Inca Investments

Inca Investments

Carlos Rodriguez-Pastor founded Inca Investments in the early 1990s to house personal and family capital as he engineered the turnaround of Peru's financial sector following the hyperinflation crisis. The wealth originates from the Intercorp conglomerate, which Rodriguez-Pastor assembled starting with the 1994 acquisition of Banco Internacional del Perú. Intercorp now spans banking (Interbank), insurance (Interseguro), retail (InRetail, which controls Supermercados Peruanos and the largest pharmacy chain in the country), education (Innova Schools, Universidad del Pacífico partnership), and healthcare. Inca Investments sits adjacent to, and sometimes co-deploys with, the Intercorp operating companies. The firm's investment strategy centers on direct control and minority stakes in businesses that benefit from Peru's emerging consumer class. Asset-class exposure includes private equity, real estate, and credit — often through Intercorp's operating subsidiaries or sector-specific holding companies. Known portfolio exposures include the InRetail platform (NYSE-listed, comprising supermarkets, pharmacies, and shopping malls), Plural in the Chilean pension tech space, and the Intercorp Financial Services holding. Geographic focus is predominantly Peru, with selective expansion into Colombia and Chile, mirroring Intercorp's regional retail and financial services push. Stage coverage skews heavily toward mature, cash-flowing businesses, though the family has seeded earlier-stage fintech and edtech holdings through Intercorp's venture vehicle, Intercorp Ventures. Inca operates out of Lima with no known additional international offices. The professional headcount is undisclosed, though the larger Intercorp ecosystem employs over 80,000. Philanthropic efforts run through the Rodriguez-Pastor family foundation, which focuses on education via the Innova Schools network — a separate legal structure from Inca Investments. The firm does not publicly market itself as a capital allocator; its activity surfaces primarily through Intercorp's public filings and the family's visible role in Peruvian economic policy discussions. What distinguishes Inca Investments from a conventional family office is its entanglement with an actively managed, public-company-rich conglomerate that generates deal flow. Rodriguez-Pastor does not wait for inbound pitch decks; deal origination runs through Intercorp's business development teams and the family's relationships in Lima's tightly held business networks. This hybrid architecture — part family office, part conglomerate treasury — gives Inca first refusal on assets that complement Intercorp's existing infrastructure, effectively turning scale into a permanent sourcing advantage.