More than 95% of banking around the world still runs through the same expensive branches. Customers pay for that infrastructure whether they use it or not. We built Nu because that math never made sense to us. We were told it was impossible in Brazil. Then in Mexico. Then in Colombia. Now, more than 140 million people in these three countries trust us with their financial lives. So the next step became obvious: keep expanding the model beyond our core markets. Today, we are launching Nu in the United States through a partner bank model, with a full suite of financial products for everyday banking. And, for people whose lives already cross borders, we are also introducing Nu Global, a multi-currency digital account allowing fee-free, fast money movement across more than 35 countries. There are certainly still those who think this is impossible. That disbelief has always been our best fuel. Every time we entered a new market, the incumbents had more capital, more branches, more history. Every time, we brought our culture: people who choose the harder problem on purpose, teams that act like owners, and an obsession with fighting complexity and making customers love us fanatically. The US market is the largest and most competitive financial market in the world. But despite the number of players, many customers still face complexity, high costs, and fragmented financial lives. Our answer is the one we have been executing in Latin America for thirteen years: no branches, technology built from the ground up, a low cost to serve — and that efficiency returned to customers as better yields, no fees, and service they don't have to fight for. We have believed since day one that consumer-obsessed digital banking is the future of retail banking. That was never a Brazilian thesis, or a Latin American one. It is a global one. Our launch of Nu US and Nu Global are where we start proving it: we are no longer building the largest digital bank in Latin America; we are building a global one. And we are still in the first minute of the first half. nu.com/en/newsroom/company/n…