This year Michael Silacci is celebrating 21 years at Opus One. Taking over as winemaker for Napa’s first cult estate and arguably the region’s most famous property (a joint venture between Ch. Mouton Rothchild and Robert Mondavi) was no small task. But Silacci’s experience was almost unparalleled; he’d worked in the valley for 40 years, under some of the most iconic producers in the region’s history. In the 1980s, Silacci was mentored by America’s most influential post-Prohibition winemaker, André Tchelistcheff at Beaulieu Vineyard. In the 1990s, he became the right-hand man of Napa legend Warren Winiarski at Stag’s Leap Wine Cellars. When he took the role at Opus One in 2001, he was making wine alongside Mouton’s winemaker Patrick Léon and Robert Mondavi’s son Tim Mondavi. Of all the many things he learnt from these mentors, it was their belief in him that really empowered him – and it was this that would shape his work ethic at Opus. Silacci understood the power of responsibility from a very young age. Working in his grandfather’s dairy farm at the age of 10, he was an essential cog in the operation. “He was a very practical man,” says Silacci of his grandfather, “and would allow me to get on with my work, without ever looking over my shoulder.” Silacci quickly learnt what was expected of him. Silacci found himself in a similar position in his first winemaking job. He had just finished his studies at the University of Bordeaux. While he had worked in wineries and vineyards before, up until that point he had never really been given any responsibility or allowed to make decisions. In a subsequent internship, he found himself under the mentorship of Bordeaux wine legend, Denis Dubourdieu (Ch. Doisy-Daëne), who turned to Silacci and said, “You have taken all the classes, so make the wine!” Dubourdieu instantly put his faith in Silacci’s abilities, which was hugely inspiring for the young winemaker.   It wasn’t long before Silacci was drawn back to the US and Napa where things were really starting to develop; first working at Beaulieu Vineyard, then at Stag’s Leap Wine Cellars. In the 1990s, Silacci witnessed a lot of change in the valley as phylloxera ravaged the region. “First, there was denial, then there was anger and finally we learnt from it,” he says. “If Napa was to survive as a wine-producing region, people had to work together to solve its problems.” The group effort that followed – experimenting with rootstocks and clones, and most importantly sharing their discoveries, seeking the right combination to sustain the region’s future –was inspirational. This was a problem that couldn’t be solved by the individual.  When the opportunity arose to join Opus One in 2001, Silacci leapt at the opportunity – but it wasn’t an easy start. Silacci was used to a hands-on role, working in the vineyard and winery. At Beaulieu Vineyard, he oversaw 28,000 acres, five vineyard management teams, five winemakers and 85 grape growers. Under Tchelistcheff and Winiarski, he had learnt how to read the valley – noting how fruit in the same vineyard changed where the soils did, that different parts of the same vineyard would ripen at different times. It was this understanding of Napa’s terroir that he wanted to bring to Opus. His first week, however, consisted of back-to-back office meetings. “Don’t ever schedule a week for me like that again,” he told his PA.  Silacci arrived at Opus One with his eyes wide open and mouth shut, wanting to observe how the operation was working – and where potential problems lay. While everyone knew what they were doing, h felt that a sense of collective responsibility – and the passion that comes with that sense of ownership – was missing.  In such a big organisation – operating as part of the Mondavi stable in Napa – he wasn’t going to be able to change things overnight, but Silacci didn’t waste any time in the vineyard. When he arrived, the viticultural teams worked across the brands. One week they would be pruning To Kalon (Napa’s prized vineyard, of which 100 acres goes into Opus One), and the next week they would be pruning vines for a $25 bottle of Chardonnay in Carneros. For Silacci, this didn’t make any sense, and the vines needed to be treated differently. He knew from experience that a permanent viticultural team taking ownership of the vines they cared for would improve the quality of the fruit. Within four weeks, he had two teams dedicated solely to the Opus One vineyards. Changing attitudes in the cellar was not so easy. “It was very difficult to integrate with the team,” admits Silacci. “They were very set in their ways and were not really interested in doing things differently.” Silacci identified that it wasn’t what they were doing, but their attitude towards doing it that he felt was wrong. “The cellar crew only did one thing at a time,” says Silacci. “That was their reason for doing something well.” But Silacci, true to form, took a different approach. “Any living thing, human or plant, has to have a sense of urgency,” he says. “If you give people too little work to do and vines too much water, they develop a sense of leisure, they get distracted and miss opportunities… But if you give people too much to do and the plant too little water, they develop a sense of anxiety. They are stressed, which is not healthy and they make mistakes.” Silacci’s goal was to find a middle path. More than that, like his mentors before him, he wanted them to take responsibility in what they did and, with that, instil more passion in the team. “I knew they understood the mechanisms of winemaking,” says Silacci, “but I didn’t know if they felt it. I don’t know if they are passionate about what they do.” He decided to split the cellar team into two teams of three. Each was given 22 rows of the top vineyard. “Between them they had to make all the decisions on pruning, suckering, fruit drop, harvest decisions – everything.” Each team would then make around 1,000 bottles each at the end of the year.  Projects like this, Silacci believes, not only gave his team a sense of autonomy and responsibility, but it helped build passion for what they were doing. “You create a sense of urgency, and you get back a sense of focus,” he says.  Silacci believes that a consensus among the team is key – but only if everyone is equally invested in the final product. Today he has a permanent team of five, who together create the final blend. They are also joined at the later stages by Mouton’s Jean-Emmanuel Danjoy and another of the Mondavi team. Typically, they produce over 50 blends each year before making their decision. And it’s the most important decision of the year. “Blending really is at the heart of Opus One,” Silacci says.  The idea is that everyone in the team has a voice – and everyone is listened to equally. He feels it took 10-15 years for the team to completely understand this consensus-driven approach.  While the theory may not always work, admits Silacci (“Ultimately it is my head on the chopping block”), his aim is to empower his team with responsibility. Like his mentors before him, he loves to give them autonomy in their role, allowing them to figure it out on their own – meaning they’re more invested in what they do. “We all have a blind spot,” he says, “But if you have people standing with you, looking out, they mask your and other people’s weaknesses and you build a circle of people each with their strengths,” he says. For Silacci, the collective – like a blend – is stronger than the individual. “The very best teams,” he says in a calming, zen-like tone, “are not circles, but spheres.” And that perfect sphere is what he continues to strive for at Opus. Find out more about and browse all listings from Opus One or read more Editorial 

Under the tenure of winemaker Michael Silacci Opus One has gone from strength to strength. But it’s not him or owners Mouton-Rothschild and Mondavi that are at the heart of its success; for Silacci, it’s all down to the power of collective responsibility

After 21 years at cult Napa estate Opus One, Michael Silacci believes much of his success lies in collective responsibility. Here’s why.

Opus One's winemaker on collective responsibility

Opus One’s Michael Silacci on the power of collective responsibility

“The only thing more fun than drinking wine is buying wine,” says Allan Frischman, our new Vice President of Global Client Reserves, arching an eyebrow and laughing. He should know – he’s been working in the wine business since the early 1990s, with the vast majority of that spent sourcing, studying, authenticating and selling fine wine collections for a leading auction house. As of this month, he’ll be working to develop our network of reservists and their portfolios – allowing our clients to both sell and buy even more than before, giving us – and you – access to the world’s finest (and deepest) cellars. Beyond this, he’ll be finessing local pricing for each market we work in and helping manage clients’ wine storage – a job for which he is uniquely qualified. Frischman grew up in New Jersey and never planned to get into wine – but he took a part-time job at college (“to pay for beer”, he confesses) in a wine shop. The shop’s storage system was divided by country and region, with a warren-like basement that he needed to navigate, finding the right bin for new stocks. Reading about the different appellations, and using his staff discount to buy the odd bottle, got him interested – but it was a bottle of 1975 Ch. Talbot, tasted at Mary Ewing-Mulligan MW’s International Wine Center that hooked him: “At that point, I knew that this is what I wanted to do.”  The economics graduate was working at Manhattan’s Morell & Co. when, in 1994, the laws changed. For the first time since Prohibition, wine auctions were permitted to take place in New York State. “I didn’t know anything at all about auctions,” says Frischman – but it didn’t stop him jumping headfirst into something new, organising the state’s first commercial wine auction since 1920. “I didn’t know if we were going to get 10 bidders or 1,000,” he tells me. He shouldn’t have worried, for that auction was met with such enthusiasm that he walked away from the event on cloud nine, confident that he had found his calling.  In the 30 years since, he’s seen the auction business transformed. The 1994 law change created a new hub for wine’s secondary market, with New York rapidly becoming a rival for its traditional heartland in London – and the Big Apple rapidly added its own signature. Until then, auctions were staid affairs, dominated by trade buyers with little action beyond the raising of paddles in muted crowds – in Frischman’s words, “something dreary that dragged on for 10 hours”.  But Zachys – one of the auction houses that popped up in New York – added American flair, a touch of Broadway jazz hands to turn auctions into events, gathering bidders at round tables with great food and wine. Traditionalists said it wouldn’t work – but they were wrong. No longer were auctions purely a way to buy wine, they became fun – they became a place for wine lovers to gather, eat, drink and be seen. Higher attendance meant more bids, higher hammer prices – and more consignments that in turn brought more business, and a shift from trade to individuals.  The late 2000s brought challenges. “The Dow Jones was tumbling and it looked like the world was about to collapse,” Frischman tells me, looking back at the worldwide recession. “It was terrifying and of course people stopped buying wine.” But as Frischman rapidly learnt, people were waiting for the bottom of the market – and then they started buying again. At the same time, Hong Kong abolished import duty on wine (initially halved in 2007 and removed entirely in 2008) – and, like New York in 1994, instantly became a new centre for the wine trade. “The Asian market evolved almost over days,” remarks Frischman. “It became extremely sophisticated very quickly.” American auction houses started opening offices in Hong Kong. “For a few years, Hong Kong was just chewing up all the wine and the big hammer prices were all [there].”  The most recent shift in the world of auctioneering has been the advent of real-time, online bidding – one forced by the Covid-19 pandemic. “There was a perception that it would discourage people to show up in the sale room and would also discourage people from leaving bids in advance,” Frischman says, explaining why the industry was perhaps a little slow to embrace the online sphere. Interestingly, however, he anticipates that before online bidding was introduced, maybe only 10% of lots went to bidders physically in the room. With consumers stranded at home, and the technology already up to scratch, online auctions rocketed – and opened the market to an even broader range of consumers, with bidding wars between wine lovers in Brazil, Singapore, London, New York, Hong Kong and beyond now the norm.  As auction houses realised that online auctions worked, the need for events and associated spend dropped – and the auction style established by Zachys in the 1990s has become significantly less common. You might argue that this also heralds the end of the auctioneer – but even online companies have retained the compère, the familiar patter still something that bidders want.   It isn’t just where and how wine was selling, but which wines were selling that has evolved. In the mid-1990s and early 2000s, Frischman notes how the US market centred on Napa’s cult Cabernets, along with wines from the likes Williams Selyem, Ravenswood and, of course, Bordeaux’s top names. “[There was] across the board demand for Bordeaux,” Frischman tells me, “but you couldn’t give Burgundy away.” Of course, that’s all changed now – and Burgundy, despite its extremely limited supply, has become the darling of the fine wine scene. As prices have soared for the Côte d’Or’s top wines, wine lovers have started looking elsewhere, to Italy (Barolo, Barbaresco and some Brunello), Madeira (especially older vintages) and the Northern Rhône (Côte-Rôtie, Cornas and Saint-Joseph) – but none have the liquidity of Bordeaux. “They [the Bordelais] don’t get enough credit for the sheer, mind-boggling amount of great wine they’re able to put out every year,” says Frischman.  Over the years, Frischman has become an expert authenticator – the sort of knowledge that can only be gained by handling immense volumes of fine wine, working closely with producers and getting up close and personal with the rarest bottles. In 2006, he went to check over some wines that had been sent to the auction house he then worked for by a young Asian collector. The consignment was significant, worth millions of dollars – but even from across the room, Frischman knew that the wines didn’t look right. Closer inspection only confirmed that the wines looked like fakes – and the auction house turned them away, sending them back to the collector, then a new name on the scene, Rudy Kurniawan. A couple of years later, he got a call from the FBI’s Jim Wynn, asking if he would be an expert witness in a wine fraud case against Kurniawan, who had – by that point – become prolific. “I inspected, I don’t know, 40 bankers boxes of stuff that they’d gotten from his home, stamps for corks, fake labels, fake import strips – all kinds of stuff,” he says. In a warehouse in Queens, he studied the evidence – “going through bottle after bottle after bottle and writing a report about why I thought that they were fake”. It was – and still is – the biggest wine forgery case to have ever taken place, and Frischman, along with fellow authentication expert Michael Egan, was essential to proving Kurniawan’s guilt.  Wine authentication has become an essential component of wine collecting, and a key reason to work with trusted merchants. There are people who suggest that as much as 10% of wine on the secondary market is fake, but – in Frischman’s view, having handled fine wine for over 30 years – “That’s a substantial overestimate.” Despite such claims, forgery has only become more sophisticated, and it’s important, he says, to work with someone who knows what they’re looking at. “You want someone who is experienced to look at the bottle and who is empowered to say, ‘I don’t like it – we’re not offering it.’” There’s a big difference, he explains, between being convinced something is fake, and being convinced something is real – and you always want the person checking wines you’re buying to be in the latter camp.  The wine business is a people business – and he’s been lucky to spend three decades getting to know the world’s foremost collectors, spending time rustling through cellars, lugging his fair share of cases in and out of vans, and cradling bottles of elusive vintages and cuvées. Beyond this privilege, he’s often found himself on the receiving end of collectors’ generosity – recognising a fellow enthusiast’s passion. When I ask him if there’s a bottle that stands out, beyond the 1975 Talbot that was his hook into the industry, his eyes mist over. It was, he tells me, on a trip to Tokyo, at a remarkable dinner that included some incredible wines, including the fabled 1947 Cheval Blanc. But it was a bottle of 1978 La Romanée-Conti from Domaine de la Romanée-Conti that stole the show: it was “breathtaking, magical”, he says. “I was practically brought to tears.” Until that moment, he’d never necessarily understood why collectors kept this prized cuvée, and didn’t sell it to fund their La Tâche or Romanée-Saint-Vivant – but this bottle made him realise just why people don’t. “This wine was perfect,” he says.  It’s easy, perhaps, to imagine the auctioneering world is over-run with wine investors, but that’s far from what Frischman has found. “The vast majority, regardless of what they say they’re doing, are buying to drink,” he says. On paper, that may not make sense – after all, who needs 30,000 bottles of wine? But that, as Frischman and any wine obsessive knows, is the collector’s mentality – and, deciding to sell, despite owning more wine than could possibly be consumed in a lifetime, is much harder than buying another case or 10.  When Frischman first started auctioning wine, he recalls talking to his father, who wondered if there was enough fine wine to sustain a career. The beauty, Frischman, now knows, is that there’s a new vintage every year – beyond that, and as he’s seen over the past 30 years, the wine world is constantly shifting, with an ever-expanding range of regions and producers. And he’s evolving with the industry, making a move of his own and bringing his expertise to FINE+RARE. We can’t wait to see what he’ll do. Whether you’re looking to buy, sell or anything else, contact Allan Frischman directly at allan.frischman@frw.co.uk

After two decades at one of the world’s leading auction houses, Allan Frischman has joined our team, as Vice President of Global Client Reserves. We caught up with him to dive into the world of auctioneering, his 30 years in the business and his new role

After two decades at one of the USA’s leading auction houses, auctioneer and wine authentication expert Allan Frischman has joined our team

Introducing Allan Frischman

Hammer time: Allan Frischman

Second wines are no longer à la mode. In Bordeaux, these junior siblings – traditionally made with declassified fruit from the Grand Vin – are being rebranded as alternate expressions of a château. While this has fast become a familiar trope among the region’s master marketeers (who wants to suggest that anything is lesser?), for the Guinaudeau family of Ch. Lafleur the idea has become a fundamental part of their philosophy.  “A new cuvée, a new label – that’s marketing,” says Omri Ram – the man at the helm of the Guinaudeau estates today. For the family (who are mentioned repeatedly in our conversation, their involvement and influence is much more than monetary), any new wines must be a new Cru. Literally meaning a “growth”, the term doesn’t translate particularly well, but it’s a wine that should be “from viticulture, terroir, ideology”, Ram says. The inspiration is Burgundy rather than Bordeaux, comparing to Amoureuses or Malconsorts, a site that offers a distinct expression, year in, year out. “A special cuvée that costs 300 bucks – no, thank you,” he laughs. It hasn’t always been the approach at Ch. Lafleur – or more accurately, the “Société Civile du Ch. Lafleur" (the name that encompasses all the Guinaudeau estates). Les Pensées was originally conceived as a second wine, used to ensure the consistency and top quality of the Grand Vin, primarily made with fruit from young vines. But that all shifted in 2000, when they decided to separate out a diagonal 0.7-hectare valley, a strip of clay within the otherwise gravel-dominated Lafleur vineyard. The concept was – and is – to take the same core DNA of Lafleur, their old-vine material – and translate it through the lens of different terroirs. Les Pensées was their first step towards this, but in the early 2000s the Guinaudeau family started thinking about another expression of Lafleur – one on limestone. Little did they know that it would take almost 20 years for this idea to come to fruition.  And so they started looking for a limestone site. But Pomerol is the only place on the Right Bank with absolutely no limestone, and a plot on Saint-Emilion’s plateau (the obvious choice for prime limestone terroir) was a pipedream. In the unlikely scenario that a plot came up for sale, the price would be astronomical (the buyer would, in Ram’s words, need to have “big, big, big, big pockets”, his eyes visibly boggling at the idea). And while Ch. Lafleur might be uttered in the same breath as the likes of Pétrus, Lafite and Margaux, it remains a small, family-run affair. With Saint-Emilion ruled out, the family turned closer to home.  A distant but direct ancestor of the Guinaudeau family established Ch. Grand Village in 1650, and Jacques and Sylvie Guinaudeau reclaimed the Fronsac estate in 1980. Five years later they took charge of Ch. Lafleur, marking the start of this illustrious property’s renaissance. While their reputation has been built on the Pomerol estate, Fronsac has always been home. In fact, Jacques and Sylvie still live at Grand Village today, while their children– and current custodians of the family business –Baptiste and Julie also live on the outskirts of the village.   Although Fronsac might be considered lowly today, in the late 18th and early 19th centuries, its wines commanded higher prices than those of either Saint-Emilion or Pomerol. The Médoc reigned supreme, with its affluence, proximity to the city of Bordeaux and access to transport via the Gironde – but Fronsac, bordered on one side by the Dordogne River and on the other by one of its subsidiaries, Isle, was not far behind. As nearby Libourne developed, this only helped Fronsac and its wines grow in importance. Back then, Ram explains: “You couldn’t cheat. If you didn’t have a great terroir, you wouldn’t be able to make great wine in nine out of 10 years.” Of course, the region fell from grace – and even today you can stumble across abandoned vineyards, no longer bringing in enough income for someone to bother to farm them. But the best wines speak for themselves – Ram and the Lafleur team have tasted bottles back through the 20th century and there are undoubtedly “great, great things” – even up until the 1980s, proving the potential of the region.  That history, combined with the familial ties and a dream of reviving Fronsac’s reputation of yore, made the region the obvious choice.   There were two elements key to creating a new Cru for the Guinaudeau family: firstly, the right site, but secondly having massal selections of their old vines. Lafleur has long championed its particular plantings of Bouchet (a historic name for Cabernet Franc) and Merlot that pre-date clonal selection.  They started a nursery for their heritage clones at Ch. Grand Village – taking cuttings of their most interesting old vines, grafting them onto American rootstocks and then repeating the process. The challenge was cultivating enough vine material for a new site. As this project got underway, the family continued their search for the perfect vineyards – but also decided they needed to test the theory, and see if their vines’ DNA would translate on limestone.  And so G Acte was born – a “beta testing” programme for what would become Les Perrières. They picked limestone-dominant plots at Ch. Grand Village for an experimental series, starting with the 2009 vintage – Acte 1. By Acte 6, 7 and 8 (the 2014, ’15 and ’16 vintages), Ram tells me, they knew that they were onto something special. At the same time, the team continued to search for the right site. Originally they looked to Burgundy for their inspiration, where the illustrious Grands Crus sit neither at the top or bottom of the hill – but in Fronsac the mid-slope only proffered overly rich, fertile soils dominated by clay. Each site they explored brought new disappointment – until they decided to forget about Burgundy. The best wines in Pomerol, Saint-Emilion and even the Médoc all come from a plateau – so they changed tack and started hunting for a site perched up high.  Talking to the region’s older vignerons, they discovered the plateau of Meyney – beneath which lies a warren of quarries, the source of the limestone that was used to build much of Libourne, and the châteaux across the Right Bank. The first soil-pit they dug offered instant promise – with a meagre 20cm or so of topsoil before you were scraping at the mother rock.   Almost a decade after their search had begun, in 2011, they bought the first vineyards – Les Canards and Les Poulains – just seven kilometres from Grand Village, then another parcel the following year. When Ram arrived at the estate in September 2013, he spent his first day working on one of those nascent vineyards. The work required was extensive. These sites had been conventionally farmed, planted with clones selected for quantity rather than quality, so they needed total rehabilitation. They uprooted the vines and rotated various cover crops (herbs, flowers, cereals) to revive the soils over four years – totally reconstituting them, returning organic matter and also, importantly, re-stabilising the soil structure. The whole process took four or five years for each plot, with the first of their new plantings only going in in 2016 (Les Canards). The focus was, at first, on Bouchet from Lafleur, with 20 different selections. In 2017, they planted Les Poulains, with around 25 Bouchet selections, then in 2018 they planted three more clay-rich parcels with Merlot, partly with their own heritage selections, as well as some carefully selected clones that passed muster.  In 2018, they harvested their first crop from 3.5 hectares of vines. The quality of the Bouchet from these “extreme limestone” soils was so distinct that – even when blended with Merlot parcels that had previously been used for G Acte – they bottled it under the new Cru’s name, Les Perrières.  Tasting it in a line-up alongside previous vintages of G Acte, the difference is as extreme as the soils. Later vintages of the experimental series offer a red-fruited crunch, vibrancy and transparency, but the 2018 Perrières shows an instant shift. There’s a step up in purity, precision, concentration and complexity, with a wilder, swarthier fruit character, yet it’s the mineral salinity that shines through, and is echoed in the 2019. These are serious wines that have a clear sense of place.  The 2020 vintage is the first that came exclusively from Perrières vineyards, with none of the G Acte parcels (these are now all being used for Grand Village). As they initially had more Bouchet plantings on these sites, the blend has shifted over time – with the 2020 having 70% Bouchet, 60% in 2021 and a return in 2022 to the 50/50 mix that is the norm for Lafleur and Pensées. While the aim isn’t always to have this varietal mix, the vineyards are planted so that Merlot and Bouchet can be equal – but the blend will be decided on taste.  Bouchet might be Lafleur’s trademark, but the Merlot is an essential component in Ram’s view. Alone, Bouchet is too linear, vertical, intellectual and even borderline austere. Merlot complements this, ensuring it not just makes you think, but leaves you reaching for another glass. “The greatest wines are not just for the mind, but for the heart and stomach too,” Ram says.   It’s still early days for Les Perrières – the soon-to-be-released 2022 will be only its fifth vintage. These vines are still babies by almost any standard, let alone those of Ch. Lafleur. Yet its potential – and path – is already clear. Ram anticipates it will take them around 20 years to get the wine to where they really want it to be, sitting as a true equal to Ch. Lafleur, but he’s confident that it’s just a matter of time.  It's amazing to see the work that has gone into this one wine – both on paper and in the glass. This isn’t just marketing, but a creed for the Société Civile du Ch. Lafleur – and one that it’s hard not to believe in. Your cheat sheet to the Lafleur stable: the Société Civile de Ch. Lafleur unpacked Ch. Lafleur – the property’s most famous wine, seen as the Grand Vin, an expression of the Lafleur DNA on gravel  Les Pensées – now an expression of the Lafleur DNA on clay. Up to and including the 1999 vintage, this was Ch. Lafleur’s second wine, made with fruit mainly from younger vines. From the 2000 vintage, the fruit comes exclusively from a diagonal strip of clay in the Lafleur vineyards, and is a different Cru. (It was labelled as Les Pensées de Lafleur prior to 2018, when the “de Lafleur” was officially dropped.)  Les Perrières – an expression of the Lafleur DNA on limestone, sourced from vineyards in Fronsac. The 2018 and 2019 vintages include some parcels at Ch. Grand Village, however from 2020 the fruit is sourced exclusively from separate sites in Fronsac, on extreme limestone soils on the plateau de Meyney.  Les Champs Libres – an expression of pure Sauvignon Blanc on limestone soils, from specific parcels in Fronsac. The first commercial release was the 2013 vintage.  Ch. Grand Village – a red and white are made under the Fronsac estate’s name, which is also the family home (Jacques and Sylvie Guinaudeau still live there today).  G Acte – made from 2009 to the 2017 vintages inclusive, an experimental series testing the concept of Lafleur on limestone while trying to find the right sites for Les Perrières, made using fruit from limestone-dominant parcels at Ch. Grand Village. The releases are numbered, with 2009 Acte 1 and so on.  Explore all Société Civile du Ch. Lafleur listings or read more about Bordeaux  

Ch. Lafleur is a Pomerol icon. Sophie Thorpe sat down with Omri Ram to talk about the philosophy that has driven the creation of its unique Crus – and the evolution of its newest project, Les Perrières

Sitting down with Lafleur winemaker Omri Ram to explore the philosophy behind the Pomerol property’s different Crus – and how G Acte became Les Perrières

How Lafleur created a new Cru with Les Perrières

From the ground up: the creed at Lafleur

Much has been written about Promontory. The property was discovered by Bill Harlan in the 1980s, hidden behind a ridgeline in Oakville, and its story – one that almost feels mythical – has been told many times (including by us).   Those stories, however, don’t prepare you for standing in this vineyard. “The territory”, as the team refers to the estate itself, is totally hidden from view – a good 10-minute drive from the winery (which looks out over the Harlan Estate vineyards), tucked to the south, over the hills from Dominus, found via a warren of dirt-tracks that cut through the forest, until – suddenly – you’re there.  Perched at the top of just one of the various parcels of vines, Cory Empting (Managing Director of Winegrowing) stops the truck as our jaws drop. We scramble to get out, blinking in the peaceful sunshine that beats down on an enchanting, untamed idyll. “There’s a quality to the silence out here,” Empting says – breaking the quiet that we’ve been soaking in. As the crow flies, Promontory isn’t far from Harlan Estate – yet the difference is, in Empting’s words, “kinda scary”. Fault lines make for a unique mix of soil types – sedimentary, volcanic and, most importantly and rare for Napa, metamorphic. Plots of vines are sparsely scattered across the wild, forested mountains, the undulating, varied slopes offering an almost endless range of aspect and microclimate. (As one alum told me, laughing, “It’s beautiful – but a total b**** to farm.”) The elevation is higher than at Harlan Estate – with the lowest point at Promontory the equivalent altitude of the highest point at its sibling property – making it generally cooler. Harlan Estate is manicured, while Promontory has a rawness about it – a sense that it isn’t, and never will be, totally domesticated. It's taken a long time to get here. Bill Harlan’s quest to create a Californian rival to Bordeaux’s First Growths (started in the 1970s) had kept him hunting for land, enough that would allow him to produce the same volume as the Left Bank’s most grandiose addresses. He bought his first 40 acres in 1984, the founding stone for Harlan Estate, and has continued tracking down special vineyards ever since, first for Harlan, then BOND and Promontory.  Although he’d first identified the location for Promontory in the 1980s (while hiking through this part of the valley), the property was developed by Girard Winery in the meantime, and he didn’t have the chance to buy it until 2008. Bill got a call that it was going on the market – and that’s when he rang up Will (his son, now Managing Director for the Harlan family of wineries) and Empting. “Then the economy started tanking,” Empting says – and suddenly the property that had been a stretch became increasingly affordable as its price dropped. The decision to buy was easy. But there was no reference point for the project, no historic bottlings to judge against, just a feeling about the place, and its potential.  “It was the wild west when we got out here,” Empting explains. The vineyard was in terrible shape – trees had been cut down and left where they fell. There were weeds growing taller than the vines. It had been left to become truly feral. There were even end-posts suggesting a row of Pinot Noir that was clearly Cabernet Sauvignon, while there were Cabernet Sauvignon clones that looked like nothing they’d seen before.  They committed to farming the site for three years before changing anything, so they knew what they were dealing with. But it soon became clear that the soils had been destroyed, robbed of organic matter, the vines emaciated, producing truncated shoots.  To date, they have replanted half of the 80 acres of vines. And the redevelopment work has been substantive, including un-doing terracing. They worked with superstar consultant agronomists Claude and Lydia Bourguignon (the first in the US to do so) to help regenerate the soils. But the philosophy here is ultimately Fukuoka-inspired: “How can we do one thing less? … That’s our church,” says Empting.  Fifteen acres have been replanted, rather unconventionally for Cabernet Sauvignon, untrellised – goblet-trained. This is partly because the metamorphic rock is so fractal that a unified hedge just didn’t make sense. Air flows in all directions, the sun hits each vine differently, they’re resilient for dry-farming and it allows the team to pick and move in any direction in the vineyard. Even more unusually, they’re planting rootstocks by themselves, grafting only once they’re three or four years old – when deemed ready. “I’m a Montessori parent,” Empting jokes, referencing what he describes as his “mixed pace” vineyards, letting each vine develop at its own rate. And this sense of responding to and working with, rather than against, the vines is key.  In a move that’s incredibly rare for hillside or mountain sites in Napa, their goal is to dry-farm. While the inspiration might have been wine quality (looking for more concentrated, balanced fruit), it is now ultimately about long-term survival in a changing climate. “We’re not going to have the water,” Empting says frankly. Convention suggests that each vine in the ground acts like a straw, sucking water from the soils. But, as Promontory have proven through experiments, it is not that simple – relating to the number of leaves on the vine, as well as its age, among other things. In fact, they have found that higher density plantings are easier to dry-farm.  To help avoid irrigation, they focus on respecting the vine energy – that means they don’t hedge or leaf-pull, and will only green harvest if they absolutely must (when nature throws them a curveball) – pruning to what they want the vine to grow, avoiding wasting any inch of the plant’s efforts. The resulting clusters are tiny, with yields reaching a maximum 38hl/ha, but often a mere 20hl/ha.   Cover crops and permanent grass cover, as well as grazing, have been key to repairing the soils. They’re still having to use a little bit of compost in some areas, Empting confesses almost guiltily – something he considers “a sign of imbalance”. Animals are a key part of “holistic farming”, Empting says, and he’d love to have chickens in the vineyards – “If the coyotes didn’t see them as a free meal,” he jokes. They’ll bring sheep in to graze early in the season, so that the cover crop has time to grow back. The regrowth can then be trampled naturally by the vineyard team as they work – operating as a rustic form of crimping or rolling. This aids water retention, the natural layer of “thatch” keeping the soils cool and preventing evaporation. If it’s not already clear, this isn’t a standard vineyard or estate – or, more accurately, family of estates. This is all part of Bill Harlan’s original vision, a 200-year plan to create a wine dynasty to match those of the Old World. The level of detail, effort and expense that goes into BOND, Harlan and Promontory is remarkable. They have a team dedicated to Research & Development – ensuring that they are at the forefront of viticulture and vinification, pushing any and every boundary in the name of quality.  One key element of this is their Vine Masters program – elevating what might historically have been seen as blue collar work to the skilled profession it really is.  The large majority of vineyard workers in California are of Mexican origin (some statistics suggest as high as 95%). There’s reason for this, with a long history of seasonal-working that stretches back to 1917, yet there’s often a division between vineyard and winery – a division that the family is working hard to broach.  The Vine Master program was first introduced at Harlan. The principle is not alien – a “Vine Master” is dedicated to a specific block, giving a sense of ownership, yet also meaning they know that block inside out. But – and this is what sets Harlan apart – to earn that responsibility (and it is a significant responsibility when the wine sells for upwards of £800 a bottle), the Vine Master has to go through a modular education program (developed in-house), passing both theory and practical exams. The Vine Masters can then take ownership for a block, and have the freedom to do what is required for their plot of vines. In what feels distinctly Californian and ever-so-slightly hippy-inspired, they’re also encouraged to, for example, hike through the surrounding hills, helping them think laterally.  Empting explains how one of the Vine Masters was sitting in his block on a break, looking up at a tree, and realised that trees naturally find their balance by dividing the diameter of their trunk fairly at each divide – only if there is sufficient girth will it split. He took this concept and pruned his block accordingly, only leaving multiple shoots where the vine could handle it. In the dry 2020 vintage, his vines were the only ones that reached the top wire (of the trellis), with the others all struggling. His methodology was rapidly implemented throughout the vineyard. The vineyard supervisor is more like a coach than a manager, and the vineyard work is more integrated with the final product. For example, the pruning process starts with tasting the wine from the previous vintage, so they can align on the energy of the vines and any challenges, before taking their shears to the vine. “You can’t prune a vine without thinking what it tastes like,” Empting says – yet that is what many vineyard workers will have to do.  This responsibility isn’t something that everyone wants – but skilled labour is, along with water, key to the future in California.  Empting expects the valley floor to be entirely mechanised in the imminent future – and if that’s the case, the question is: “How are you going to retain the talent that you have – and gain more?” he says. While originally they didn’t want to give each Vine Master too much land, they’ve found they work almost 40% faster than a crew – able to work more efficiently, doing what is needed when it’s needed, saving on the transition time within plots.  There’s been a constant evolution in the winery as well, inevitable as they learn more about this remarkable place, and realise the potential of its terroir. The challenge is to tame the significant phenolics – and the shift here fits with that familiar pendulum swing, with a move towards elegance. As with the vineyard, the goal is to do less not more – something that isn’t always easy. “We wait all year to turn grapes into wine,” Empting explains – the excitement sometimes becoming overzealous.  While soil health was, as Empting describes it, “the first hurdle”, David Cilli (Winemaker at Promontory) had been doing much in the winery, gradually dialling in the extraction, with shorter macerations and cooler temperatures (with a maximum of just 26˚C), halving the number of pump-overs. The wine is now mainly fermented in concrete (all with indigenous yeast) and aged in Stockinger foudre – ranging in size from 10 to 60 hectolitres – for 30-36 months.  When they first made the wine, they thought that they’d want and need to separate out the different blocks – since they had such varied profiles. They decided they were willing to sacrifice as much volume as was needed to make the best wine possible for the first vintage, and set about making various micro-blends, as well as one that included everything. The whole was so much more – its harmony so much more appealing. “They need each other, in a weird way,” Empting explains.   Until now, the wine has been made exclusively with the old vines, those that were planted when they arrived, with the new vines not yet mature enough (the young-vine fruit has instead been used for The Mascot). The 2022 will be the first vintage to include some of their earliest replants, which are now 10 years old.  While shifts here have mainly been gradual, 2020 was a significant moment. The first wildfire took hold on 18th August, although it was across the valley – far enough away for there to be no urgent threat, but the team was (especially with 2017’s fires fresh in their memory) on edge. Empting recalls spending time driving up and down the valley watching what was happening. They grouped together and decided to start picking on 22nd August – a good two weeks earlier than normal. They weren’t certain it was the right decision, but also weren’t prepared to risk everything to wait. Two weeks after they finished, the Glass Fire swept through the valley. Anyone that hadn’t picked was at significant risk of smoke taint.  Nature might have forced their hand, but it was a push they needed. The resulting wine stunned them all. It’s a world away from the high-octane reds that Robert Parker favoured – and any Napa stereotype. This is a bright, pure and elegant expression of site that sits at around 13%. And while the team’s fear was that it might not have the tannic depth of a true “Grand Cru” – a wine destined to be cellared – that is simply not the case.  They realised they didn’t need those extra two weeks on the vine for phenolic ripeness. The dry growing season had meant the vine only had a small crop to ripen, helping them out, but the year totally shifted their perspective. In 2021, they picked on the same date. In 2022 – a noticeably hot and dry year – they picked even earlier.  Tasting the 2020 alongside the 2016, ’17 and ’18, the difference is drastic – although the progression is there in the earlier vintages. It marks a sea-change for the estate – one that may divide pundits. But the 2020 matches their vision of this place: while they think of Harlan as a wine of gravity, Promontory is a wine of “lift”.  The Harlan family’s wines don’t come cheap – but you aren’t just paying for good wine (and it is, undoubtedly, very good). Yes, it’s a smart winery, with the very best equipment. But the money isn’t going on new barrels and expensive consultants each year, it’s being invested in the people, place and practices that guarantee its legacy. The 2018 has only just been released, so the 2020 won’t hit the market until 2025. But like anything these visionaries do, it will be worth waiting for. Tasting Promontory 2016 Promontory Will Harlan describes the 2016 vintage as one of the first wines that they felt allowed them to compete on a global stage. Still incredibly youthful, it’s somehow almost approachable yet has significant structure behind. There’s a plush richness to the fruit, a firmness and depth to the tannins that needs time, yet a vibrancy too. It’s just starting to become more supple, yet the phenolics grip onto the finish, drying it out very slightly. The fruit is starting to mellow, mingling with savoury tones. Significantly more weight than the other vintages. 2017 Promontory Deeper and darker, the 2017 shows an intensity and firmness – its framework almost aggressive after the 2016. The structure is boxy, yet also refined, and starting to meld together with the bright, fresh fruit. With air the wine shifts from black to red fruit, relaxing into itself. Fruit reverberates on the mouth-watering finish. 2018 Promontory The 2018 confirms the direction of change. Although on paper the wine looks similar to 2016 (in terms of analytics), this is significantly different – offering a transparency and vibrancy. Empting describes it as “athletic” – a fitting way to describe a wine that feels lithe. The fruit sits on the red spectrum, with super-fine velvet tannins forming a chiselled, linear structure. There’s a lift and florality to the nose, complementing the long, pure palate. 2020 Promontory This is a wine of amazing precision and perfume. A pivotal vintage for the estate, picked two weeks earlier than normal and before fires swept through the valley, it’s a stunning wine. Extraction was gentler and the alcohol is around 13%. It’s a wine of brightness and texture – a fine, chalky, powdered grip of tannins that complements the seamless fruit. The nose shifts with florals and earthier minerality, a savoury, saline edge to the crunchy fruit and juicy acidity. There’s purity and delicacy, with a finesse that is truly remarkable. Find out more about Promontory, or read more Editorial

The Harlan family isn’t like other families. We spent time with Will Harlan and Managing Director of Winegrowing Cory Empting to talk about Promontory, the vision and philosophy behind it – and why the 2020 vintage is a pivotal moment in this special estate’s tale

How the Harlan family is creating Napa wine estates that are destined to become the stuff of myth: Promontory, Harlan and BOND

The Harlan legend and legacy – Promontory

Legend and legacy in Napa: the Harlan family and Promontory

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