“Can Casas Bahia turn its 110M-customer retail base into Brazil's dominant embedded-credit platform for the C/D demographic?”
Launched in 2019 as banQi, the digital-banking arm of Via (Casas Bahia's parent). Regulated as a payment institution and SCD by the Banco Central in 2021, positioning it to originate credit directly. In 2026 it rebranded to Casas Bahia Pay, folding the digital bank into the ~74-year-old retail brand to leverage 110M customers and 1,000+ physical stores. Strategically pivoting from a stand-alone neobank to the financial-services layer of the Casas Bahia commerce ecosystem — with lending (crediário digital) and embedded insurance as the near-term monetization vectors, and plans to expose the credit engine to third-party marketplaces (e.g. Amazon).
Casas Bahia Pay discloses CB PAY IP - Casas Bahia Pay Instituição de Pagamento (in-house) as its banking provider, according to the Embedded Finance Index 2026.
Casas Bahia Pay does not disclose a bank charter of its own; its banking services are provided through CB PAY IP - Casas Bahia Pay Instituição de Pagamento (in-house).
Casas Bahia Pay processes payments through Casas Bahia Pay (self-operated). Disclosed money-movement rails: Pix.
Casas Bahia Pay's cards are issued through Casas Bahia Pay (in-house).
Casas Bahia Pay's lending and capital products are provided by Casas Bahia Pay SCD (in-house).
Casas Bahia Pay's embedded insurance is provided by CNP Seguradora.
The Embedded Finance Index 2026 maps 8 layers in Casas Bahia Pay's stack: Payments / PSP (Casas Bahia Pay (self-operated)); Money movement (Pix); Banking / BaaS (CB PAY IP - Casas Bahia Pay Instituição de Pagamento (in-house)); Card issuing (Casas Bahia Pay (in-house)); Lending (Casas Bahia Pay SCD (in-house), Crediário digital, Empréstimo pessoal and Casas Bahia consumer credit); Insurance (CNP Seguradora); Spend / AP (SAP Concur); Tax (Qive).
Casas Bahia Pay is founded in 2019 and headquartered in São Paulo, Brazil.
Get a read on where your own stack stands against Casas Bahia Pay 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.