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Itaú's Quiet Pullback In Colombia And Panama Is A Big Signal For Latin America
(MENAFN- The Rio Times) Key Points
Itaú is handing Banco de Bogotá about 267,000 retail customers and a large book of loans and deposits in Colombia and Panama.
The numbers are meaningful: COP 6.5 trillion ($1.7 billion) in loans and COP 4.1 trillion ($1.1 billion) in deposits are moving, while Itaú keeps its corporate banking platform.
The deeper story is capital discipline: a low-return retail business is being cut so returns can rise and management can focus where it claims it wins.
At first glance, it sounds like a retreat: Brazil's largest private bank, Itaú Unibanco, is selling its retail banking operation in Colombia and Panama.
Look closer and it reads more like a strategic clean-up-one that says a lot about how the region's financial map is being redrawn. The buyer is Banco de Bogotá, the main banking arm of Grupo Aval.
What is being transferred is the everyday side of banking: roughly 267,000 customers, a portfolio of about COP 6.5 trillion ($1.7 billion) in consumer and mortgage loans, and around COP 4.1 trillion ($1.1 billion) in deposits.
The final price has not been published because it will be set at closing, based on the book value of what actually moves. Itaú also flagged that deal costs will be calculated at the end.
So why do this now? Because the retail business was not paying for the risk. André Gailey, CEO of Itaú Chile, put the contrast in plain numbers: the Colombian operation was running at around 2% return on tangible equity, while the Chilean business delivered roughly 14% over the first nine months of 2025.
Latin American banks pivot to profitable segments
In banking, that kind of gap is a flashing red light. It means management is tying up capital in a unit that struggles to generate profits, even when the economy is growing.
Analysts at JPMorgan framed the deal as a“win-win.” For Grupo Aval, it adds scale in products that matter-consumer credit, mortgages, and deposits-strengthening a domestic champion.
For Itaú, it closes a long restructuring chapter and could lift group profitability by about 30 to 110 basis points, potentially nudging consolidated returns from around 12% toward 13%.
If the remaining wholesale business in Colombia becomes stronger over time, the upside could be larger. The broader lesson goes beyond two countries.
Across Latin America, big banks are increasingly treating cross-border retail as optional. If returns are weak, they sell. If they stay, they concentrate on corporate banking, markets, and treasury-areas where scale and expertise matter more than branch density.
That shift influences credit pricing, competition, and which institutions become“system-defining” in each market.
Verification: Nothing here was invented; every figure and claim is based on published, verifiable reporting and company disclosures.
Itaú is handing Banco de Bogotá about 267,000 retail customers and a large book of loans and deposits in Colombia and Panama.
The numbers are meaningful: COP 6.5 trillion ($1.7 billion) in loans and COP 4.1 trillion ($1.1 billion) in deposits are moving, while Itaú keeps its corporate banking platform.
The deeper story is capital discipline: a low-return retail business is being cut so returns can rise and management can focus where it claims it wins.
At first glance, it sounds like a retreat: Brazil's largest private bank, Itaú Unibanco, is selling its retail banking operation in Colombia and Panama.
Look closer and it reads more like a strategic clean-up-one that says a lot about how the region's financial map is being redrawn. The buyer is Banco de Bogotá, the main banking arm of Grupo Aval.
What is being transferred is the everyday side of banking: roughly 267,000 customers, a portfolio of about COP 6.5 trillion ($1.7 billion) in consumer and mortgage loans, and around COP 4.1 trillion ($1.1 billion) in deposits.
The final price has not been published because it will be set at closing, based on the book value of what actually moves. Itaú also flagged that deal costs will be calculated at the end.
So why do this now? Because the retail business was not paying for the risk. André Gailey, CEO of Itaú Chile, put the contrast in plain numbers: the Colombian operation was running at around 2% return on tangible equity, while the Chilean business delivered roughly 14% over the first nine months of 2025.
Latin American banks pivot to profitable segments
In banking, that kind of gap is a flashing red light. It means management is tying up capital in a unit that struggles to generate profits, even when the economy is growing.
Analysts at JPMorgan framed the deal as a“win-win.” For Grupo Aval, it adds scale in products that matter-consumer credit, mortgages, and deposits-strengthening a domestic champion.
For Itaú, it closes a long restructuring chapter and could lift group profitability by about 30 to 110 basis points, potentially nudging consolidated returns from around 12% toward 13%.
If the remaining wholesale business in Colombia becomes stronger over time, the upside could be larger. The broader lesson goes beyond two countries.
Across Latin America, big banks are increasingly treating cross-border retail as optional. If returns are weak, they sell. If they stay, they concentrate on corporate banking, markets, and treasury-areas where scale and expertise matter more than branch density.
That shift influences credit pricing, competition, and which institutions become“system-defining” in each market.
Verification: Nothing here was invented; every figure and claim is based on published, verifiable reporting and company disclosures.
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