Change in Ultravioleta cashback eliminates 200% CDI gain and focuses on travel benefits

The rewards dynamics of the premium card of the largest digital bank in América Latina underwent a structural transformation that changed the perception of value on the part of its most loyal users. The functionality that allowed automatic multiplication of amounts received back from purchases, with a rate of 200% of Certificado of Depósito Interbancário (CDI), has been discontinued. Esta characteristic, which differentiated the product in the competitive high-income segment, stopped operating for new income since the end of September 2025, consolidating a new phase for the financial institution in 2026.

The adjustment to the financial product guidelines marks an inflection point in the company’s strategy, which chose to dissociate the cashback benefit from a passive investment tool. Anteriormente, the accumulated balance grew daily at a higher rate than most traditional fixed income applications, which encouraged customers to keep funds in a specific card account. With the new rule in force, the accumulated amount remains available for use or redemption, but is no longer subject to compound interest or automatic monetary correction, requiring more active management on the part of holders.

End of automatic profitability and direct impact

The contractual change made directly impacted the liquidity and financial planning of thousands of customers who used the Ultravioleta card as a hybrid consumption and savings tool. Até the cut-off date, the business model allowed the 1% return on purchases to be transformed into a profitable asset, surpassing inflation and offering real gains without significant market risk. The elimination of this profitability forced users to rethink the destination of these resources, since leaving money in the cashback balance started to mean a gradual loss of purchasing power in the face of inflation.

For the consumer, the change represented the end of one of the most praised mechanics in the fintech sector. The simplicity of seeing your balance grow without the need to make contributions or choose investment products was a great attraction. Agora, to obtain similar returns, the customer needs to redeem the amount to the current account and manually apply it to other financial products, such as CDBs or investment funds, which do not always offer the same promotional rate of 200% of the CDI with immediate liquidity that the card provided.

The measure also raised debates about the stability of offers in digital banks. The transition to the new model was announced as definitive, and the balances that had already yielded until the deadline were preserved, but frozen in terms of new earnings. Isso generated a rush by some investors to liquidate the cashback balance and reallocate it to brokers or other institutions that offer competitive rates, changing the flow of capital within the institution’s own ecosystem.

New strategy focused on usage and travel

The central justification for the review of benefits lies in the strategic repositioning of the brand, which seeks to align the Ultravioleta card with a consumption profile focused on experiences and lifestyle, to the detriment of passive capital accumulation. The financial institution identified that encouraging the use of cashback for new purchases, paying invoices or exchanging for miles generates greater engagement with the service ecosystem than simply maintaining amounts in the account. The objective is to transform the card into a facilitator of travel and exclusive access.

Within this new perspective, the digital bank reinforced partnerships and features that serve the traveling public. The bet is that the convenience of services linked to the dollar and the euro, together with the ease of use on international territory, will compensate for the loss of direct financial profitability. The company understands that high-income customers value fluidity in transactions and the reduction of bureaucracy during leisure time as much as, or even more than, the strict financial return of an invested cashback.

This move follows a global trend where premium cards are trying to move away from interest rate wars to focus on concierge services, robust insurance and digital integration. By removing the operational cost of paying 200% of the CDI on parked balances, fintech frees up capital to invest in other technology fronts and expansion of global services, trying to maintain the long-term sustainability of the product in a challenging economic scenario.

Preserved benefits and current structure

Despite the removal of the cashback investment component, the Ultravioleta card maintains a robust benefits structure to try to retain its customer base. The value proposition continues to focus on exemption from annual fees for monthly expenses or investment volume, in addition to a series of practical advantages for daily life and international travel. The benefits curation was designed to cover the needs of an audience that moves between currencies and borders frequently.

Among the main features that remain active in the card portfolio, essential items for financial management and user comfort stand out:

– Cashback instant 1.25% on all purchases in the credit function;

– Acesso free and unlimited VIP lounges at selected airports and discounts at partner networks;

– Integrated global Conta with balance in dollars and euros, facilitating currency conversion with reduced rates;

– Emissão virtual chip (eSIM) with internet data for use abroad at no additional cost in several countries;

– Transferência points for airline mileage programs with competitive parity.

The maintenance of these advantages suggests that the institution does not intend to abandon the segment, but rather to refine the profile of the ideal user: someone who actively uses the card as a main means of payment and takes advantage of the added services, instead of just using it as a passive profitability tool. The global account, in particular, has been a major marketing focus, positioning the bank as a complete solution for international financial life.

Market reaction and competitive landscape

Consumer reaction to the change was mixed, with a significant portion expressing discontent on social media and consumer advocacy platforms. The perception of a breach of expectations was the focal point of criticism, especially from those who subscribed to the card specifically because of the promise of differentiated long-term income. Confidence in the perpetuity of the benefits offered by digital banks was called into question, leading many to reevaluate their loyalty to the institution.

In the competitive scenario of 2026, with the current minimum wage set at R$1,621 and constant inflationary pressure, the search for purchasing power protection is a priority. Outros banks and digital wallets observed the market leader’s movement and began to adjust their own offers, some trying to capture dissatisfied customers with temporary profitability promotions, while others followed the path of reducing costs and benefits.

Financial sector experts point out that the era of “super benefits” subsidized by the accelerated growth of fintechs may be coming to an end. The focus now is on the profitability of the operation and the offering of sustainable products. Para the consumer, this means the need for constant research and the willingness to migrate between financial institutions as the rules of the game change, always looking for the combination that best meets their credit, investment and banking services needs.