“Can a mid-sized Brazilian corporate bank rent its balance sheet, license and rails to fintechs via BaaS while retaining a differentiated structured-credit franchise?”
Banco Pine is a Brazilian mid-market corporate bank founded in 1997, IPO'd in 2007 as the first mid-sized Brazilian bank on B3. Historically focused on structured credit, FX/trade finance and derivatives for corporate clients (agribusiness and real estate verticals prominent). More recently it has extended into retail via a digital fixed-income app, a payroll credit card partnership with Amigoz, and has begun exposing its balance-sheet as a BaaS provider — positioning itself as an embedded-finance rail rather than only a direct lender.
Banco Pine discloses Banco Pine (in-house) as its banking provider, according to the Embedded Finance Index 2026.
Banco Pine does not disclose a bank charter of its own; its banking services are provided through Banco Pine (in-house).
Banco Pine processes payments through Banco Pine (self-operated) and PIX (self-operated). Disclosed money-movement rails: Pix.
Banco Pine's cards are issued through Amigoz.
Banco Pine's lending and capital products are provided by Banco Pine (in-house).
Banco Pine uses Banco Pine (in-house) for FX and cross-border payouts.
Banco Pine's investing and wealth products are powered by Banco Pine (in-house) and Pine DTVM (in-house).
The Embedded Finance Index 2026 maps 7 layers in Banco Pine's stack: Payments / PSP (Banco Pine (self-operated) and PIX (self-operated)); Money movement (Pix); Banking / BaaS (Banco Pine (in-house)); Card issuing (Amigoz); Lending (Banco Pine (in-house), Working Capital Loans, NCE/CCE (Export Credit Notes/Certificates), Commercial Note and 14 others); FX & payouts (Banco Pine (in-house)); Investing (Banco Pine (in-house) and Pine DTVM (in-house)).
Banco Pine was founded by Noberto N. Pinheiro and is founded in 1997, headquartered in São Paulo, Brazil.
Get a read on where your own stack stands against Banco Pine and the rest of its category — what they built versus bought, which providers they use, and where the gaps in your own strategy and competitive set actually are.