Revenue of R$2.5 billion in two years. To reach this figure, projected for 2025, Porto Serviço's main driver was the ecosystem of the Porto group, where it originated at the end of 2023 as an arm for offering residential and automotive services , a large portion of which were emergency services.
The holding company's aquarium of over 18 million customers was not, however, the only source of this growth. Little by little, through partnerships, the company has been creating other avenues – and a life of its own – outside of this environment. And now, it is definitively turning the page to advance fully into the so-called "open sea."
This strategy starts with a new business model: forging partnerships with administrators of residential and commercial condominiums , as well as shopping centers . Considering only the first aspect, this represents an addressable market of R$ 4.5 billion.
In the portfolio, the line designed to enter these new spaces is called Casa em Dia (Home in Order). Launched a month ago, it allows any client to hire a professional from the Porto Serviço network to provide a range of services in a single visit, on the day and time of their preference.
“Now, we are starting to be able to serve diverse audiences,” says Lene Araújo , CEO of Porto Serviço, to NeoFeed . “And according to what the client needs, not what we idealize. They will choose what and when to hire. That is the paradigm shift.”
In this context, Luiz Nunes, director of digital business and technology at Porto Serviço, brings up another piece of data that could change the course of events for the company: in condominiums, the frequency of service contracts is 4.5 times a year.
“This is our big bet,” says Nunes. “We are looking for clients who are not from Porto and we are going to go to market in arenas where the group has not yet arrived. With this, we become a strategic acquisition arm, including for this ecosystem.”
If, in this shift, the main appeals for customers are convenience and personalization, for partners, the argument is the use of the platform to attract and retain residents, shopkeepers, and tenants. In addition to cashbacks for their businesses, through maintenance services at their facilities.
“The resident sees that, in case of any problem, whether at the gym or in another area, there is quickly a service provider to solve it,” says Araújo. “So, this creates a retention rate. It’s a win-win situation within this ecosystem.”
With these hooks, Porto Serviço already has two major partnerships that are being used as pilot projects for this model, initially in Rio de Janeiro. The first involves the Downtown shopping mall, which houses around three thousand retailers, and where the company itself will have a point of sale.
“This has a viral effect. Because inside the mall there are shopkeepers, franchise owners, and owners of commercial spaces,” says Nunes. “And these people can take us to other condominiums, malls, and even to their homes. It’s a super low acquisition cost and a scale that I wouldn’t have just in the digital world.”
The second partnership is with BCF, an administrator that, according to the director, is making available a portfolio of hundreds of condominiums in Rio de Janeiro, totaling 35,000 properties.
“Imagine the potential for recurring revenue if we close deals with three or four players in the sector,” says Nunes. To give an idea of what is at stake, he says that, in condominiums alone, the addressable market is R$ 4.5 billion, within a total potential market of R$ 40 billion for Porto Serviço.
Next steps
After the Rio de Janeiro market, the second destination will be São Paulo, where the company is already in negotiations with an administrator. Plans also include gradually expanding the services available at Casa em Dia.
In this launch, the platform includes electrical, plumbing, fastening, and drain cleaning services. In line with the advancement of the operation's digital channels, contracting is done through the company's e-commerce platform or app. The price varies according to the services chosen by the customer.
Today, Porto Serviço's complete portfolio includes more than 70 offerings. And to add even more options to Casa em Dia's menu, the company is already mapping professionals capable of performing a range of related services.
Currently, the company's network consists of 13,500 service providers, of which 4,000 are already included in this new product line launch.
The use of artificial intelligence to help customers assemble their packages is another feature about to be implemented. One of the main steps on the radar, however, is offering Casa em Dia on a subscription model, a format already adopted in other lines of the portfolio since the end of 2025.
With all these efforts, the objective is clear. "Our thesis is to convert this client into a subscriber with a high LTV (lifetime value)," says Nunes. "Once they become my subscriber, they can stay in my database for many years. And if they move or buy another property, they can take us with them."
In the process of realizing this thesis, the new platform and partnerships with condominiums and shopping centers are seen as the ideal shortcut to combine economies of scale and recurring revenue with speed and personalization, while simultaneously reducing customer acquisition costs.
“I can’t know what each resident needs in a condominium at any given moment. For that, I need to have a product where they can put together their own package,” says Nunes.
At the same time, he emphasizes that, based on the identification of common demands in the ventures, the idea is to create, in a second stage, specific service packages according to the profile of each venture.
“I can take Casa em Dia, configure it to meet the needs of a condominium or shopping mall, give this family of products a name, price it, and put it on the shelf,” he explains. “At the end of the day, it becomes a chassis for platforms.”
In addition to condominiums and shopping malls, this horizon includes the prospect of creating, in the short term, lines dedicated to segments such as vacation homes and retirement homes, as well as for the automotive sector.
This diversification stems from the very origins of Porto Serviço. Along with Porto Bank and Porto Saúde, the creation of the company was a direct result of Porto Seguro's strategy of distributing its businesses into new product categories and giving these operations more autonomy.
The results achieved so far by this strategy were highlighted in a BTG Pactual report on the consolidated year of 2025. The bank emphasized the growing importance of the three companies in the holding company's results.
"Overall, diversification played a key role throughout 2025. All verticals presented a ROAE of over 23% per year, and the combined contribution of Porto Saúde, Porto Bank, and Porto Serviço reached 49% of the period's profit," the bank pointed out.
Porto ended last year with a net profit of R$ 3.38 billion, representing a growth of 27.8% over the result reported in 2024. The group's total revenue for the period increased by 11.2%, to R$ 41 billion.
