Tag Archives: Erik Bilka

Viniculture in LI, Part III: Castello di Borghese

Castello Borghese started as Hargrave Vineyard in 1973, the very first vineyard and winery in Eastern Long Island. By 1999 the Hargraves, Louisa and Alex had established not only that vinifera grapevines could be grown in Long Island, they had also proven that fine wine could be made from the fruit of those vines. It was a remarkable achievement and it gave rise to an industry that as of this writing includes over 60 vineyards, 24 wineries, one crush facility, and 53 tasting rooms serving a total of over 70 brands of wine. But time and the stress of raising a family and running a winery and vineyard had taken its toll on the Hargraves and in 1999 the property was put up for sale.  (A few years later Louisa would write a book, The Vineyard: The Pleasures and Perils of Creating an American Family Winery, based on the experience.)

The winery and its land in Cutchogue were put up for sale. That was when Marco Borghese and his wife Ann Marie were visiting friends in the Hamptons who suggested that they pay a visit to the North Fork and taste some wines. (At the time they were living in New York City and had a wine shop which carried fine wine from around the world. It was there, as Marco said, “that the palate was born” for fine wines.)  They twice visited Hargrave Vineyard, tasted the wines, were impressed by everything there.  Jane Starwood, in her book, Long Island Wine Country, provides this anecdote about the purchase of the winery:

“[Marco] was impressed by the quality of the wine and the beauty of the North Fork, so when he heard that Hargrave Vineyard was up for sale, being between business opportunities, Marco was intrigued.  One thing led to another and, as Ann Marie likes to tell it, ‘He said he’d bought it.  I thought he meant the bottle; he meant the vineyard!’
“Marco laughs when his wife offers her abbreviated version.  ‘Believe it or not,’ he asserts, ‘I did discuss it with my darling wife.'”

Borghese Vineyard, 01For a while after the purchase the property was designated the Hargrave/Borghese Vineyard and Louisa Hargrave was a consultant, but once they parted ways the name was changed to what it is today, with the designation, “The Founding Vineyard.” It is readily identifiable from County Road 48 (aka the North Road) not only by the sign but also the old truck with weathered barrels displaying the name of one of the varieties that is grown in the vineyard.

Marco Borghese, of the great noble family that began its prominence in Siena in the 14th Century, and included a 17th-Century Pope, Paul V, and a Cardinal, Scipione Borghese, who established the great art collection with works by Bernini, Caravaggio, Raphael, and others now held in the Galleria Borghese in Rome, was himself entitled to refer to himself as Prince, but sensibly did not, though royalty-besotted Americans insisted on the title for both him and his American wife, Ann Marie. Marco was in fact an unpretentious man of aristocratic mien, according to all accounts, and worked as a businessman living in Philadelphia, he in the leather business and Ann Marie in jewelry. They were also raising two young children, Giovanni and Allegra. Marco had a son, Fernando, by an earlier marriage, who lives and works in Philadelphia.

Marco soon found himself working in the vineyard and in the cellar, and Ann Marie was an events manager at their new property who also hosted weekend vineyard walks.  Again, Anne Marie’s wit led to this remark, “Marco thought he was going to be a gentleman farmer.  Instead he became a gentleman farming.”   Like many other small wineries, they held parties, events, and weddings. They were determined to create a unique place on the North Fork: Old World charm and New World accomplishment.

I contacted Marco months in advance of an appointment to interview him and he was warm and full of good cheer when I spoke to him. When I next spoke to him in June 2014 his demeanor over the phone was very different: somber and distracted. I arrived for the appointment on June 18 only to learn that he had left abruptly on a “family matter.” Two days later Ann Marie, who had been fighting cancer for months, died at a hospital in New Mexico where she was being treated. She was only 56. A week later Marco was killed in an automobile accident in Long Island. He was 71.   The entire wine community in Long Island was devastated by the double tragedy, not to speak of the family, and the question of the continuation or even the survival of Castello Borghese hung over the region for a while.

Borghese Offspring Web fotoBut there are the children: Fernando, Marco’s son by a previous marriage, and Giovanni and Allegra. Each of them had careers or planned on careers that had nothing to do with the winery.  Each of them had careers or planned on careers that had nothing to do with the winery.   All three decided that Castello Borghese had to survive and prosper, at the very least to honor their parents, but also because they felt a responsibility to the community and the people who had loyally worked at the winery for years. This was especially true for Allegra and Giovanni, who chose to set their careers aside in order to honor their parents by keeping the winery in business.

When I first went to Castello Borghese to interview the two offspring of Marco and Ann Marie, both Giovanni and Allegra greeted me very courteously.  It was November 2014 and barely five months had passed since the death of both their parents. Neither had expected nor planned to be running their parents’ winery and vineyard and they were proceeding very cautiously to take over the running of the enterprise. They had the support of their older brother, Fernando, but he was already committed to his own career and could not attend to the day-to-day operations of the winery.

At least Giovanni and Allegra had had the good fortune to grow up in Cutchogue, as they were 14 and 12 respectively when their family moved there from Philadelphia after purchasing the winery. Both had gone to high school there as well. The two now lived in the house that had been their parents’. Fortunately they had the support of the community, which is pretty tightly knit. They also have the commitment and dedication to carry on from the employees, especially Bernard Ramis, the vineyard manager, Erik Bilka, the winemaker who is on contract though he also has a full-time position at Premium Wine Group, and the tasting-room manager, Evie Kahn.

As Giovanni explained, “I feel like we owe it to our parents to really give it a shot. Could we sell? Sure, maybe, like if the time and the number is right, like we’re not destined to be vineyard owners and aren’t really attached to running this kind of business and lifestyle. But I think that in the year here that there is so much still, [of] their energy, it feels like part of the process to really just be here and see this little baby of theirs survive and do okay. Just because it’s not necessarily what our plan was doesn’t mean we’re going to jump ship and say, peace. I didn’t have plans for that.”

Then there was this exchange:

Giovanni: “There are employees here who . . .”

Allegra: “Are like our family.”

Giovanni: “Depend on this job . . .”

Allegra: “And love it here. So I think we owe them leadership.”

Clearly, they speak with one voice.

Allegra went on to explain: “It was in our background. It’s kind of like when you’re a kid and you don’t know how to talk yet and you’re hearing language and then you’re going to need to learn to use it to talk. It’s like that. All the nuts and bolts were there but actually putting it into the practical application of it is new. And you make mistakes or it’s not perfect right at the initial stage. But I feel like we are slowly learning to speak this language and do this role in a more sustainable and professional and natural way.”

In fact, employees have volunteered that they’ve found Marco and Anne Marie’s offspring to be just as thoughtful, kind, and considerate as were the parents. They have a strong commitment to Castello Borghese and the loyalty is clearly strong in both directions.

On a second visit to Castello Borghese some months later both Allegra and Giovanni had clearly gotten past the wariness and somewhat tentative attitude about keeping and running the winery. For one thing, they had taken it off the market and it is no longer for sale. They are definitely in it for the long haul.

In fact, though they want to follow in their parents’ way and they listen to the advice of the long-time winery team, they are also open to innovation. Consequently, they are offering local beer by Greenport Harbor in the tasting room because they recognize that some visitors come along with their wine-loving friends but don’t necessarily like wine themselves. Indeed, were there no local beer they probably wouldn’t offer it, because they really are most interested in supporting local businesses.

Borghese Vineyard, 05On the other hand, Allegra, who recently earned her graduate degree in counseling and art therapy from Southwestern College in Santa Fe, is continuing a project that was very dear to Ann Marie: art exhibitions at the winery, but with an important difference. In March 2015 there was a display of paintings by persons with Down’s Syndrome. The competence and beauty of the works was impressive indeed. Here is a happy marriage of Allegra’s special interest in art therapy with her involvement in the winery.

For example, the works illustrated at right were all painted by Lupita Cano: (top) “Me Being Happy” 2007; (middle) “Los Magos” 2010; (bottom) “Upbeat Series #1” 2007. Various works by other artists were included in the exhibition as well.

Allegra herself seems to be on her way to becoming a label designer for Borghese’s wines. The love of art runs deep in the family.

In speaking to Bernard Ramis, the vineyard manager, it was immediately apparent that this was a man with deep roots in the French countryside who spoke with real passion of working the land and growing vines. Actually, his parents were from Spain though he was born in southern France in 1962 after they settled there. He likes to point out that he was born in the kitchen so he likes to cook. He began working in vineyards after he quit school when he was 14. By the time he was in his late 20s he had become a vineyard manager, unusual in France where one usually reaches that position at a much later age.  Then he met an American woman who’d come to study winemaking and eventually they married. He came to this country in 1995 to join his wife, who’d returned to get a job in New York. He worked at a couple of prominent vineyards in Long Island before he joined Borghese Vineyards in 2004, and now has nearly 40 years of experience.

When Bernard arrived there had been no full-time vineyard manager and Mark Terry, then the winemaker, was doing double-duty in running the vineyard as well. Terry quit after about a year and an interim winemaker was hired who didn’t work out. So Marco and Bernard discussed his becoming the winemaker as well. Bernard had already worked in wine cellars and knew something about making wine, but he suggested that Borghese take on a consultant winemaker to work with them part-time, and as of 2010 that person has been Erik Bilka, a full-time production winemaker at Premium Wine Group. Bernard likes working with Erik because he finds him open-minded and ready to try new ideas. It is also, thanks to Erik’s gifts as a winemaker, that with Marco and Bernard they have the quality Borghese wines of today. Indeed, their 2013 Estate Chardonnay won a blue ribbon at the 2015 Eastern International Wine Competition.

With respect to the winemaking, Marco and Ann Marie both knew that they wanted their wine to be of a very high order of quality. Marco was very involved in the process but left the technique and skill to his oenologists, beginning with Mark Terry and then with Erik. Working with him, Marco sought to have quality over quantity, meaning low yields in the vineyards and prices fitting to the quality of the wines. As Allegra said of her father, “He had a lot of integrity.”

Indeed, Marco had deep discussions with both Erik and Bernard Ramis, his vineyard manager, to be sure that they had a clear idea of what he expected. Today, it’s Allegra and Giovanni who are having those conversations, and they deeply rely on the knowledge and experience of both men, particularly given that they well understood the standards that had been inculcated by Marco over the years. Though they’re trying to retain that approach they both know, in Allegra’s words, “that everything is an evolution when things change hands.”

For Bernard it is important that Erik trusts him to make decisions in the vineyard such as when the fruit is ready to be picked. They work well together which is important as the relationship between the vineyard manager and the winemaker is vital to the quality of the wines and the success of the winery. Bernard regards the two of them as accomplices together. For Erik the relationship is interesting in part because it involves a role reversal for him. As a production winemaker at Premium, his clients explain what they want their wines to be, usually with very precise directions about how they want them made. As a consulting winemaker, it is he who provides the instructions for how the wines at Borghese are to be made, and it is Bernard who then carries them out. All this is done with the active involvement of Giovanni and Allegra.

Borghese Vineyard, 06In the vineyard, Bernard is working with the very oldest grapevines on the Island, three acres of Sauvignon Blanc planted in 1973 and still thriving. Indeed, wine made from these vines is labelled “Founder’s Field.” 42-year-old vines tend to be shy bearers but the fruit is richer in flavor as a result. They have lived this long thanks to the quality of the soil, which despite a tendency to acidity is very amenable to the plant, and the care taken of the vineyard. As long as old vines bear enough they should, generally speaking, be kept and not pulled.

On the other hand, there is no Cabernet Sauvignon, for although the Hargraves planted it along with Chardonnay and Pinot Noir, the Cabernet vines died, though at the time of our interview Bernard was not sure of the cause. He had heard a story that a soil virus had attacked the vines and killed them. Bernard didn’t give much credence to that theory.

Louisa Hargrave provided this explanation in an e-mail:

“We did plant Cabernet Sauvignon the first year we came to the North Fork, in 1973:”

“The plant material we had access to was originally from Paul Masson vineyard in California but grafted at Bully Hill Vineyard in the Finger Lakes using the French-American hybrid Baco Noir as a rootstock. These plants thrived but were so vigorous that it was difficult to ripen the crop with such a massive forest of leaves. At some point, I think in the early 90s, we decided to pull out our original plantings of Cabernet Sauvignon and Pinot Noir because they were so vigorous and also because by then we were leasing Manor Hill Vineyard and so had another source of these varieties. We did not pull out the Sauvignon Blanc because it was planted on its own roots and therefore not vigorous.

“There was no soil virus. I think that idea may have come from the fact that the certified virus-free plants we bought from California in 1974 did have viruses, and were also pulled out eventually. I wrote about that particular debacle in my book [The Vineyard].”

Such were the travails of the pioneers of the Long Island wine industry.

Nevertheless, apart from the original plantings of Sauvignon Blanc and Chardonnay, and new plantings of Riesling, all the rest of the vines were pulled by Marco in 2000. Pinot Noir was then replanted that year as well as Cabernet Franc. Bernard would like to try Chenin Blanc in the vineyard as he thinks it would do well. For now, however, it is a proposal and not yet a plan.

When Bernard arrived there had been no full-time vineyard manager and Mark Terry, then the winemaker, was doing double-duty in running the vineyard as well. Terry quit after about a year and an interim winemaker was hired but he didn’t work out. So Marco and Bernard discussed his becoming the winemaker as well. Bernard had already worked in wine cellars and knew something about making wine, but he suggested that Borghese take on a consultant winemaker to work with them part-time, and as of 2010 that person has been Erik Bilka, a full-time production winemaker at Premium Wine Group. Bernard likes working with Erik because he finds him open-minded and ready to try new ideas. It is also, thanks to Erik’s gifts as a winemaker, that with Marco and Bernard they have the quality Borghese wines of today. Indeed, their 2013 Estate Chardonnay won a blue ribbon at the 2015 Eastern International Wine Competition.

With respect to the winemaking, Marco and Ann Marie both knew that they wanted their wine to be of a very high order of quality. Marco was very involved in the process but left the technique and skill to his oenologists, beginning with Mark Terry and then with Erik. Working with him, Marco sought to have quality over quantity, meaning low yields in the vineyards and prices fitting to the quality of the wines. As Allegra said of her father, “He had a lot of integrity.”

Indeed, Marco had deep discussions with both Erik and Bernard to be sure that they had a clear idea of what he expected. Today, it’s Allegra and Giovanni who are having those conversations, and they deeply rely on the knowledge and experience of both men, particularly given that they well understood the standards that had been inculcated by Marco over the years. Though they’re trying to retain that approach they both know, in Allegra’s words, “that everything is an evolution when things change hands.”

For Bernard it is important that Erik trusts him to make decisions in the vineyard such as when the fruit is ready to be picked. They work well together which is important as the relationship between the vineyard manager and the winemaker is vital to the quality of the wines and the success of the winery. Bernard regards the two of them as accomplices together. For Erik the relationship is interesting in part because it involves a role reversal for him. As a production winemaker at Premium, his clients explain what they want their wines to be, usually with very precise directions about how they want them made. As a consulting winemaker, it is he who provides the instructions for how the wines at Borghese are to be made, and it is Bernard who then carries them out. All this is done with the active involvement of Giovanni and Allegra.

From Giovanni’s point of view, while he and Allegra participate in the tasting of the batches of wine and the blends made from them, he feels that he still has much to learn but he trusts both men’s judgment and defers to them on many decisions. Largely, though, he feels that what they do decide to do is based on sound judgment and is happy to go along. After all, the most important thing is that the wines turn out well.

The basic line is the Estate wines, which include Riesling, Sauvignon Blanc, Cabernet Sauvignon, and Merlot. Reserve wines are Founder’s Field Sauvignon Blanc, Cabernet Franc, Cabernet Sauvignon, Merlot and Pinot Noir. Reserve wines are made only from grapes of the highest quality, but that doesn’t happen every year. Borghese also has a Select category for wines that don’t quite make it to the Reserve level. The line of inexpensive wines is of exceptionally good value, including a red Petite Château and a white Chardonette, at $14 and $12 respectively. They also offer two Rosés:  an off-dry one called Fleurette and a dry version, Rosé of Merlot.

Castello di Borghese’s signature wines are the Barrel Fermented Pinot Noir and the Founder’s Field Sauvignon Blanc, and they have a string of award winners including Cabernet Franc, Meritage, Riesling, the Chardonnay mentioned above, and Bianco di Pinot Noir.

That Chardonnay earned its blue ribbon for its excellent balance of acidity, alcohol, and flavor. Cold-fermented in stainless-steel tanks, it underwent no malolactic fermentation so it has a purity of fruit that makes it stand out in the crowd. A delicious, refreshing wine with medium body and an agreeable mouthfeel that cries out for partnership with seafood. All this for only $18. The Founder’s Field Sauvignon is another wine that cries out for seafood; say, Peconic Bay scallops. It is grassy but lacks that intense aroma of some New Zealand versions that has been compared to “cat’s pee.” On the palate grapefruit flavors are prominent, and a bracing acidity and good balance make it a very good wine for summer drinking, even as an aperitif on its own. The tasting room staff compared it to a Sancerre, which is an apt comparison.

High-quality Italian olive oil from the family estate in Calabria can also be purchased in the tasting room.

Giovanni and Allegra have developed a natural division of labor at the winery, each doing what is most comfortable for one or the other. So Allegra has committed herself, for example, to working in the back office, designing the labels for the new wines, and so on, while Giovanni likes working up front helping to sell the wine, interacting with customers, dealing with the farm markets and things of that nature. Aware that each may have individual conversations with other persons, they make a point of bringing one another up to date so that neither is left unaware of what has been going on with the other. Together they share in all the major decisions about the direction the winery is taking.

New Moon wine labelChanges are already apparent on the Website, which has improved and offers more coverage of the winery’s events and offerings. The wines on offer are, happily, in the same style and of the same quality as before, given, of course, vintage variations. Some labels are new and some remain the same. The newest wine in the portfolio is an interesting white blend, New Moon, which is dominated by white Pinot Noir, in addition to 30% Riesling, and 20% Chardonnay. It is a distinctive blend with an unusual finish, for a white wine, of tart cherry. That, of course, comes from the Pinot Noir, which typically has a cherry nose and flavor when it is made as a red wine. The cherry, in other words, comes from the fruit and not the skins which impart red color to the red version and are not used in the making of the white: a distinctive wine with a distinctive label designed by Allegra.

So, the latest accolade for the Borghese Winery:  2015 Platinum Winner for Best Winery on Long Island from Dan’s Papers Best of the Best awards, which are based on readers’ votes.

As the saying goes, plus ça change, plus c’est la même chose.

Borghese Family for Website

 Castello di Borghese Vineyard
17150 County Route 48 (Sound Avenue & Alvah’s Lane)
(Mailing: P.O. Box 957)
Cutchogue, New York 11935
Phone: (631) 734-5111
Toll Free: (800) 734-5158
Fax: (631) 734-5485

Castello di Borghese Website

Owners: Allegra, Fernando, & Giovanni Borghese

Consulting Winemaker: Erik Bilka
Production Winemaker: Bernard Ramis
Vineyard Manager: Bernard Ramis

Tasting Room Hours
Daily from 11am – 5:30pm

Oenology in Long Island: Premium Wine Group–Russell Hearn

Interview with Russell Hearn about PWG (& Suhru Wines, T’Jara Vineyards)

PWG headerFor further background on Premium Wine Group (PWG), please read my earlier post, Oenology in Long Island:  Premium Wine Group—John Leo.

NOTE:  While Premium Wine Group makes wine for its many outside clients, there are also the wines of three of the employees that work there:  John Leo, production winemaker, Russell Hearn, Managing Partner/Director of Winemaking, and Eric Bilka, production winemaker.  While this article is, foremost, about Premium, it also includes sections devoted to the wines of these producers.   (The winegrowing at Lieb Cellars (owned by partner Mark Lieb) and its wines will be the subject of a separate article, as will be the case with Clovis Point, whose wines are made by John Leo.

It should be noted that a press release issued on March 28, 2013, states, “Lieb Cellars and Premium Wine Group announced a merger of the two companies. Established in 1992 and 2000 respectively as two separate businesses with Mark Lieb as an investor, the combined companies have received substantial funding through their parent company Southport Lane, a private equity firm focused on growing its portfolio businesses. Southport Lane selected Lieb Cellars and PWG in part for their “custom crush” business, which is the production home of many North Fork wineries and the only one east of the Mississippi. There has been talk of the company going public.”

Because I interviewed both John and Russell separately, and the conversations were so extensive, I’ve divided the interviews into two posts:  The first was based on my conversation with John, and was published on January 30.  I was then away for six weeks on a cross-country trip and another week was recently spent in Northern Virginia (I was exploring vineyards on both occasions), so I have only now published this post based on my interview with Russell, which also includes discussions of T’Jara Vineyards and SuhRu Wines.  Jed Beitler, Russell’s partner at T’Jara, contributed, by e-mail, a discussion of how he and Russell work out the blends for their wines–his comments are follow the interview with Russell.

From the bio of Russell Hearn on the Suhru Wines Website:

PWG, Russell HearnWith 30 years of winemaking experience, in Australia, New Zealand, France and the USA, Russell Hearn has taken his Australian training with him throughout the journey. During the last 20 years on the North Fork of Long Island, Russell has established himself as an industry veteran who has helped forge our region into one known for producing World Class Wines.  As winemaker for Pellegrini Vineyards, in Cutchogue, since 1991 Russell  garnered five 90-point scores from the Wine Spectator.  Russell continued to drive the style and quality of Pellegrini Wines for almost two decades [until August 2012].

He has consulted for a number of wineries on the North Fork of Long Island, in the Finger Lakes, in New England and in Virginia. He has lectured at Industry Technical Conferences in: New York, Massachusetts, Maryland, Pennsylvania and Virginia.

Interview with Russell Hearn:

JM-L:  John [Leo] just mentioned that PWG has more than 150 different lots of wine.

RH:  Yep.  Well, really, we actually have closer to 200 fermentations.  Of that 130 are different lots.

JM-L:  So of course that means that you are blending some of these fermentations.

RH:  That’s right.

JM-L:  What brought you to Long Island all the way from Australia?

RH:  A girl.

JM-L:  It happens so often!

RH: I worked in the industry in Australia, then exchanged for one harvest to Burgundy, and another year exchanged a harvest in New Zealand, and while I was there I took some vacation time, backpacked around New Zealand, and met this American girl at that point.  Then she came to visit me in Australia, when I went back to work for Houghton Wines in Australia, and the next year I went on an exchange internship to California, so I went across and visited her in Massachusetts.  There’s not much winemaking going on in Massachusetts, but I decided to stay for a while.  Then I went back to Australia, then came back then went to Virginia for two years, then Long Island.  We’ve been married now for twenty-seven years.

It was either Australia or East Coast; California, Oregon, Washington didn’t really interest me.

JM-L:  For what reasons, may I ask?

RH:  For a combination of personal reasons and professional ones.  California—large chunks of it—has what a winemaker can see in Australia, the climate’s just like it is in Australia; Oregon’s too far from the ocean, Washington State’s too far from the ocean—regions that don’t fit my personal objectives.

JM-L:  I see.  So you really like the ocean—water life, sailing, surfing, swimming . . . .

RH:  Sailing, swimming, surfing that’s right.  I want to be close or in the water a lot, and I didn’t know that until we lived in Virginia for two years.  And as pretty as the Blue Ridge Mountains are, we were three-and-a-half hours from the water and I realized that it didn’t work.

JM-L:  Were you working for a winery there?

RH:  Yes, a winery called Dominion Wine Cellars, it’s in Culpeper.  It doesn’t go by that name anymore; it was bought by Williamsburg Winery three or four years after I left.  And then I came here, consulted for several wineries initially; then for Bob and Joyce Pellegrini in late ’91, when they were looking to design a winery, I worked with local architects as they designed the facility; I designed the production part inside, it was built, I was with them for their first vintage in ’92, and I was there full-time until 2000.  Then we I thought of Premium Wine Group, so I was starting this with two other partners, Mark Lieb and Bernie Sussman, I switched to a consultant role at Pellegrini—a very active consultant until the last vintage, 2011—and it’s stopped as of this vintage.

JM-L:  I see.  So now you’re full-time here.

RH:  I finished up, yes.  Being full-time here, yes.  I was doing that in addition . . . .

JM-L:  I don’t know, you people in the wine trade in Long Island seem to have to find more things to do and you’re all working—probably—80-90 hour weeks.

RH:  It keeps it interesting . . . .

JM-L:  It does.  I don’t have that kind of energy, but I certainly enjoy writing about it, drinking it, and I especially enjoy meeting and speaking to people in the trade.  They’re very interesting.  They’re not just farmers, and they aren’t just chemists . . . .

RH:  Yes, it’s a combination of . . . .  There aren’t too many industries in which you have to have so many tiers that you must have at least competence in:  growing it, making it, marketing it, managing it, so that makes it very challenging and very interesting.

JM-L:  Yes.  Well, you must have always had a very high organizational sense.  You couldn’t possible have conceived of this business—PWG—if you didn’t.

RH:  Hm.  I think the best thing that one should do in starting in the trade or starting from school is to work at a large winery.  The winery at which I started in Australia—Houghton’s—made about 800,000 cases.  So it’s not a huge winery—Hardy’s, which owns Houghton’s, makes five and a half million cases.  In a huge winery you’re pigeon-holed, in a large winery you’re forced into an organizational necessity . . . because you’re not as big so you have to do everything to make good wine, and that’s critical in winemaking. It’s not only how you do it or where you do it, it’s also when you do that is critical in winemaking. If you start off in a small winery, or only work in a small winery, you don’t get those organizational skills, because they never needed to, that force you to think ahead.

JM-L:  Yes, just learning by the seat of your pants . . . learning on the job.

RH:  Houghton’s was very organized so I was exposed to a good organizational structure, which as a result allows me to do this relatively comfortably.  There are a lot of moving parts in the shuffle, so we need to make sure that people are paying the correct amount of attention and timing things so that they run on schedule, do deliveries.  It’s not really so much of an issue:  we have several full-time people, we have additional interns at the time of harvest [when the grapes are brought in to PWG].  We have good people who we’ve hired over the last twelve years.  John’s been here twelve years, Eric has been here eleven, Rinaldo’s nine, Rosa’s eight, and Andrew started four years ago.  Patrick’s been here a couple of years. . . we haven’t had a lot of turnover.  We all know what has to be done and we have some smart people here, and so far it’s been turning out well.

JM-L:  So everyone’s on salary.  How many people are there in all?

RH:  Eight full-time people and four additional people during harvest. The winery is working 18 to 20 hours a day, with a lot of automated procedures.  So from September through November we get people from different parts of the world in the industry.  We have two Australians for this harvest, a girl from Hungary in the industry, and an American.  So we go from five days a week for nine months of the year to seven days a week and then in two shifts.  So at this stage the night shift will be coming in about ten minutes . . .

JM-L:  They work until midnight?

RH:  Yep!  As the harvest progresses—as we get into the second half—in October they’ll start coming in at 2:00pm or 3:00pm and work until 2:00-3:00am.

JM-L:  Are they sleeping by the vats?

RH:  Not yet!  Not yet.

JM-L:  Temperature control has changed that, hasn’t it?

RH:  Yes, yes, exactly.  We have a lot of technology here that allows us to sleep well.  So the winery will be operating 18 to 20 hours a day, seven days a week, from September until about the week of Thanksgiving, after which we start packing it in.  We go back to six days a week for a while and then back to five days.

JM-L:  And then you go back to having a life of your own again.

RH:  Yeah, my wife says that she’s a “harvest widow” for a period of time, so . . . .

JM-L:  A “harvest widow”—that’s good!  So I just posted, recently, a piece on Raphael, and one of the salient facts about Raphael is that it cost six-million dollars to build that facility.  That’s very deep pockets for a great deal of money . . ., but then it’s a showcase.  You’re no so concerned with being a showcase, so much, though your facilities are attractive, but of course highly functional.  How much did it cost to build this facility?

RH:  Well, in today’s dollars it would be north of six-million, but as you can see it’s predominantly equipment.  Therefore the saleable value, if you will, is real because it’s all asset.  I mean, the building is an asset obviously, and the building cost, in today’s dollars, might be a million, since it’s a metal building, it’s concrete, it’s not aesthetic. It’s practical, functional.  Setup prices would have been three-ish million.

JM-L:  Yes.  Well, Raphael went so far as to design their winery so that it could use gravity feed, which is also a very expensive proposition.  Would you someday incorporate that into your facility?

PWG, 21R.H:  Ultimately we can use fork lifts and gravity, on that level, so we don’t have a tier setup—everything’s one level.  But we have some —I like to think—real quality additions to our equipment that really minimize the effect of not having gravity [feed].  We don’t pump skins—red-grape skins—everything is gravity because we drain the tank and put the skins into bins that are then fork-lifted back to the press.  A lot of wineries don’t do that, so they pump the skins to the press.  We don’t do that, and we try to be very gentle on the wine.  And we have bulldog Waukesha pumps which push nitrogen rather than pump . . . they’re Waukesha twin-lobe pumps that are the gentlest in the industry.  But they’re very expensive and for a small winery to have a Waukesha pump would be cost-prohibitive.  We have four of them because we’re trying to make an affordable way of making quality wine.  We have equipment here that isn’t anywhere else on the North Fork and the only ones on the East Coast, on some levels.

JM-L:  Really?  So you really are a premium Premium winemaker.

RH:  Winemonger [chuckles].  We kicked around the idea of being Premier—being the first—and that didn’t really carry the concept of being Premium, and we have a high number of quality wines that are coming out through this facility.  We allow people to do what they want to do so, depending on how high a bar they’re shooting for, I think that they can get that at this facility.

JM-L:  Right.  Very interesting.  I was speaking to John [Leo] about his involvement and how you work with your clients and he said that you are, essentially, the cellar crew for the clients.  Obviously, you get your marching orders from the consulting winemaker they hire and there are so many approaches that can be taken to making wine.  You have to adapt to so many requests—do it this way, not that way—do that many pumpovers, no pumpovers, and so on  . . .

RH:  We have to be flexible for their needs.  We’re assisting them in making their wine, we’re intimately involved in the quality control, with their practices and their whole organization.  But the stylistic choices are 100% driven by the producers.

 

JM-L:  Until recently Duck Walk was selling a magnum of their Chardonnay for $10, which is a terrific price, but they don’t have that anymore.  Obviously, it isn’t possible to sell much wine at prices that low.  Your costs out here are too high . . .

RH:  It wouldn’t be economically viable in the long term.  The one thing that we have is quality, which means that we have to sell on quality and we have to be realistic about how much we can ask for those quality products.  So, where is that?  It’s in the high teens and up.

JM-L:  So, do you have special equipment to make sparkling wines?

RH:  We do.  We have all the equipment that we need for riddling [a fully-programmable 1,000-bottle automatic riddling machine] and disgorging, and bottle washing, and capsule pleating, and so on, so we do offer that service.

JM-L:  Do you also provide for aging . . . ?

RH:  Once it’s bottled, we do not continue to store wine here; so each producer would warehouse their wine elsewhere.  Ours isn’t large enough for it; we can’t keep any volume for any length of time.

JM-L:  That wasn’t your intention to begin with.

RH:  No, were we to expand into something like that, we could.  But we’re already full with tanks and barrels.

JM-L:  Have you had to expand with more tanks and so forth as the business grew?

PWG diagrams, 01

 

Let’s take a look at the diagram.  Locations of tanks, this is the main tank room . . .

 

PWG diagrams, 03. . . and then we have external tanks and additional tanks near the bottling area.  So in the original setup these tanks [pointing, above] were not here.  These others [pointing to other tanks outlined in red] were not here—these four.  In the second year we’ve added all of these and in the fourth year we added some outside.  In the fifth year we added a substantial number outside and in the seventh year we added more tanks outside and just last year we put in another eight tanks.  So when we started in the first year we had sixty-five tanks and now we have 125, so we’ve nearly doubled our capacity since or first production.  We now use about 70% of our total capacity so we have room for more tanks.  Do I think we’ll add more?  I think it’ll be a few more years before we increase our capacity.  We do have some organic growth—we’re adding more people.

JM-L:  Exactly.  Now, you also have your own label:  Suhru.

Suhru winesRH:   Two, actually.  Suhru, which is Susan Hearn and myself, and we work with growers  around the state, mostly in the North Fork and the Finger Lakes, to source the fruit that grows best in those regions, so we bring Riesling from the Finger Lakes and Shiraz and other red fruit from the Island here.  So my wife and I and another couple that we’ve known for twenty years, bought a piece of land here in Mattituck in 2000, and planted it in 2000 and 2002.  We sold fruit initially, and then in 2007 we started T’Jara Vineyards.

JM-L:  Oh, yes, T’Jara.  Isn’t that based on an Australian word?

RH:  Yes.  It’s sort of phonetic.  We put a hyphen [apostrophe] between the two words, which mean “where I live/where I grow/where I farm/where I’m from.”

JM-L:  I see.  Does it sound like that when an Aboriginal pronounces it?

RH:  Yes, T-Jara.  You know, I guess you could say that it’s the Aboriginal word for terroir, although they don’t grow grapes there; they never have.

JM-L:  Yes, though I’m sure that today many Aboriginals work in the wineries.

RH:  Yep!

JM-L:  Are there any Aboriginals who actually own their own wineries?

RH:  Well, not that I’m aware of.  I’m no longer really that connected [to the Australian wine industry] to know about that.  But I suppose that there are.

JM-L:  I ask because in South Africa there is a program to help get black Africans into the business.  This is true of the South African label Indaba . . . .

RH:  Oh, yes, of course.  They make a very nice Chenin Blanc.

JM-L:  Getting back to Suhru and T’Jara, Do you have styles that you wanted to make that would stand out from what everyone else does?

RH:  Yeah.  Suhru is a little more of a niche in that we are not going with mainstream varietals.  We do not make Chardonnay; we don’t make Merlot as a varietal, or Cabernet Franc.  We don’t make varietals from these three main varieties that we have out here.  We do utilize the red ones in our blend, but the goal of Suhru is to make wines that we enjoy drinking:  crisp, vibrant, good-acidity whites, and some quick-to-market, soft, juicy reds.  More mainstream in respect of pricing, mid to high teens, and in approachability.  T’Jara is sort of aiming for the high end of the market out here.  We all have to aim high, shoot for the moon, but we aim to make the best red wine out here:  the fullest—but, soft wines that will age because of the quantity of tannins plumper but lusher.

JM-L:  So you pick the grapes as late as possible?

RH:  Correct.

JM-L:  You want them to go beyond their phenolic ripeness?

RH:  Yes.  So they’re barrel-aged for a long period of time but they’re not designed to be oaky wines.

JM-L:  So you use a lot of used oak?

RH:  Well, reasonably so, but everything’s Hungarian, and Hungarian oak is very tight-grained so it doesn’t give up the flavor as much as other—the French—would be.  That doesn’t imprint on the wine heavily, so it keeps that soft plumpness.  We use old oak barrels—one to seven-years-old ones so as to get the benefit of aging but without the imprint of tannin.  Typically we don’t go for that long maceration that, you know, leads to that astringency level that needs time.  They’re big wines but their big, soft wines.

JM-L:  They’re almost ready to drink by the time that they’re released?

RH:  Absolutely.  The goal . . . that is goal number one.  You do not need to age them—they will benefit if you age them, but you don’t need to do so.  Stylistically, for example, Pellegrini’s wines [made by Russell], over the years, have rewarded aging.  But that’s a stylistic choice.  We looked at that model and Jed Beilter [Russell’s partner at T’Jara], Laurie, and Sue and I decided that that wasn’t what we wanted and we wanted our wine to give pleasure from the beginning.

So from a brand standpoint, there’s a separation in terms of the market segment that each is shooting for.  In price separation as well.

Suhru is a brand; at T’Jara we make only as red wines:  Merlot, Cabernet Sauvignon, Cabernet Franc, and Petit Verdot are planted there.

JM-L:  So how many cases of wine are you able to produce?

RH:  Well, we have seventeen acres under vine out of twenty acres of land, so ultimately we’ll have 3,000 cases; right now we have about a thousand cases.

JM-L:  I see. And what’s the density of your plantings?

RH:  7 X 5 and 7 X 4.  Cabernet Sauvignon and Petit Verdot are 7 X 4 we’re trying to carry as little per vine as possible.  Merlot is 7 X 5 and Cab Franc is 7 X 6—Cab Franc is more vigorous . . . .

JM-L:  Well, that seems to answer the question of why one chooses a density of 7 X 5 or 7 X 4 or 7 X 6—it has to do with the vigor of the vines.  That makes sense.  OK, so T’Jara . . . and Suhru?

RH:  Suhru is producing fifteen-hundred cases.  T’Jara is a thousand cases.

JM-L:  So for T’Jara you’re harvesting what?  About two-and-a-half tons an acre?

RH:  Yes, about two-and-a-half to three tons, depending on the year and the variety.  More on the lower end for Cab Sauv, closer to three on the Merlot.

JM-L:  Russell, thank you very much for the time you’ve given me.  This conversation was a pleasure.

What follows are the T’Jara blending notes by Jed:

The process actually begins much earlier in the vintage year with how the growing season has gone.  Depending on the strength of the season, we’ll know which component varietals we’ll have to work with.  For example, 2007 was both a long and a very hot year.  A spectacular year all around.  So all our fruit showed beautifully on the vine.  That includes our Cab Franc, our Merlot, our Petit Verdot and our Cab Sauvignon.  In 2010, just to compare vintages, it was a hot year, but not as long a year.  The Cab Sauvignon didn’t ripen to a state that we felt was good enough to put in our wines.  So you won’t see that component fruit in our 2010 releases.

This past year, 2012, was also a very strong growing season and all our component varietals grow to maturity.  Each year, however, the fruit shows different characteristics.  So you can’t always assume that the Merlot that came out of the barrel in 2012 will be the same as every year preceding that.  It’s always a clean slate when it comes to blending a particular year’s components.

The process Russ and I go through is the same every year we’ve worked together.  We assemble the component varietals and look to see what possibilities exist.  As you can see from the photo, it’s not the most romantic picture of what transpires.  Beakers, water baths, pipettes all arrayed on a conference room table.

T'Jara blending, 4It also helps that Russ and I learned early on that we had very similar tastes in terms of our palates.  When Russ was the winemaker at Pellegrini, he first brought me in to their conference room for a similar exercise.  We had three flasks, filled with either Cab Sauvignon, Cab Franc or Merlot.  We each had to come up with three blends:  a Cab Sauv, a Merlot and a red blend.  Blinded from each other’s admixtures, we each came up with three offering and presented them to each other.  the three blends were all very close to each other and, as we had previously experienced, cemented the fact that we were of similar minds when it came to what we thought would be best in the bottle.

This year, we are dealing with four or, potentially five component varietals to make our wines.  Initially, we didn’t think we would release a red reserve in addition to the Merlot and the Cab Franc.  While 2012 was a good growing season, we just weren’t sure that we’d have a reserve that would be good enough to release.

As the process unfolds, we start with one of our wines.  As you know, for a wine to be called by its varietal name, it must contain at least 75% of that component fruit.  Anything after that is up to the winemaker.  Anything less than that has to be called a blend or some other nondescript name.

Russ and I went through the Merlot and the Cab Franc.  We started with the minimums and tested a number of different combinations of supporting varietals, each to bring something specific to the blend.  Maybe it was more roundness.  Maybe it was more length.  Sometimes, we are trying to balance the various smells coming from the component fruits:  red berry versus darker stone fruit; more chocolaty or tobacco notes versus more jammy qualities.  All those ingredients are what we are trying to balance to achieve a wine that, year over year, will have a similar (not necessarily the same) consistency that those who have tried and liked our wines will come to expect as the years roll on.

To our surprise, we not only were able to come up with what we feel are very formidable Merlot and Cab Franc blends, but we also came up with a reserve blend for the 2012 that we are very proud of.  From the initial sampling, we went through iteration after iteration of blending options.  It kind of surprised us when we focused in on the final option.  But we’re very happy with the result.

That whole process, going from large fractions of blending components to the fine-tuning took over three hours.  But the process doesn’t stop there.  And I’m sure Russ can add further to this discussion here, but he’ll take the blending notes from our session in the conference room and start the process of putting the final blends together in the barrel.  He will still tweak a particular blend as it matures in our Hungarian oak barrels before it’s ready for bottling.  Maybe a touch more Cab Franc here, a slight addition of Malbec there.  That’s all part of Russ’s magic as a top-flight winemaker.

In the end, it’s all part of the joy we have as partners in coming up with wines we are proud to call T’Jara.

 

Oenology in Long Island: Premium Wine Group–John Leo

Interview with John Leo about PWG (& Leo Family Wines)

on Sept. 27, 2012, updated on Jan. 21 & May 24, 2013

PWG, 01

 From the PWG Website:

Premium Wine Group is a contract winemaking facility designed to allow an economical way to produce wine without the huge investment in equipment and facility. The individual style is driven by each Producer / Client in the production of their wine. PWG is designed with an array of technologically superior equipment which allows our clients complete freedom in producing wine. Our experienced staff of wine production professionals allows our clients the comfort that their wines are being handled in the highest quality practices.

Both “custom-production” and “custom-crush” services are provided to licensed producers and wholesalers of wine. These services are being utilized by many local wineries and wineries in the Northeast that source fruit from the North Fork of Long Island, see our Producers / Clients

Established in 2000, an initial 545 tons were received, we have steadily grown to 1,000 tons with an ultimate capacity of 1,400 tons. Premium Wine Group’s mission is to continually upgrade plant, equipment and services to allow our Producers / Clients the highest quality environment in which to sculpt their individual wines. This is evident with more than 18 Wineries producing over 100 individual wines each vintage.

NOTE:  While Premium Wine Group makes wine for its many outside clients, there are also three employees that work there who are themselves clients:  Russell Hearn, Managing Partner/Director of Winemaking, John Leo, production winemaker, and Erik Bilka, production winemaker.  While this article is, foremost, about Premium, it also includes sections devoted to the wines of these three producers.  (The winegrowing at Lieb Cellars (owned by partner Mark Lieb) and its wines will be the subject of a separate article, as will be the case with Clovis Point, whose wines are made by John Leo.)

It should also be noted that a press release issued on March 28, 2013, states, “Lieb Cellars and Premium Wine Group announced a merger of the two companies. Established in 1992 and 2000 respectively as two separate businesses with Mark Lieb as an investor, the combined companies have received substantial funding through their parent company Southport Lane, a private equity firm focused on growing its portfolio businesses. Southport Lane selected Lieb Cellars and PWG in part for their “custom crush” business, which is the production home of many North Fork wineries and the only one east of the Mississippi. There has been talk of the company going public.”

Because I interviewed John and Russell separately, and the conversations are so extensive, I’m dividing this post into two parts:  The first (this one) is based on my conversation with John, and subsequently my interview with Russell, which also includes discussions of T’Jara Vineyard and SuhRu Wines:  Oenology in LI:  Premium Wine Group–Russell Hearn.

According to the bio of John Leo from Winemakers’ Studio Website, “A native of the Hudson Valley, New York, John graduated with a journalism degree and immediately proceeded to wander slowly around the world. He started working in wine in 1982 and joined the PWG, John LeoEast End wine growing community in the early 1990s, becoming winemaker for Clovis Point, in Jamesport in 2004. John works full-time at Premium Wine Group where he makes the Clovis Point wines as well as Leo Family Red. A journalist by training, traveler by inclination, and grape grower by preference, John believes in honest hard work, natural transformation and the pleasure of sharing a bottle with friends.”

Personally, I found John to be thoughtful, articulate, soft-spoken yet straightforward, as well as clearly professional in outlook and attitude.  It was a pleasure to converse with him.

Interview with John Leo (JL):

JM-L:  I want to begin by asking you about your client list on the PWG website.  I recognize all of the names but on [see below], but there is one that puzzles me, DeSeo de Micheal [sic], but actually that’s Deseo de Michael . . . What’s his full name?

JL:  Michael Smith.  His wife is Puerto Rican, so I think that she anointed the name.

JM-L:  So that explains that mystery.  Well, one of the reasons that I called you was because I’d been in touch with Chiara Anderson Edmands, and she’d said that one of the people that I have to speak to is you.  So the advantage of speaking to you now is that I can now speak to you of your wine, their wine, and possibly Sherwood House, because I will be speaking to Bill Ackerman, the vineyard manager.

JL:  You know, the consulting winemaker for Sherwood is Gilles Martin, so he’ll have more answers about style and things like that, but about the logistics part I can help out with because it all does come in here.

JM-L:  So Gilles and Juan—who used to work here—and other consulting winemakers formulate what they want you to do and how do you work with them?  How do they formulate what they want you to do?

JL:  Well, we sit down to talk about that.  I guess that in a stand-alone winery the winemaker is not only making the decisions but lifting the hoses and doing the work.  But they usually have assistants, especially around harvest time, so they’re making their own plans about how much tonnage to bring in, how to ferment it, etc. etc., and their usually delegating that to their assistants in the cellar.  So in a sense that’s what we are . . . we’re custom production, so the consultant tells us that he will bring in 5 tons of this Merlot, 6 tons of that Merlot, we want you to handle this one way and that another way.  So we’re basically the cellar hands . . . we’re the winemaking service for that . . .

JM-L:  So you are, in effect, the cellar assistants.

JL:  In a sense, yes.

JM-L:  Except that you actually do all the hands-on of making the wine . . .

JL:  And we have all the equipment—that belongs to us, and the facility belongs to us, and they’re being charged, sort of, per finished case. [See below, From the PWG website: Wine Production; which lists all the equipment they own.]

JM-L:  I see.

JL:  So we’re the winery with the labor to get the job done that they want, but in terms of how they formulate things, it’s straightforward, just like in any winery, they decide how they want to handle certain batches, what yeasts to use, what temperature to ferment at, how often to pump over, all those decisions they can make to then communicate them to us and we do the work.

JM-L:  The thing, of course, is that they’re not being hands-on, so what happens when some kind of issue, say a stuck fermentation, takes place (which I’m sure doesn’t happen too often) . . .

JL:  Not too often, no.

JM-L:  or, for example, a temperature issue with the tanks, or you find that the amount of pumping over that they request perhaps is not optimum for the wine as its coming out . . .

JL:  Right.  That last one is a different issue.  I might personally disagree with their protocols, but if that’s their protocol that’s what we do.  Lots of oxidation, no oxidation, no air at all. They can ask for seven pumpovers a day or no pumpovers. They can demand of me whatever they want.  If it seems that out of the ordinary we’ll clarify.  We’ll say, “Are you sure that’s what you’re asking for?  That’s not the norm.”  Maybe we’ll have to charge more for more pumpovers, so we just want to make sure that that’s what you want.”  When they confirm it, it doesn’t matter what I like or think is right or wrong for that batch of wine . . . they’re the boss.  In terms of stuck fermentations or a little bit of sulfide issues or things like that, Andrew’s very attentive [Andrew Rockwell, the Laboratory Director].  We’re testing everything every day, after rackings, every day’s ferment, so Andrew’s sticking his nose in the tank every day, and he’s got a good nose and palate and he’s very sensitive, so he’ll let Russell or I know, or if the consultant’s already sitting in the room he’ll go directly to them, or we’ll call the consultant and say, “Hey, there’s an issue with tank 1956, there’s some sulfite issue, a little bit of a stink coming out of it.”

Also, a lot of our newer clients, for example Deseo de Michael, say, “I want to bring in my grapes this year, 600 pounds . . .

JM-L:  600 pounds.  Well, if you only have a third of an acre . . .

JL:  Exactly.  So the first thing I explain to him if you want us to press it, that we need more than that because our presses aren’t that small, so we can’t press 600 pounds effectively, so you’re going to have buy some Chardonnay to put in with yours to make it.  So he’s so small that it doesn’t make sense to have a consultant, you know, realistically, but the first year I helped him through that and I didn’t charge him anything, and I said, “You know, you can do it this way or you can do it this way.  Here’s the decision points now.  You can taste the juice coming out of the press, do you want to cut it there?  Do you want to keep on pressing harder?  You’ll see the change.”  So we just walked him through it.  So for 2011 he hired Gilles [Martin] to be his winemaker for his one Chardonnay, so now it’s at a more professional level.

JM-L:  Good.  But the vines must be very young . . .

JL:  Sure.  So that’s an extreme example of someone who wants to do things right, is willing to pay commercial charges, but he doesn’t have enough volume to get a full-time consultant . . . so we try to be as helpful as we can.

JM-L:  Of course.

JL:  We have other clients like that, they have a little bit of fruit in their back yard, so we try to avoid it, but when it’s a friend of a friend, we do stuff like that . . .

JM-L:  Sure.

JL:  You know, Juan [Micieli-Martinez, Manager and Winemaking Consultant of Martha Clara Vineyards], Gilles [winemaking consultant to several vineyards], Tom Drozd—who makes the Baiting Hollow wines, and Erik [Bilka, the other PWG production manager] has his own wine, and other clients who know what they’re doing.  So we expect them to make all those decisions, so we’re just backing it up.  We do have some non-Long Island clients, but that is just coincidence.

JM-L:  So who are your non-Long Island clients?

JL:  Well, you know, Silver Springs, up in the Finger Lakes.

JM-L:  All the way up there?  Do they send their fruit down?

JL:  Mmm, no.  When they started five or six years ago, they bought Long Island red, so they make some things up there in the Finger Lakes, and that goes for the white, the hybrid stuff, and they wanted to buy some red, so they approached us and said, “We want to buy a few tons, and how do we get it up to us and what can we do?”  And, I don’t think they actually have a winery, I think all their production is custom, either here or there.  So anyway, that’s how we got started.  And now, every couple of vintages they’ll send some white juice down, and they’ll have us ferment it here because it’s going to be part of a bigger blend or something like that.

JM-L:  I see.  Very interesting.

JL:  So they’re one.  And then there’s Belhurst, Belhurst Castle . . .

JM-L:  Are they also in the Finger Lakes?

JL:  Yes, they are.  They’re basically a hotel, a resort hotel, and again, they might have a little show winery, but I haven’t actually been there.  But we make their wines, sort of for the same reasons, they’re purchasing all their fruit, both red and white, and we’re making the wine for them.

JM-L:  Is PWG unique in New York State?

JL:  Not any more.  We were the first on the East Coast as a custom crush, and I don’t know, but I think that there are one or two in the Finger Lakes now.  I know that East Coast Crush started up and it’s connected to one of the bigger wineries.  I don’t know if it’s the exact same facility or if they have separate business names to bring in more clients, or it’s a whole new facility.  Russell might know that.  And I think that I heard of another place, White Springs was, again, doing their own thing but doing a lot of custom work, I think that just changed ownership and might now be all custom.

JM-L: I see.

JL:  But, anyway, we started people thinking about it as an option, since they save a lot of money and only pay for what they’re bringing in rather than buying equipment that’s going to cost them two million to put in and they’re only going to use it once a year, so . . .

JM-L:  Yes, like Raphael, which spent six million dollars on their own winery . . .

JL:  Yeah, it’s a different interest.  If you have the money to invest and you want that showpiece, you know, that’s . . .

JM-L:  Well, they have that showpiece, there’s no question of that.  Pretty impressive!  So, when you have a really abundant harvest out here, even the wineries that have facilities of their own may find themselves with more fruit than they can handle . . .

JM-L:  So you do take overage, as it were . . .

JL:  Yes.  If we have the space for it, sure, and it happens where we have one particular client, another  winery that knows pretty much that they’re going to have more fruit coming in every year than they have space for themselves, so they’ve been saying fairly consistently that they need a tank of twenty tons, or something, for this overage.  There are other wineries where it’s more vintage-related, most years they’re self-sufficient but some years they’re looking for extra space, so as long as we have the room we’re happy to do that.  We also do pressing and settling; some Connecticut buyers of wineries, are buying local Chardonnay or other varieties and they’re looking for a place to have it destemmed, pressed, cold settled [chilled], and then they’re taking it as juice so that they don’t have to drive [the purchased grapes] all the way around.  So that’s another part of our business that is pretty consistent every year.

JM-L:  So you’re just sending them the must?

JL:  Yes, either the must for reds or the settled juice for, say, Chardonnay.

JM-L:  And then they ferment it.

JL:  Yes, and we have fee schedules—so they don’t have to bring things just to bottle; we have a pressing and settling charge, or you can ferment it here, age it here, and then sell it in bulk, instead of selling it in the bottle, and you’re not paying the full cost . . .  In other words, PWG has a fee schedule for all its varied services that allow a client to decide whether to take a wine all the way to bottle, or to sell it early in the process as juice (before fermentation) or later in the process as bulk wine.

JM-L:  OK.  Well, you and Russell, and who else helped found this?

JL:  Well, I’m not a partner, Russell is.  It’s Russell and Mark Lieb and a fellow called Bernard Sussman—he isn’t located out here.  He lives in New Jersey or may have moved to Florida now.  They’re the three partners.  I’ve been here since it opened.  I was working with Russell at Pellegrini Vineyards when he was planning this, and when 2000 was our first harvest he asked me if, when this was done, I’d like to come with him.

JM-L:  Now, how many clients did you start with?

JL:   Roughly a dozen.

JM-L:  Really?  So in other words, you first determined that there would be a market out there, you determined that there would be people who would bring their fruit in, if you would just set up . . .

JL:  Yes. And, you see, the reason that we knew that—especially Russell—was that Russell, had been the winemaker for Pellegrini Vineyards, at that point, for eight or nine vintages, and people kept approaching him, saying “I have fruit for sale, I’m thinking of starting my own label, do you have room?”  So he was doing custom production at Pellegrini, with whatever excess space he had there, for Erik Bilka and everyone else . . . and, you know, people were looking for space.  He knew that there were more vineyards coming online, he knew that this would be a growth market.  And I think that Russell first approached Mark Lieb—or it might have been vice versa—because Lieb had a forty-acre vineyard and no facility, and he was trying to buy more property so that he could build a winery, and there was some political issue, possibly, and it was taking longer than he expected so they got together and he said, “OK, you build this and I’ll be an investor in it and instead of making it a Lieb winery we’ll make it a custom production winery.  And Russell, you’re going to run it, right?”  And it was very clever and it was the right time to get something started . . .”

JM-L:  Interesting.

JL:  Most of those clients are still with us.  I’d say that the only ones that aren’t were the ones that got sold or closed down.  But Martha Clara was there the first year, Sherwood House was there, so pretty much everyone who was looking for a place and found us in 2000 has stayed.

JM-L:  So Deseo de Michael [aka OR Wine Estate as of 2014] is the just latest . . . ?

JL:  Yes, pretty much.  Around 2010, in terms of having a license and all of that.  But for example, my wine, which is a 2007, and Erik [Bilka], who makes a Riesling from Finger Lakes juice that he brings down, and he started in 2009, and that’s it; it’s not so much new vineyards coming on line anymore, but rather people buying fruit who want to start their own brands.

Leo Family Red:  a History

JM-L:  I see.  So let’s talk about you . . .

JL:  I don’t own my own vineyard; my situation is a little different in that I lease two acres. Well, I have a long-term agreement since 1999, with a particular vineyard to lease the two acres and I bring in my own fruit, with the understanding that I’ll do all the handwork.  I do the pruning, I do the thinning, I do the harvesting.

JM-L:  So you’re not buying fruit, you’re essentially the vineyard manager for a parcel that’s leased to you.  So you have complete control of the fruit.

JL:  Yes.  The things that I didn’t have control over—I started at Martha Clara in 1999–where they controlled the spray schedule, the weed control, anything that had to do with tractor work—I could make suggestions.  So in that respect I didn’t have complete control.  But I was fine with that.  That lasted until 2006, when they decided that they wanted to harvest their own fruit on that plot, so they decided that I was too small to make an exception for . . . so I was all ready to move anyway, and I was fine with that; it was time to move on.  So I continued the same arrangement with Pellegrini Vineyards, in their easternmost vineyard, called South Harbor.  So there were two acres planted with Merlot there as well, same arrangement as before, so I don’t have control of the spraying schedule.   So I worked with the vineyard manager and that worked out nicely.  That was between 2007 through 2010.  In 2010 I started working for Onabay Vineyard as a winegrowing consultant, working out in the vineyard.  So they asked me, would I be interested in leasing a couple of acres with them, and since I was already telling them what to do and hands-on with their whole vineyard it finally meant that it felt like my own vineyard, in that sense.

JM-L:  Oh, that’s very nice.

JL:  So in 2011 I moved to Onabay.  I was very happy with Pellegrini, but at Onabay, where they’ve planted several varieties, I was able to have an acre of Merlot, half-an-acre of Cabernet Franc, and half-an-acre of Petite Verdot.

JM-L:  So you were finally able to make a Meritage.

JL:  Yes.  And I did . . . since 1999 I’ve made wine every year, selling it off  in bulk, but bottling a barrel for myself to have something to drink, and. . .

JM-L: I see.  So now you’re now making wine in your own way—originally you were only making Merlot . . .

JL:  Only growing Merlot.  So the early vintages were 100% Merlot, but I started to go to other sources—Premium, for example, and other clients, to get a little bit of  Cabernet Franc, Cabernet Sauvignon, whatever happened to be available depending upon the year, including Syrah, Malbec, as well.  Working here made it easy for me to know what was out there—the quality, the amounts, whatever was available . . .  2007 was the first wine I bottled and labeled myself; up to 2006 it was a just hobby project, what I kept at home for drinking myself and then to cover costs I’d sell most of the bulk; I sell anywhere from 200 gallons to 1000 gallons a year depending on my harvest yield and my blending needs.

Leo Family Red, bottle [From the Winemaker’s Studio Website, there is this description of the 2007:  “The first and so far, only wine released under the Leo Family label. A blend made of sustainably farmed grapes: 80% Merlot, 7% Syrah, 6% Petit Verdot, 5% Cabernet Franc and 2% Cabernet Sauvignon from the North Fork of Long Island. Aged 18 months in French and Hungarian oak, released spring 2011.”]  [NOTE:  I tasted this wine on Feb. 2 at a dinner party where venison was the main course.  It followed a rather funky Spanish Tempranillo, and it showed beautifully.  It was already showing secondary aromas and flavors, including lightly-smoked wood, coffee, lead pencil, and sour cherry.  It was balanced and had an agreeable persistence on the palate and a very clean finish.  I’d describe it as elegant and somewhat austere–rather like a Premier Cru from St-Emilion (Bordeaux).  Its structure suggests several more years of maturation and good longevity.  It was very much appreciated by all the guests at the venison dinner, and was a really fine food & wine pairing.]

Leo Family Red, RL

[The back label—shown at right—tells even more about the wine and how it is made. . . ]

JM-L:  And how much bulk are you selling now?

JL:  Depending on the harvest . . . it was a lot, anywhere from 500 cases to a 1,000, or 200 gallons, some years there wasn’t very much.  The 2007 was a blend of Merlot, Syrah, Petit Verdot . . . it’s not all Merlot.

JM-L:  Which means that it’s more of a Left Bank than Right Bank Bordeaux style of wine.

JL: Yeah, with the Syrah tossed in too.

JM-L:  And with the Syrah, which in the 19th Century, they used in winemaking in Bordeaux.

JL:  Yes, I read that too.  I’m not going to market it as Bordeaux . . . it’s just was the best that I could do.

JM-L:  Of course you’re not going to label it as Bordeaux.  Despite all the claims about how Bordeaux-like your wine is, this is still Long Island, after all . . .

JL:  Exactly.  There’s no French on the label, it’s just Leo Family Red . . .

JM-L:  And where is it available?  Can I buy it, for example, at Empire State Cellars?

JL:  It’s available there; you can also buy it at the Winemakers’ Studio, that’s my biggest outlet . . . Anthony Nappa’s.  They pour it and sell it on a regular basis.  There’s also a small wine shop right here in Mattituck, called J. Shields.  It’s owned by a woman who’s a real oenophile.  She just loves wine; I think she studied the sommelier’s course . . . so she took it in a couple of weeks ago.  So it’s on the shelf there.

JM-L:  What was your aim in making your particular wine?

JL:  Honestly, it’s kind of a cliché.  I wanted to make a wine that I would enjoy drinking.  There are no asterisks.  I wanted it to stand on its own on a commercial level.  I want make it only in good vintages and have it taste better than what people are expecting.  . I wanted to be able say:  Taste it and if you like it, buy it, and if you don’t, well, there are no questions asked.  I made 420 cases, I think I have about 160 left.  If I’m stuck with a hundred cases, fine, I’ll be happy to drink it for the rest of my life.

JM-L:  So you’re really saying that the 2007 has great longevity.

JL:  Yes, I think it does.  Because I released it last year and it’s certainly drinking better this year. It hasn’t shown any signs of fading and improving still.

JM-L:  You think that it has the structure to last another five, ten years?

JL:  Five, ten years from now?  I think so, but I honestly don’t know?  It’s hard to say.  Two to three years to reach its peak, and how long will it hold?

JM-L:  Well, as you know, that’s a sign of good wine and good winemaking.  The very fact that there is so much wine being made in Long Island that is age-worthy is, I think, a stunning testament to the level of the winemaking here, and the quality of the fruit and everything else.  It’s no secret, after all, that for us, that the quality of the wine from Long Island is, frankly, at times sensational—and, well, times that it’s not— but given how good it is I often to prefer it to that of California.

JL:  I’ve come the same way, obviously I’m in the industry and you could say that I’m completely biased, but I’m less and less happy when paying sixty or seventy dollars for a California wine that turns out to be an ordinary red wine, just high in alcohol but without much character.

JM-L: As soon as Robert Parker says “jammy and full of fruit,” I know immediately that that is a wine that I’m not likely to touch.

JL:  Exactly.  They’re making a style.  Good for them.  They’re marketing a style and making it work.  We’re just not that.

JM-L:  The other thing to remember is that everything here is “micro.”  You just do not have the production to take on California, you just can’t make enough for a national market.

JL:  And that should free us up a lot to experimentation, to be able to focus on quality, which more and more of our customers are asking for over the twelve years we’ve been in the business; at first our clients were just happy to get the fruit in, get it at 22 Brix, get the right pH.  It’s got to have flavor.  We’re all working on making higher quality wine, we’re challenging one another, we’re raising the bar.

JM-L:  And what other vintages have you made since the 2007?

JL:  Put into bottle and labeled—just the 2010.

JM-L:  And that was a fabulous vintage.

JL:  It was very good.  At first I didn’t think that it was going to be as good as the 2007, but as I sampled it from the barrel it just got better and better, to the point that I decided to bottle it.  Now I think it may even be better than the 2007.  Leo Family Red will only be made in the best vintages. And now that we have 2012 in barrel I’m optimistic that 2012 could be another Leo
Family vintage.

JM-L:  Well, that’s a good policy.

JL:  Well, it’s nice to have a day job!

JM-L:  John, you’ve been more than generous with your time, and I thank you for it.  I’ll get back to you when I’m ready to write about Clovis Point.

 

Erik Bilka, who was not interviewed, is the other production winemaker at Premium, and also has his own wine label:  Influence—a Riesling made from grapes sourced from Ovid Farm in the Finger Lakes.

From the Influence Wines Website:

“Every vintage a winemaker’s goal is to showcase the best attributes from the fruit he is presented. Fruit intensity, acidity, and sugar balance are all attributes which bring a wine to a harmonious blend of aroma, flavor, and palette impression. The winemakers’ influence determines the quality seen in the glass.

Influence Wine Riesling“Once harvested, Influence Riesling is delivered to White Springs Winery in Geneva, NY on Seneca Lake, where the experienced staff led by Derek Wilber crush, press, and cold settle the juice, which is then shipped to Premium Wine Group on the North Fork of Long Island. Upon arrival, winemaker Erik P. Bilka begins the winemaking process. The juice is fermented in stainless steel tanks. Before completion fermentation is halted in order to maintain the natural residual sugars found in this semi-dry vintage. The refining process which involves separating natural occurring sediment from the final product is done delicately in order to preserve the fruits integrity. This minimalist approach by the winemaker influencing only what the juice requires, allows the fruit to be showcased in the final wine.”

Brix at Harvest – 19.8
Ph – 3.10
Titratable Acid – 7.02
Residual Sugar – 22.00 grams/ liter
Aged – 100% Stainless Steel Tank
Bottled – March 31, 2011

 To me, the commitment by the oenologists who work at PWG simply goes beyond the normal range of expectation and duty.  For each of them is so passionate about wine, and apparently has so much excess energy, that it’s not enough for them to only work full-time at their place of employment, they have a deep need to practice their skills for themselves and their reputations.  One can’t ask for more devotion than that.  It’s also hard to find better winemakers.

Next, Russell Hearn.

From the PWG Website:

Services Provided

Services provided by Premium Wine Group range from grape sourcing, crush/pressing, fermenting, barrel aging, bottling, Methode Champenoise riddling and disgorging, and Compliance Issues. These services are available to “custom production” clients, Alternating Proprietorship and existing wineries. North-East wineries sourcing North Fork of Long Island fruit may wish to ferment rather than move unstable fruit during harvest. Or those that have exceeded their own production capacity might look to utilize our wide variety of equipment.

Contact us for (Fee Schedule or Component Services Fees) and (Standard Procedures for what is included).

The “producer” is to supply at their expense all:

  • Fruit (delivered to PWG)
  • Fermentation supplies (yeast, enzyme and tannin, malo-lactic bacteria)
  • Wooden cooperage or oak additives
  • Packaging supplies (bottles, corks, capsules, labels and related items)
  • Winemaking direction (consultation)

Wine Production

With a highly trained staff operating within a State of the Art facility, all wine production services requested can be performed in a timely and professional manner. Additional specialized equipment allows such processes as:

  • EuroSelect Destemmer-Crusher, the gentlest way of destemming
  • Tube-in-tube Must Chiller capable of dropping must temperature 20° F. downstream from the destemmer-crusher en route to press or fermentation tank
  • Reverse Osmosis System to remove water from grape juice
  • Ozone Machine for barrel sanitization
  • Lees filtration via Crossflow System
  • Crossflow wine filtration via Vaslin Bucher FX 8 System

Methode Champenoise

  • Complete semi-automatic Methode Champenoise bottling, riddling and disgorging equipment
  • Mainguet Crown capping device
  • Oenoconcept – Twin cage (1,000 bottle) automatic riddling machine fully programmable for the most complete riddling
  • Mainguet – Neck freezing
  • Disgorging
  • Mainguet – corking and wire hood application
  • Sick International – external bottle scrubbing/washing and drying unit
  • Sick International – capsule dispensing and eye sensitive/ orientating automatic double station capsule pleating device

Bottling

  • Full in-line 4,000 bottle/hour bottling line.
  • McBrady – cardboard dust evacuating and nitrogen bottle sparging device
  • GAI monoblock twenty (20) spout vacuum/ gravity filler with double (2) nitrogen sparging and triple (3) head vacuum corker
  • GAI single head screw capping machine, capable of applying Stevlin and Stevlin Lux screw caps
  • Automatic capsule dispenser and eight (8) head (reversible) capsule spinner and heat shrink capability
  • Sick Automatic champagne capsule dispenser and pleating device
  • Kosme – triple station (neck, front and back) six (6) turret pressure sensitive servo motor driven labeler
  • Manual inspection and packing station
  • Top and bottom ‘Little David’ case taper
  • Lanxess Velcorin DT 6 S dosing unit

Laboratory

Our facility has a fully-equipped laboratory, with a full-time Lab Director and assistant during the Harvest period. A production software system (Winemaker Database) allows our clients’ bulk inventory to be tracked from the time juice or bulk wine arrives at the winery, every moPWG, 08vement, addition, chemical analysis and process is recorded and tracked. Our clients have full access to this detailed history of their inventory.

  • Mettler Toledo Auto-Titrator, generating pH, TA, and FSO2 automatically for reliable consistency

Analytical

  • Brix
  • Total Acid (Automated Titration)PWG, 03
  • pH
  • Total and Free SO2
  • Alcohol
  • Heat and Cold Stability
  • CO2
  • NH3
  • Enzymatic R.S. and Malate
  • Volatile Acidity
  • Specific Gravity
  • Bottling QA/QC
  • Routine Wine / Lot Maintenance

Crush Pads

PWG, 14We can receive hand harvested fruit in small half-ton bins, or machine harvested in gondolas. The receiving pad consists of a Weightronix truck scale and printer, two 7-ton Membrane presses with s/s dump hopper for whole-cluster pressing. Two destemmer / crushers: Rauch E20 and Euroselect ES, to ensure uninterrupted receiving capacity. Both presses utilize direct to press systems, if requested, to minimize solids and for “dug-out” red fermentations. Our 50-ton Refrigeration system ensures more than sufficient capacity for rapid cooling of juice. Tube-in-tube must-chiller capable of decreasing must temperature 20ºF. Additionally we have a 700 KW generator to ensure uninterrupted electrical service.

Equipment

  • Numerous ‘gentle on wine’ Waukesha (twin lobe) pumps.
  • Pneumatic ‘punch-down’ tool above (18) red fermentation tanks.
  • (2) in-line tank heaters to maintain warm red ferments, correct malo-lactic temperature in tank, pre-bottling temperature control.
  • Crossflow filtration system Vaslin Bucher FX 3 with lees filtration add-on capability plate and frame pad filter as well as membrane cartridge filtration capability.
  • Steam and ozone capability.

Producers / Clients (all of which use only Long Island fruit)

  1. Baiting Hollow Farms Vineyard
  2. Bouké/Bouquet
  3. Brooklyn Oenology
  4. Clovis Point Vineyard
  5. OR Wine Estate (aka Deseo de Michael)
  6. Harbes Vineyard
  7. Lieb Cellars
  8. Martha Clara Vineyard
  9. McCall Wines
  10. Onabay Vineyards
  11. Pumphouse Wines (Scarsdale, NY)
  12. Sherwood House Vineyard
  13. [Leo Family Wines, by John Leo, employee]
  14. [Influence Wines (Finger Lakes fruit) by Erik Bilka, employee]
  15. [Suhru Wines, by Russell Hearn, PWG partner & production manager]
  16. [T’Jara Vineyards, by Russell Hearn]

PWG header Premium Wine Group 35 Cox Neck Rd. Mattituck, NY 11952

info@premiumwinegroup.com
phone 631-298-1900
fax 631-298-3588