Campaign sold nearly 89,000 consortium shares, with transactions processed in real time through the NewCon platform

A nationwide campaign carried out by Sicoob in June 2026 reached 88,794 consortium shares sold in just 12 days, generating R$13.2 billion in credit volume. The scale of the result becomes even more significant when compared with Sicoob’s existing operation: in less than two weeks, the volume sold was equivalent to approximately 18% of its base nearly 490,000 active consortium shares before the campaign.

Behind these numbers was an operation that needed to keep pace with sales. With each new contract, the transaction had to be processed, the share allocated, the consortium group assigned, the operation registered and the automatic debit processed from the member’s account — all in real time.

There was anot of her important factor: for those on the front line, all this complexity needed to remain virtually invisible.

Across Sicoob’s more than 4,700 branches, employees continued to make sales directly through Sisbr’s back-office environment, a platform already part of their daily routine. Through digital channels, members were also able to simulate and purchase consortium plans independently, without leaving Sicoob’s ecosystem.

This was made possible by the native integration between Sicoob’s Financial Services Platform and NewCon, Evertec’s consortium management platform responsible for processing the transactions.

“This campaign reflects the potential of the cooperative model when combined with the right technology and a truly competitive value proposition. The result was only possible through the combination of the strength of our service network, with more than 4,700 service locations across the country, the integration of Sicoob’s technology platform (Sisbr) with NewCon, and a technology infrastructure prepared to operate at scale.”
— Marcos Vinicius Viana Borges, Director of Operations at Sicoob

Before the campaign began

An operation of this scale began taking shape well before the first consortium share was sold.

Sicoob and Evertec worked together to prepare the environment, aligning on expected volumes and the performance requirements needed to support the campaign. Throughout the 12 days, a dedicated team continuously monitored platform indicators to ensure stability and performance.

As sales increased, the underlying structure also had to keep pace with demand. Some consortium groups, initially designed for approximately 1,000 participants, were expanded to accommodate up to 2,500. NewCon handled the adjustment without affecting the member experience.

“Our responsibility was to ensure that NewCon’s integration with Sicoob’s technology platform could support every sale securely and process transactions in real time, regardless of volume. NewCon was prepared to operate at this scale and deliver the performance required for a campaign of this magnitude.”
— Luciana Precaro, Director of Consortia at Evertec

When scale translates into results

By the end of the 12-day campaign, its impact was clear. The nearly 89,000 new shares represented growth equivalent to approximately 18% of Sicoob’s base of around 490,000 active consortium shares before the campaign.

Brazilian-made vehicles led in number of sales, with 47,552 shares and approximately R$4 billion in credit volume. Real estate, meanwhile, accounted for the largest financial volume, with 21,313 shares and more than R$7 billion in credit. Truck consortia also played a significant role, with 5,294 shares representing R$1.94 billion.

The campaign had nationwide reach, reflecting the breadth of Sicoob’s network. Minas Gerais accounted for 37% of sales, with 32,882 shares, while São Paulo represented another 14%, with 12,479. Together, the two states accounted for approximately half of all sales recorded during the period.

But the results went beyond the volume achieved. Throughout the campaign, employees were able to continue working within the environments they already knew, members could also purchase consortium plans through digital channels and, behind the scenes, the technology scaled with the operation without becoming a barrier to the business.