Alán Ricardo Aguirre Ibarra is one of the most influential figures in the Mexican table grape industry. As a founder of one of the country’s largest growers, Sonora-based Grupo Alta, he has played a pivotal role in transforming Mexico into a key supplier of premium grapes to North America and beyond.
Established in 1991 by Aguirre Ibarra, his late brother-in-law Carlos Bon Echavarria and late father-in-law Enrique Camou Mendoza, Grupo Alta now has more than 3,000 hectares of table grapes under cultivation, of which approximately 2,500 hectares are in production. It also markets grapes from numerous grower partners in Mexico, Chile and Peru, and grows some vegetables including cucumbers, tomatoes and pecans. The company also used to be the region’s main watermelon supplier. Under Aguirre’s leadership, the company has been at the forefront of varietal innovation, sustainability, and strategic market expansion.
Grupo Alta’s commercial arm in the U.S., Divine Flavor, was launched to strengthen retailer relationships and ensure a seamless supply chain. The company is a family-driven enterprise, with Aguirre’s son, Alan Aguirre Camou, serving as chief marketing officer. Key figures such as Carlos Bon, son of one of the co-founders, play integral roles in maintaining the company’s industry presence, with Bon serving as senior vice president of sales.
Carlos’ brothers, Daniel and David, have also been key movers in the growth of both Divine Flavor and Grupo Alta throughout the years. Their combined vision has shaped a company that prioritizes quality, innovation, and social responsibility.
Aguirre is enthusiastic about Grupo Alta’s commitment to its workforce. Community is evident through its long-standing social initiatives, particularly Fundación Alta, which was founded in 1995 to provide agricultural workers with better access to healthcare and education, and to improve overall working conditions. Social responsibility is also a cornerstone of Divine Flavor’s brand identity, reinforcing the company’s belief that producing high-quality grapes must go hand in hand with ethical and sustainable farming practices.
In a move that underscores its ambition to become a year-round grape supplier, Grupo Alta announced in 2024 that it would begin sourcing grapes from California, allowing the company to extend its supply window beyond the traditional Latin American growing seasons.
In this interview, Aguirre discusses the evolution of the Mexican grape industry, Grupo Alta’s expansion into new growing regions such as Jalisco, the role of emerging grape varieties in enhancing quality and efficiency, and the challenges of navigating a highly competitive global market. He also reflects on the importance of long-term partnerships with retailers and how Grupo Alta is positioning itself for the future amid shifting consumer demands and climate challenges.
Reflecting on your time in the industry, what are the biggest changes you have witnessed in the Mexican grape sector? Did you ever expect the industry to grow to the size it is today?
One of the biggest changes I’ve seen is the growth of grape production in Mexico over the last 30-plus years. When we first started, grape exports from Mexico were roughly 8 million boxes. Now, it’s approximately between 24 and 25 million. I never expected the sector to grow the way it has today. It was always my dream to see the country blossom with its agricultural commodities, and looking at this present day, my dream has not only come true, but the reality has exceeded my expectations.
Another significant change was when the industry implemented marketing agreements for grapes imported into the U.S. I believe this was a necessary component, which forced grape producers to become better growers.
How has Mexico’s table grape industry evolved over the years?
Mexico has transformed from being a “window filler,” in a sense. In the past, quality was secondary as we were harvesting grapes at a time when there were no grapes being harvested elsewhere. We transformed into a high-quality grape producer with the help of technologies, varietal development, but more than anything, with a mindset change, where we pushed ourselves to improve and reach a point where we are now proud of the product we bring to the market. In our case, and the case of many other growers, we are focusing on flavor and providing the best value for our customers.
How do you feel supermarket chains could better support the grape industry?
I believe there’s a huge opportunity for both retailers and growers to be more open and transparent with each other. At times, it feels like business becomes transactional, and it feels like the interests are different.
The way we see business is that we have a huge responsibility to our customers to provide the very best grapes in the marketplace, as that is what the consumer deserves when they decide to spend their money on our products. It is the responsibility of everyone involved in the supply chain to make sure this happens.
Our slogan is “Better food for a better world.” The only way to achieve this is to work together closely with our retail partners.
How do you see the emergence of the state of Jalisco as a supply region in Mexico affecting the industry over the long term? And could new production regions potentially emerge?
We saw an opportunity about six or seven years ago to expand into Jalisco because of a few reasons. One, the window of opportunity to supply fresh table grapes to North America at a time when the South American import season is finishing, and two, to help bridge the production gap and better transition to supply high-quality, premium table grapes to several of our key retail partners. Since starting our grape project in Jalisco, we’ve seen tremendous results. It is difficult to grow there, and costs are high, but the quality of our grapes is some of the best that we do.
New growing regions will continue to emerge, but it will take a lot of time and investment. There are a lot of variables to consider such as the weather, the soils, the pests, the workers, the amount of financial support, and having a team dedicated to troubleshooting issues for starting an operation where grapes (or any other commodity) have never been grown before. Our Jalisco grape production has been extremely beneficial for our company, helping Divine Flavor supply premium table grapes to its retail partners.
All the time, new regions emerge. Water is receding in major growing areas all around the world, so a lot of growers are trying to plant in areas where water is abundant. Mexico has an ideal climate for year-round production in certain regions. While we don’t currently produce grapes year-round, we are working towards extending the season from four months to six months. We are running trials to determine which regions will allow us to do this.
The Mexican grape supply window has often been relatively condensed. How do you see this evolving in the future?
About 10 years ago, and well before our Jalisco grape project started, the Mexico season started around the first weeks of May and finished around the end of June. Now — thanks to better growing techniques, and earlier and later season types of varieties — the Mexico grape season has shifted slightly.
Our first grape shipments start the first week of May because we have production in the earliest area of Sonora, followed by our mid-season growing operations in La Costa and Pesqueira (also in Sonora), and then lastly, we have the region of Caborca, which sees its last harvest at the middle or end of July.
Around 10 or 15 years ago, the Mexican season was much more condensed into five or six weeks of production, but because of expanding into earlier and later parts of the state, we have extended the traditional Mexican season into almost three months. If you consider Jalisco, which starts around the middle of March, this gives Mexico almost four months of table grape production.
How have new grape varieties impacted the industry in Mexico?
New varieties have helped replace older ones while requiring fewer planted hectares. This leads to lower water consumption while maintaining or even increasing total production. We could reach 30 million boxes if everyone had access to the right varieties.
One variety that is gradually disappearing is Flame Seedless. It’s been widely grown, but in the coming years, it will fade out. Proprietary varieties from different breeding programs have improved quality, flavor, size, and yield. I believe growth will continue, but we must remain focused — our market window is eight to 10 weeks, so we need to maximize opportunities in the U.S. and Canada, as well as other international markets.
Grapes are now grown worldwide, and are increasingly being produced for domestic consumption. As a result, opportunities for export markets may become more limited. This means we must be highly productive and focus on quality.
How do you see the balance between red and green grapes evolving in the future?
When we started, three kilos of red grapes were sold for every one kilo of green. Black grapes were practically nonexistent in the market. Now, black grapes make up about 1-2% of the market. Red and green grapes, however, are almost 1:1 — around 47-48% each.
Seedless green grapes have gained significant popularity. When I started, there were already some seedless varieties, but most grapes still had seeds. Today, seeded grapes have practically disappeared — though there is a small niche demand from Asian markets that still prefer them. Looking forward, I believe green grapes will continue growing. In fact, the future might even be brighter for green grapes, and they could even surpass red grapes in popularity.
What plans do you have in California?
Last year, 2024, was our first year expanding into California. Currently, we have partner growers and alliances who pack for us, but the plan is to eventually set up operations in this growing territory to help us bridge the gap between when Mexico finishes and when the import deal from South America starts.
Prior to our expansion in California, Grupo Alta expanded operations into the later part of the growing regions in Sonora, which is in Caborca, and this is the absolute latest area to produce grapes in all of the state, finishing with the best varieties such as Ruby Rush, Cotton Candy, Sweet Globe, and Sweet Celebration. The strategic move has paid dividends because we are able to supply these varieties at a time when California is just starting with their earlier varieties. The idea of partnering with growers in California and starting operations there is part of our overall strategy to supply our customers with grapes all year round, working with the best growers who think and operate the same way we do.
Why did you and the other Grupo Alta co-founders decide to start with table grapes in the 1990s instead of another product?
We decided because there were two or three producers who were successful, but they are no longer in the business. In the Pesqueira area in the northern part of Hermosillo, the season started very early, and we saw that every year they were selling at very high prices with fair costs, using traditional varieties like Perlette, Superior, and Flame. We saw potential in the lands north of Hermosillo, in an area called Pesqueira and Carbó. The grapes ripened earlier there than on the coast of Hermosillo, which is a well-known agricultural area.
Interestingly, Pesqueira and Carbó were not originally agricultural zones; they became agricultural because of table grapes. At their peak, between 2000 and 2010, there were about 3,500 hectares of table grapes there. Now, that number has decreased to around 2,400 hectares, as many producers have exited the business due to failing to make timely decisions to control costs and improve productivity and quality.
You must have some interesting anecdotes from back then…
When we started, we weren’t directly involved in the business. We had people running it for us, but they weren’t very well prepared — and neither were we. When we started and we were focused on vegetables, with just three or four hectares of table grapes, things went very badly for us. We tried to follow the example of others who were doing things well, but we still had two terrible years in a row with vegetables. Things went so badly for two years that we truly hit rock bottom.
There’s a saying in Mexico when things are going wrong: ‘All that’s left is for a dog to pee on my leg.’ Well, at that moment, Carlos Sr. and I were under a tree, completely defeated. And sure enough, a dog walked by, looked at us both, and peed on us. That’s a true story. And it made us feel even worse. We were already down, and then that happened — it was just the cherry on top of a terrible season. But after that, we said we were going to push forward.
What did we do to get there? We operated everything ourselves. I remember a time when we had a great production of green beans and I was literally the person driving them up to Nogales. Soon after, we put together a great team, we planned strategically, and year after year, we improved — always keeping in mind that our number one priority is the people who work with us. That has always come first. That’s something we’ve written down and upheld over the years.
How have your personal values and vision influenced the company’s direction?
Passion is a word often mentioned in the world of agriculture, but it is something very personal to me and what is represented through our farms at Grupo Alta, Divine Flavor, and the grower partners who have joined forces with our grower network. Passion is one of the main values. Other values that are directly associated with our company and which are the foundation of our institution are loyalty, respect, social and environmental responsibility, and love for the work we do.
Our company’s mission and intent has always been to grow the same fruits and vegetables we would feed our own families with; while keeping in mind we grow in a way that gives back more to the land and communities than what is taken away. My vision for Grupo Alta has been to produce fruits and vegetables responsibly, and which contribute to the health and well-being of our customers, not just now, but for future generations to come.
What are Grupo Alta’s main goals and strategies for the next five to 10 years?
Our goal is to keep innovating and producing the best varieties of table grapes and vegetables that are grown in a sustainable way. Right now, we work with the best grape breeding companies in the world who share our vision to continue raising the bar to develop the best table grapes for our customers.
In our R&D division, we have 80-90 varieties that are currently being evaluated, and more than 500 selections that aren’t even a variety yet. Our long-standing relationship with breeders and our dedication to innovation are key to being ready for the next decade of our company’s journey.
What drove the creation of Grupo Alta’s social program Foundation Alta in 1995, and how has this program grown since then?
Our collaborators — farm workers and staff — are the heart of Grupo Alta, and their well-being is essential to producing high-quality produce. In agriculture, access to medical care, education, and safe working conditions can be limited, so in 1995 we created Foundation Alta not only to support our workers, but also the communities they come from.
Social responsibility has always been a priority for us. Even before Fair Trade certifications, we focused on uplifting our workers through training, education, and resources to improve their quality of life. Foundation Alta is about human development — understanding what motivates our team and helping them thrive. Our goal is to provide a strong foundation for their well-being, their families, and their communities while ensuring they feel valued and supported in their work.
How is Grupo Alta addressing sustainability concerns in its operations and supply chain?
Sustainability in agriculture is essential — not just for the environment but also for communities, resources, and long-term economic viability. We have dedicated teams that oversee key areas such as soil management, water and energy use, and responsible material sourcing.
Sustainable farming means minimizing chemical use and incorporating organic methods whenever possible, whether we grow conventionally or organically. This helps maintain soil health, promote biodiversity, and support natural pest control.
Recently, we launched a sustainability initiative focused on key areas like carbon emissions, water conservation, employee well-being, and regenerative agriculture. By implementing these practices across our fields and with our grower partners, we aim to set a high standard for sustainability while ensuring long-term productivity.
How is Grupo Alta leveraging technology in its operations, from production to distribution, to improve efficiency?
While technological advances have transformed agriculture, traditional farming methods remain essential. These time-tested practices are the foundation of our success, and while we embrace innovation, we also value the fundamentals of “old-school” farming. Strong communication is just as important as technology.
Clear coordination across teams enhances leadership, efficiency, and problem-solving. On the farms, real-time monitoring tools help detect pests, diseases, and weather patterns, allowing for quick responses. Our packing houses use advanced sorting and tracking systems to meet customer specifications.
Artificial intelligence is also playing a growing role, helping us optimize forecasting, packing, and organization. But data is key — without accurate information, AI has little value. By combining traditional expertise with modern technology, we stay ahead of challenges while maintaining the quality and efficiency needed to operate at a large scale.
What motivates you and keeps you going through the challenges of running a business?
My wife, Lillian del Carmen Camou de Aguirre, has always been by my side through the good times and the tough ones. This year, we’re celebrating over 40 years of marriage, and her support has made me stronger, teaching me resilience and perseverance. I’m also deeply grateful to my children — Alán, Lillian, and Ana Sofia — and my six grandchildren, who bring me so much joy.
Above all, I thank God for the many blessings in our lives. I also owe a lot to my father, Mario H. Aguirre Romo, who passed away too young, my late father-in-law, Don Enrique Camou, and my brother-in-law, Carlos Bon Sr. Lastly, I’m grateful to all the collaborator companies that have helped Grupo Alta grow along the way.
Looking ahead, what other major trends do you predict will shape the future of the Mexican grape industry over the next decade?
Better flavor, more nutritious varieties, and grapes that are more sustainably grown. I see strong potential because there is no other country as close to the U.S. with the same advantages. We must stay proactive, making investments in people, education, technology, and genetics to ensure a successful future.
