In an interview for Blueberries Consulting's 2026 issue of Blue Magazine, Carlos Alberto Luna, Operations Manager at Agrícola Cerro Prieto, shares his perspective on the current state of the Peruvian blueberry industry and the adjustments required to operate at a large scale in a constantly changing environment. He discusses the commitment to varietal renewal, the gradual shift to containerized systems, and the need to reinforce continuous improvement to maintain competitiveness and meet production targets.

On the map of Peruvian agricultural exports, Agrícola Cerro Prieto occupies a unique place. With over three decades of experience, the company has played a leading role in various stages of agricultural development in the north of the country, from the asparagus boom to the consolidation of high-value fruit crops. In recent years, however, blueberries have become one of its most important strategic pillars, both in terms of acreage and operational complexity.

With around 1.500 hectares of blueberries in production, distributed mainly between Chiclayo and Santa Rosa, Cerro Prieto is part of the group of companies that support Peru's leadership as the world's leading exporter of blueberries.

From that position, we spoke with Carlos Alberto Luna, the company's Operations Manager, a Colombian engineer with extensive international experience, who came to Peru to lead one of the most complex challenges in the modern agricultural business: operating large productive areas in a constantly changing environment.

• In recent years, Cerro Prieto has had a more active presence in the industry, participating in seminars, technical meetings, and sector-specific events. What explains this change?

More than a quest for visibility, it stems from a genuine concern for doing things right. We're in a sector that changes every day. Techniques that were cutting-edge just a few years ago can be obsolete today, and if you don't stay connected to what's happening in the industry, you fall behind very quickly.

Interacting with other producers, consultants, suppliers, and knowledge centers is part of that process. As you converse more, ask more questions, and compare more, you naturally become more visible, but that's not the primary goal. The goal is continuous improvement.

For the executive, public exposure is not an end in itself, but a means to an end. Participating in seminars, technical meetings, or tours is not a luxury; it's part of the job. Modern agriculture is built on sharing information and learning from what others do, even from their mistakes. "Anyone who thinks they know enough doesn't last long in this industry," he emphasizes.

Carlos Alberto Luna, Operations Manager of Agrícola Cerro Prieto © LinkedIn

• One of the most important processes they are undergoing is the varietal replacement in blueberries. How is this being addressed internally?

Varietal replacement isn't a fad; it's a structural necessity. If we want to stay in business and continue growing, we have to adapt to the genetics that the market demands today. In our case, we've already begun this process in a concrete way.

Last year we replaced around 200 hectares, and this year we're talking about an additional 300 hectares. We've incorporated varieties like Sekoya Pop and Mágica, and we're also evaluating others like Imperial. These varieties offer better quality, larger size, better flavor, and better post-harvest performance than historical varieties like Biloxi or Ventura, which are clearly entering their retirement phase.

Looking ahead, the replacement will be even greater. We're talking about figures on the order of 700 hectares or more, which implies very significant investments and decisions that cannot be taken lightly.

• How do you currently assess the transition from soil cultivation to pot systems?

Today we are progressively migrating to pots, because it offers clear advantages in root system control, salt management, nutrition and uniformity.

This doesn't mean that soil cultivation is no longer valid, but it does mean that current standards are pushing us towards more controlled systems. In blueberries, small deviations in irrigation, substrate, or salt balance can lead to significant losses, and pots help reduce that risk.

• Cerro Prieto is not just blueberries. How is its production portfolio structured today?

In addition to blueberries, we have approximately 1.800 hectares of avocados and about 450 hectares of asparagus. Asparagus was our historical crop, and today it is also entering a phase where replacement and conversion are becoming necessary.

We're always on the lookout for new opportunities. We analyze trends, markets, and possibilities, but without rushing into anything. For now, we're not involved in crops like cherries, although we're not ruling out any long-term options.

• If you had to summarize the main operational challenge for blueberries today, what would it be?

The speed of change. Genetic development is advancing very rapidly. A variety we consider new today may be obsolete in six or seven years. This implies enormous investments: one hectare of blueberries can cost between $120.000 and $130.000, so the risk is high.

Added to this are the technical challenges: substrate management, irrigation, salt accumulation, water balance, nutrition. Everything is changing, and we can't afford to stop updating our knowledge.

• After several years in the industry, how would you define the current state of the Peruvian blueberry industry?

It's an extraordinary industry, but also a very demanding one. Peru has achieved remarkable leadership, but maintaining it will require constant adaptation, investment, and sound technical expertise. There's no room for complacency.

And he concludes with a phrase that summarizes his vision:

"In blueberry farming, it's not the one that grows fastest that wins, but the one that adapts best."

*Excerpt from an interview published in the new 2026 edition of Blue Magazine