Eduardo Peralta
Strategy and overall leadership. Sets the firm's direction and manages relationships with investors and allocators.
We believe there is a significant difference between square meters, which live in the real world of streets and avenues, and bits of information, which are born from Excel spreadsheets and Business Plan files. We embrace our mission to connect these two worlds and, to do so, we took the path most others take in reverse. Our story is told through decades of combined real estate development — with our own capital or representing the interests of third parties — and we take pride in having invested every one of those years personally present on construction sites, in launch showrooms or at the development drawing board.
Our new journey, now under the name Dagaz, is a continuation but also a transformation. We are still real estate developers, but we have now reshaped our house to welcome investors — guests invited to join us on this journey we are so passionate about. We prepared for this, because our mission now includes allocating third-party capital into assets that generate returns for investors and bring a positive impact to society, managing risks, communicating with transparency and ensuring the unconditional alignment of the interests of all stakeholders.
Our values don't shift with the wind. We believe it takes Courage to undertake, Temperance to manage risk, Justice to honor our commitments and Wisdom as the instrument of reason.
Values can be just words on a wall, and they evolve into Virtues when practiced every day. That is how we use discipline. You have to be obsessive and unbending about your values for them to mature and become Virtues.
Culture is not something you can create. It is born from the "tone at the top" — from how leadership acts day to day, setting how Dagaz solves the problems that arise. The greatest legacy of Dagaz is to produce a culture we can be proud of.
Strategy and overall leadership. Sets the firm's direction and manages relationships with investors and allocators.
Portfolio management, investment decisions and relationships with distribution channels.
Risk control, monitoring and mitigation. Independent from the portfolio management desk.
Compliance, anti-money laundering and counter-terrorism financing. Regulatory framework.
Operations, infrastructure and processes. Cross-functional support across all areas.
| Document | Category | Version | Updated | |
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Reference Form
Required by CVM Resolution No. 21.
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CVM | v 2026-03 | Mar 12, 2026 | PDF · 1.8mb ↓ |
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Code of Ethics
Principles and duties of employees and partners.
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Governance | v 2026-01 | Jan 15, 2026 | PDF · 280kb ↓ |
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Risk Management Policy
Identification, measurement and mitigation of risks.
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Policy | v 2026-01 | Jan 15, 2026 | PDF · 640kb ↓ |
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Anti-Money Laundering Policy
AML/CFT — controls and responsibilities.
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Policy | v 2026-01 | Jan 15, 2026 | PDF · 1.2mb ↓ |
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Liquidity Risk Policy
Monitoring and control of liquidity risk.
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Policy | v 2026-01 | Jan 15, 2026 | PDF · 420kb ↓ |