Ável Investimentos was founded in 2019 in Porto Alegre with a proposition that was unusual for the investment advisory market at the time: to grow through digital marketing. Seven years later, the firm has over R$ 15 billion under management, has become a partner of XP , and now aims for an ambitious goal: to reach R$ 100 billion by 2030.

From the start, Ável opted for a model distinct from traditional consultancies. Instead of inheriting portfolios or relying on personal networks, the company decided to attract clients based on interest, using digital content, paid traffic, and financial education as entry points.

“Our hypothesis was that people would be able to trust digital marketing and video conferencing, and that proved to be true. We grew throughout Brazil in this way,” says Marcelo Cincão, founding partner of the Ável group, on Wealth Point , a NeoFeed program.

This same rationale was applied to the training of consultants. Instead of recruiting already established professionals, Ável began hiring young talent from good universities and compensated for the lack of a network of contacts by generating leads. The result was the creation of an internal training machine.

Growth up to this point has been entirely organic. But, according to Cincão, that stage is behind us. Now, to achieve the ambitious goal of reaching R$ 100 billion by 2030, it's necessary to go further.

To reach that level so quickly, the strategy will need to change. "What got us here won't get us there. And we understand that now the acquisition market makes more sense," he says.

The founder's interpretation is that the current environment of high interest rates and lower multiples creates a favorable window for inorganic movements, something that did not exist when the industry operated with the Selic rate at 2% and valuations were stretched.

Alongside its growth in advisory services, Ável began structuring new areas of operation. In 2025, the company reorganized its operations under a group concept and launched an investment consulting vertical, in addition to strengthening its financial planning area. The idea is to serve clients at different stages of their asset management journey, going beyond simply recommending products.

New verticals are not ruled out, but they are not part of an automatic expansion plan. Even so, 2025 and 2026 should mark a period of experimentation, both in new business models and in technology.