Interview: Arturo Paredes Peimbert – Chairman of CIDH Board and COO at Agricola Paredes
In this interview, we speak with Arturo Paredes Peimbert, Chairman of the Board of Directors from the Vegetable Commission for Defense, Research, and Development (CIDH) and Chief Operating Officer at Agricola Paredes, who shares his professional background, vision, and the current challenges the horticultural industry is facing.
As part of the second generation of a farming family, Arturo has driven professionalism, efficiency, and strategic focus within the company founded by his father, combining operational experience with a long-term vision. Throughout the conversation, he addresses key topics such as food safety, social responsibility, competitiveness in the international market, and the relevance of Mexico as a strategic partner in supplying fresh produce into the United States.
1. Would you mind sharing a little bit about your professional background and what do you enjoy the most about the farming industry?
Ever since I graduated as an Industrial Engineer, I started collaborating in the family business, which was a farming company. Initially, I worked in Marketing and Logistics, later becoming involved in Operations and Management, always with a focus on productivity, talent, and efficiency. What I enjoy most about the farming industry is its dynamism and constant change, which combines data-driven decisions, high social impact, and global competition, requiring us to operate at the highest levels of efficiency.
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2. What does it mean for you to belong to a family of farmers, and what moved you to become a part of Agricola Paredes?
I am part of the second generation; the company was founded by my father, Sergio Paredes Verdugo. Together with my brother, we manage operations, and a third-generation member has already joined, who is the operations manager in Jalisco. Working alongside with my father and brother has instilled discipline and responsibility towards both the company and the family. My main motivation for joining Agricola Paredes is to contribute professionalism and a long-term vision that will allow the company to transcend across generations.
3. What are the main products you trade, and what do you consider is the key element that makes the company stand out?
The main products we grow and trade during the winter season are Roma tomatoes, green, red, yellow, and orange bell peppers, as well as eggplants. In the summer, we grow Roma tomatoes, round tomatoes, and red bell peppers in Jalisco.
4. How important are food safety and social responsibility for farming companies?
Food safety is practically the license to operate; without food safety processes or standards in place, companies are essentially excluded from the market. With regards to social responsibility, I believe it is an obligation all businessmen have toward their communities, as it is not exclusive to the farming sector.
5. What does it mean to you to chair the Vegetable Commission for Defense, Research, and Development (CIDH)?
To me, it is an opportunity to contribute to the horticultural sector of Sinaloa, but for the most part, it is a responsibility and commitment to all growers to defend the sector against emerging threats. For this, I rely on a great team that supports me at all times.
6. What are the main services/benefits a company gets for becoming a part of this farming organization?
To me, the most important benefit is unity and communication among growers, allowing us to represent and defend the industry against threats, while also providing support in areas such as new technologies and marketing.
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7. How important do you consider the farming industry in Mexico is to the fresh produce sector in the United States?
We are a strategic partner for the U.S. in terms of fresh vegetables, especially during the winter, ensuring supply, quality, and stability.
8. What projects do you consider most relevant for the organization during your tenure as chairman?
Strengthening the defense of all the produce, improving market intelligence, upgrading communication, collaborating with U.S. organizations to make better decisions, and encouraging active involvement from members.
9. What challenges do you see in the short term for the farming industry in Mexico?
Without a doubt, the greatest short-term challenge is the review of the USMCA, along with the growing increase in production costs and new labor and administrative regulations.
10. In a changing industry, what are the main trends you consider will influence farming in the coming years?
Greater regulation across all areas, process digitalization, labor pressures, increased vertical integration between marketers and producers, as well as a stronger ESG approach.
11. Your final message?
We need to maintain unity, communication, and openness among growers in order to professionalize, collaborate, and make data-driven decisions together, allowing us to remain competitive.
