Global Head of Brand & Creative

Nu serves more than 140 million customers, guided by a mission to fight complexity and empower people. The company has been leading an industry transformation through innovative products and human-centered services.

Nu serves more than 140 million customers, guided by a mission to fight complexity and empower people. The company has been leading an industry transformation through innovative products and human-centered services.

Proprietary technology and data at scale power Nu’s digital platform, built to promote financial access, advancement, and transparency. Its business model thrives on customer love and lower costs, feeding a flywheel of growth and profitability.

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• The creative and brand bar. Set the creative and brand standard for Nubank globally: define what “great” looks like in a way concrete enough that regional teams can hold themselves to it, rather than waiting for one senior reviewer to catch problems after the fact.
• Brand, end to end. Take full accountability for Brand globally, not advisory input on guidelines from the sidelines, but end-to-end ownership of how the brand shows up everywhere Nubank operates.
• The creative job family. Own the creative job family: leveling, career paths, and what seniority means at each stage, so hiring and promotion decisions are consistent across markets rather than locally invented each time.
• The hiring bar. Set and protect the hiring bar for creative talent in every market where Nubank hires, and stay closely involved in senior creative hires as the CoE builds out.
• Scalable tooling. Build the tools and workflows, including AI-assisted ones, that let creative quality scale without linear headcount growth.
• Talent development. Coach and seniorize local creative talent over time.
• Review cadence, governance, rituals. Run a structured, content-focused creative review cadence that replaces today's ad hoc, adversarial feedback loops between markets and leadership.

• The creative job family. Own leveling, career paths, and what seniority means at each stage across the creative organization, so hiring and promotion decisions are consistent globally rather than locally invented.
• The hiring bar and talent up leveling. Set and protect the hiring bar for creative talent in every market where Nubank hires, recruit senior creative leaders, and coach and seniorize existing creative talent, particularly in Brazil.
• Scalable tooling. Build the tools and workflows, including AI-assisted ones, that let creative quality scale without linear headcount growth.
• Review cadence, governance, rituals. Run a structured, content-focused creative review cadence that replaces today's ad hoc, adversarial feedback loops between markets and leadership.
• Creative direction beyond the traditional campaign. Push the creative product past efficiency-driven, format-first advertising toward earned media and content built to be genuinely watched, not just placed.
• Core work streams:
• Brand Foundations:
  Own brand refresh, sonic identity, and the institutional design system, plus Nubank's institutional brand presence company-wide, in close partnership with Cristina Junqueira.
• Creative Center of Excellence:
  Own creative output company-wide — campaigns, social content, influencer marketing, and marketing stunts — setting the creative and brand bar that lets regional teams hold themselves to a consistent standard, distinct from media planning and channel measurement, which stay with regional teams.
• Creative Production & Agency Management:
  Act as the creative counterpart to Kim, building an in-house production capability and directing the roster of external creative agencies.

• 10+ years in creative or…