Of course, when you develop a strategic plan, your plan is not static that you stick to it and do only that. No, the initiatives are reviewed. We may include new initiatives over time and also adjust whatever is or may not be working out as expected. So we entered into this execution process, which is the toughest, but it’s decisive for us to be able to deliver what we expect to deliver in our structure, and I’ll detail this execution process. Allow me to say that the plan is dense, it’s ambitious. And we can’t, in one screenshot talk about the entire Brazilian market. I have here overall lines to discuss with you because this is the basis for what we’re doing. You’re going to see our starting point. So far as the Brazilian market, I don’t have to tell you, it’s one of the most resilient profitable markets in the world with good returns.
The second point, the market represented according to our measures, 1.3 trillion in post-risk revenues in 2023, with approximately 30% to 40% of this revenue coming from mass retail, where we have extensive penetration. But of course, the main challenge of mass retail is the cost to serve. And here, there is still some medium income share. SMEs represented nearly 15% of the Brazilian market’s total revenues. And our expectation for this segment is that it should double in value in five years. Bradesco maintaining its leadership position with 1.7 million clients and the largest loan portfolio with approximately JPY 100 billion in revenue. And if we get this according to the Centrobank classification and Bradesco is one of the largest portfolios of affluent clients, prime clients, and close to private clients.
And we have 1.7 million clients. Of course, here, there’s an opportunity for us to expand our share of wallet. Why am I bringing this customer base to you? I think it was never disclosed to the market. It’s simple. We’ve received many questions. How are you going to compete in high income if you’re not in? How are you going to penetrate just bring these clients in? We’re not going to bring the clients in. They’re already here. What we have to do is to improve our value proposition and our share of wallet. [indiscernible] is the anchor for possibility as well. So of course, I’m going to give you some very important figures during this presentation. What we’ve seen in this diagnosis, of course, the fintechs are beginning to grow, but they don’t respond or even 3%.
The main players are the incumbent banks, both in individual and corporate loans, and we have the opportunity to improve our credit structure. That’s what we’ve been doing as well as improve our modeling using more transactional data that we have. We have plenty of data in Bradesco as well as generative AI. The organizational structure, I’m going to talk a little bit more about this because this is very important to us. Here we’ve already changed the disclose organizational structure in our diagnosis was complex with excessive layers, unbalanced spend. We need to admit it, right, what we had to improve, and that increases decision-making time and of course, also makes plans orientation difficult. We’ve already changed, and I will talk about this organizational structure in a minute.
Investments in technology. Here with [indiscernible], we saw that we clearly invest the same amount the other incumbent banks invest in technology. However, we’ve been working on an IT transformation, migrating to the cloud, but we could. And actually, we can accelerate this migration to the cloud before that deadline that we had expected, and we can also gain in our time to market. That’s what we saw. I really looked at this diagnosis with our IT team and the consulting company because I had doubts about this increase in productivity that could be a driver for time to market. And what we have to do is to effectively transform outsourced personnel into bank employees so that we can gain productivity, and that’s what we’re going to do, hiring 3 or 4,000 employees technology department but replacing with third parties.
So it’s not a matter of cost. It’s the way of doing it. And finally, we have a series of strengths with more than 71 million customers, and we are not or leader in all customer segments as we’re going to see. This snapshot tells you a little bit about our ambitions without getting into too many details. You can read it later, but we are either leaders or top three in all major five segments. So our ambition is to get from that market share that you see of 14% for loans. I’m talking about the expanded portfolio here in Brazil to a share between 15% and 19% within five years by 2028, increase our SME client base going from 1.7 million to this figure here on the screen, reducing our operating efficiency ratio to around 8% in up to five: years.
That’s the goal that we have set for this plan. Just to mention briefly this box here at the bottom. Maybe one of the main objectives of this plan, it is actually the main objective of this plan is to increase profitability, returns, deliver more ROE, but not in the next quarter, not only in 2028 but throughout this period, during these five years, quarter after quarter, step by step. That’s our objective here.And to summarize, where are we starting from? That was the beginning of a very important debate for us. We’re not building a new bank. There’s no silver bullet here. We are reorganizing our bank to make it more competitive. But look, the starting point for Bradesco is high. Whatever way you look at it, we had NPL problems we did. Are we going to pay for this?
We are, we’re paying, that’s fine. We’re going to pay. We’re going to turn it around, and we’re going to increase profitability over time. So we are leaders in SME, as I said, top two corporate and middle, top two private banking in Brazil, top two in the affluent market, as I mentioned. We’re one of the leaders in retail with more than 60 million clients, almost 30 million account holders in this mass retail base. We have the largest bank response in Brazil, Bradesco Expresso. We had important deliveries in the end of the year, combining eight platforms, more than 38 points thousands of points, and that’s the key for our turnaround in the service model, the reduction of the cost to serve, and the penetration of this retail segment. We have completeness of offers connected to payments.
