Cristina Junqueira at Nubank: Breaking the Glass Ceiling in Fintech
![Cristina Junqueira at Nubank: Breaking the Glass Ceiling in Fintech](../../../images20/line-png-16800.png)
Case Code: LDEN207 Case Length: 12 Pages Period: 2013-2022 Pub Date: 2023 Teaching Note: Available |
Price: Rs.400 Organization : Nu Holdings Ltd. Industry :- Countries : Brazil Themes: Women in Business, FinTech, Banks and Banking,Leadership Style |
![Cristina Junqueira at Nubank: Breaking the Glass Ceiling in Fintech](../../../images20/line-png-16800.png)
Abstract Case Intro 1 Case Intro 2 Excerpts
Excerpts
Early Years
Junqueira was born in 1982 in Riberão Preto city, located in the São Paulo state of Brazil. Both her parents were dentists. The family moved to Rio de Janeiro when she was just an infant. The eldest of four sisters, Junqueira had to take on responsibilities at an early age. “I remember being 11 years old and doing grocery shopping for the month. I did everything very young,” she recollected..
Creation of Nubank
Back in 2012, Vélez, then an executive at California-based venture capital group Sequoia Capital, was working in São Paulo. He often found himself stuck in the bulletproof transparent rotating doors that banks used to screen customers for weapons on the way in. It was after one such horrible experience that Vélez hit on the idea of launching a fintech company in Brazil..
Building The World’s Most Valuable Digital Bank
The three cofounders set out to disrupt the fee-laden Brazilian banking market with a digital alternative centered on a user-friendly mobile app. In 2014, NuBank launched its first product, the Nubank credit card, with no annual fee..
Promoting DE&I
Junqueira promoted diversity and inclusion at Nubank including hiring more women for its technology teams. As of 2022, women represented 43% of the digital bank’s workforce of over 2,800 people, including 39% in senior management roles..
Challenges Ahead
Going forward, some of the biggest challenges for Junqueira were to sustain growth of Nubank, beat competition, increase active customer count, and increase the number of products sold per client. As it grew, its mission of offering a superior user experience and low fees might be challenged, as it could be giving up a lot of profitability..
Exhibits
Exhibit I: Nubank: Product Suite
Exhibit II: Product Portfolio of Nubank
Exhibit III: Nubank: Product Velocity and User Growth
Exhibit IV: Consolidated Financial Statement of Nubank from 2019 to 2022
Exhibit V: Top 10 Women Leaders in Global Fintech Industry (2020)
Exhibit VI: Recruitment Programs for Underrepresented Groups at Nubank
Exhibit VII: Key Highlights of Nubank Organizational Census Data (February 2021)
Exhibit VIII: Nubank’s Commitments to Racial Diversity and Inclusion in Brazil
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