Few names in the fruit genetics industry carry as much weight as AMFRESH. Founded over 90 years ago by the late Antonio Muñoz Alemán, the Madrid, Spain-based organization has grown from a family business into a global innovator in fresh produce. Originally established as AMC Group and known for its early work in juice production, the company evolved to focus on citrus, vegetables, and, eventually, table grapes in the 1980s, setting the stage for its current global status. Today, AMFRESH is a trailblazer, present in more than 60 countries with over 10,000 employees. At the helm of this transformation is Alvaro Muñoz—the founder’s grandson—who is the company’s CEO and the visionary behind its recent milestones. Alvaro says his journey with the company, beginning with his deep-rooted family connection, is marked by his commitment to innovative agricultural practices and exemplary customer service.
A graduate of ICADE Comillas Pontifical University in Madrid, and later earning an MBA from Stanford University, Alvaro’s expertise spans business, economics, and strategic consulting, honed during his time with McKinsey & Company. This background prepared him for his role as CEO, where he has championed initiatives that not only benefit the fresh produce market but also align with sustainable practices and consumer well-being. “What drives me is the profound impact we can make on people’s health and the environment,” says Alvaro. His leadership has led to bold, strategic moves, including the acquisition of genetics company IFG—completed in August 2023—which it merged with Special New Fruit Licensing Limited (SNFL) to create BLOOM Fresh. This pivotal merger has fortified AMFRESH’s breeding and genetic research capabilities, particularly in the table grape category.
Under Alvaro’s guidance, AMFRESH continues to push the boundaries of what’s possible in fresh produce. The BLOOM Fresh initiative exemplifies this vision by integrating cutting-edge genetics with a focus on sustainable practices. The company’s reach now spans continents, partnering with growers in Asia, North America, Europe, and beyond, with Alvaro’s leadership ensuring that it remains agile in the face of industry challenges like climate change and market volatility. He emphasizes the need for resilient supply chains and the cultivation of a skilled, dedicated workforce to sustain growth and innovation.
Alvaro recently sat down with Vision Magazine to discuss the company’s long-term goals, plans for the blueberry industry, retail models for table grapes and cherries in different global markets, his vision for the future of the grape and citrus industry, and how he would choose which varieties to plant as a grower.
What trends do you foresee shaping the future of the global grape industry?
The global grape industry is poised for a transformation driven by consumer preferences and technological advancements. We are witnessing a growing consumer demand for healthier, naturally grown, and sustainably produced grapes with unique flavor profiles. Technology will play a crucial role in shaping this future. Precision agriculture, data-driven farming techniques, and advanced breeding methods will enable growers to produce high-quality grapes more efficiently and sustainably.
Another trend is the shift towards year-round availability and the disappearance of traditional shoulder seasons. By expanding our farming footprint into new geographies, we can ensure consistent quality and supply throughout the year, meeting market demands regardless of seasonal limitations. This evolution will drive industry players to adapt their supply chains and diversify their growing regions, ultimately leading to a more dynamic and resilient grape market.
What long-term impact do you see the disappearance of the traditional shoulder seasons having on the economics and market dynamics of the industry?
The issue of shoulder periods has been around for a long time, and it’s always a challenge when transitioning from late northern crops to early southern ones, regardless of the country. The expansion of early and late varieties, which no longer disappoint consumers, is a major development. In the past, late varieties had limitations, and early varieties often lacked proper sugar and acid levels, leaving consumers unsatisfied. Now, we’re overcoming these challenges with superior genetics, and the product is becoming much more consistent throughout the year.
As for prices, I believe they will stabilize, which will be a positive change. Over the past year and a half, we’ve seen significant fluctuations due to climate-related factors, such as the hurricane in California or the effects of La Niña. These unpredictable events have caused crop yields to swing, affecting the availability of boxes and breaking the expected economic model. I initially thought this would be a short-term shock, but it has lasted much longer. Eventually, I think things will stabilize, but for now, we’re still in that volatile phase.
I believe that new varieties will play a big role in balancing future supply and demand. It’s in the interest of everyone—retailers, producers, growers, and genetic houses—that we can increase availability and maintain high quality throughout as much of the year as possible. I think we’re getting close to achieving that 52-week supply goal.
Of course, we have to deal with an increasingly unstable climate. But I am optimistic that advanced genetics will help overcome these issues that would have been much more difficult to manage with traditional varieties. Without these advances, it could have been a major challenge for the industry.
What worries and excites you most about the future?
What excites me is the boundless potential for innovation in our industry and the opportunity to shape the future of fresh produce in a way that benefits people and the planet. We stand at the cusp of a new frontier in agriculture—one that is driven by genetics, sustainability, and a deep commitment to consumer well-being. The idea that we can bring to market fruits that are more nutritious and flavorful while also being grown in ways that respect our environment is incredibly inspiring.
However, with great opportunity comes great responsibility. What concerns me most are the challenges that lie ahead, particularly climate change and market volatility. These are forces that could disrupt supply chains and affect growers globally. But it is precisely these challenges that fuel our drive to innovate and remain agile. By investing in climate-resilient varieties and sustainable farming practices, we are actively preparing for these uncertainties, ensuring that we can continue to provide a consistent, high-quality supply of fresh produce. To navigate these challenges, it is paramount to invest in a skilled and adaptable workforce.
Ultimately, what excites and challenges us is the same: the pursuit of transforming fresh produce. It is about crafting a future where our innovations meet and ultimately exceed the aspirations of consumers and set new benchmarks for the industry. We are not just a part of the journey; we are paving the path forward with elegance, reliability, and the boldness to embrace the unknown.
What is your perspective on the retail model for table grapes that has emerged in key markets like the U.K., China and the U.S.? What challenges and opportunities do you see these models presenting for the industry?
I think the changes are happening at different speeds across countries and retailers. Each retailer follows its own model. However, there are some underlying trends across most of them—some more advanced, others still maturing.
First, they all aim to get as close to production as possible. Retailers want to understand who their producer partners are and what they’re doing—where they grow, what they grow, the quality standards they meet, and how they handle picking, packing, and shipping. The goal is to have an efficient, integrated process. Second, they’re focused on creating an end-to-end supply chain, removing unnecessary elements to streamline the process. As the world becomes more connected and information sharing grows, this is a logical step. Third, retailers are specializing in offering something slightly better and different to attract increasingly demanding consumers who seek consistency in their eating experience. That often means fresh, natural, healthy products that are unique, high-quality and exciting across different seasons.
As for comparing retailers in China, the U.K., and the U.S., I don’t think there’s a common description that applies across regions. The UK market is highly sophisticated and competitive, as is the US, though in different ways. The EU follows more of a hybrid model, varying by country and retailer. For example, in Spain, major retailers all follow their own strategies. While there are four or five key directions that retailers are moving towards, it’s difficult to differentiate by country. I’d group them more by the maturity of their supply chain resilience and security models.
There have been reports of new grape variety plantations facing challenges, such as production issues or lower-than-expected prices. What is your view on these difficulties, and what do you think grape breeding companies can do to help?
These challenges highlight the need for close collaboration between breeding companies, growers, and retailers. Success in new grape varieties comes down to developing products that meet both consumer preferences and grower needs. Breeding companies must work closely with growers, providing agritech solutions and market insights to support their success. By focusing on natural hybridization and developing varieties with high consumer appeal and health benefits, we can help growers achieve optimal returns and secure a sustainable future for the industry.
When it comes to the multiple new grape varieties available nowadays, aside from climatic conditions, how should growers decide what to plant? If you were a grower in, say, Peru or South Africa, how would you make that decision?
If I were a grower in one of the countries, whether I had 20 or 200 acres, whether I was working on a new greenfield project or replanting old varieties like Crimson or Red Globes, I’d be facing a wide range of choices when it comes to grape varieties. The number of options has expanded from just a handful to more than 80 or so now, which is great for growers.
As a grower, my main goal would be to excite my customers, but I also need to ensure a return on investment to keep growing grapes and planning for the future. Key factors to consider are yield, and thankfully, many new varieties focus on maintaining a stable and high yield while being easy to grow and cost-efficient. Keeping production costs low is crucial for a grower.
Another growing consideration, which starts at the consumer level and trickles down to retail and production, is the nutritional value of the grapes. There’s a revolution happening in terms of high-nutrition varieties with great organoleptic qualities—taste, crunchiness, and size—that consumers appreciate. While color might not matter much—since you can’t always tell red, black, or white grapes apart if you’re not looking—the overall sensory experience is key.
In addition, we’re on the cusp of introducing advanced grape varieties with strong disease resistance. These varieties will reduce or even eliminate the need for pesticides and other treatments, which not only saves money but also reduces the labor required for applying those treatments. Plus, these varieties will be much more eco-friendly, thanks to superior genetics that result in healthier and more appealing crops without the need for heavy intervention. This means growers can produce a more sustainable product without sacrificing quality, helping them stay competitive while protecting the environment.
What impact do you expect advancements in genetic research and grape breeding to have on the development of new grape varieties in the future?
Advancements in genetic research and breeding are the cornerstones of our innovation strategy, and open up a world of possibilities for developing varieties tailored not just to market demands, but to the evolving tastes and health needs of consumers.
By combining natural hybridization techniques with cutting-edge genetics, we are able to produce grapes, citrus, superfruits and more that are resilient, higher-yielding, and environmentally friendly, ensuring sustainability from farm to table. These innovations will empower growers with products that both thrive under different climatic challenges while also meeting consumers’ needs. Our farms play a crucial role in this process. They are dynamic innovation hubs where we trial our latest genetics in real-world conditions.
This is imperative for showcasing what is possible to our producer partners and for securing the involvement of passionate workers who want to be part of something bigger than just farming. The future is truly exciting as we continue to push the boundaries of what is possible in fresh produce.
What achievements or projects with AMFRESH are you most proud of?
I am immensely proud of our team’s relentless drive for innovation. Our recent achievements include pioneering genetic advancements with BLOOM Fresh, which is a newer division, exemplifying our commitment to natural hybridization and varietal innovation. A highlight is the world’s first red berry grape collection. Our GENESIS Fresh division is advancing varietal innovation across citrus, berries, and exotics, strengthening our position as a leader.
Additionally, we’ve expanded farming through partnerships like Uvasdoce FRESH in Spain, AMFRESH South Africa, and Terramarra FRESH in North America, securing high-quality produce. Our global reach also grows with FRESH Fruit-X in Asia and Agricommerce FRESH in France, allowing us to tailor commercial models to regional needs. Above all, we are dedicated to being an employer of choice, fostering growth and professional development.
All these efforts fall under the umbrella of placing innovation at the heart of AMFRESH. Our main achievement has been embedding innovation into every aspect of the company. It serves as the compass that guides us—driving our strong commitments to sustainability, the integration of our differential value chain, the optimization of operations, the pursuit of business excellence, and the assurance of resilience and security of supply.
You recently completed the acquisition of IFG and merged it with SNFL, forming BLOOM Fresh. Can you explain the strategic importance of this merger?
The formation of BLOOM Fresh is a monumental step in driving value creation across the fresh produce industry. This merger is about leveraging our genetics research and breeding expertise to develop naturally hybridized fruit varieties that align with consumer preferences. It allows us to offer differentiated products and meet the evolving needs of our retail partners to satisfy consumers’ demands, solidifying our position as a market leader.
Strategically, it extends our reach in the global market, enhances our product portfolio, and enables us to work closely with growers and retailers in optimizing the entire value chain. BLOOM is set to become a leader in innovation to develop naturally hybridized fruit varieties in the grape, cherry and raisin categories. With our latest acquisition, Inka’s Berries’ genetics and its R&D platform in Peru, we are planning to expand the Bloom platform to berries as well, with the emergence of BLOOM Berries. We currently operate eight breeding centers worldwide, and our commitment to innovation remains steadfast as we continue to drive our innovation engine at full steam in the years ahead.
Could you tell me more about your plans with blueberries? Do you plan to focus on low-chill varieties?
We’ve been collaborating with Inka’s Berries for about three and a half years now, which gave us insights into their germplasm work. This led us to explore the possibility of combining Inka’s Berries with Bloom—not only through Genesis on sublicensing in specific territories but also to accelerate the time to market of their germplasm by leveraging Bloom’s scale. Carlos Gereda, Inka’s Berries’ founder, and his management team, after months of discussions, agreed that it was a synergistic move.
We decided to invest, with Carlos remaining a minority shareholder, while we purchased the majority stake. This investment is largely focused on low and no-chill varieties. Varietal roll-out to the different territories takes time, but we are optimistic about the future. Given the rapid changes and potential in the berry industry, we’re excited for what lies ahead in the coming years.
What are the long-term goals of AMFRESH?
Our vision for 2030 is to propel AMFRESH global revenue to €3.5 billion ($3.8 billion) through strategic integration across genetics, farming, and retail services. We are focusing on expanding our global farming operations, investing in agriscience, and optimizing our supply chain for efficiency and sustainability. Key to our long-term success is our commitment to innovation and sustainability. We aim to develop new fruit varieties with enhanced health benefits while minimizing our environmental impact. We also aim to go beyond growing revenue; we aim to lead the fresh produce industry into a new era of natural and sustainable products. Engaging our workforce, both in the labs, the fields and packhouse, is a vital component of this vision.
How do you like to spend your free time?
In my free time, I love being outdoors, staying active, and, above all, spending time with my family. With four children and over 30 years of marriage, family means everything to me. I find balance and energy by connecting with nature—whether hiking, playing sports, or simply enjoying the outdoors—which keeps my mind clear and focused. I am also passionate about reading and travel; exploring new places, cultures, and ways of life continuously inspires me. Each person, family, and country has unique lessons to offer, and I believe there’s always something to learn. Staying curious, humble, and open to learning from others is what drives me forward.
How does your background in economics shape your approach to managing AMFRESH?
It provides a strategic lens through which I view the complexities of the fresh produce market. Economics is about understanding supply and demand, market dynamics, and the importance of efficient scarce resource allocation. These principles have guided AMFRESH’s expansion strategies, our investments in agritech, and our efforts to optimize the value chain while fostering innovative solutions.
For example, as we develop new varieties and enter new markets, we focus on maximizing value creation not just for the company, but for our growers, retailers, and consumers. Throughout my career, I have learned the importance of foresight and adaptability—skills that have been instrumental in navigating the company through a rapidly evolving industry. It is about marrying market insights with a commitment to quality and sustainability, which ultimately drives our competitive edge.
This strategic approach also extends to our human capital. Economics teaches us that the most valuable asset of any company is its people. Our people are always number one in all we do at AMFRESH. Our People Department is vital in identifying and promoting internal talent, ensuring that we have the right skills in place to meet market demands and achieve our goals. By fostering an environment where employees can thrive, we strengthen our business while also contributing to the communities where we operate.
What advice would you give to young professionals aspiring to be leaders in the fresh produce industry?
Stay curious and embrace innovation. This dynamic industry is constantly changing, and it requires a mindset that is both strategic and passionate about making a difference. Understand that leadership in fresh produce is not just about chasing profits; it is about building a sustainable future, developing healthy products, and improving lives. Be willing to take risks and learn from challenges.
Do not shy away from complexities—face them with a solutions-driven mindset. And most importantly, champion your team. Success in this industry comes from collaborative effort, leveraging diverse talents, and fostering a culture of continuous improvement. “Stay humble, stay hungry”, and never forget these simple principles.
