We will deliver on the guidance we announced a month ago
Diante de analistas e investidores reunidos em São Paulo, a presidente do Banco do Brasil, Tarciana Medeiros, reafirmou que a instituição cumprirá sua projeção de lucro líquido ajustado entre R$37 e R$40 bilhões para 2024 — avanço sobre os R$35,6 bilhões registrados em 2023. Mais do que confirmar números, ela sinalizou uma transformação mais profunda: o banco não apenas crescerá financeiramente, mas reinventará a forma como seus clientes o experimentam, fundindo o físico e o digital em uma única presença. É o retrato de uma instituição que, ao mesmo tempo em que consolida resultados, busca redefinir seu lugar na vida cotidiana das pessoas.
- A presidente do BB foi a público para dissipar qualquer dúvida: o guidance de lucro para 2024 está mantido, mesmo em um ambiente econômico onde promessas corporativas frequentemente se desfazem.
- A projeção de bater o maior lucro líquido da história do banco eleva as expectativas do mercado e coloca a gestão sob escrutínio rigoroso ao longo do ano.
- O lançamento do Ponto BB em Recife representa uma aposta estratégica contra a corrente — enquanto o setor empurra clientes para o digital, o BB propõe integrar, não abandonar, o espaço físico.
- A fusão entre agência e aplicativo, prometida pelo modelo omnichannel, desafia a lógica de que o banco do futuro é necessariamente sem paredes.
- O mercado aguarda para ver se a confiança da gestão se traduzirá em valorização para os acionistas e em adesão real dos clientes ao novo formato de relacionamento.
Em um encontro com analistas e investidores em São Paulo, no final de fevereiro, Tarciana Medeiros abriu o BB Day com uma afirmação direta: o banco entregará o guidance de lucro líquido ajustado entre R$37 e R$40 bilhões para 2024. A declaração ganhou peso por vir em um momento em que projeções corporativas costumam ser revistas — e ela foi além, antecipando que o próximo ciclo trará o maior lucro da história do Banco do Brasil.
Os números de 2023 já eram expressivos: R$35,6 bilhões de lucro líquido ajustado. A nova projeção não é apenas uma meta financeira; é um sinal de que a instituição enxerga espaço real para crescer e tem confiança em sua capacidade de execução.
Mas o evento não foi apenas sobre resultados. Medeiros aproveitou o palco para apresentar o Ponto BB, uma iniciativa que propõe integrar o mundo físico das agências ao universo digital do aplicativo. A ideia central é que o cliente encontre, ao entrar em uma dessas novas unidades, exatamente o que acessaria pelo celular — sem fronteiras entre canais.
Recife será a cidade-laboratório desse modelo omnichannel. Em um setor que passou anos incentivando a migração para o digital, o BB aposta em uma direção diferente: não o fechamento das agências, mas sua reinvenção como extensão tangível da experiência digital. Para o mercado, a mensagem foi clara — há um plano, há convicção, e o próximo capítulo já começou a ser escrito.
Tarciana Medeiros, the president of Banco do Brasil, stood before analysts and investors at the bank's annual conference in São Paulo on a Thursday in late February and made a straightforward promise: the numbers she had announced just weeks earlier would hold. The bank had guided toward adjusted net profit between 37 and 40 billion reais for 2024—a meaningful step up from the 35.6 billion reais the institution had earned the year before. She was there to tell the market it could count on that.
"We will, yes, deliver on the guidance we announced a month ago," Medeiros said at the opening of BB Day. The statement carried weight because it came at a moment when economic forecasts shift and corporate promises often soften. But she went further. She told the room to expect something larger still: next year, she said, the bank would announce the largest net profit in Banco do Brasil's history.
The numbers themselves tell a story of momentum. The 2023 result—35.6 billion reais—was already substantial. A bank that earns that much in a single year is not struggling. But the guidance for 2024 suggested the institution saw room to grow, to push higher. The range of 37 to 40 billion reais represented confidence in the business, in the market, in the bank's ability to execute.
Beyond the profit targets, Medeiros used the conference to unveil a strategic shift that would reshape how customers interact with the bank. She announced Ponto BB, a new initiative designed to blur the line between the physical branch and the digital app. The concept was simple in its ambition: when a customer walked into one of these new locations, they would find everything they could access on their phone. The digital and physical worlds would not exist in separate channels but would merge into a single experience.
Recife would host the first Ponto BB location, serving as the test ground for what the bank described as an omnichannel strategy made tangible. In an industry where banks have spent years pushing customers toward digital platforms and away from branches, Banco do Brasil was proposing something different: not abandonment of the physical space, but integration of it. The branch would not disappear; it would transform.
Medeiros framed this as the practical expression of a larger strategic vision. The bank had committed to a direction, and now it was building the infrastructure to deliver on it. For investors watching the stock, the message was clear: management had a plan, the numbers were on track, and the next chapter was already being written. What remained to be seen was whether the market would reward that confidence, and whether customers would embrace a branch experience designed to feel less like a bank and more like a seamless extension of their digital lives.
Notable Quotes
We will deliver on the guidance we announced a month ago, and expect to announce next year the largest net profit in Banco do Brasil's history— Tarciana Medeiros, president of Banco do Brasil
At a Ponto BB location, customers will find everything they can access on the app integrated into the physical branch experience— Tarciana Medeiros
The Hearth Conversation Another angle on the story
Why did she need to reaffirm the guidance at all? If the bank was confident, wouldn't the original announcement be enough?
Because markets are nervous. A month had passed. Economic conditions shift. By standing up and saying it again, in front of analysts, she was putting her credibility behind the number. It's not just a forecast anymore—it's a commitment.
And the promise of a record profit next year—is that realistic, or is she setting expectations high?
It's both. The bank earned 35.6 billion last year. Growing to 37-40 billion this year is real growth, maybe 5 to 12 percent. Saying the next year will be even larger is ambitious, but it's not fantasy. It's a signal that she sees the trajectory continuing upward.
The Ponto BB concept—why does a bank need to reinvent the branch if everyone's going digital anyway?
Because branches still matter, especially in Brazil. Not everyone banks on their phone. And even those who do sometimes need to walk into a physical space. The insight is that those two worlds don't have to be separate. You can make the branch feel modern and connected, not like a relic.
Is this a defensive move or an offensive one?
It's offensive. She's not saying "we'll keep branches because we have to." She's saying "we're going to make branches so good, so integrated with digital, that they become a competitive advantage." That's a different posture entirely.
What does Recife tell us about the rollout?
It's a test. Recife is not São Paulo or Rio. It's a real city with real customers, but it's not the capital. If Ponto BB works there, if customers embrace it, then the bank can scale it. If it doesn't, they've learned something important without betting the whole strategy on it.