Santander
Client
Venture Building, Strategic Innovation
Services
2022
Santander wanted to unlock growth beyond traditional real estate financing but faced a fragmented view of the housing ecosystem and lacked insight into emerging consumer demands. Internally, there was no shared strategic direction to guide where and how to invest, risking missed opportunities in an underserved and stagnant sector. Outcome By mapping systemic tensions and identifying nine high-potential growth arenas, we reframed housing as a diversified service economy. The resulting strategic framing supported over R$19B in new market potential and informed internal prioritization for innovation and venture building.
My Role Acted as Product Lead, responsible for framing the problem space and designing the research and synthesis process. Directed a multidisciplinary team to map systemic tensions, structure opportunity arenas, and align strategic narratives with growth priorities. Presented outcomes and framing logic to key decision-makers. Credits Gabriel Saud (Project Lead) Alexandre Paranaguá (Product Lead) Pedro Quintino (Tech Lead) Bruno Dix (Design Lead) Arthur Evangelista (Bus.Analyst) Giovanna Macedo (Bus.Analyst)
THE CHALLENGE: How can Santander expand its role in the housing ecosystem beyond real estate loans — and unlock new revenue streams by enabling more inclusive access to living? Brazil’s housing market faces an urgent need for reinvention: • 5M+ housing deficit • R$300B annual funding gap • Low digitalization and high bureaucracy Generational shifts in renting vs. owning behavior APPROACH: 1. System Mapping & Strategic Discovery We mapped the entire housing and construction ecosystem, identifying structural inefficiencies, emerging behavioral shifts, and overlooked business opportunities. This analysis revealed the need for new financing models, tech-enabled platforms, and user-centered services — to serve Millennials and Gen Z more effectively. 2. Identifying Opportunity Arenas From user pain points, macro trends, and startup landscapes, we defined 9 growth arenas across the housing value chain. Each was evaluated by: • Market size • Behavioral shifts • Santander’s ability to win 💡 Key strategic forces shaping the sector: Responsiveness: Spaces must adapt to multi-use needs Autonomy: Less intermediation, more user control Decentralization: Platforms over brokers Automation: Smarter, more efficient construction and bureaucracy 3. Opportunity Arenas • New Access Models (e.g. Rent-to-Own, Fractional Ownership) • Co-living as a Service (for younger renters) • Real Estate Disintermediation • Embedded Housing Finance (BaaS for developers) • Smart Building & Data-driven Urban Development 4. Solution Prototyping We conceptualized and modeled two innovation solutions for go-to-market piloting: Rent-to-Own: Blend rental and savings for first-home ownership Co-living Platform: A landlord-tenant platform with embedded finance, onboarding, insurance, and matchmaking OUTCOME & IMPACT: • Defined 9 high-potential innovation arenas • Prioritized 3 strategic bets, each targeting markets of R$19B+ in obtainable share • Delivered business cases and concept prototypes for pilot testing • Enabled the C-level team at Santander to align innovation bets with core banking capabilities
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