eight hours a day in front of a computer, yet are forced to manage their finances on mobile, on small screens, with fragmented data and no context. ECP Digital Bank exists to eliminate that contradiction. By delivering a web-first experience with statements that understand the customer's financial behavior, automatic categorization and proactive insights, we give the Brazilian professional back the power to see, plan, and act on their money in the same environment where they already work and make decisions.
7 Product Principles
Principle #1
Radical transparency over hidden profit
Every charge, return, and movement must be understandable within 5 seconds of reading. Example: Automatic visual breakdown of IOF, spread, and tax before confirming international purchase.
Principle #2
Web-first is not mobile-less
We prioritize desktop productivity before optimizing for mobile, never the other way around. Example: Financial dashboard designed first for 1280px+ with keyboard shortcuts.
Principle #3
Intelligence that educates, not that decides for you
Clear context and recommendation, but the final decision stays with the person. Increase financial literacy, not dependency. Example: "You have R$1,200 sitting idle for 15 days. Investing in CDB would earn R$8.40/month more. Want to invest?" with an action button AND "keep it as is".
Principle #4
Simplicity means cutting features, not hiding complexity
We prefer to do 20 things exceptionally well over 60 things mediocrely. Example: Offer only life and residential insurance with 3 clicks.
Principle #5
Perceptible security, not just technical
Calibrate security friction by real risk: low risk = zero friction, high risk = explicit confirmation. Example: Pix >R$1,000 to a new contact: biometrics + "protected transaction" seal.
Principle #6
Payroll cycle data as the central axis
The entire mental model is organized between one payment and the next, not by calendar months. Example: Financial summary shows "Cycle Feb 05–Mar 04", not "March 2026". Alerts: "12 days left and you've used 78% of your food budget".
Principle #7
Accessibility is a prerequisite, not a backlog item
No feature ships without WCAG 2.1 AA. The deadline moves, not accessibility. Example: Expense chart delivered with an accessible table for screen readers, keyboard navigation, and minimum 4.5:1 contrast.
Opportunity Solution Tree (OST)
15 opportunities mapped in the opportunity tree, organized by Key Result. 9 of type pain, 4 of type need, 2 of type desire.
KR-01: 15,000 WAU-EFI
| ID | Type | Opportunity |
|---|---|---|
| opp-01 | pain | Professionals who work at a computer all day are forced to pick up their phone to check balance, statements, and perform banking operations, breaking their work flow |
| opp-02 | need | Users need to understand where their money is going without having to manually categorize each transaction or export data to spreadsheets |
| opp-03 | desire | Young salaried professionals want to feel in control of their financial life, not just reacting to bills and invoices |
KR-02: 40% activation rate
| ID | Type | Opportunity |
|---|---|---|
| opp-04 | pain | Digital account opening processes are long, bureaucratic, and frequently fail during document validation |
| opp-05 | need | New users need to perceive immediate value when opening an account — without initial deposit, without waiting for a physical card |
| opp-06 | pain | Users don't understand what features the bank offers or how to get started, especially with a differentiated web-first proposition |
KR-03: D30 retention 55%
| ID | Type | Opportunity |
|---|---|---|
| opp-07 | need | Users need recurring reasons to return to the bank — not only when they need to pay something |
| opp-08 | pain | Personal financial information is scattered across banks, tracking apps, spreadsheets, and invoices in email |
| opp-09 | desire | Salaried professionals want to anticipate how their finances will look until their next paycheck |
KR-04: NPS 60+
| ID | Type | Opportunity |
|---|---|---|
| opp-10 | pain | Users feel insecure about protecting their money and data in online computer operations |
| opp-11 | pain | Digital banks charge hidden fees, use confusing language, and make it difficult to really understand costs |
| opp-12 | need | Users with disabilities need a digital bank that works fully with assistive technologies |
KR-05: 60% with weekly transaction
| ID | Type | Opportunity |
|---|---|---|
| opp-13 | pain | Sending Pix on the computer is impossible or extremely bureaucratic in most banks |
| opp-14 | pain | Managing bills and recurring charges is a manual and fragmented process |
| opp-15 | need | Users need granular security for online purchases — temporary cards, per-transaction limits |
Market Research
Market Sizing
TAM
R$ 180 billion
Total revenue from digital banks in Brazil (2025). ~100 million active digital accounts.
SAM
R$ 72 billion
Adults 20–45 years, banked, digitally active. ~55 million people (40% of TAM).
SOM
R$ 360–720 million
0.5% to 1.0% of SAM in 3 years. 500K to 1M active clients, ARPAC R$720/year.
Sources: Banco Central do Brasil (2024), IBGE PNAD 2023, Mordor Intelligence 2024–2029, Statista Neobanking Brazil 2024–2028, McKinsey LatAm Fintech 2024
Key Market Data
| Indicator | Value | Source |
|---|---|---|
| Active digital accounts in Brazil | 100 million+ | Banco Central 2024 |
| Adults 22–35 using digital channels | 79% | FEBRABAN 2024 |
| Pix transactions in 2024 | 42 billion (+75% vs 2023) | Banco Central 2024 |
| Formal (CLT) workers in Brazil | 87 million | IBGE PNAD 2023 |
| CLT workers with home computer | 73% | IBGE PNAD 2023 |
| Internet banking usage (desktop) | Only 18% | FEBRABAN 2024 |
| Nubank ARPAC | R$40/month | Nubank Q3 2024 |
| Annual sector growth | 14–18% CAGR | Mordor Intelligence |
Competitive Analysis
6 Competitors Analyzed
| Bank | Customers | NPS | Web Desktop | Pix Web | Smart Statement | Payroll Cycle |
|---|---|---|---|---|---|---|
| Nubank | 100M+ | ~80 | Partial | × | Partial | × |
| Banco Inter | 32M+ | ~55 | Partial | × | × | × |
| C6 Bank | 30M+ | ~50 | × | × | × | × |
| PicPay | 35M+ | ~40 | × | × | × | × |
| Mercado Pago | Massive | ~35 | Partial | × | × | × |
| Neon | Smaller | ~30 | × | × | × | × |
| ECP Bank | MVP | Target 60+ | ✓ | ✓ | ✓ | ✓ |
UX Benchmarking — Key Flows
| Flow | ECP Bank (web) | Nubank (mobile) | Inter (mobile) |
|---|---|---|---|
| Send Pix (saved contact) | 3 steps / 15s | 5 steps / 25s | 6 steps / 35s |
| View monthly statement | 1 step / 2s | 3 steps / 8s | 4 steps / 12s |
| Block card | 2 steps / 5s | 4 steps / 15s | 5 steps / 20s |
| Onboarding to 1st operation | 5 steps / 2 min | 12 steps / 10 min | 15 steps / 15 min |
Universal Gaps Identified
- Web-First: No competitor offers complete banking on desktop
- Smart Statement: Categorization and insights absent or rudimentary across all
- Payroll Cycle: All organize by calendar month, ignoring the real cycle of salaried workers
Customer Segmentation
40–45%
Young Salaried Professionals
Ages 22–35, formal employment (CLT), R$2,500–8,000/month. Heavy Pix users, dissatisfied with traditional banks. MVP priority segment.
25–30%
Freelancers and Gig Economy
Ages 20–40, sole proprietors (MEI) and self-employed. Variable income, multiple Pix receipts.
15–20%
Digital-Native University Students
Ages 20–26, students/recent graduates. Ultra-digital, design-driven.
10–15%
Pragmatic Adults in Transition
Ages 35–45, income R$4,000–15,000. Cautious, security-first.
Assumption Map
12 assumptions mapped: 5 high risk, 6 medium risk, 1 low risk. The 3 critical ones:
Critical #1 — High Risk — Type: Value
CLT professionals aged 22–35 feel genuine frustration managing finances on mobile, preferring web/desktop
How to test: Quantitative survey (n=300+) + in-depth interviews (15–20)
Critical #2 — High Risk — Type: Value
Users will trust their finances to a new, unknown digital bank
How to test: Fake door test with landing page + post-sign-up question about salary migration
Critical #3 — High Risk — Type: Feasibility
Automatic categorization will be accurate enough (>90%) to generate value, not frustration
How to test: Technical prototype with dataset of 5,000+ real Brazilian transactions
Validation Sequence
| Sprint | Validates |
|---|---|
| Sprint 1 (Weeks 1–2) | Web-first demand + trust in new bank |
| Sprint 2 (Weeks 3–4) | Work context usage + categorization accuracy |
| Sprint 3 (Weeks 5–6) | Daily engagement + sustainability of differentiation |
| Sprint 4 (Weeks 7–8) | Pricing + acquisition financial modeling |
Leading / Lagging Indicators by KR
KR-01: 15,000 WAU-EFI
Lagging: WAU-EFI (weekly measurement)
Leading:
- Financial insight notification open rate (3x more likely to interact)
- Smart statement views per user per week (2+ = 4x higher retention)
- % of users who set a financial planning goal/alert
KR-02: 40% activation rate
Lagging: Activation rate — % new sign-ups with 3+ operations in 7 days (weekly)
Leading:
- Full onboarding completion rate within 24h (2.5x more activation)
- Time-to-first-action after sign-up (first action in <2h = 3x higher rate)
- % of new users linking bank account/card within 48h
KR-03: D30 retention 55%
Lagging: D30 retention (monthly by cohort)
Leading:
- D7 retention (D7 >65% predicts D30 >55%)
- Session frequency in first week (4+ sessions = D30 of 70%+)
- % of users with push notifications active at 14 days (2x more return)
KR-04: NPS 60+
Lagging: NPS among active users with 4+ weeks (monthly)
Leading:
- Average CSAT in in-app micro-surveys (drops precede NPS by 2–4 weeks)
- FCR (First Contact Resolution) in support (FCR <70% = warning signal)
- % of users with 3+ distinct features per week (NPS 20+ points higher)
KR-05: 60% with weekly transaction
Lagging: % of WAU with 1+ real transaction per week (weekly)
Leading:
- % of users with available balance or active card (no balance = tx rate near zero)
- Transactional screen views per user (2+ visits = 75% convert)
- Completion rate of initiated transactions (drop indicates friction)