In the González family, leadership isn’t improvised. It is built through hard work, straightforward decisions, and a deep respect for one’s roots. Jesús and Óscar González, two central figures in the evolution of Northgate González Markets, are leading a new chapter that will shape the future of one of California’s most influential Hispanic supermarket chains.
Jesús González: from “Jack of All Trades” to Co-President
Jesús González recalls his early days without sentimentality: cleaning, working in the butcher and grocery sections, stocking shelves—whatever was needed. At just 16, while finishing high school, he was already part of the family business engine. “I had to do everything… I was like the jack of all trades,” he says plainly.
At 18, he began taking on more responsibilities, and in 1993 he opened his first store in Santa Ana with his brother Víctor’s support.
That step led him to the purchasing department, where his commercial intuition helped introduce Mexican brands that now dominate shelves across Southern California. Bimbo, Topo Chico, and La Moderna found their gateway into the U.S. market through Northgate thanks to his direct, no-nonsense vision.
“For us, the most important thing is maintaining the concept of the authentic Mexican food experience.”
— Jesús González
His career wasn’t without setbacks. He never forgot the Monterrey diapers he bet would be a sure success, only to see them stall on the shelves. The lesson stayed with him: “When it comes to children, the customer won’t risk a new product.” He says it as someone acknowledging a necessary wound.
That ongoing learning shaped the executive who later headed the distribution center, led purchasing, and cemented his role in operations before receiving the most serious proposal of his career: to replace Miguel González Reynoso as co-president. His first instinct was to make room for the third generation. Still, he accepted out of duty and respect for his family. “If they think I can contribute, here I am,” he says with the humility of someone who never asked for a title.
His leadership style is as clear as he is: “I like to say things as they are.” He speaks directly but listens. He believes in convincing, not winning. And he keeps family life out of the business’s chaos, a discipline he rigorously practices.
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Óscar González: Governance as the Foundation for the Future
For Óscar González, the current transition goes beyond a presidential change. It is a generational reshuffling where emotion and strategy coexist at the same table. He sees this moment as a natural evolution of the work the 13 siblings have done for more than four decades.
Óscar doesn’t hesitate when discussing Miguel’s legacy: intuition, common sense, wisdom, and an unusual mix of calm and strength. He describes Miguel as someone who can listen to anyone, from a supplier to a customer with marital problems. It’s no accident that many called him “Father Miguel.”
During nearly 20 years as co-president, Óscar has promoted an unconventional leadership model: authority based on consensus. Major decisions at Northgate have been unanimous, a rarity for family businesses of this size. That governance style, he says, has become the backbone that will allow the company to survive for future generations.
“When you see the commitment, the transition becomes easier, and you realize that what you planted is already sprouting, and you start to see the fruits.”
— Óscar González
Today, his vision is to build an “evergreen” company capable of reaching 100 years. To achieve that, he emphasizes firm foundations: governance, transparency, and fairness. “Without that, in a large family, it’s impossible to make decisions,” he says.
Operationally, his goal is clear: remain the leading reference for authentic Mexican food in the U.S. The strategy is aggressive, with expansion plans across California and neighboring states, and a second Mercado González already in development, fueled by the creativity of his nephews.
Technology is also a priority, but not as an end in itself—rather, as a tool to improve employee life. Óscar aims to eliminate processes that drain staff—nightly inventories, manual counts—so they can focus on what no artificial intelligence can replace: human service.
A Company Guided by Values
To talk about Northgate González Markets is to talk about community. The brothers repeat it, not as a corporate line but as a way of life inherited. “In this business, everyone has to win,” their father used to say. That philosophy endures.
From free mammograms to scholarships, cooking classes, and support for faith organizations, the chain has built a model of social impact that goes beyond donations. For Óscar, the greatest contribution is simple: ensuring access to fresh, quality food with respect.
For Jesús, 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, expand the Mercado González concept, and strengthen a succession system that includes both family and leaders who have grown within the company.
The González family faces the future 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 strengthens it.
At the center of it all is the same principle inherited from the patriarch: serve with authenticity, humility, and determination.
Miguel González: A Life Dedicated to Family, Market, and Community
At 75, Miguel González Reynoso decided to close a chapter. “I wanted to spend some time with my wife, with my family,” he said calmly. For 45 years, the business consumed him. “If you want a store, run it, and if not, sell it,” he recalled. With plans for Northgate González 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 to include all siblings as partners. That unity provided strength and momentum. He also highlighted the iconic fifth store, which paved the way 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 profound stories. A woman returned 29 years later to repay the $300 he had borrowed at a critical moment. That gesture moved him. He also remembered the years in La Habra. “I worked there for nearly 20 years. It was a very direct relationship 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. “Jesús has been deeply involved in operations,” he explained. That’s why he proposed him as co-president. About Óscar, he was blunt: “He has many qualities I didn’t have.” He highlighted Óscar’s active participation in industry organizations and his broader, strategic vision.
Miguel trusts that Northgate González Markets will continue growing without losing its essence. “As long as we focus on authenticity, on authentic Mexican food, we’re doing very well,” he said. He believes authenticity will attract new generations, both Latino and non-Latino.
The Most Valuable Legacy
Above all, what makes him proudest is his family. “I have 33 family members working in the company. We want it to last at least 100 years.” His voice was firm. His legacy, more than business, is human.