68 January | February 2026 abasto.com A t 75, Miguel Gonzlez Reyno- so decided to close a chapter. I wanted to spend some time with my wife, with my family, he said calmly. For 45 years, the busi- ness consumed him. If you want a store, run it, and if not, sell it, he recalled. With plans for Nor- thgate Gonzlez Markets to last at least 100 years, he knew it was time to hand over the helm. Roots of Leadership Miguel recalled that one decision that shaped the company was in- cluding all siblings as partners. That unity provided strength and momentum. He also highlighted the iconic fifth store, which paved a new path for the company. Three months later, we had already paid it off, he said. That success propelled them into the big leagues. A Hands-On Retailer His memory holds simple but pro- found stories. A woman returned 29 years later to repay the $300 he had lent her at a critical mo- ment. That gesture moved him. He also remembered the years in A Life Dedicated to Family, Market, and Community Miguel Gonzlez La Habra. I worked there nearly 20 years. It was a very direct rela- tionship with customers and the community, he said. He became involved with the church, the school, and a youth boxing gym. We never had a single problem. Shaping the Succession Miguel saw in his brothers the qualities needed to continue the work. Jess has been deeply in- volved in operations, he explai- ned. Thats why he proposed him as co-president. About scar, he was blunt: He has many quali- ties I didnt have. He highligh- ted scars active participation in industry organizations and his broader, strategic vision. An Authentic Future Miguel trusts that Northgate Gonzlez Markets will continue growing without losing its es- sence. As long as we focus on authenticity, on authentic Mexi- can food, were doing very well, he said. He believes authentici- ty will attract new generations, both Latino and non-Latino. The Most Valuable Legacy Above all, what makes him prou- dest is his family. I have 33 fami- ly members working in the com- pany. We want it to last at least 100 years. His voice was firm. His legacy, more than business, is human. A Company Guided by Values To talk about Northgate Gonzlez Markets is to talk about community. The brothers repeat it, not as a cor- porate line but as a way of life inhe- rited. In this business, everyone has to win, their father used to say. That philosophy endures. From free mammograms to scho- larships, cooking classes, and su- pport for faith organizations, the chain has built a model of social im- pact that goes beyond donations. For scar, the greatest contribution is simple: ensuring access to fresh, qua- lity food with respect. For Jess, the community is the heart of the business, a commitment maintained by giving back part of what God has given us. Looking Toward 2030 Northgate, which currently operates 43 supermarkets, has a concrete plan: open three or four stores per year, ex- pand the Mercado Gonzlez concept, and strengthen a succession system that includes both family and leaders who have grown within the company. The Gonzlez family faces the futu- re as they have since 1980: with hard work, straightforward decisions, and absolute respect for what they have built together. The transition does not dilute their identity; it streng- thens it. At the center of it all is the same principle inherited from the pa- triarch: serve with authenticity, hu- mility, and determination. FOR MORE INFO Watch the interviews with the Gonzlez bro- thers about the future of Northgate Gonzlez Markets Continuation of page 66 FOOD INDUSTRY