Oikos

Oikos

Oikos sits in São Paulo as a multi-family office built around four pillars: independence, consolidation, connections, and management excellence. The firm does not disclose a founding year, but its public mark began in 2022 following the entry of a branch of the Zarzur family — a name tied to Brazilian industrial and real-estate wealth — who became partners and joined the strategic council alongside Antonio Grisi. The recorded entity, Oikos Wealth Management, positions itself as a treasury for families, entrepreneurs, and investors seeking alignment without embedded product conflicts. Deployment crosses onshore and offshore management, consolidated reporting, and direct co-investments. The firm participates in early-stage venture rounds: it joined a seed money raise of R$4.5 million alongside three other investors for an undisclosed startup, and it co-invested in the Series A of Payface, a facial-recognition startup, in a round led by BTG Pactual's fund. In listed-product innovation, Oikos Capital — the group's asset management unit — partnered with fintech Nagro to launch the Nagro Oikos Fiagro, a R$200 million credit fund targeting small and medium rural producers across more than 60 crops nationwide. The geographic focus is predominantly Brazil, though offshore structures extend the mandate to international holdings for client families. The partnership lists six named partners — Rafael Medeiros, Renato Mendes, Fernanda Raimo, Eduardo Ruske, Antonio Grisi, and Marcio Zarzur — and the firm states it has over 45 professionals. The team doubled headcount inside three years, a reflection of the fragmentation among Brazilian wealth managers that Raimo has publicly noted: "You can no longer solve everything in one structure." No adjacent philanthropic foundation or club membership is disclosed, but the deliberate mix of old-economy capital and technology founders functions as an internal network for deal flow and co-investment. Oikos structures itself as a partnership without conflict of interest, a feature that distinguishes it from the private-banking platforms and large wirehouses that dominate Brazilian wealth management. The dual composition of its strategic council — one seat held by a legacy industrialist, another by an operating partner — formalizes the thesis that families across vintages of wealth need shared governance rather than separate silos. This embedded connection between capital formed in traditional industries and capital created in venture-backed technology is the architecture the firm sells to prospective families.