Xiao-Li Meng, professore di Statistica Whipple V. N. Jones a Harvard e fondatore e direttore responsabile di Harvard Data Science Review, si è lasciato ispirare da uno studente per combinare vino e statistica — ottenendo intuizioni ben oltre quanto entrambi si aspettassero.

From wine tastings to data science, Xiao-Li Meng explores how statistics reveals simplicity in complexity – one glass, experiment, and insight at a time.

Wine, statistics & serendipity: A Harvard journey

Semplicità nelle statistiche, complessità nel vino, il resto nei biscotti della fortuna.

Albiera Antinori è la prima donna a prendere il timone dell'impero Antinori. E "impero" non è un'esagerazione per una dinastia che raggiunse la fama alla fine del XIII secolo, facendo fortuna nel commercio della seta e in seguito nel settore bancario. La famiglia produce vino almeno dal 1385, quando Giovanni di Pietro Antinori si iscrisse all'arte dei viticoltori di Firenze. Per fare un paragone, questo avvenne prima della stampa della Bibbia di Gutenberg, prima della caduta di Costantinopoli, prima che Cristoforo Colombo salpasse per le Americhe. 
Oggi, oltre sei secoli dopo, i Marchesi Antinori possiedono quasi 3.000 ettari di vigneti in 21 tenute (oltre a terreni dedicati a boschi, uliveti ecc.) sparse in tutto il mondo, ed è tra le aziende familiari più antiche al mondo (al decimo posto a livello mondiale). Un tempo parte dell'élite aristocratica italiana, la famiglia Medici potrebbe essersi estinta, ma gli Antinori – come i Ricasoli – esercitano ancora un'influenza significativa. 
Guardando Albiera Antinori sullo schermo, tuttavia, è difficile collegare questo pedigree alla donna di fronte a me. Ora 58enne, lei – insieme alle sue due sorelle – rappresenta la 26a generazione della famiglia. Pelle olivastra, rilassata e con un sorriso gentile, si rimette gli occhiali in testa una volta risolti gli inevitabili problemi tecnici, accomodandosi sulla sedia per la nostra videochiamata Zoom. Potrebbe essere una delle figure più influenti del vino italiano, ma non si direbbe. La vendemmia è appena iniziata mentre ci sediamo a parlare della sua famiglia e della sua eredità – un periodo che ricorda con affetto da bambina. È cresciuta a Firenze, ma ha trascorso weekend e vacanze a Bolgheri o alla Tenuta Tignanello nel Chianti, e il vino era semplicemente parte della vita. Alcuni dei suoi primi ricordi sono della vendemmia e del sorseggiare vino (diluito con un goccio d'acqua) durante la cena a Tignanello, riunita attorno al tavolo con il nonno, Niccolò Antinori, e il resto della famiglia. 
Fu quando Albiera finì la scuola che il vino passò in primo piano. Non sapeva ancora cosa volesse fare e – con la vendemmia al Castello della Sala che sarebbe iniziata di lì a poche settimane – suo padre, Piero Antinori, le suggerì di lavorare lì, in modo da guadagnare almeno un po' di soldi mentre cercava di capire come funzionasse la situazione. "Da quel momento in poi, è stata una specie di valanga", dice sorridendo. Una volta che l'uva era matura, i vini dovevano essere prodotti, c'erano vigneti da curare e piantare, e presto si ritrovò a viaggiare, raccontando al mondo i vini prodotti dalla sua famiglia. Era caduta nella tana del Bianconiglio. 
Si è mai interrogata sulla strada non intrapresa? No, è la risposta breve, mi dice, e ha potuto conciliare le sue altre passioni con il lavoro per Antinori. Prendiamo l'architettura: ha supervisionato la costruzione di 12 cantine durante il suo mandato, lavorando a stretto contatto con il team per sviluppare l'edificio perfetto per ciascuna. Ha preso ufficialmente le redini dell'azienda nel 2017, ma, essendo la primogenita, è quasi caduta nel ruolo di CEO. Potrà anche essere al vertice dell'albero genealogico, ma è un'azienda di famiglia in tutto e per tutto. Lavora a stretto contatto con le sue sorelle, entrambe vicepresidenti (Alessia supervisiona la vinificazione e Allegra gestisce i vari ristoranti dell'azienda). Anche il padre Piero, che ora si avvicina ai 90 anni, è ancora in ufficio tutti i giorni. 
Il nome Antinori è da tempo associato all'innovazione. Il nonno di Albiera, Niccolò, è stato uno dei primi a rivoluzionare il Chianti. Nel 1924, introdusse varietà bordolesi nel Chianti Villa Antinori di famiglia, un atto scandaloso all'epoca. Il cognato di Niccolò era Mario Incisa della Rocchetta, che piantò Cabernet Sauvignon nella Tenuta San Guido di sua moglie nel 1944. Inizialmente il vino veniva prodotto per la famiglia e gli amici, ma quando Piero Antinori (figlio di Niccolò e padre di Albiera) assunse la gestione dell'azienda di famiglia nel 1966, ne intuì il potenziale. Giacomo Tachis, l'enologo Antinori, iniziò a vinificare il vino e ad affinarlo in rovere francese nuovo. Nel 1971, Piero convinse lo zio a commercializzare l'annata 1968: nacque il Sassicaia, e il movimento dei Super Tuscan. Non passò molto tempo prima che Piero proponesse la sua proposta, lanciando la prima annata (1971) di Tignanello – un blend di Sangiovese e Cabernet della loro omonima tenuta nel Chianti Classico – nel 1978. A breve seguì Solaia (prodotto per la prima volta nel 1978). "L'equilibrio tra innovazione e tradizione è sempre qualcosa di molto delicato", afferma Albiera. Lo spirito rivoluzionario della famiglia sopravvive, ma è consapevole che la loro storia, la loro eredità e la loro tradizione rappresentano "una vera risorsa", da non trascurare nell'attuale mercato vinicolo globale. Mentre un tempo dovevano imporre al mondo il riconoscimento della qualità del vino italiano, ora la loro attenzione si concentra sulla celebrazione coltivare varietà locali e creare vini fedeli al loro terroir. Questo vale per tutte le loro tenute, non più solo in Toscana, ma dalla Puglia al Piemonte, e anche oltre, con proprietà in Cile e California (tra cui Stag's Leap Wine Cellars). In sostanza, tuttavia, la loro filosofia può essere riassunta in una parola, dice: qualità. 
La generazione successiva è già a bordo, con i figli di Albiera, Vittorio e Verdiana, che lavorano al suo fianco. Il loro percorso è stato completamente diverso: università, master e esperienza in cantine di tutto il mondo, un passo più consapevole nell'azienda di famiglia. Non c'era, tuttavia, modo di negare il loro destino. 
Essere un Antinori, dice Albiera, "significa una responsabilità verso le persone che lavorano con noi, verso la storia che abbiamo e verso la terra che coltiviamo... un impegno solido e costante nel fare le cose bene, nel fare le cose con intelligenza, nel fare cose che durino nel tempo". Dopo sei secoli di attività e un portfolio di tenute in tutto il mondo, questa responsabilità continua a crescere, ma è un dovere che gli Antinori sembrano particolarmente adatti a gestire. 
La nuova annata di Solaia (2022) è ora disponibile 
Esplora tutti gli attuali prodotti Antinori o leggi di più. Editoriale

Gli Antinori sono una delle famiglie più famose d'Italia. In occasione dell'uscita della nuova annata di Solaia, abbiamo incontrato Albiera Antinori, CEO e Presidente dell'azienda di famiglia, rappresentante di 26a generazione.

Sitting down with Albiera Antinori – CEO of Marchesi Antinori, company that created Super Tuscan Tignanello to find out more about their wine dynasty 

Talking to Albiera Antinori about the family’s wine empire 

L'impero Antinori

The history of Piedmont as a fine wine region and the establishment of Nebbiolo as a single-varietal wine predates the unification of Italy. Yet the region’s rise to international fame as Italy’s finest wine was intrinsically linked to the political role that the Piedmont Kingdom played in the unification of Italy. Nebbiolo as Italy’s first single-varietal wine The decision to move away from the generic field blends more typical of wine production in Italy at the time, to a single varietal Nebbiolo, was the first step towards Barolo gaining prominence. This decision also came about through aristocratic influence by the Piedmont nobility at the height of its power, prior to the unification of Italy in 1861. In the 1830s the Marchesi de Barolo married a French aristocrat who as part of her entourage brought with her a talented French oenologist, who after experimenting with many French varietals in the region quickly identified the potential of the indigenous Nebbiolo as a potential single varietal superstar! This French oenologist started to produce single-varietal Nebbiolo on the Marchesi de Barolo’s vineyards and it wasn’t long before the wines gained a reputation amongst the aristocratic classes. The King of Piedmont contacted the Marchesi requesting to taste this wine made from just Nebbiolo that everyone was talking about. The King became a huge fan of the wines and it wasn’t long before the Marchesi was sending 365 barrels of Nebbiolo
to the King for him and his courts to enjoy throughout the year. From then on Nebbiolo as a single varietal had begun to secure its place in fine wine history. The establishment of Barolo It wasn’t long before the King purchased his own wine estate in Barolo, which now exists under the ownership of Frescabaldi. The Piedmont kingdom was the conquering force in the unification of Italy along with the help of the French army that finally conquered the Spanish rule of Sicily and southern Italy and eventually Rome leaving just the Vatican and the Pope isolated from the rest of the newly
declared unified state of Italy in 1861. Amazingly there was no diplomatic relationship between the Vatican State and the Italian government until Mussolini reached out to them in 1932. The power of the Piedmont kingdom and its role in the unification of Italy meant that Barolo retained its status with the aristocratic elites of Italy and beyond and became known as the premium wine-producing region of the newly declared country. Its prominence and reputation remained ever since. The Barolo region became renowned throughout the country and Nebbiolo took its crown as the king of Italian wine. Barolo following the unification became more and more established with merchants moving in to seize the opportunity of this prestigious and unique Italian wine. At this time, apart from the noble families (Marchesi Di Barolo, Rinaldi, Bourgogno) all the
rest of the Barolo wines were bottled in Alba under merchant’s labels. Alba, much like Bordeaux, became a thriving merchants hub and the wine began to be exported overseas. Barbaresco: the unfortunate struggling sibling to Barolo History is full of cruel twists and the development of Barbaresco for much of the 19th and 20th centuries was a struggle for survival, unlike their more established neighbour Barolo - with its royal seal of approval. Today Barbaresco is being seen very much as Barolo’s equal but its survival is in no doubt down to two central figures of the region Gaja and the Produttori Di Barbaresco. 
The history of Gaja of Barbaresco The history of Gaja is extraordinary and singular in its rise to fame in the region and is a testament to the foresight of Giovanni Gaja and his son and French wife Clothide Rey. The Gaja family were not nobility but farmers, yet they became the first to bottle their own wine in Barbaresco in 1859. This became possible because the family owned a small tavern in the town which catered for the merchants that passed through Barbaresco as it was an active Port, distributing goods. At the tavern, the Gaja family used to make their wine and serve them from jars at the restaurant. At that time all other growers would sell their grapes to merchants in Alba to make wine.  Buoyed by the income of selling their own wines at their tavern Giovanni Gaja in 1859 then decided to bottle his best barrels in bottle (at this time this was often a blend of vintages). But these became the first Barbarescos ever to be bottled as Barbaresco. The family became further governed by quality when Angelo Gaja and his wife Clothide Rey took over from
his father. Their qualitative approach philosophy in a region that at the time was so underdeveloped is extraordinary. The family’s motto – fair, savoir faire, savoir faire faire et faire saviour (Work, knowledge, motivating others to work and passing on knowledge) has not faltered right up until today.  1958 was an important date for the Gaja family because this was recognised in Barolo as a fantastic vintage and it became the first vintage of Barolo to sell for over a 1,000 lira a bottle. The average price at the time for the best producers (such as Renato Ratti) was closer to 300 lira. This 1,000 lira price tag therefore became a big deal and was the beginning of Barolo
becoming recognised internationally as one of the world’s finest and most expensive wines. Yet despite this high price tag of Barolo, Giovanni Gaja was selling his current Barbaresco release at this time for 1,200 lira! This just showed the Barbaresco from Gaja even in those early days was outpricing the best wines of Barolo. The history of the Produttori del Barberesco The history of Barbaresco outside of the extraordinary success of Gaja was a lot less smooth. Through this period the region remained largely unknown for wine production despite successfully growing Nebbiolo like its neighbour Barolo and being home to the region’s best producer Gaja. However, there is another unique and profound development that took place in Barbaresco that also has shaped the region as one of Italy’s finest wine-producing regions for single varietal Nebbiolo that unlike Barolo did not rely on the aristocratic influence for its rise to fame. If anything, Barbaresco’s rise to fame, including Gaja’s development was the success of the
workers of the land rather than nobility. This came in the form of the socialist collective that started to bottle its own wine in Barbaresco under the Produttori Di Barberesco label.  Speaking with Aldo Vacca, today’s chief winemaker at the co-op it was a man called Dominizio Cavazza who was become known as the Father of Barbaresco. He moved to the region when he got a job working as the Director of the Wine School of Alba in 1890.  He immediately saw the potential of Barbaresco as a fine wine region and whilst he had no land, he knew if he could persuade the small landowners to compile their crops, he could make a fine wine that they could bottle and sell themselves rather than selling their crop to
the Alba merchants. By 1894 he had managed to persuade five farmers and two
landowners to contribute the crop and the cooperative was formed. At this time socialism was taking hold in many parts of Europe enabling small landowners to work together to enable them to manage their own produce without relying on the aristocratic landowners. Prior to the Bolshevik revolution in Russia in 1917, these socialist projects in Western Europe were seen as a very positive social development and was transforming the social structure across the region. Initially Cavazza believed that Barbaresco should be incorporated as part of the Barolo District but as Barolo by this time was already well established, thanks to its aristocratic ties, the Barolo producers had no interest in extending their boundaries. This decision in itself was to have a devastating impact on Barbaresco for the next 50 years. Whilst the cooperative became very successful in the early years, the First World War followed by economic hardship and the rise of fascism in Italy which actively shut down cooperatives in Europe, saw the Produttori cease to exist.  It wasn’t until 1954 that the co-operative project was reborn by the local priest – Don Fiorino, who on moving to the region heard about the early success of Cavazza and wanted to rekindle this success. For the priest the cooperative was essential in the survival of the local community that unlike Barolo was decimated by poverty and hardship through the first half of the 20th century. The 1950s saw the industrial boom in Italian cities which saw huge swathes of the countryside deserted as young men and women flocked to the cities for better wages in the automobile and other industries. To encourage people to stay in Barbaresco, Don Fiorino reopened the cooperative promising any landowners who joined him that they would be given fair and
reliable income if they stayed and worked the land. Dom Fiorino’s foresight was to be commended as ever since it opened the co-op has gone from strength to strength. Similar to Gaja, it is due to a strict qualitative approach that has meant this co-op is today producing arguably the world’s finished wines from a cooperative. These days, thanks to Gaja and Produttori, Barbaresco is producing some of Italy’s finest wines. Explore more Editorial 

We look back at the rise of Barolo and its neighbouring sibling Barbaresco's less fortunate, rocky road to fortune.


The historic rise of Nebbiolo

“In more recent times The Glenturret has not been a brand name that is well known in whisky.” While few might refute this, they are not typically the first words you expect to hear from the mouth of the distillery’s Managing Director. “When the new owners took over, it was a unique opportunity to take this old, heritage brand that no one has ever heard of and reposition it without any of the baggage you normally get with repositioning older brands,” John Laurie adds. In 2019, Silvo Denz – owner of Chx Faugères in Saint-Emilion and Lafaurie-Peyraguey in Sauternes – bought a 50% stake in the Highland distillery via his Lalique Group for £15.5m. (Swiss entrepreneur Hansjörg Wyss bought the other 50% for an undisclosed sum.) This marked Denz’s first move into the whisky world and a huge moment for The Glenturret. The deal with The Edrington Group, who own The Macallan and Highland Park, included the distillery, the single malt brand and more than one million litres of maturing stock. In the intervening years, the brand once known as a component in blends and home of The Famous Grouse Experience has been on an oft-used-and-cliched “journey”. The team has grown, acquiring some big names along the way, the core range has been stripped back to basics, and all the fundamentals have been scrutinised. For the first nine months after former The Macallan Whisky Maker Bob Dalgarno joined The Glenturret, he was reportedly nowhere to be seen. After his induction, Dalgarno – chalk in hand and overalls-clad – barricaded himself in the warehouse. The industry legend spent month upon month scrawling on the casks, rolling barrels around and familiarising himself with his new pet project. For the self-professed “farm stock”, the prospect of joining a manually operated distillery after working at The Macallan for 30 years was a real thrill. Dalgarno could experiment and affect change. New contracts with local farmers to run barley trials have been set up and the cask-selection process has been extensively reviewed. He and Distillery Manager Ian Renwick are a formidable team. The duo spent months drilling into the stocks and assessing what worked well and didn’t. After this, two things were taken as read: the quality of the new-make was of utmost importance, and The Glenturret would stay a small, hand-operated distillery. “Other brands will use casks as their dominant flavour profile,” Laurie explains. “We use our new-make spirit. It’s the backbone of The Glenturret. You should be able to nose our new-make spirit and nose it at 30 years old and never lose that character.” The Glenturret new-make spirit is light and quite soft because of the long fermentation and slow distillation methods. In order to preserve this character and avoid railroading it, cask selection is key. This, according to Laurie, has been instrumental in 80% of The Glenturret’s maiden whiskies selling out in the first seven months. “We were really keen not to be the brand that just puts the same liquid in a shiny new bottle and charges a different price point for it,” the Managing Director says. That said, innovation – or, as Laurie prefers it called, experimentation – is high on the agenda at the Highland distillery. “It’s less scientific clean rooms and more overalls and a lot of incredibly long hours and hard work,” Laurie adds. Ostensibly, the culmination of the first stage of this experimentation is the 2020 series of releases, which includes the familiar TripleWood and a scattering of age statements. But look a little harder and the range is an adept exploration of refinement, questioning age, alcohol strength, refill casks and peat. The team has also not shied away from the issue of transparency – something that the whisky world has not always embraced. “We will tell people exactly what’s in our whisky; we won’t hide anything,” Laurie says. “If you want to know how old our non-age statement is then we will tell you. It’s all about the quality of the liquid for us.” In production terms, The Glenturret is considered small batch. As Brand Ambassador Jamie Morrison quaintly puts it, “At roughly 200,000 litres of alcohol per year, that’s a piece of plankton floating in the Pacific in relation to much bigger, more automated distilleries.” For Laurie, balancing genuine scarcity with a territory-by-territory approach will be instrumental to their success. “You want to explain to the consumer that when it sells out, it sells out. There is not going to be another one coming out the back of it. But also managing it to the point where it is not so hard to get that the consumer loses interest,” Laurie says. “We wanted to make sure everywhere we opened up we looked after as we grow. For The Glenturret to really work, it has to be sold in a location where somebody can take the time to tell the customer the story and understand what makes us different. I would rather they didn’t make the sale than make the wrong sale. “This distillery can’t put out any more than 500,000 litres of alcohol unless we started putting on extensions and changing the process completely,” Laurie says. “And there is absolutely no willingness from the ownership all the way down through the team here to do that. So, The Glenturret will reach that 500,000 litres of alcohol production level and stay there.” Morrison picks up the point: “Everything we do is truly small batch and that comes with its own set of challenges in terms of production, but it also makes us quite nimble which means we can afford to do small experimental runs of different barley. We can adjust fermentation times and adjust the run times of the stills quite easily. And that affords us opportunity to effectively have a play round and see what happens.” The words “small batch” and “limited” are often bandied about in the drinks world. In fact, The Glenturret is well-positioned on many fronts when it comes to buzzword bingo, but there is a sincerity in the mission here and a stellar line up of talent which will ultimately let the liquid do the talking. Browse all current Glenturret listings or all Scotch whisky or read more Editorial

When the oldest working distillery in Scotland found a new owner in 2019, many stood back and speculated on how its fortunes might change. Holly Motion speaks to the team about how a new approach has been a barnstorming success


Exploring how Scotland's oldest working distillery, The Glenturret, has gone back to basics and transformed the Highland producer's reputation

Back to basics at The Glenturret

The Glenturret: back to basics

Calon Ségur was my first ever en primeur purchase. There was such hype around the 2005 vintage and I was desperate to get my hands on something, anything. At the time I was a delivery driver for a small wine merchant and it was a luxury, but I could just afford a 12-bottle case of Calon Ségur. That alone is proof of just how cheap this wine was at the time, and how little in demand. The château always had pedigree, however. It was classified as a Third Growth in 1855 – a ranking that may even have been an underestimation, given its reputation today. Evidence of wine-growing on the estate dates all the way back to the 12th century. Since then, the property has passed through the hands of some of the most important winemaking families in Bordeaux. By 1718, the Marquis de Calon owned not just Calon Ségur but Lafite Rothschild, Latour and Mouton Rothschild. With the exception of Ch. Margaux, all the future Médoc First Growths were under his management, but he famously said, “I make wine at Lafite and Latour, but my heart is at Calon.” The quote inspired the heart that adorns every bottle. More recently, the vintages produced under Georges Gasqueton in the 1920s, ’40s and ’50s remain legendary. So, what went wrong? How could an estate, favoured over Lafite and Latour, fall so far from grace? In modern times, the blame seems to have been lain firmly at the feet of Madame Denise Gasqueton who took over the property after her husband died in 1995 and managed it until her death in 2011. But current Technical Director Vincent Millet says this is an unfair assumption. And he should know. If there has been one constant at Calon Ségur through its complete transformation, it is him – having started working at Calon in 2006. “Gasqueton was very traditional in her approach,” says Millet, “but her methods were not uncommon at the time.” Millet explains how the 1970s, ’80s and even ’90s were a lean era in the Médoc. Prices for the wines hit rock bottom and costs had to be cut to survive. Philippe Gasqueton – her husband – had instigated a mass uprooting of Calon Ségur’s vines, hoping to save on labour costs, which were the estate’s biggest outgoing. Although it’s hard to believe now, they pulled up every other row of vines. While Saint-Estèphe had a great reputation for Cabernet Sauvignon, it was harder to grow than the earlier-ripening Merlot, which typically produced more fruit. As Merlot gained in popularity, plantings in the Calon vineyards grew. By the time Millet joined the estate, Merlot represented 50% of the blend at Calon.  Millet is not critical of Gasqueton’s decisions. “It was necessary to survive,” he says. But he knew Merlot was not the best variety for the Médoc and he was keen to make changes. He’d spent five years working with Ch. Margaux, Mouton, Latour, Pétrus, Haut-Brion and Lafite Rothschild, examining the effects of filtration on wine. He then joined Ch. Margaux, heading up their research development department for eight years. By the time he reached Calon, he knew that changes in the vineyard would rekindle its reputation – a disappointment to Madame Gasqueton who had invested in a new winery just a few years earlier. But Gasqueton was open to Millet’s ideas and he convinced her to build a truly state-of-the-art winery at their other estate, Ch. Capbern. “Capbern became a laboratory,” explains Millet. It was their playground, providing much of the research that would inform the work at Calon. Soon before Millet’s arrival, Gasqueton started restructuring the vineyards to make sure they met the appellation’s minimum vine density. Millet then started dividing up the vineyard and identifying the best plots and replacing the Merlot. Importantly he also insisted that rather than harvesting the Cabernet straight after the Merlot, they would wait for the fruit to be fully ripe – something he remembers having to persuade Gasqueton was necessary. “We have to act when the grapes tell us to, not the other way around,” he explains. By 2008, Cabernet Sauvignon once again represented 80% of the vineyard – the same proportion as in the estate’s legendary period in the early 20th century. By the time Gasqueton passed away in 2011, the roadmap for changing Calon’s fortunes was already in place. The estate was purchased by the insurance company Suravenir in 2012. And the new owners, much to Millet’s delight, were happy to invest in the property. As the financial constraints lessened, Millet was able to implement changes rapidly. Under the new management, Millet found he could be more selective with the fruit. He could easily distinguish the best plots, as they were all now vinified separately. Amazingly, production of the Grand Vin dropped by almost half. Between 2000 and 2005 production sat at around 180,000-200,000 bottles a year. Today they make just 100,000 bottles of the Grand Vin.  The second wine Marquis de Calon became the expression of Merlot at Calon Ségur (almost a copy of Calon’s profile under Madame Gasqueton). But today Calon Ségur is distinctly Cabernet-driven and it is what Millet believes is the best interpretation of Calon Ségur and Saint-Estèphe’s terroir. There’s much more to the wine than Cabernet, however. “Calon Ségur is all about finesse,” he says. “It doesn’t have the terroir to make the powerful wines of Ch. Montrose or Cos d’Estournel. The wine would be too rustic if we tried to make it more powerful.” It’s this elegance that makes it unique in the appellation, defying Saint-Estèphe’s reputation for chunky, slightly awkward tannins. Today, the estate is firing on all cylinders and it has become the darling of Saint-Estèphe.  With its change in fortune, financial security and the capable hands of Vincent Millet, the property has rediscovered its terroir – the one thing that hasn’t changed over the centuries. I still have one bottle left of that first case of 2005 I bought – and it turns out, despite being the only thing I could afford, it was a brilliant buy. Having been able to taste through every vintage since has been fascinating, allowing me to follow the estate’s journey. Maybe with the final bottle, I will toast its 20th birthday. It will neatly mark a fascinating transformation of this once ugly duckling estate – that today has become Saint-Estèphe’s most elegant. Explore all current Calon Ségur listings or read more Editorial

Until relatively recently, Saint-Estèphe estate Calon Ségur rarely lived up to its Third Growth status, but today it is one of the region’s most in-demand names. Gavin Smith speaks to winemaker Vincent Millet about this property’s miraculous transformation 

Calon Segur’s winemaker Vincent Millet on this Saint-Estephe ugly duckling estate’s miraculous transformation

Talking to Vincent Millet of Calon Segur

Calon Ségur: the ugly duckling of Saint-Estèphe

America’s native spirit has never been in greater demand. After years in the doldrums with production at record lows of 500,000 barrels per year, Bourbon is experiencing one of the greatest Cinderella stories in the modern spirits industry era. At last count, the number of barrels maturing in the United States had swelled to 10.3 million per year, which is a whopping 436% increase since 1999.   The reasons for the pendulum swinging back in Bourbon’s favour are multiple. The introduction of the first single-barrel Bourbon from the mid-1980s, coupled with the classic cocktail revival in the late ’90s to early ’00s, started to pique interest. Within a few short years, the Old Fashioned cocktail and brands like Blanton’s and Pappy Van Winkle were appearing front and centre in some of the biggest TV shows and films in America. Drinkers and the wider whiskey world were starting to wake up to the fact that Bourbon was a seriously good spirit. Producers couldn’t fill barrels fast enough. There was new dawn for high-priced, collectable American whiskey – and bottlings were soon like gold dust.   “Right now, in Kentucky, if I go to a liquor store, I can’t find our products on the shelves,” Drew Mayville tells me. “They are all gone. People have bought them or they don’t even make it to the shelf.”  Mayville has worked in the alcohol industry for over four decades, for the first 23 years at Seagram’s (before “it was put up for sale and my bubble burst”) and for the past 18 years at Sazerac, which produces some of the most coveted Bourbons on the market (think Pappy’s, Blanton’s, E H Taylor and Eagle Rare) at its Buffalo Trace distillery in Kentucky.   “People think [the Bourbon boom] happened overnight but it didn’t,” the Master Blender and Director of Quality says.   “I would say about 10 or 15 years ago it started to make its cycle back to favour,” he adds. “Even Pappy Van Winkle, which is one of the most sought-after Bourbons that we make, didn’t happen overnight.”   Mayville has witnessed the cyclical nature of drinking trends throughout his career and seen the various booms and busts in the United States as tastes moved from dark spirits to white spirits and back again. He believes one of the reasons Bourbon is so popular right now is largely down to its approachability.   “American whiskey tends to be very palatable,” Mayville explains in his Canadian drawl. “Scotch is more of a learned taste; lots of people drink Scotch around the world because they are so used to it.  “Part of the reason that Bourbon is very palatable is the corn. It provides a lot of that sweet fruitiness,” Mayville adds.   In order to be called Bourbon, the spirit needs to be made from at least 51% corn. The second grain in 95% of Bourbon produced is rye, which gives it a spiciness. The other 5% of Bourbon has wheat in place of rye – these wheated Bourbons are softer, as the fruit notes from the corn are accentuated by the addition of wheat. (Straight rye whiskey is also made from corn and rye, but with the rye dominating, meaning it can’t be classed as Bourbon.)   Contrary to popular belief, Bourbon can be made anywhere in the United States but 95% of Bourbon is produced in Kentucky. Bourbon must be distilled no higher than 160 proof (80% alcohol) and matured in newly charred oak barrels.   Despite its current popularity, Bourbon does have a long distilling tradition; it was first produced in Kentucky in the 1780s when distillers discovered charring barrels mellowed corn whiskey. After a strong start, Bourbon struggled during the two World Wars and was heavily affected by the temperance movement and Prohibition in the United States. Sales recovered by the middle of the century and American whiskey entered something of a golden age in the 1950s.  Unfortunately, this prosperous period was short-lived when drinkers once again turned their backs on brown spirits in favour of white spirits in the 1960s and early ’70s, kickstarting the vodka revolution that has only recently started to wane. This about-turn resulted in the first American whiskey surplus – known as a lake in world whiskey and loch in Scotland. Producers were left with gallons upon gallons of surplus whiskey and inevitable closures followed.   “We kinda skipped a generation and now we’re going back that way,” Mayville says stoically.  Now, with sales more buoyant than ever, there is a rush to ramp up production – fast. Sazerac is in the process of spending an eye-watering $1.2 billion on the Buffalo Trace distillery in Frankfort, Kentucky. A new column still, cookers and boilers are all being installed to double capacity. New, 60,000-barrel warehouses – the largest in Kentucky – are also being built every four or five months, at a cost of circa $30 million. This is scale on an unprecedented level.   Buffalo Trace is not alone in this endeavour. Producers of Old Forester and Woodford Reserve Brown-Forman are increasing their distillery space, and the makers of Four Roses have spent more than $50 million on expansion. Global spirits behemoth Diageo has also invested a reported $115 million on a new distillery and four warehouses with a total capacity of 330,000 barrels for its Bulleit Bourbon and other, as yet unannounced American whiskey brands.  “We’ve been making more and more every single year but it’s just never enough,” Mayville tells me.   “It’s a lot of money and it’s a big risk because if people don’t buy the product in 10 years from now, you’re going to have a lake of whiskey,” Mayville adds with knowing caution.   It’s hard to imagine the current Bourbon boom going bust when producers are showing such confidence in the category and bottlings such as Pappy Van Winkle Family Reserve can sell on the secondary market for upwards $20,000, but there are no guarantees.   For Mayville, this change in fortunes is a real boon but his real focus is on the quality of the liquid and innovation at the stills – the sales figures are somebody else’s concern.    “The part that really excites someone who has been around as long as I have is doing new things and innovation,” he says with glee. Much to this industry veteran’s delight, this creativity is championed at the very top of his organisation.   “We can go away, do experimentations, spend money, and not even tell anyone – and it’s actually encouraged,” he says, still clearly unable to believe his good fortune.  Mayville says the American drinks market is great at keeping him honest, always expecting something that wows and excites them.  “We’re always, always trying to innovate, embrace that change, and try and make better products,” he adds.“ We run so many different experiments, trying to make better whiskeys. It’s hard to list them because there are so many. There are thousands of barrels ageing right now that are experiments.”   One of his most recent experiments was the Colonel EH Taylor 4 Grain, which was named one of the best whiskeys in the world in 2017 by Jim Murray in his Whisky Bible.    “You can’t predict exactly what’s going to happen,” the Master Blender says humbly. “We’re doing so many experiments – another one could well be one of the best whiskeys in the world.”   With creative genius like Mayville at the helm of some of these distilleries, continually striving for quality, it’s hard to see the Bourbon gold rush ending any time soon. One thing that is for sure, though, is whiskey lovers and collectors will continue to scramble for what little Bourbon there is on the market until distillers can mine their liquid gold. Browse all American whiskey or read more Editorial 

After some very challenging years, American whiskey producers feel like they’ve struck gold. Demand for Bourbon is at an all-time high and distillers can’t pump out enough liquid to meet a seemingly unquenchable thirst. Holly Motion investigates the Bourbon boom 

Exploring the reasons for the current Bourbon boom in the United States with Buffalo Trace’s Drew Mayville, who produces Pappy Van Winkle, Blanton’s and more

Exploring the Bourbon whiskey boom

Gold rush: the Bourbon boom

One hundred years ago, two men, inspired by the Scottish distilling tradition, produced the first Japanese whisky. In the years that have followed, the category’s fortunes – much like its founders’ relationship – have been turbulent.    The story begins in 1923 when pharmaceutical wholesaler turned Spanish wine importer Shinjiro Torii invested his family fortune in building the Yamazaki distillery, against their advice. Torii enlisted the help of wet-behind-the-ears chemist Masataka Taketsuru – who had spent time learning his craft in Scotland – to lead production on their first whisky, Suntory Shirofuda, which was released in 1929. The two men did not see eye to eye and parted ways following the dismal reception of Shirofuda. Taketsuru famously went on to found the other great Japanese whisky producer, Nikka, and their fierce rivalry persisted. This is one of the reasons Japanese distilleries, to this day, blend in-house rather than trade liquid. Despite this rocky start, the Japanese domestic whisky market looked bullish by the late 1930s – Yamazaki’s next whisky (Suntory Kakubin, released in 1937) was more warmly received and Taketsuru successfully re-entered the scene with his first whisky, Nikka Yoichi, in 1940.  Fast forward to the early 1980s and the category was in fine fettle – Suntory and Nikka had both released their first single malt expressions and there was plenty of cause for optimism. But this prosperity sadly did not last as a steep decline in consumption caused the Japanese whisky market to splutter and almost entirely stall, resulting in many distilleries, including Karuizawa, being forced to close their doors. Both Yamazaki and Nikka managed to stay afloat but their output was significantly reduced as the economy and category stagnated, marking a bleak 25-year chapter in Japanese whisky’s history.   When demand was reignited around the mid-to-late 2000s, it largely came from Europe. A perfect storm caused this spike in interest, including wider interest in Japan (think Bill Murray in Lost in Translation), the resurgence of the Highball cocktail (circa 2007) and Suntory’s Yamazaki Single Malt Sherry Cask 2013 being named the world’s best in 2014 – a first for the category. Around this time, the world was also introduced to Ichiro Akuto’s highly collectable Card Series and the lost distilling icon, Karuizawa. “The mad scramble for crumbs on the Japanese whisky scene is something nobody could have predicted,” acclaimed Japanese whisky writer and Ghost Series independent bottler Stefan Van Eycken tells me. “In the space of 10 years, the situation went from being able to buy a whole range of single-cask Japanese whiskies at a big electronics chain for peanuts to bottles not even reaching the shelves of liquor stores anymore. “Even I, who had been exploring the Japanese whisky scene in the ‘dark ages’, couldn’t have predicted that,” he says matter-of-factly. “If I could have, I would have rented a van, bought up all the bottlings that were available for purchase and I could have retired by now.” Yumi Yoshikawa joined the team at Chichibu in 2013 after a two-year stint in Scotland, first working in the Highlander Inn in Craigellachie – which will require little introduction for spirits journalists or enthusiasts – and at the Bruichladdich Distillery on Islay. “People didn’t know the value of aged [Japanese] whisky back then,” Yoshikawa tells me. “Or that Japan had a long whisky history,” she adds. Somebody who was instrumental in educating the world on these two points is Marcin Miller, a man whose fortitude dragged Karuizawa out of obscurity. The genteel and thoroughly entertaining former Whisky Magazine Editor turned drinks entrepreneur, recalls the landscape when he and business partner David Croll first tasted those fateful Karuizawa single casks in the early 2000s.  “The most common complaint [from whisky enthusiasts] at the time would seem to be that it's all very well for me tasting this stuff but we never get to see any where we are in Western Europe or Northern America,” he recalls. So the two men set about changing this by buying the remaining stock from the then-lost Karuizawa, bottling it, and making it available to the masses – with resounding success. It’s a gross misapprehension – held by many – that the duo meandered into a meeting room, tasted a parcel of Karuizawa, bought it on the spot, and bottled it shortly after, grinning like Cheshire cats as the coffers swelled. In truth, it was four and a half years of negotiation and countless sleepless nights during the process. When pallets of casks from the ghost distillery in a nascent whisky market were finally shipped to them, there was no guarantee the wider whisky world would be interested. “Whatever anyone says, it really was not easy…” He trails off, transported to that time, and all the challenges the pair transversed when bringing the mature Japanese whisky from a then-unknown producer to its now almost mythic status.  Miller talks of the “extraordinary, phenomenal effect” Karuizawa had on him. Croll, Miller and acclaimed drinks writer Dave Broom – who has since quite literally written the book on Japanese whisky – initially tasted 69 single-cask Karuizawa samples. “I would have bottled any of those casks,” Miller says, a fond smile warming his face. If it hadn’t been for Croll, who had lived in Japan for 30 years and owned a successful drinks business, Miller says they likely never would have got a foot in the door at Karuizawa – or secured the exclusive distribution rights of the much-lauded Chichibu and Hanyu. “I dare say Karuizawa would have been blended away into big plastic five-litre tubs of supermarket whisky,” Miller says reticently. When Van Eycken moved to Japan around the same time as Miller and Co were negotiating the Karuizawa deal, he hadn’t even realised whisky was being produced there. Japanese whisky consumption and production were at an all-time low and the general feeling, he says, was that the whisky made in Japan was “cheap and good for getting a buzz when going out, but that the good stuff – that you would savour – was Scotch, and Bourbon, to a lesser extent”. The intrepid Van Eycken was taken aback by the quality of the long-aged liquids he sampled on his travels and couldn’t understand why this sentiment wasn’t shared domestically or further afield. When Japanese whisky’s popularity did finally begin to soar, he was perfectly placed to fill the knowledge chasm with his widely acclaimed Nonjatta website and, later, his seminal work Whisky Rising – a fully updated second edition of which came out earlier this year.  “When I wrote the original edition in 2016, there were 14 active distilleries in Japan,” he says. “Fast forward to mid-2022 and there were 41 active distilleries (and even more in the progress of getting ready to distil),” Van Eycken tells me. All of the new distilleries, he says, are attempting to follow the so-called “craft model” with a single pair of pot stills and fairly limited production. The inspiration, of course, being Ichiro Akuto and his incredible accomplishments over the past 15 years at Chichibu. “But not everyone can be an Ichiro – though most new distillers are certainly hoping to be equally successful, if not more, than Ichiro,” he adds. Several of these new distilleries are located in and around the town of Karuizawa. “My personal feeling is that it doesn’t make a lot of sense to try and compete with the legend that is the (old) Karuizawa distillery,” Van Eycken is quick to add. “The liquid that was made there turned out to be something very special, and not only by design. I have had the dubious pleasure of tasting the new-make from the old Karuizawa distillery and it was absolutely foul.  “But during the maturation process, over 20, 30, 40 years, something magical happened. Some of this can be explained, but most of it is a hermetic mystery. We simply cannot know why decades later this harsh spirit transformed into a sublime whisky (in most cases). Even if you wanted to replicate this whisky – or aspects of it – you couldn’t.  “And hoping to match the quality of the (original) Karuizawa whisky… well, it’s good to aim high but it's a bit like naming your kid Roger Federer in the hope that he would turn into a tennis player of the same calibre. Why would you want to put that sort of pressure on the kid?”  Miller is humility personified and doesn’t want to come across as a wizened cynic or, in his words, “boring old fart”, but he’s not confident that all the country’s new distilleries are set for success. “I think people are now trying to replicate the business success but without the foundation of the liquid. They are selling Japanese whisky futures but who knows what the liquid is going to be like because it's not just A + B = C.” There is a cautionary tale in the annals of Scottish whisky distilling that Japanese producers might be wise to heed. Scotch has famously fallen victim to its own success – with booms and busts resulting in whisky lakes, or lochs, that have crippled the industry and forced mass distillery closures. In so faithfully replicating Scotch, there is a real danger Japan will find itself back in the 1980s when the likes of Karuizawa were shuttered. This time, however, there would be many more casualties.      “For the time being, the Japanese whisky scene continues to be marked by an unbridled optimism,” Van Eycken adds. “Distillers price their (invariably young) whiskies very high (compared with similarly established whisky markets around the world) and consumers snap up the bottles regardless of the (sometimes unjustifiably) high prices.”  This price war is one of the reasons Miller et al sold their remaining stock of Karuizawa, which had initially been priced fairly but wasn’t the case when they left the scene. The 1960 Karuizawa, for example, which yielded 41 bottles was released circa 2014 for £12,500. Within a decade, those same bottles were easily reaching $375,000. “That's not a bad return in 10 years,” Miller says caustically. “But that's not why we did it. If that had been our motivation, we'd have just held on to it and had 41 times that.” For those still in the industry – and disciples of it – there is a real push to protect the integrity of Japanese whisky and futureproof it. Yoshikawa picks up the point, outlining that the few have muddied the water for the many: “The rapid publicity and the reputation of Japanese whisky have led to its use of excessive PR strategies, even when this is not in line with the facts of the product.” For these reasons, she is an advocate of more stringent regulations, like the ones announced by the Japan Spirits and Liqueurs Makers Association in 2021 which aims to restrict certain practices – like labelling whisky that isn’t actually from Japan as Japanese whisky – akin to those enshrined and strongly policed in Scotland. But she, like many, thinks these could go further and believe it is important to continue scrutinising the practices of the small and larger players, ensuring there is greater transparency and less “skullduggery”, as Van Eycken puts it. As the ink dries on the past 100 years of Japanese whisky, no one knows what the next century might entail – but there's plenty of excitement. The landscape will undoubtedly change once more, and new giants and legends will likely emerge. For whisky enthusiasts, the challenge – as always – will be pre-empting the plot twists and securing bottles before they become little more than folklore.  Browse all Japanese whisky or read more editorial

As Japanese whisky enters its 100th year, producers are in a mad scramble to build the next legend. Holly Motion assesses whether previous fairytale endings can be repeated – and ponders if those individuals attempting to stand on the shoulders of giants might have a great fall

Exploring the epic story of Japanese whisky – from its genesis, to rebirth and future – as it celebrates its centenary.

100 years of Japanese whisky

A modern epic: 100 years of Japanese whisky

Ogni novembre, il mondo del vino guarda alla Borgogna per l'asta degli Hospices de Beaune. Ci immergiamo nella storia di questa istituzione filantropica, della tenuta e dei vini che produce.

Explore the history of Burgundy’s Hotel-Dieu and Hospices de Beaune, its wine estate and the famous annual auction, the Vente des Vins

Your guide to the wines of the Hospices de Beaune

Tutto quello che c'è da sapere sugli Hospices de Beaune

Chateau la Fortune

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I vini venduti en primeur saranno rilasciati dal produttore dopo limbottigliamento, tipicamente 18 mesi dopo la fine della cosiddetta campagna. Il tuo vino sarà poi conservato da FINE+RARE in un deposito doganale fino a quando deciderai di richiederne la consegna.

Ci riforniremo di questo articolo al prezzo garantito dalla nostra rete di fornitori e organizzeremo una spedizione rapida a FINE+RARE.
 I tempi di consegna dipendono da molte variabili, ma in genere per un approvvigionamento rapido sono 2-4 settimane.
 Una volta confermato l'ordine, ti terremo aggiornato sulla data di arrivo prevista.
 Ogni articolo viene controllato all'arrivo dal nostro team di esperti e le fotografie sono disponibili su richiesta (si prega di notare che potrebbero essere applicati dei costi).

Reperiremo questo articolo attraverso la nostra rete di fornitori e ne organizzeremo la spedizione a FINE+RARE.
 I tempi di consegna dipendono da molte variabili, ma una stima media è di 6-12 settimane.
 Una volta confermato lordine, ti terremo aggiornato sulla data di arrivo prevista.
 Ogni articolo viene controllato al momento della ricezione dal nostro team di esperti, con fotografie disponibili su richiesta (si prega di notare che potrebbero essere applicati dei costi).

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