Good evening. My name is Sofia and I will be your conference operator today. Welcome to PagSeguro Digital earnings call for the second quarter of 2026. The slide presentation for today's webcast is available on PagSeguro Digital's investor relations website at investors.pagbank.com. Please refer to the forward-looking statements and reconciliation disclosure in this presentation and in the company's earnings release appendix. All participants will be in a listen-only mode. To ask a live question after the presentation, please use the raise hand button to join the queue. Once you are announced, a request to activate your microphone will appear on your screen. Today's conference is being recorded and will be available on the company's IR website after the event is concluded. Now, I will turn the call over to Daniel Spencer-Pioner, Head of Investor Relations.

Good evening, everyone, and thank you for joining Pac-Man's second quarter 2026 learnings conference call. We appreciate your time and interest in our company. Joining me tonight are Ricardo Dutra, our principal executive officer, Carlos Mauad, our CEO, and Gustavo Sechin, our CFO. After the presentation, we will open the call for questions, and to allow for broader participation, we ask that each analyst limit themselves to one question only. I now turn the call over to Ricardo Dutra for this quarter's highlights and key accomplishments. Dutra, please go ahead.

Good evening everyone, and thank you for joining our earnest call. Let's start on slide 4 with some key figures. Q2 was another solid quarter for our company. We continued to increase client engagement while expanding our multi-product ecosystem across payments, Banking and Credit, driving resilient profitability and reinforcing the strength of our business model. Total payment volume reached 133 billion reais, up 3% year-over-year, reinforcing the gradual reacceleration trend we have seen over the past quarters. Our expanded credit portfolio reached 52 billion reais, while total loans increased impressive and Ricardo Dutra da Silva, who are the co-founders of the program. mainly driven by acquiring volumes re-acceleration in our credit portfolio. Retrieving net income, non-GAAP, also grew 2%, reaching R$576 million, while diluted non-GAAP EPS increased 10%, supported by earnings resilience and capital optimization initiatives and within our guidance range for the year. Overall, we're seeing the strategy play out as expected. Stronger engagement, Brother Monetization and Resilient Profitability Despite a Challenging Micro-Environment Going to slide 5, before moving into the business highlights, it is worth stepping back and looking at the broader value creation journey. Over the last 12 months, Tag Bank returned approximately R$ 2 billion to shareholders through dividends and share buybacks, representing a last 12 months total yield of around 13.4%. Since our IPO, we have significantly expanded the platform. We started as a payment-led ecosystem and have gradually built a much broader financial services platform around our clients' needs, combining payments, banking, credit, investments, insurance, and new digital solutions. This evolution has increased the recurrence of our results, expanded our addressable market, and strengthened our ability to monetize client relationships Good evening everyone.

Before going into the business update, I would like to start on slide 7 with the key messages that frame our performance this quarter and our long-term ambition. Q2 reinforces the consistency of our strategy. We continue to evolve our ecosystem with broader monetization across payments, banking, and credit, while deepening our relationship with our active client base. This evolution is reflected in our operational performance with acceleration in all business from TPV to credit portfolio and, most importantly, with increasing penetration of our banking products across our active client base. At the same time, execution and discipline are central to how we manage the business. Demonstrating the resilience of our business model. On the second quarter of this year, we protected profitability supported by financial cost efficiency, operational leverage, and disciplined capital allocation. Finally, as we move forward, our focus remains on strengthening our competitive position, capturing the opportunities ahead, and consistently executing against both our 2026 commitments and our long-term strategic ambition. With that context, let me move to the business overview and the opportunity ahead of us. Starting with the marketing opportunity, we continue to see significant room for growth across our core verticals. PagBank has built an integrated platform across payments, banking and credits, serving individuals and micro, small and medium-sized businesses in markets where penetration remains low and growth potential is still meaningful. Our ecosystem gives us several avenues for growth. We have opportunities to increase share in PICs, deposits, expanded credit, and other financial service. In several of these markets, our current share remains below 1%, which reinforce how much room we have to expand. Moving to slide nine, product innovation continues to support engagement and monetization across the ecosystem. During the quarter, we advanced Several initiatives designed to make PagBank more useful in our clients' daily lives. This includes Vinizinha Voz, the first terminal in Brazil featuring an AI-powered sales assistant, launched in January of this year, IOS cashback on international credit card transactions, private payroll loans and PIX finance, an integrated PIX installment solution, both products launched earlier this year and to be rolled out in the next months. Zero Fee Investments, Private Pensions Plans, Collections Management Tools, and New Insurance Products. What is important here is that these products expand our relationship beyond payments. They strengthen our banking and financial service offering, create additional cross-sell opportunities, and support our long-term ambition of building a more complete financial platform for both merchants and individuals. As we have discussed before, the more products the clients use, the more engaged they become with the platform. That drives transaction activity and creates additional monetization opportunities over time. Turning to banking on slide 10, engagement continues to translate into higher transactionality and broader product adoption. Cashing volumes, excluding acquiring related inflows, reached almost R$100 billion in the quarter, increasing 23% year-over-year and 19% quarter-over-quarter. Cashing per active banking client reached We also continue to see stronger usage of our daily banking features, including bill payments and fixed transactions with increase of 12% year-over-year. In parallel, product penetration expanded across the active client base. Investment penetration increased from 23% to 28%. While insurance penetration increased from 11% to 16% year-over-year. Credit products penetration, excluding payroll clients, also increased from 4% to 6%, a strong 43% expansion that shows not only our capacity to perform, but most importantly, the growth potential in this avenue. What We are seeing is simple. Clients are bringing more activity into PagBank and using a broader mix of products. This deeper relationship is central to our strategy and it supports higher engagement, broader monetization and stronger lifetime value. Moving to slide 11, credit remains one of the key growth levers. It deepens client relationships and gives us additional opportunities to monetize the ecosystem. Our total credit portfolio reached 5.1 billion reais, increasing 31% year-over-year. Growth was mainly driven by working capital and credit cards, both of which are important in the long-term strategy, and to the 2019 ambition we have shared with the market. Working capital reached 0.6 billion reais in credit outstanding, growing 204% year-over-year, while credit cards reached 1.1 billion reais, up 35% year-over-year. Payroll loans and other credit products totaled 3.4 billion, increasing 18% year-over-year. This is also worth highlighting the origination trend. While working capital origination was lower on average in Q2 compared to Q1, July already shows a stronger run rate at approximately 80 million reais in credit production. This is above Q2 average and also above the average levels seen in the prior quarters, which gives us confidence in the continued momentum and scalability of the product. When we include financial operations linked to merchants' repayment, the Expended Credit Portfolio reached R$52.4 billion, up 9% year-over-year and 3% quarter-over-quarter. Just as important, we are growing the portfolio while maintaining the prudent risk profile. NPL90 stood at 3.4%, remaining well below the Brazilian market average of 6.2%. This reflects the strength of our underwriting, enhanced analytics, risk governance, and the proximity we have with our clients through the ecosystem. As expected, the portfolio mix continues to evolve gradually, with unsecured products increasing as a share of the total portfolio. This is consistent with our strategy and remains supported by prudent risk management across cycles. Let me move to funding on slide 12, which remains one of our key competitive advantages. Total deposits reached almost 43 billion reais, growing 15% year-over-year, while total funding reached 47 billion, up 10% year-over-year. More than 90% of our total deposits are generated on-platform, which reinforce the strength of our ecosystem and the relevance of our digital channels. The growth of our deposit base combined with a high on-platform concentration and lower funding costs provides a scalable and efficient foundation to support credit expansion. During the quarter, we continue to optimize the cost of funding. The company has now delivered nine consecutive quarters of funding cost reduction as a percentage of the CDI, reflecting a disciplined liability management and improvements in product pricing and remuneration conditions. This funding structure gives us flexibility to continue growth credits while maintaining a health balance sheet and strengthening client relationships. Now, I will hand it over to Gustavo to cover how this business trend translated into financial performance. Gustavo, please.

Thank you, Mauad. Hello, everyone, and thank you for joining us today. I will now cover our consolidated financial performance for the quarter. This slide shows the contribution of business execution and funding efficiency to revenue and gross profit. Total revenue and income, excluding interchange fee, reached R$3.4 billion in the quarter, increasing 2% year-over-year and 1% quarter-over-quarter. Gross profit reached approximately R$2 billion, growing 3% year-over-year and 6% over quarter. This performance reflects business execution, continued contribution from banking and credit, and a sequestering improvement in financial costs. At the same time, it's important to note that interest rates remain high for the year, and the rate cuts have not come in the magnitude initially expected, so we continue to manage pricing, funding, and capital allocation with discipline. The banking business is an important driver of our results. Higher transactionality, credit expansion, and broader product penetration are contributing to a more diversified gross profit base and reinforcing the value of our integrated ecosystem. Now, on slide 15, we provide more details on the cost and efficiency drivers behind the quarter. Financial costs declined 5% quarter over quarter, primarily reflecting management initiatives to optimize the company's funding costs. Despite its two elite levels, total losses increase 9% year-over-year, mainly reflecting the expansion and mixed evolution of the credit portfolio. This is consistent with our strategy to scale credit in a disciplined way, while maintaining strong asset quality indicators. Operating expenses represent 25.9% of our total revenue and income, excluding interchange fees in the quarter. On a year-to-date basis, operating expenses improved as a percentage of revenues, reinforcing again our focus on operating leverage, even considering second quarter effects related to the World Cup broadcast sponsorship in Brazil and the annual collective bargain agreement. DNA plus POS write-off also improved as a percentage of revenues in the first quarter of the year, reflecting better allocation and POS management. Looking ahead, we still see room for additional efficiency gains and remain an important part of our value creation. Next slide, we summarize how these dynamics translate into bottom line performance and returns. Non-GAAP net income reached $576 million, up 2% year over year. Diluted Non-Gap ETS reached R$ 2.06, increasing 10% year-over-year, supported by earnings resilience and a reduction in average shares outstanding, following the execution of our share-by-back problem. Analyzed Non-Gap ROE reached 15.6%, increasing 30 basis points year-over-year. and remaining aligned with our solid capital structure and disciplined approach to profitability. These results shows that we continue to protect profitability while investing in technology, product innovation and long-term growth of the business. Moving to the next slide, I would like to reinforce the strength of our capital position and our commitment to decline the shareholder returns. We have continued to advance our capital optimization agenda, pursuing a basal ratio with our target range of 18 to 22 over time. At the end of this quarter, our adjusted basal ratio stood at 22.5, compared to 24.1 in the first quarter and 29.6 in the second quarter of a year ago. This movement brings us closer to our target range, while preserving all the flexibility and capabilities to support the company growth. Over the last 12 months, PAC banks returned R$ 2 billion to shareholders through dividends and shares by banks. In this first half of 2026, we completed our third repurchase problem, authorized for up to $200 million, with more than 307 million reais repurchased during this period. In addition, the second tranche of our 2026 dividend was paid in June, and a third tranche of 28 cents per common share will be paid on September 30, with record date on September 16. We continue to expect total cash dividends paid in 2026 to reach approximately R$1.4 billion, subject to the relevant approvals, as always, we say, market conditions and the company's financial position. As we said before, we always manage to use dividends and buy banks, and dividends remain the most effective way to optimize capital while it continues to support the business growth. Moving to the next slide, we show where we stand against our 2006 commitments after the first half of the year. At this point, we are maintaining our targets for the year. Recognize that year-to-date performance reasonably in line with our strategy. We have been observing a much more challenger year than we were expecting, with risks coming both internally and externally. The macroeconomic environment remains clearly uncertain. It is very important to recognize that currency rate levels create additional pressure for the performance of the business. At the same time, we have been focusing on running the business with efficiency and screen, looking for different initiatives to boost our profitability. For that reason, we continue to expect to deliver a full-year performance in line with the guidance range. Now we start with total credit portfolio growth reached 31% year-over-year in the first half, within our expected range for the full year. We expect to keep this growth within the expected range for the year, as we further evolve our credit offer with the rollout of new products in the next quarters, such as private payroll and fixed finance. Gross profit grew 2% year-over-year in the first half, Highlighted by the positive contribution coming from financial cost efficiency. Again, we managed the business to reduce our financial cost. Diluted non-GAAP EPS increased 11% year-over-year in the first half, with the guidance range for 2026. This reflects resilient profitability and the positive effect of capital optimization initiatives. CAPEX reached 1.1 billion reais in the first half of these years, and we continue to manage investments with discipline aligned with our full-year commitment. With that, I will turn the call back to Mauad for his final announcement.

Thank you, Gustavo. Before we move to Q&A, I would like to share a recent leadership update. We are pleased to welcome Henrique Fragata as PagBank's new COO. Enrique brings strong experience in the financial sector and his arrival strength our focus on execution, efficiency and operational excellence. Enrique comes at an important stage as we continue to expand our ecosystem and advance our long-term strategy. With that, I thank you all for joining us today. We appreciate your continued trust and partnership.

Thank you all for the presentation. We will now begin the Q&A session for investors and analysts.

Our first question comes from Adnan Shirazi with Stitchy. You can open your microphone.

Hi, all. Nice to be here. My question is related to credit and the 2029 goals. Remember that the expectations was to accelerate the credit portfolio, especially in 27, but for 26, you are testing the product. From the current scenario that we are seeing today with everyday surprisingly negative news on the delinquency levels, do you see any change in plans reducing the growth pace, for revising the 2029 goals. Thank you.

Hello, this is Mauad.

Thank you for your question. No, we are still quite confident on everything that we are doing here. In fact, we see the 31% increase on the credit outstanding as a very good number in terms of volume and performance. That is a long way to go before 2029. Of course, there is going to be different macro cycles that we're going to have to face. There's going to be regulatory milestones that can change the credit landscape in Brazil, especially on the collateral products. But again, it is our mission here to find out the workarounds, find out the new products, and to scale up the credit strategy of the company. So far, despite the fact that the macro is tougher than we thought from the beginning of the year, we're still quite confident on everything that we're doing and confident on the long-term guidance that we published last year.

Just to complement, or no, just part of the answer here is to remember that looking at slide 11, we have very low NPLs. You give us the comfort to keep growing the credit portfolio in a sustainable way. We are still far below the industry, 3.4% compared to 6.2%. So we do have the comfort to keep growing in a sustainable way, same way we've been doing so far.

Great. If I may, a follow-up on credit.

Regarding the private payroll loans, the company was passed internally. How is this advancing the rollout charter companies have started yet?

Yes, we already start to produce credit outside of the group, the economic group that we have here. We already produced the first few millions in terms of credit outstanding and we're going to keep Carlos Mauad, Gustavo Bahia Gama Sechin, Ricardo Dutra da Silva But, of course, there are some parts of the credit cycle that we need to still test. But, again, answering straightforward your question, we are already creating credit production outside of the group on the payroll loans.

And how's the quality so far? Sorry for the follow-up.

So far it's been perfect, but of course we started with the top tiers in terms of credit quality, so it's coming on the levels in terms of delinquency, on the levels that we expected.

Great, thank you.

Our next question comes from Daniel Vaz with Safra.

You can open your microphone.

Hi, everyone.

Thank you for the opportunity to make questions. Maybe two questions on my side. Looking at your TPV, it improved sequentially, but we didn't see the revenues being budged at the same pace, right? So you have a beat on TPV and miss on revenues, maybe on consensus and also my side. This can mean your take rate at the margin is compressing. Give some comments on if that has to do with pricing, maybe a seasonal World Cup volumes with more bets as your mix, or more picks while cards are struggling, client mix. So that's my question number one. And the question number two... Trying to look at your gross profit guidance for 2026, you're currently at 2% and your guidance isn't changed at between 6% and I guess it's 11%, 6% and 9%. Any expectations of pickup in the gross profit for the second half of the year to meet guidance? Thank you.

This is Mauad. I'm going to answer their first question and then I hand over to Gustavo to give you some light on the gross profit question. So in terms of the TPV, there is a small dilution when we saw the growth of the net revenue and the TPV itself. There is an impact in terms of product needs driven by the workup, as you mentioned there. But that is nothing that really worries us. Of course, we keep pushing TPV. We are being very careful about pricing. And that is, as probably you remember, that is also a base, let's say, a tough count when you look at the second quarter of last year, where we have a massive repricing of the entire customer base that we have here due to the hike of Selic. So, if you take a look at the evolution of the net revenues from the first quarter of last year to the second quarter, it is quite strong. So, we created this step. It ends a little bit harder to push up. Gustavo Bahia Gama Sechin

Daniel Gustavo here. So talking about the guidance, especially the gross profit guidance, we know that we have a lot of moving parts, and we have a lot of headwinds coming from the macro scenarios, which give us some level of uncertainty. But at the same point, as we have been talking, we always say that the second part of the year, the second half of the year, should be the most important in terms of the guidance achievement. And talking about the gross profit, we can say that we considered some contributions coming from the credit origination, the credit acceleration, as we post in this presentation. Also, as Mauad said, relates to the TPV. Remember that we have been said that the third part, between the third and fourth part of last year, were the worst part of the cycle for us, and gradually we have been posting an increase in terms of the payment activity. Also, In terms of financial costs, despite the headwinds of this highest leak, when compared with what we were expecting, we have maybe easy conflicts in the second half of the year. And I can say that we are always looking for different initiatives that could give us the ability to deliver the guides. But again, probably not by the top of the range, but probably reaching the bottom of the gross profit guide is as we post.

Okay, thank you guys. Thank you for the answers.

Before moving on to the next question, please remember each analyst should only ask one question.

Next question comes from Caio Prato with UBS. You can open your microphone.

Hi guys, thanks for the opportunity to ask questions.

I have one question on costs, please. This quarter, actually in the last two quarters, we noticed, I would say, better than expected POS write-offs. I think those were lower than expected in the first few, and now I think we had a reversal in the second quarter. Can you give us any color around that? Anything that's happening different than expected on the POS write-offs? And what can we expect going forward as well? And during this talk, if you are seeing anything related to costs related to POS, we know that some players are claiming about higher costs related to POS. Just wondering if you have anything on your side as well. Thank you.

Okay, Gustavo here, good to talk to you. So talking about the write-off for POS or the POS in general, we have implemented a series of different initiatives to organize our logistics and also how we can deploy different initiatives in terms of how we can get the POS that we had on industry and our merchants are not using it anymore and how we can deliver a different approach, a different solution from that. So that's the main reason that you are seeing. So considering going forward, probably we are going to seek for continuous improvement in that line. I would say that probably it's not going to be something linear, but the idea is to continue to improve our POS products and we are looking for generating some kind of initiatives. And talking about efficiency or other lines in terms of expense in general, as we said, we are managing the business to getting some operational leverage. So we have implemented some initiatives in terms of how we can redesign some process, how we can implement some automations. We have used the AI technology. to help us not only in the back-offs, but also in the customer care, in the customer assistance. So we have been deployed different kinds of initiatives to give us the opportunity to continue to generate operational leverage. So that's the idea. We are managing the company, trying to seek for different opportunities to improve our profitability through the efficient gains.

Okay, thank you. Anything on the cost related to POS?

Hello, this is Mauad. That is nothing major. We do have, like, a memory shortage on the global market, so that kind of pressure determines prices a little bit. But in the other hand, FX is helping a little bit. The efficiency that we are building, as Gustavo mentioned, on how to recover the POS that are on the churn customer's hands. So everything that we are putting together here, we are not feeling this impact on the unit perspective. So far, so good here on our side when we talk about the POS cost.

Okay, thank you very much, Mauad and Gustavo.

Our next question comes from Marcelo Mitari. You can open your microphone.

Hello, everyone. Thank you for the opportunity. I have two questions. So, the first question is regarding the They take rates, so the financial revenues. And looking forward, with this dynamic to have a lower impact of credit cards, so having more peaks, is it possible to see this dynamic maintained, so stable going forward? This is the first question. And the second question is regarding the expenses side. We saw some expenses related to the World Cup, so it's possible to see a better profitability or even a reduction of the operational expenses on the third quarter. Looking forward. Thank you.

Hi, Marcelo. Gustavo here. I will start from your second question. I wouldn't say that we could expect a reduction in terms of expenses, but the idea is to manage the confidence to grow the expenses below revenues. That's the main idea, or at least below the inflation. So, as I said in the previous question, we are looking for opportunities from the operational side. We are looking for opportunities on the customer experience. Both are trying to gather and to generate operational leverage for the business and also give us, as I said, space to improve our profitability in general. So that's the idea. I don't know if I understood correctly your first question, but when we talk about the rate or the mix between different kinds of transactions, We are seeing in general that they are pretty much similar. Of course, what it means that we are observing the increase in terms of PICs that contributes not only on the payment business itself, but also through the bank. And at this point, it's very important to highlight the performance of the cashing. Remember that we now reach almost 100 billion reais in terms of cashing in the quarter and mainly that cashing comes from PICs. And that gives us the capability to monetize that kind of flow of money from customers that choose our platforms as their main platform through different projects. So, when we look at the takeaways, it gives us only a portion of the relation of the customers. That's very important to look at. The transactionality in a whole. So, look the inflow of money that comes from the payment side, look the inflow of money that comes on the bank side, and all the opportunities that we have to monetize that kind of inflow of money.

So, but the question here is that, so, sorry to do this follow-up, is that looking forward, The dynamic of mix, so we will have to see the gross profit yield, so gross profit compared to the revenues going up. So that's definitely what we have to see to deliver and to achieve the low end of the guidance. So probably the idea here is that it's a creative in terms of gross profit yields.

Yes, the short answer, yes, not related to that, but also related to increasing transactionality in general.

Okay, thank you.

Our next question comes from Miha Agarwala with HSBC.

You can open your microphone.

Hi, thank you for taking my question. I have a question on the credit business. Could you expand a bit more and tell us what are the kind of NPL and cost of credit that you're seeing for your working capital loans at the moment? It's considerably small right now, but just to get a sense of how things are going and where should the NPL and cost of What gives you comfort regarding accelerating in July? Was the deceleration in 2Q more a conscious effort to kind of control this given the environment? And if that is the case, why the acceleration in July? Has there been any benefit from the Desenrola program in your customer base? Thank you so much.

Hello, Neha. Thank you for your question. We do not disclose any information regarding individual product here in terms of credit appetite or anything like that. So I'm going to jump the first part of your question and I'm going straight forward to the second part. If you take a look in ACRU, we had a, I'm sorry, on the second quarter, we had a lower credit production in average due to a new credit model that we deployed on the beginning of the second quarter. So we were waiting the first cohorts here to see If the cohort would come inside the credit appetite and you deliver the performance that we want to before we rolled out the entire, for the entire customer database. That's why you see this height in terms of credit production in July and you see a more, let's say, conservative approach on the second quarter. That's a little bit what explains the movements between the average Gustavo Bahia Gama Sechin, Ricardo Dutra da Silva Gustavo Bahia Gama Sechin, Ricardo Dutra da Silva

Despite that we do not provide reference in terms of EPLs, you could expect that it will continue growing, but at a sustainable pace and much more related to the change or to the evolution in our product mix than compared to the deterioration itself.

And just to clarify, there's not been any impact from the Desimrola program and you don't plan to do secured working capital loans. It's going to be secured more from the funding side. You would focus on the unsecured working capital, right?

There is no major impact of this second Desenrola program here for us. The first program was a much bigger program due to the stock in terms of non-performing assets that we had in the company, so the second one has a much lower impact. and again, working capital is still our priority here because it is where we have a very clear right to win with the kind of customer that we have in our client base.

Thank you so much. Our next question comes from Mario P.A.

with Bank of America. You can open your microphone.

Hey guys, good evening. Thanks for taking my question. Let me ask you a question. What you said about capital distribution, right? That your capital ratio is about 22.5% above your target of 18% to 22%. And you have completed your buyback program. And you mentioned that you'd rather pay dividends than buyback shares. I just wanted to explore that a little bit more, why you think paying dividends is better than buying back shares, especially because when we look at your share price, it's back to the levels where it was in September of last year when you announced your strategic plan. So just wondering why you better pay dividends than buy back shares. Thank you.

Hi, Mario. Gustavo here. So, the first part of the answer of your question, why we choose dividend at this point, is that because dividends give you a much more regular and predictable esteem to investors. So, we can set a target, as we said, in terms of capital ratio between 18 and 22. And through dividends, we have been deploying very clearly Capital Optimization at the same time in a predictable way. Doesn't mean that we cannot use buyback in the future, but we choose to use dividends because the reason that I said before. At the same time, as you said here, we use the instrument of buybacks in the last 12, 18 months With two programs that we execute in a very short period, but with limited effect and without predictability. So, that's why we are now focused much more in dividends than buybacks. That's the main reason.

Okay, that's clear. So, just to be clear, then, on your EPS guidance, right, where you talk about EPS growth of 9% to 13% for the year, that does not contemplate any more buybacks this year, correct?

Yes, correctly.

Thank you.

Our next question comes from with JP Morgan. You can open your microphone.

Hi, good evening, everyone. I'll keep my questions to one. It's more looking into 2027 already, a little bit coupling with the guidance for the rest of the year on gross profit, but more looking throughout the year, more 2027. I think there's a growing risk that we start to get into a scenario in which you have two You mentioned two tailwinds to gross profit, but maybe eventually in 2027, they're going to move in the opposite direction. So it's basically rates moving lower in the second half. We don't know what's going to happen in 2027. And then you have the accretion of the credit, right, as you recognize the credit revenues. But maybe we have been discussing financials and credits, eventual credit cycle, and you need to pull back on credit. So, with all that said, my question is, assuming that, considering that you're doing gross profit 2% year-over-year today, if you don't have those benefits next year, what levers can you pull to deliver earnings growth next year? Thank you so much.

Hi, Gustavo here. I think that's too early to discuss 2007. As I said in one previous question, We have a lot of moving parts right now. We are managing the business to deliver the 2016 titles. That's our main focus as we are working here. Try to mitigate the headwinds, especially when it comes from the street. Try to mitigate the uncertainty or the volatility that comes both from internal and external environments. But I think that the correct time to discuss 2017 should be a little bit later. And as you said, we have a certain, and we are looking when we start to discuss that, alternatives to deliver a continuous growth, especially continuous growth of the business. Not only in terms of yes, but also in terms of top line.

So that should be the answer at this point. Okay, that's clear. Thank you, Gustavo.

Our next question comes from .

You can open your microphone.

Thanks, guys. Good evening. Question on financial costs this quarter down a little bit. Gustavo Bahia Gama Sechin, Ricardo Dutra da Silva I would say that when we consider the second half of the year, probably we're going to see easy comps in the financial expense. I would say that this is the first quarter, to be clear, that we are seeing a reduction, at least in nominal terms, in our financial costs, after eight quarters, if I'm not wrong. So, I would say that that trend should remain a reality in the second part of this year. Despite that we are seeing or we can forecast a lower pace in terms of the reduction rates in Brazil, remembering that we assume in our guidance year-end, Selic, around 12.5, and now we are looking much more close to 14 or 13.75, we have better comps when compared to the second half of last year.

Great, thank you.

Our next question comes from Tiago, being spelled with Goldman Sachs. You can open your microphone.

Hi, good evening. Thank you for taking our questions. Also, on the deposit franchise, we see our deposit costs coming down annually to 83% of CDI. So from here, when you look forward, how much more do you think there's space to lower your deposit costs? Would you say it stabilizes around this low 80s, 83%? And what kind of initiatives are you implementing to lower that cost? Thank you. Hi, Carlos. Gustavo here. So I would say that we are seeing our deposits growing 15%. year over year. It should be higher, for sure. We could expect a higher pace, but I think that we have a very healthy pace in terms of deposits, especially considering that we have implemented, as you said, a bunch of different initiatives to mitigate the increasing rates and also reduce the remuneration that we use to pay in our deposits, both CDs and also our Conta Rendeira. But most important than that, and also connects to the deposit, is the inflow of money, as I said, connects to the cashing, connects to the banking business. So, if combined with the payment inflow, give us the ability to continue growing our deposit franchise, that's definitely a clear advantage that we have in the business. And we are always trying to identify different opportunities. We're using different instruments in our funding structure. to deliver a continuous reduction in our funding cost and also maintain that advantage that I said.

Thanks Gustavo, that's clear.

This concludes the question and answer section and today's presentation. You may now disconnect and have a nice evening.