Thank you, Rafa. Hello, everyone.

I'm excited to share that we have accomplished yet another remarkable quarter of growth while continuing to build Inter for the future. This year is a very special one for us.

It marks the 10-year anniversary of the launch of Brazil's first digital account. It's a moment of pride and reflection as we look back to 2015 and remember the challenges we overcame to get where we are today.

What make us even prouder is that we have never lost our essence: creating value for every single stakeholder and truly walking the talk of transforming Brazil's financial system into a better, more inclusive environment. For our clients, our no-hidden-fees approach and, more importantly, our sustainable credit products offer an inclusive and accessible way to meet their financial needs.

This has led us to come from 0 to 41 million clients in this amazing journey. For regulators, being the pioneer, launching the first digital bank back in 2015, we act as a partner of a better financial system, one that is efficient, transparent, and client-focused.

For our holders, the disciplined execution of our 60-30-30 plan allow us to deliver attractive balance of profitability and growth, ensuring long-term value, as shown in our path of growing our ROE. For our employees, Inter remains an exciting, dynamic work environment where our people are empowered to innovate, grow, and contribute to meaningful change every day.

As we celebrate a decade of innovation, we remain true to our disruptive spirit. Inter is built for the future, and I believe that our next decade will be even more exciting than this one.

As we celebrate our 10-year anniversary, I'm sure that our mission statement was the secret sauce that made it possible. Our mission statement is crystal clear: to create a world where interactions between people generate more value.

This mission captures what drives us every day. We create products, services, and solutions that simplify lives, empower people, and build stronger connections.

Whether through innovation, flawless execution, or a customer-first approach, every interaction brings meaningful value. Our mission is deeply rooted in our culture, which is built on four core pillars.

First is customer centricity: always prioritizing our clients' needs and delivering great experiences. Second, we lead through innovation: we are always looking ahead to anticipate our clients' needs.

Third, our operational excellence: this means we aim on flawless execution for everything we do at Inter. Fourth, our winning mentality: by delivering the extra mile and achieving great results together as a team.

By living these pillars every day, we are setting the foundation to make our mission a reality. With these pillars as our foundation, my focus for the next steps is clear: keep innovation alive within the company by leveraging AI, hyper-personalization, and introducing new features to our app.

Today, we already have 380 AI initiatives live at Inter. For perspective, during our 2024 Tech Day, we had just 80.

Second, driving our global expansion: enhancing our Global Account with new products and exploring opportunities in new markets to strengthen our international footprint. Three, investing in our talent team by developing our executives, bringing market experts, and continuously nurturing the cultural pillars that makes Inter unique.

I'm tremendously proud of what we're building and the ability we have to create meaningful value for every client we serve. With that in place, I'll pass to Xande and Santi, who will present our operational and financial performance.

Xande, please go ahead.

Thank you, João. Hello, everyone.

Guided by our core pillars, we're on track for another outstanding year of execution. We're the fastest-growing large financial institution in Brazil among those with over 20 million clients, pursuing what we believe is our market fair share.

Our Net Promoter Score remains at the excellence zone at 85 points. These results come from clients who use our platform at a high frequency.

In September, we saw more than 20 million daily logins, that's 14,000 per minute. On average, we process 20,000 financial transactions per minute, totaling over 850 million in a single month.

This level of engagement shows how well our platform works and proves the value created by the synergy between our seven verticals. In the third quarter, we set a new record performance in new active clients and accounts opened.

We welcomed 2 million new clients, our highest number ever, beating the second quarter of 2022. This reinforces clients' view of Inter's strong value proposition.

Our focus on quality remains strong. Of these new clients, 1.2 million were active, bringing our overall activation rate to 58%.

I'd like to stress three aspects that make us confident with the future. First, we have improved cost onboarding dynamics, and that's seen throughout the onboarding funnel, saw several improvements helping us increase the number of new accounts.

Second, we have been running an efficient client early activation journey, and that explains why we can consistently increase our activation rate. Finally, the sum of these two points is resulting in a fast payback of around two months after clients onboard.

This engagement translates into high transaction volumes. Our active clients transacted over R$412 billion in our platform, a year-over-year growth of around 30%.

A large part of this volume comes from Pix, which is a strong indicator of clients using Inter as a primary bank. Moving to our credit cards, volume reached a new record, surpassing R$15 billion for the first time.

This represents a 20% growth in a yearly basis. This growth in TPV levels is consistent across all cohorts, but our newer clients present impressive results, transacting more and faster than older ones.

Moving to our credit vertical, I have three key highlights. First, we continue disciplined in our strategy of high growth, respecting ROE targets and a balanced ratio of secured to unsecured loans.

Roughly 2/3 of our portfolio is secured, 1/3 of our portfolio is unsecured. Second, private payroll loans have been the main highlight of the year, and we keep a very positive view on the product.

We reached a R$1.3 billion portfolio with over 300,000 clients. This shows the strength of our digital distribution and our ability to scale a new product quickly.

We're also seeing operational improvements coming from Dataprev and companies' HRs, which increases product quality and our confidence with the delinquency levels that we're going to see long-term. We also expect clients from the FGTS loan products to migrate to this product, given the similar profile and the new regulatory changes that came in the last few months.

Third, two quarters ago, I introduced the concept of reshaping of our credit card portfolio as a key focus for the year. We're making good progress in moving clients from being pure transactors to our interest-earning portfolio.

IEPs now represent over 23% of our credit card portfolio, up from 20% last year. This is happening through key initiatives like Pix financing, monthly limit reassessments, and new installment plan offerings.

Santi will provide more details on our strong loan book performance. Talking about market shares, consistency is the name of the game.

We have always used our market share in Pix as an internal benchmark. Our goal was for other products to reach that same level of success.

This quarter, I'm proud to announce that two of our key products have surpassed that goal. First, home equity for individuals: thanks to the amazing work of our credit and distribution teams, we're now the second largest underwriter of the product in Brazil.

We have reached 8.9% market share in portfolio balance. Second, FX transactions: the success here is driven by the high engagement in our Global Account and the amazing UX of this product.

We have reached 8.4% of the market transactions. I have highlighted two products, but this progress is visible across all of our businesses, with consistent growth quarter after quarter.

I am confident we will keep strengthening our position in the market and that more and more products will surpass the Pix benchmark. To finish, I want to emphasize how these outstanding results are powered by our seven verticals and our commitment to continuous innovation.

Each vertical contributes to our growth, working seamlessly and interconnected to enhance client value and compound our profitability. This ecosystem is what makes Inter unique and drives us forward.

Now, I'll pass the word to Santi, who will walk us through our financial performance.

Thank you, Xande, and good morning, everyone. Moving to our loan portfolio, we delivered another quarter of strong results.

Our loan book grew 30% year-on-year, with quarterly growth accelerating to 9%, or 36% on an annualized basis. Within collateralized loans, we achieved an impressive growth led by private payroll loans.

In credit cards, the reshaping strategy mentioned by Xande, together with our continuously improving underwriting and collection processes, gives us confidence to continue growing at a pace of around 30% year-on-year. Looking at SMBs, we have been prioritizing profitability over loan growth, though we see a great potential to accelerate growth soon with the upcoming centralized invoice discounting clearinghouse, known in Portuguese as duplicatas escriturais, which is set to be launched by the central bank early next year.

Once again, we outpaced the market in our key portfolios: private payroll, home equity, and credit cards. In payroll and personal loans, we are moving quickly to capture the private payroll market opportunity.

In just six months, we built a R$1.3 billion portfolio from scratch. The overall market, also considering public and other personal loans, grew 22%, while we reached a growth of 38%.

In mortgages, we're differentiating our offering through digital distribution, and we have been able to grow at 37% on an annual comparison, reaching a R$9 billion portfolio. In home equity, we are the number two player in originations, growing 33% year-on-year, significantly outpacing the market growth of 21%.

In credit cards, we reached 30% growth while maintaining our conservative approach to risk underwriting. As Xande mentioned, we're also successfully reshaping this portfolio to further improve its profitability.

Moving to asset quality, our metrics show strong performance this quarter. The 15 to 90-day NPL ratio stayed stable at 4.1%, while the 90-day past-due metric improved 10 basis points while decreasing from 4.6% to 4.5%.

The credit card NPLs, when analyzed across cohorts, continue to show strong performance, validating the improvements made in our underwriting and collection models. Finally, NPL formation and Stage 3 formation stood at 1.65% and 1.46%, respectively, in line with historical trends.

Here we see the evolution of our cost of risk, which reached 5.35% this quarter. The main driver of the recent increase is the new private payroll portfolio, which requires upfront provisioning.

The coverage ratio shows the increase associated with those provisions. On the right-hand side, we show an illustrative chart of the return profile of the new portfolio in which we have been investing throughout this year as we build the portfolio, and now past the breakeven point, and from now on we expect high profitability.

Our funding franchise had another great quarter, growing 35% year-on-year, reaching R$68 billion. This growth was primarily led by time deposits, driven by the higher Selic rate and the success of Meu Porquinho, our product that makes fixed income investing easy for our clients.

Our transactional deposits, which are a core competitive advantage of our platform, also had strong quarter, growing R$1.3 billion or 7% this quarter. Lastly on this page, our active clients surpassed for the first time ever an average of R$2,000 in deposits, which is a great milestone that shows how our clients trust our platform with their deposits.

This strong funding franchise translates directly into a key competitive advantage: our low cost of funding, which this quarter reached 68.2% of CDI. What we added this quarter is a complementary metric, which fixes the number of business days, making the comparison across quarters better.

In that sense, our ratio reached 65.1%, which was the best one so far this year. Our strong operational performance translates directly into strong revenue growth.

In that sense, our net revenue reached R$2.1 billion, up 29% year-on-year and 8% sequentially. The key driver this quarter was our growth in our credit book, with NII increasing 39% in a yearly comparison.

As already mentioned, this was fueled by strong results in private payroll, credit cards, mortgages, and home equity portfolios. As Xande showed, higher client engagement is driving faster monetization across cohorts.

This quarter, net ARPAC reached R$33.2. This shows our potential, as our mature clients are already generating close to R$90.

When we combine this strong monetization with our low cost to serve of R$13.1, the result is our best ever gross margin per active client, which reached R$20.2. We are confident that the success of new products like private payroll will continue to drive monetization even higher in the coming quarters.

Now let's deep dive in our net interest margins. Both our NIM 1.0 and our NIM 2.0, which excludes the non-interest receivables of credit cards, are consistently showing growth quarter-after-quarter and achieving new record levels.

As you can see in the page, we have improved our risk-adjusted NIM by an average of 14 basis points per quarter. In this quarter in particular, our NIM was positively impacted by private payroll and credit cards, given the reshaping of this portfolio.

However, we faced lower inflation, which impacts our real estate portfolio, and higher number of business days, which increases cost of funding. With all these impacts together, our NIM continued to expand both before and after cost of risk.

Lastly, we continue to optimize the use of our capital structure, with our assets-to-equity ratio increasing from 7.9 times to 9.4 times year-on-year. On the expense side, this quarter allows us to have a comparable basis, given the acquisition of Inter Pag back in the third quarter of 2024.

Our strong cost control focus allowed us to report a total expense growth of 5% quarter-on-quarter and 16% year-on-year. This growth is approximately half of the pace of our annual net revenue growth, showcasing the strong operational leverage of our business.

The quarterly growth in personnel expenses reflects mandatory annual salary adjustments, as well as bonus linked to our growing earnings. As our business continues to expand rapidly, we remain focused on renegotiating contracts with major vendors to reduce our cost per transaction and further improve our efficiency.

In terms of ratios, the result of our cost control is an efficiency ratio improving from 47.1% to 45.2% this quarter. This 190 bps improvement is a very significant one, which demonstrates that the operating leverage of our digital banking model is very promising.

Finally, I'd like to highlight the progress we've made in profitability. This quarter, we reached 14.2% ROE and delivered a record net income of R$336 million, a true milestone in our journey.

What makes this quarter even more meaningful is that we maintained this profitability while investing heavily in innovation, enhancing the client experience, and improving operational excellence. These efforts lay a strong foundation as we continue positioning Inter as a world-class financial institution.

Thank you, all. I'll pass it now to João for his final remarks.

Thank you, Xande and Santi. After hearing what they shared, it's clear that our powerful ecosystem is running seamlessly, and we are exceptionally well-positioned within the evolving banking trends being shaped by the regulators in Brazil.

The focus on sustainable credit, client-centric solutions, and lowering borrowing costs is perfectly aligned with the Inter by Design concept. We are laser-focused on finishing 2025 with strong momentum, setting the stage to start 2026 energized.

We are committed to keeping pushing forward, creating value for our clients, shareholders, partners, and employees. Rafa, let's now open the Q&A session.

Thank you, all.

Tito, João Vitor speaking. Thank you for the question.

Let me start by saying that we are really happy with what we have achieved having this 60-30-30 plan as a guideline for us for the past, I'd say, almost three years. If you recap, we came from a 0% ROE back then to a almost 15% ROE now on a running base for 3Q.

This is something that highlights what we have achieved in terms of profitability. Also, on the first number of it, the 60, talking about the 60 million clients that we want to achieve, this quarter was the best quarter ever in terms of clients addition.

Also, October was the best month ever for the past three years. We're really doing a great job in bringing clients to our ecosystem.

On the efficiency ratio also, this quarter was a very good one with drops almost 200 bps in that. We see that we are on the right direction.

About the ROE, which was your specific question, to be honest, we know that we have a tough environment in terms of Selic, different from when we predict the 60-30-30 plan. Therefore, our credit portfolio exposure today is lower than it was supposed to be.

We see very good trends ahead, such as the private payroll loan. We see coming in next year the factoring clearinghouse that is going to help us to grow a lot our exposure to SMEs, which we're very excited.

Without that in place, it's hard for us to predict if we're going to be on the 30% ROE by the end of 2027 or later on. The important thing is that the trend is good, the team is committed, and last but not least, we do have a very positive room to grow our credit portfolio ahead.

I like to say that it's good that we have been growing 30% ratio year-over-year, but we still have, in most of the portfolios that we operate today, single-digit, low single-digit market share. With all that in place and maybe with the Selic going down, we can grow faster on the credit portfolio.

That will help us to get to the 30% ROE by end of 2027 or, I don't know, somewhere on 2028. Very committed, excited, and I believe that the platform is well-tuned for us to keep achieving the 60-30-30.

No, very helpful, João Vitor. Thank you for that.

I guess maybe just to ask it a slightly different way, but maybe to paraphrase a little bit what you said, would the biggest headwind, you think, be more macro, just given that rates, as you mentioned, are 15%? Is that the biggest headwind to be able to achieve that 30%?

Because execution-wise, you seem to be doing everything that you've said, right? Just what the biggest risk to achieving that could be?

Yes, Tito. I would say that as of today, the biggest headwind is the Selic.

For instance, the payroll segment grows slower, the mortgage, everything grows is slower. As you mentioned, everything that is on our hands, we're doing well.

We're bringing deposits, we're improving the asset side, we're improving the efficiency by being more diligent on the expense, trying to use AI to optimize how we run the machine. That's it.

I see that as of today, our biggest headwind is the interest rate in Brazil. It's a right assumption.

Great. Thank you very much, João Vitor, and congrats on the results.

Good morning, Gustavo. Thank you for the question.

Yes. What happens in the sequence of factors as we build a new portfolio, cost of risk picks up first, since we have the expected credit loss model and we have to provision upfront.

Then as the quarters go by, delinquency starts passing the 90-day mark, and then the NPL follows. We haven't seen that NPL increase yet, or was very minimal yet, given the life of the book is close to six months, no, right now.

The majority of that was built on the second part of those six months, meaning on this last third quarter. The NPL should start to catch up a bit, and the cost of risk will likely stabilize very close to the current level of around 5.5%.

Again, as we mentioned many times, we are working to maximize risk-adjusted NIM, not to minimize cost of risk. That's the variable we aim for in a sustainable way, as we call in the Inter by Design, by providing our clients with products that are actually good for them and tends to lower their borrowing cost relative to alternative products that they have in the market.

We think we're driving the outcome there in the proper way. The coverage ratio also anticipates in that way together with the cost of risk.

Stage 3 and NPLs are the ones that follow later. We should see that going up a bit in the next quarters without increasing further the cost of risk to a level that we have reported this quarter.

Great, great, Santi. A follow-up on this private payroll loan, because even with this higher cost of risk that you mentioned in the product, you showed a nice slide, a nice chart demonstrating that the product has reached the breakeven the second quarter, and now it is at a positive territory, right?

My question is, could you share with us what is the level of profitability you are delivering in this product, and if there is further room to improve the profitability in the private payroll loan? Thank you.

It's super high by now. We are starting to see the cost of risk or the delinquency level converge towards the high single-digit level.

In the prior cohorts, the first few months was higher, and as the months go by and the system starts working as it was designed originally, then the cost of risk hits the high single digit. With high single digit, this is significantly higher than 30% ROE.

What we think will likely happen is that the interest rate on the asset side will probably go down as more competition comes in. For now, we're seeing it in the high 3s percent per month.

With that level of interest rate, the ROE, as I mentioned, is highly above the 30% mark. It's the highest ROE product we have in the portfolio.

Nicely, it's R$1.3 billion and counting in the loan book, it starts moving the NIM in the right direction. It's, as I mentioned in the prior question, a product that the clients have available to go away from more expensive alternatives, and this one, it's one that they can use their income to finance their daily needs or their financing needs in a much better way, which is what we call the Inter by Design.

It's a really win-win product. Hats off to the regulators in having it designed this way.

We think that the TAM is really significant. It should be multiple times more than the public payroll TAM, given that you have three times more employees in the private sector than in the public sector.

We'll see how much this continues growing in the future. Far, we're very pleased with the results.

Great. Thank you, and congrats on the execution.

Mario, good morning, and thank you for the question. The three drivers of NIM expansion are: one, repricing; two, better mix; and three, investment yield going up.

No, those are the three drivers. On repricing, we have done a very high share of that repricing since we started this a few years ago.

Surprisingly, we did more on mortgages than on payroll, because mortgages had higher growth than public payroll, even though it has a longer duration. Then on payroll, we still have a significant of part of our loans that are at a rate not very far from 1%, 1.2% per month that have some upside on repricing.

There is some element. It's no longer the higher driver of NIM expansion as it was in the early days of the 60-30-30, but there is still some potential.

I would say that around 1/3 of those portfolios still have upside in terms of interest rates. The good thing is that on public payroll, which hasn't grown for several quarters, public payroll specifically, it has grown in the last two quarters and therefore that accelerates the repricing or the increase in the yield of that portfolio.

In terms of better mix within the loan book, the two main drivers were FGTS and home equity in the prior years. This year is a bit more led by private payroll and credit cards through the reshaping that Xande alluded to.

Then on the investment yield, also we have been improving in that sense. What we still have to go to make some more progress on is on optimizing capital.

We haven't done much very complicated structures yet in terms of FIDICs or structured vehicles to optimize the capital more than what we could. That's another lever that could be added to the list of the three that I mentioned before.

When you put all that together to summarize the answer, Mario, we think that the trend of NIM expansion still has an ample room to continue to improve. We have answered this in the prior calls.

At least in the next four quarters, we see a continuation in the trend of the risk-adjusted NIM in line with what we have seen in the prior quarters. That's clear.

Now my second question then, on slide 19, right, you show that you're growing faster than the market in all of the products. What gives you confidence, right?

Because when we talk to the big incumbent banks, they seem more concerned about the economic outlook. They seem like they are de-risking their loan books.

While you're doing the opposite, right? You're trying to accelerate growth.

Maybe this is the best time to grow, right, when the competition is slowing down. You probably can get very good clients at attractive spreads.

Then the question is, what makes you comfortable to be growing at your loan book at 30% pace when everyone expects the economy to decelerate? How do you think you can maintain this growth once the traditional banks start to accelerate again?

Thank you.

Hi, Mario. This is Xande speaking.

Thank you for your question. There is a lot here, right?

I think that the first thing is about what we call our right to win. We're very well-positioned to grow overall and to expand in the markets we're operating.

Large client base, our brand is getting stronger and stronger as we go, and the products are there. These products, we derive to the next portion of why we believe we can keep growing, which is about the Inter by Design.

We positioned our credit portfolio with those 2/3 in secured lending, 1/3 in unsecured. Within the secured lending, we're talking about Brazil's largest credit markets, which include mortgages and also payroll loans.

All these products are growing, and when we think about mortgages specifically, we see a decline in the balance of savings accounts in Brazil when the poupança-linked mortgages, and this is really good for Inter. We have been originating for more than 10 years mortgages at market-based pricing, and this gives us confidence that we're going to keep on growing both mortgages and home equity as the entire market should derive to a more market-based solution that we believe is a lot more sustainable long-term.

This takes care of mortgages, payroll loans. As Santi mentioned already, having the client base, having the digital experience, and being playing in a market that should achieve between 250 and 300 billion, we should keep on growing.

Credit cards, another point that we have been growing fast and we believe we can stay there. In here, we talk a lot about share of wallet.

We're occupying still a relatively small part of the share of wallet of our customers, and as we improve, as we keep doing all the improvements that we have been doing in underwriting, in growth, in UX, we will keep expanding our penetration. Having said all of this, it's a lot about continuity of good execution, and our team is getting stronger and stronger and will keep on it to sustain these growth levels that we have been seeing.

Very clear, Xande. Thank you very much.

Hi, Leduc. This is Xande speaking.

Thank you for our question. We're very positive on what's been happening in the credit card portfolio.

As we've been evolving on a 360 view. Both credit team getting more and more mature and models getting more and more mature, collections, same thing, and the product team very engaged on making this evolution that we saw in these last periods.

This is the first to say that the ground to keep the good execution is set, and we're very positive on that. When we get on the metrics and the portfolio, we go back to the reshaping that we talked also during the call.

About two quarters ago, we started saying that the percentage of interest-earning portfolio at Inter was asymmetrical as compared to the market. We were at only about 20% interest-earning, and the idea is to expand this.

The result that we see in interest is all about the execution, or the good execution, of the reshaping of the portfolio. We're now at more than 23% interest-earning.

As we execute, we should see this interest-earning portfolio expanding. The good thing about the lessons learned, and you asked about the lessons learned that it's important to explore is, as we increase interest-earning portfolio and we want to get to say 25%, 26%, we're also helping clients.

Before, we didn't have the number of collection products that we have today. As we implement them, we help clients pass through moments where they need more time to pay.

It's truly a win-win for the portfolio, and we'll keep on it to deliver this, let's say, this first goal of interest-earning portfolio at 25%, 26%. Thank you.

About maybe rolling out more cards within your [deck?] ?

Leduc, João is speaking here. On that, I think that Xande was explaining how we are more confident on underwriting more credit cards, and we're doing that.

Also on the other hand, when connecting to Mario Pierry question about the market being not too aggressive in credit underwriting, we always connect that type of question to Inter by Design, where we want to explore more the collateralized credit solutions: private payroll, the receivables for the SME card that is going to roll out next year. On credit card per se, we believe that we are growing in the right pace, to be honest.

We're growing a lot, I'd say, but we don't want to just go all-in on that product. We know that this is the product that get more impacted when the economy is not doing well.

As we always say, we like to produce alpha on our credit portfolio, to try to get away from the beta. Even though the employment might not be doing well next year or whatever interest rate is too high, we don't want to get that exposure.

What we're trying to do at Inter, we're building exposure to credit, as you can see, growing 30% year-over-year, but doing that in a cautious way, a good balance between unsecured and secured, which today is 1/3, 2/3. That's how we want to keep doing ahead.

You should not expect Inter to massively growing our exposure to credit cards going forward. I'd say that we want to compound our portfolio, increase NIMs as Santi mentioned, but without doing unforced errors.

Consumer finance is a segment that we need to be cautious. That's how we've been running the business for the years to come, okay?

these two products together, they are up 20% quarter-over-quarter. I think Leduc was very happy in mentioning interest income, because in the end, I think you are building more provisions, but you are pricing the risk and your interest income is higher.

Given we are in a moment that people are getting a little bit more concerned about asset quality in Brazil, what explained this increase in formation for those two products? Is the private payroll within personal loans?

Is there anything on credit cards? Again, I think João was very clear saying that he's cautious and not the time to be super aggressive on cards.

I would love to understand a little bit the moving parts here on Stage 2 and Stage 3. Thank you.

Hi, Yuri. Santi here.

Starting with Stage 3, you're correct that on a by-product basis, it varies, but it's personal loans category, which includes private payroll, the one that led the growth. It went from 2.1% last quarter to 3.4%.

The remaining ones, including credit cards, were quite stable quarter-over-quarter. The driver was the private payroll, and that's the main one on Stage 2 as well, even more pronounced on Stage 2, given the fact that the tenors, no, of the Stage 2 captures, and the life of a portfolio being a six-month-old portfolio, it's more predominant by now in Stage 2 than Stage 3.

Both drivers are having private payroll. We think that it's going to be hitting more proportionally Stage 3 in the coming quarters and 90-day NPL as well as the portfolio continues to grow in size.

No, thank you, Santi. Regarding the Stage 3 that usually 90 days past due as an absolute figure, the increase on private payroll is because of operational risk is too high and this should be the level?

Because given this a new product, Stage 2 is fine, but I would not be expecting Stage 3 to be a problem for this product right now. It's within the expected losses that we had, nothing out of the ordinary in terms of the expectations.

It's the way we modeled it, Yuri. Differentiating operational risk from credit risk in a product that is very early stage sometimes is a bit blurry.

As we mentioned, we are converging to a high single-digit delinquency level in this product, and with that, the return profile is, as I mentioned in a prior question, north of 30%, it's very accretive for the results.

Thank you, Santi. Clear on your answers and congrats on pricing on those loans.

Thank you.

Thanks.

Hello, everyone. Thanks for the question, and congratulations for very solid results.

My question is regarding the fee business. We were seeing the last couple of quarters a deceleration, especially in these last one, on the growth of the fees.

Can you share a little bit your ideas and the strategy here? There are a lot of investment here in insurance in the international account.

Why do you believe that the growth is slowing down, and how to reaccelerate that? Thank you very much.

Marcelo, João speaking. Thank you for your question.

Santi will deep dive on the numbers and on the KPIs and economics later on, but just to highlight, we have been since, I would say, the launch of our digital account trying to put more and more service business on our platform that will get us more fees, a better fee ratio. We were running between 25% and 30% back then.

What happened is because we're growing more on credit recently due to private payroll, mortgage, and everything that we just discussed on this call, the ratio is lower. There are some one-offs here, Santi will cover, but the thing is, out of our seven verticals, five of them are focused on fees.

We have FX, as we mentioned, Global Account, we have investments, insurance, loyalty, our Loop program, and our Inter Shop. This is something that it's in our DNA, putting new products, and we'll keep doing that, increasing the addressable market for that.

We don't know how our breakdown between fees and NII will behave going forward, because as I mentioned, we're growing fast on NII, but we see still a good opportunity for us to keep running on this 25% range going forward. Again, I'm sure that once some of these verticals get more mature, we believe that this could be a tailwind for us.

Santi will mention about the change between quarter-over-quarter and year-over-year on that metrics, okay? Thank you.

Good morning, Marcelo. Just to complement João, we had two one-offs in the fee side impacting negatively.

One was we shut down IM Design, which is a company that we co-owned, was a graphic design company acquired many, many years ago, and that had an impact of R$15 million in the fee line. As well, another one is the 4966 impact of deferred fees associated with credit of around another R$15 million.

Those two one-offs together would have given us R$30 million of additional NII to make it on an apples-to-apples basis to what we had in the same third quarter of last year, and with that, the growth would have been 7% instead of 1%. It's a line that is growing less than NII.

As we mentioned, NII is growing consistently around 40%, no, the last five quarters we had a growth in that level. Fees is trailing a bit behind that, but we continue to have high hopes on this being a key driver of revenue growth and profitability.

Thank you.

Hi, Neha. Santi here.

Yes, that's quite accurate. If we decompose a bit by line, the biggest component of fees is credit card, and that's highly associated with TPV growth.

As Xande showed, TPV grew 20%, this fee line is growing quite in line with it. An interesting thing to mention is that Inter Shop, our e-commerce platform, has a big part of the monetization now being driven on the NII through buy now, pay later, or crediário, how we call it in Portuguese.

That's a fee driver of NII directly. Then FX is performing very well.

It's still a smaller line, but it's growing very, very high. All of that together, we think in the 20s or around 20% is a fair assumption to have, which is lower than NII, but still it's an important component of our revenue base.

Perfect. Then on the private payroll, we already had a lot of discussion on that, but it seems from your comments that things have been improving, the collateral is still not fully functional, the FGTS collateral has been delayed to next year.

It seems like things are going in the right direction. Have you seen more competition from maybe not the incumbent banks, but from other smaller players become a bit more aggressive if the product seems much more viable than it was six months ago?

Hi, Neha. This is Alex speaking, and thank you for our question.

Talking about the payroll loans, looking at the product as a whole, we're very happy with what we're seeing from any angle we look at. From the capacity of underwriting more, we're happy.

We're growing underwriting, we're doing evolutions in our credit model and our credit policies, and this has been driving increased underwriting volumes day after day. Very happy there.

From a collections standpoint, we're also seeing improvements. As Santi mentioned, we should converge longer-term to high single digits, which is much better than what we initially forecasted or how we initially calculated the profitability of the product, that as we mentioned before, we had a scenario of up to 15%, and now we're looking at long-term high single digits, much lower, much higher ROE.

From a competitive standpoint, we don't see any concerns yet. As we mentioned also earlier, we're talking about the 250 to 300 billion potential portfolio that today is running close to 90 billion, a lot of expansion to happen.

The idea now and the idea in the upcoming quarters is to keep absorbing as much demand as we can. On a static basis, the market share is at 2.1, but on an underwriting basis, we're executing at a much higher percentage of market share, probably getting close to the 10% range of market share, and we'll keep on it.

João will follow up also on the question, Neha.

Hi, Neha. João speaking.

Just more of a high-level view in terms of competition, as you asked. We see Inter in a sweet spot in terms of competing in Brazil.

We have elements that the incumbents they do have, such as a massive number of clients, all the products. We do have elements that only the fintech players have, such as digital distribution, good NPS, good service.

Also we have elements that the incumbent banks they do have and the fintechs they don't have, which is a very good cost of funding. When you combine all of that, and I really think that we are in a sweet spot between the incumbents and between the fintech players in order on the north of 30% a year-over-year.

Again, we have been building this platform for many, many years to be in that position. We started from the beginning, from the basics of a good banking approach.

We started having the clients, we started doing the digital distribution, we start to bring very good deposits base. We have all that in place.

I don't see competition as a issue, as I mentioned. Again, just to repeat, we are in a position to keep producing alpha in terms of credit underwriting and not just to follow the market, to follow the trends.

Last but not least, when we think about the incumbent banks that they have already a huge market share on most of the products out there on the credit products, we still have small market share on that products. When we connect that to our market share on Pix, which is about 8.5%, we do see our clients will be flowing to the credit products with us soon.

We are very excited with the future ahead, and we don't think that competition between the digital players will be a headwind for us going forward. Thank you.

Thank you so much, team, and a very interesting performance in terms of net ads and the deposit growth, which will help you maintain that funding edge that you mentioned. Thank you so much.

Thank you, Rafaela. Thank you, everyone, for being with us for this last hour.

I like also to thank our employees. We have a very good team working hard every day to put Inter ahead of the competition, to drive us to the next chapter.

Thank you for all the shareholders that have been support us since 2018 when we listed the company. Hope to see you in a few months, for us to discuss the 4Q results.

Thank you very much, and have a good day. Bye-bye.