Two months ago, I was worried. January, normally our coldest month of the year, had seen only four nights drop below freezing. After one decent storm on January 8th and 9th, the rest of the month was dry, leaving us at just 20% of normal rainfall by month-end. We ended the month with a week of sunny days, each topping out in the mid-70s. The beginning of February was more of the same: ten days of sun in a row, each topping out between 75 and 81, with lows dropping down only into the 40s. I was worried we'd see our vines start to sprout in February, setting the growing season off to an unprecedentedly early start and leaving us an unconscionably long period of frost risk.
Thankfully, mid-February brought a change in the weather pattern. Although the second half of the month remained dry (the 0.28" of rain is just 6% of what we'd expect from our second-wettest month) it got cold. We finished February with ten straight frosty nights, all but one dropping into the 20s. Only one of those days made it out of the 50s. And then, in March, it began to rain. We've seen fifteen days this month with measurable precipitation, totaling 11.94" for the month and bringing us to 16.54" for the winter, roughly 75% of what we would expect on this date. The vineyard has transformed, green cover crop springing from the ground as though it was making up for lost time. Now that we've passed the spring equinox and are in the middle of a week of sunny, increasingly warm weather, it's not surprising that I saw the first signs of bud break when I got out into the vineyard yesterday. Our viticulturist Jordan Lonborg provided photographic evidence with a photo of a sprouting Viognier vine this morning:
Budbreak, as you probably guessed from the name, is the period when the grapevine buds swell and burst into leaf. It is the first marker in the growing cycle, a point when we can compare the current season to past years. Upcoming markers will include flowering, veraison, first harvest, and last harvest. And like harvest, budbreak doesn't happen for every grape simultaneously. Early grapes like Viognier, Grenache Blanc, and Vermentino tend to go first, followed by Grenache and Syrah, then later Marsanne and Picpoul, and finally, often a month after the earliest grapes sprouted, Roussanne, Counoise, and Mourvedre. And it really is just starting. Even Grenache, typically on the early side, was fully dormant everywhere except the very tops of the hills:
2017: Mid-March 2016: Very end of February 2015: Second week of March 2014: Mid-March 2013: First week of April 2012: Mid-April 2011: First week of April 2010: Last week of March 2009: Second week of April 2008: Last week of March 2007: First week of April
The timing of our cold and our rain was pretty much ideal. Grapevines (and all deciduous plants) pay the most attention to soil temperatures in deciding when to come out of dormancy. And wet soils retain cold better than warm soils. The double dose we received of cold and wet meant that despite the lengthening days, the vines' most important sensors were telling them that winter was still in effect, and sprouting would be a risk. And, in fact, budbreak does begin our white-knuckle season, since while dormant vines can freeze without danger, new growth is susceptible to frost damage. April frosts cost us roughly 40% of our production in both 2009 and 2011, and we don't feel truly safe until mid-May. So, we've still got more than a month to go before we can relax, and it will be a few weeks before our later-sprouting varieties and our lower-lying (read: more frost-prone) areas are out enough to be at risk.
But in general, if you could design a favorable winter weather pattern, it would look a lot like what we've seen recently. We'd ask for regular frosts and rain through the end of March, and then a switch to a warm, dry pattern thereafter. While we're always grateful for rain, since frosts tend to follow in the wake of frontal passages, the precipitation you get in spring storms isn't worth the risk of frost damage. And the current long-term forecast calls for the high pressure system that has dominated our area this week, bringing sun and increasingly warm days, to persist for a while.
That's just fine with us. Now that the first vines have begun to sprout, we'll see the scene in the vineyard change rapidly. Please join me in welcoming the 2018 vintage.
It is with sadness that I write to report that my dad, Tablas Creek's co-founder Robert Haas, passed away last weekend, one month before his 91st birthday. Followers of Tablas Creek likely know him from his time here at the winery, either at events like our blending seminars, or from his articles on this blog. He was a regular presence at Tablas Creek well into his tenth decade.
What many of you may not know is the impact he had on the American wine market before Tablas Creek ever got off the ground, or what he was like as a person. I hope to share some of each of these in this piece, as well as some of my favorite photos of him. And we may as well start here, from his 89th birthday party two Aprils ago:
My dad was born in the Bedford-Stuyvesant neighborhood of Brooklyn on April 18th, 1927. His father Sidney ran a gourmet butcher shop named M. Lehmann that he had inherited from his uncle Morris Lehmann. My dad would talk about going to visit his grandparents and walking over to Ebbets Field, and would remain a Dodgers fan for life. One of my favorite gifts I ever got for him was a ball signed by Sandy Koufax. Small but strong and quick, he also played baseball and was a good enough shortstop to get an invitation to an open Dodgers tryout from a scout while he was in high school, and a good enough athlete to win summer camp tennis tournaments despite never really playing the sport.
After the repeal of prohibition Sidney was on the ball enough to get New York's first retail liquor license, and turned M. Lehmann into a liquor store and eventually New York's top fine wine shop. Meanwhile my grandparents had moved to Scarsdale, NY, in the suburbs, and my dad had gained a sister, my aunt Adrienne. After high school, he followed in his grandfather's footsteps and went to Yale, but interrupted his studies and enlisted in the Navy in December of 1944. After two years in the Navy, he returned to Yale, graduated class of 1950, and joined his father's business.
While there, he convinced his father -- who thought no one would ever pay for wine before they could take possession of it -- to put out the first-ever futures offer on Bordeaux, commissioning hand-colored lithographs describing the qualities of the 1952 vintage and selling out the 1500 cases he had reserved in just a few weeks. When the store was looking for a new buyer for their French wine after the death of Raymond Baudouin in 1953, my dad and his two years of college French jumped at the opportunity. His goal on this first French trip in 1954 was ostensibly to find a new wine buyer. But I've always gotten the sense from him that he decided quickly that there was no way anyone but him was going to do that job. I asked him just a few weeks ago if that was true, and he responded "Yes, I pretty much knew at the end of my first day that this was what I wanted to do". So, at age 27, he became M. Lehmann's wine buyer, and soon after started cultivating relationships with distributors in other states, so he could be a better customer for the suppliers whose wines he was buying. Meanwhile, he had married, and had his first two children, my sister Janet and brother Danny.
It was in this period that he cemented his relationships with many of the Burgundy suppliers who are still crown jewels of the Vineyard Brands import book: iconic estates like Domaine Gouges, Mongeard-Mugneret, Domaine Ponsot, and Dauvissat. He also agreed to buy the lion's share of the production of Chateau Lafite and Chateau Petrus after their British agents balked at a price increase for the iconic 1961 vintage, and represented them exclusively over the next decade.
His relationship with my grandfather was not always smooth. I know there was tension where my grandfather wanted him to spend more time minding the store, and less time traveling around France buying wine and around America selling it. Sidney was at heart a merchant, not a wine lover. I believe he thought my dad would settle down at some point, and was surprised that when he announced that he was ready to retire, my dad suggested he sell M. Lehmann and my dad would take the contacts he'd made and turn them into an importing business. But neither backed down, and that's what happened. After an initial ill-fated sale to one of its employees, the rival Sherry Wine & Spirits bought M. Lehmann and merged the two to become Sherry-Lehmann Wine & Spirits, which remains one of New York's iconic wine shops to this day.
The late 1960s was a difficult period for my dad in a few ways. He was a one-man show, often advocating for wine in a market that didn't yet value it. He worked for a few years to build a wine division within Barton Brands, who had bought the inventory from my grandfather's import company, before he realized that they were so much more interested in liquor that getting them to focus on wine was hopeless. And his first marriage had ended, although he did meet my mom not long after, on a flight back to New York from Florida. When my mom Barbara first visited his apartment, she remembers the entire contents of his fridge being a few condiments and a bottle of vodka. A photo from their wedding, in January 1968:
It was in this period that he first met Jacques Perrin and convinced him to sell him some wine from the Beaucastel cellar. [The remarkable story where I found one of these bottles on the legendary wine list at Bern's Steak House is told in full in one of my favorite-ever blog posts, from 2012]. He built upon this relationship with Jacques' son Jean-Pierre, with whom he developed the La Vieille Ferme brand. From a beginning of a few hundred cases, sold as an exclusive to Sherry-Lehmann in 1970, it is now the largest French wine brand in the world. In the end he decided to set up shop on his own, first in New York and then, when they got tired of city living, from the converted barn of the 1806 Vermont farmhouse to which they moved in 1970. He incorporated Vineyard Brands in 1973, the same year that I was born. This photo of Jacques (left) and my dad is from that very same year, which I know because there's also a photo of me, age 5 months, sitting on Jacques' lap from the same visit.
Through the 1970s and 1980s, he balanced additions to the estate side of Vineyard Brands with new brands, championing Rioja (Marques de Caceres), Chile (Santa Rita), and New Zealand (Villa Maria). He also had his second daughter and fourth child, my sister Rebecca, and was active in the Chester, Vermont community, serving on the school board and as a little league coach. Long-time employees of Vineyard Brands still remember us coming back to the house in uniform as they were getting ready for dinner.
He was not infallible in his business judgments; he had an ongoing tendency to be ahead of the market, championing regions that are now critical darlings like Beaujolais, Languedoc, and Oregon a decade or longer before the market was ready to accept them. But he had a terrific nose for regions or wines that were punching above their cost, and was willing to put in the work to establish regions and producers at the same time.
This instinct was on full view in California, where he represented some of the greats of the first generation in Napa and Sonoma, like Kistler, Joseph Phelps, Chappellet, Spring Mountain, and Clos du Val in the 1970s, and he helped launch Sonoma-Cutrer in the 1980s as the California Chardonnay wave was gathering. When he was in California with Jean-Pierre Perrin or his brother Francois, he would bring them to visit California wineries to see what they thought, and they together came away both convinced that California was capable of making world-class wines and confused as to why no one was trying Rhone varieties in the clearly Mediterranean climate. Abstract discussions in the mid-1970s gradually became more serious, and they decided to start looking for property together in 1985, even as each was fully engaged in growing their own businesses. This photo of my dad with Jean-Pierre and Francois at Beaucastel is from around that time:
I first became aware that my dad was a big deal in certain circles when I read an article ("Have Palate, Will Travel") in a 1988 edition of the Wine Spectator. The photo below, which is one of my favorites of him, must have been from the same photo session, since he's wearing the same outfit. He's leaning against the gate of one of the gardens at our Vermont house. He hadn't yet started to step back from the day-to-day operations at Vineyard Brands, but he would soon, to focus on Tablas Creek:
By the early 1990's, my dad had turned over the running of Vineyard Brands to his second-in-command there, and the relationships with the French suppliers to my brother Danny. How he did so says a lot about him. He saw an ad in the Boston Globe about a seminar promoting a new federal program called an employee stock ownership plan (ESOP) which could be used to turn a business over to its employees. And that's what he did: in essence, Vineyard Brands bought itself from him, and is now owned by its employees. This has allowed the company to remain independent, to continue to grow and thrive after my dad's retirement, and to enjoy a continuity and longevity from its team that is almost unheard of in this age. There are still significant portions of the senior leadership of Vineyard Brands that were hired by my dad, more than 25 years ago. And my dad was able to take the money and invest it in Tablas Creek.
The search to find Tablas Creek and the development of the property here is likely better known to readers of this blog, but I think the same willingness to be ahead of the curve was in evidence in the decision to settle on Paso Robles at a time when few people were talking about it, and the focus on blends when the marketplace was firmly oriented toward varietals. But in both cases, he was convinced that what mattered was the right raw materials (soils, climate, rainfall) and the right winemaking decisions. The rest was simply a question of perseverance. The photo of the ceremonial planting of the first vines released from quarantine in 1992 shows (from left) Jean-Pierre Perrin, my cousin Jim O'Sullivan, my mom and dad, Charlie Falk (who worked for my dad at Vineyard Brands and then helped with the search for Tablas Creek), Charlie's wife Gretchen Buntschuh, and Jean-Pierre's wife Bernadette Perrin.
As Tablas Creek grew from an idea into a business, it encountered many of the challenges faced by any startup. We overestimated the readiness of the market for the blends we were making, and underestimated the importance of taking an active role in our own marketing. But the fundamental idea that my dad and the Perrins had was a good one, and this spot has turned out to be an extraordinary one in which to grow Rhone grape varieties. And because of my dad's business philosophy -- that you make your best guess at what you need to do, put the resources behind it, and then be willing to adjust your strategy based on what you learn -- we were able to make the changes that eventually allowed Tablas Creek to thrive.
Perhaps most important to Tablas Creek's legacy will end up being the partners' decision to bring in grapevine cuttings rather than live with what was already in California, and to make the clones we'd imported available to the community. More than 600 vineyards and wineries around the United States use Tablas Creek cuttings, and my dad was always convinced that our decision to bring in vines spurred the reversal of a long-standing policy by ENTAV (the French national nursery service) against partnering with out-of-country nurseries. This policy change has led to the import of hundreds of new varieties and clones, and a new flowering of diversity in American grapegrowing, Rhone and otherwise.
My dad maintained an active role at Tablas Creek up until the very end. I often heard from his friends that they thought that his passion for this project kept him young, and I believe that. In the period in the mid-2000's when we were pushing to establish Tablas Creek in the market, he was out there (in his 70's and 80's, mind you), riding around with our distributors, making presentations to restaurants and retailers, up and down subway steps during the day and hosting dinners and tastings in the evening. A quiet retirement this was not. But he was always willing to put his own effort behind the things he believed in, and if this was what needed to be done, he was going to do it. And the example of the Perrins, who are now on their fifth generation running their estate, is an inspiring one for all of us. The photo below, from 2009, shows my dad at lower left, and then (continuing counter-clockwise) me, Francois Perrin, Francois' son Cesar, and our winemaker Neil Collins, who has been here so long he might as well be family. It's not only in Vineyard Brands that the longevity of the employees my dad hired is in evidence; it's a hallmark of every business he's been a part of.
By the early 2010s, my dad had cut back a little but was still coming into the vineyard 3-4 days per week, and had stopped going out and working the market but was still hosting 4-6 wine dinners a year around the country. He led the 2015 Tablas Creek Rhone River Cruise with my mom. And he was starting to be recognized as the living icon that he was. One of the nicest windows I got into how others saw him was in the production and ceremony for the lifetime achievement award he received from the Rhone Rangers in 2014. The video incorporated his story with interviews with many of the wine industry titans whose lives and careers he impacted. I've been re-watching it a lot this week.
In the last few years, my dad's health issues escalated; he endured a stroke 18 months ago, and wasn't able to be at the vineyard as much. But he and my mom still maintained an active role in the community, and he continued his work with the Foundation for the Performing Arts Center, in San Luis Obispo. In 2009, he he created a new "winery partners" program for the Foundation that has raised hundreds of thousands of dollars to support arts in our local community. He continued to lead this program until last year, and asked at the end that in lieu of flowers, donations be made to the foundation.
As he did with the rest of his life, he knew what he did and didn't want for his death. He wanted to be at home, he wanted to have family around, and he didn't want a fuss made. So last week, as it became clear that the end was near, my siblings flew out and joined my mom and me here in Paso Robles. He was lucid until Friday evening, and peaceful at the end. And I will forever be grateful for the time I got to spend with him, not just at the end, not just growing up, but in working with him for the last fifteen years. It's not every son who gets to know his dad as an adult, and gets to see him through the eyes of others who know him professionally. Hearing, over the last few days, from all the people whose lives he impacted over his long life and career, has been an unexpected treat in this difficult time. Thank you to everyone who has reached out. We will all miss him.
As many of you know, most small to medium sized wineries' businesses are only as successful as their wine clubs. They form the backbone of the direct to consumer sales that allow vineyards to thrive, and their members, if a club is done well, become advocates for the winery out in the world. A huge -- but often unseen -- component of a wine club's success is the team of people who oversee their club. They are the point people in customer service and often sales, and familiar faces or voices when members visit, phone, or open their inbox.
With that in mind, I'd like to introduce you to Dani Archambeault, one of our Wine Club Assistants here at Tablas for the last seven years. As a part of the power group of awe-inspiring ladies who make our wine club the great experience it is for its members, Dani is one of the more dynamic people you will ever meet. She knows Tablas Creek wine like nobody's business and whether you meet her at the winery, at an event, or on the parquet lanes of our local bowling alley, she's someone you'll never forget. If you come out for a visit, you will find her fielding calls in the office or dashing back and forth getting your wine orders together.
Where were you born and raised?
Porterville, CA… my father owned a Pest Management Company for Orchards & Vineyards.
When and how did you get into wine?
Not until my late twenties… I started on some Aussie Yellow Tail wines!
How did you come across Tablas Creek?
In 2010 my husband & I took a leap of faith & left the LA area hustle & bustle & headed for Paso Robles wine country. We lived in our Airstream trailer in a vineyard while working harvest & tasting room jobs. I had heard so many great things about Tablas Creek and as soon as an opportunity to work here became available I went for it! Everything about Tablas is truly exceptional… from the vineyard, the wines, the staff, and the Haas family’s passion for quality and sustainability.
What is your role here at the winery?
For the last seven years I have worked with our Wine Club Team. Our club continues to grow & we work hard to ensure everyone receives outstanding customer service.
Which are your other favorite wines or wineries locally or around the world?
My husband pulls a brisket off the smoker, I open a Tablas Creek Tannat or En Gobelet, our kids are running around the backyard screaming…. Perfect pairing =)
You and your husband Kevin have dabbled in winemaking before, any advice to aspiring winemakers?
We only make a small amount of wine every few years that we use to help raise funds for some charity projects that our close to our hearts. We love to drink wine, so being a part of the entire process is so much fun and you appreciate what’s in that bottle on a whole new level!
How do you like to spend your days off?
We live very close to downtown Paso, so we love walking downtown and enjoying where we live. Paso Robles is a great small town community where ‘everybody knows your name’ (insert cheesy Cheers song- ha!)
What would people be surprised to know about you?
There are five siblings in my family. I am the only one without a tattoo! Occasionally I get tempted by the cute butterfly or fairy… but at this point I’ve got to stay unique & in the lead as mom’s favorite!
What is one of your favorite memories here?
My favorite times at Tablas are when we share a meal together outside. Wine is such an experience, when you have amazing wine & people, & a beautiful vineyard surrounding you.. can’t beat that, right!?
How do you define success?
Live your life with faith & purpose. Count your blessings daily, don’t totally freak out in the hard times, & love the people around you dearly…. That’s success!
He strolls into my office, bright and bushy-eyed with his dilapidated Yeti in hand, no doubt on his fourth or fifth cup considering he’s been up with the sun. His stained brown Carhartts do little to hide the evidence of our lambing season that is currently going on here at Tablas Creek Vineyard. As intrigued as I am, I dare not ask about the exact origins of the stains because after all, I myself am barely through my first cup. Maya, one of his Border Collies, slinks in and flops down upon my feet. Already this is an interview I can get behind.
Nathan Stuart is our shepherd here at Tablas Creek, and one of the central figures in our recent co-branding with outdoor retail giant Patagonia Inc. We all know them for their unparalleled wizardry with all things fleece and Goretex, but they also represent something far beyond climbing gear and backcountry men with a penchant for beards.
Not only is Patagonia a leading example on sustainable, green business practices with their Footprint and Worn Wear programs, but they are also one of the leading corporate voices in the fight for preserving our lands for generations to come.
They are known for radical moves such as donating 100% of their Black Friday sales to grassroots nonprofits ($10 million in 2016 alone). And their recent fight with the federal government on behalf of our national parks. The fact that they are a B Corp -- a for-profit company that is using the power of business to solve social or environmental problems -- says a lot. Their mission statement is "Build the best product, cause no unnecessary harm, use business to inspire and implement solutions to the environmental crisis."
You could say we’re fans.
Late last year, we became one of the companies in the United States that Patagonia has been willing to co-brand with. Co-branding happens when two brands agree to join forces to share a product indicative of both their identities. Upon learning this, I was eager to unpack what the process was that led to this move by both our companies, as well as why we were chosen to be one of the companies to share brands on their gear and be able to resell it in our tasting room. I can also safely say, the Tablas crew has never looked more dashing battling the frosty morning winters here in Paso.
Basically it all boils down to two words: carbon sequestration.
If that phrase makes you scratch your head as much as it did me, have no fear because that is where our indomitable shepherd Nathan comes in, along with our Viticulturist and resident vine whisperer Jordan Lonborg to explain the science behind it. But first, some context.
Since our inception, Tablas Creek has made it a priority to farm with as positive an environmental impact as possible. We have been organic since the day our first rootstock touched the soil and certified Demeter biodynamic as of last year. As Nathan says in his characteristically blunt way, “at Tablas we were organic before it was popular. We’re certified biodynamic which is just taking that to the next level. We’re holding ourselves to a higher accountability and pushing to create something that goes beyond us.”
Our flock of some two-hundred sheep and alpacas, plus a llama and donkey or two, is the core of our vineyard's holistic management program. According to Nathan, "holistic management encompasses organic, biodynamic, mob grazing, rotational and regenerative grazing, and asks how we can best benefit the land. We use varied processes depending on the acres, so we are responding directly to the land and listen to what it needs from us to build the relationship." The sheep are moved every couple days to a new section of the vineyard, where they fertilize and till the soil, providing nutrients for our vines and controlling weeds. "The way we manage the sheep on our land is attempting to mimic the buffalo of the plains in centuries past" Nathan continues. The American plains were amongst the most fertile soils in the world, massive repositories of organic carbon, and the rotational grazing provided naturally by the vast, moving herds of American buffalo were a large part of why.1
While our grazing plan falls into Nathan’s sheepish hands, the care of the vines themselves is the responsibility of Jordan Lonborg, our Viticulturist. Upon joining the Tablas family in 2016, one of Jordy's first goals was to move forward with biodynamic certification. He broke down the soil and vine management in a way that didn’t leave my right-oriented brain spinning:
"We are creating a self-sustaining ecosystem right on the property. In order to do this we need to maintain the balance of the land. All of our grape skins, stems, and vine prunings are incorporated into our massive compost program and are returned to the soil on a yearly basis. We capture native bee swarms on the property and raise them to assist in pollination of our cover crops. There are large swaths of beneficial insect gardens planted throughout the vineyard to attract predatory insects, as well as providing a source of nectar and pollen for the honey bees in this arid climate. We also have an ever increasing raptor program on our acres as well. To enhance biodiversity we plant at least one fruit tree for every acre of grapevines on the ranch. Most importantly, we employ a group of 8-10 people throughout the entire year for vineyard work rather than hire random crews for labor as we need them. Our footprint is already smaller than most in this industry and we only plan on continuing to make moves to decrease it.”
So how do regenerative grazing and bee swarms and all these holistic processes tie into carbon sequestration? Carbon sequestration is the process of capturing atmospheric carbon dioxide and storing it in another form to help slow or reverse the accumulation of greenhouse gases, the vast majority of which are released by the burning of fossil fuels. Soil that is treated with anthropogenic fertilizers or pesticides is not able to accumulate or break down the organic matter that holistic soils can. Organic matter equals carbon in the soil, rather than the atmosphere. And there are other benefits. In Nathan's words: "Soil holds carbon. Carbon holds water. So if we hold more carbon in the soil instead of the atmosphere, we’re pulling more water out of the air. And water vapor is another greenhouse gas. Think of it like a holistic raindance if you will, which is attempting to slow the heating of our climate. The carbon is in the wrong place at the wrong time and we’re working on doing what we can to set us on the right path once again." Carbon sequestration is the key, ultimately, to reversing the most critical environmental impacts of the industrial revolution, and is the ultimate goal of the new wave of sustainable agriculture.
A short video that Nathan referred me to called The Soil Story by Kiss the Ground proved to be immensely insightful. Kiss the Ground is a nonprofit working on creating greater public engagement with the pervasive issue of global soil restoration. And not to mention their graphics guy has some serious skills.
Between our holistic approach to vineyard management and Patagonia's stalwart belief in the fundamental importance of sustainable green business practices, the co-branding is something we can all be proud of. When I asked Jordy why he thought the Patagonia co-branding made sense he replied,
"When it comes down to it, it’s about trying to be the best stewards of the land we could possibly be. I think that’s the bottom line of both companies, obviously there’s a profitability side to it and everyone’s got to be able to run a business and make money, but that’s not the reason we come to work everyday. We use our position in the wine industry to shed light on important sustainability processes. And in the end we do spend more money than most wineries to achieve that stewardship and I think Patagonia’s probably right along the same path."
Leslie Castillo, our Tasting Room Team Lead as well as the wife of our shepherd Nathan, and avid reader of everything Yvon Chouinard, was our point woman in reaching out and building our relationship with Patagonia. “I 100% believe in what we do here at the vineyard with our wines, and so I also wanted to start working with people and companies that are like-minded, people that care about the planet in an intentional way and not just for marketing. I see that in Patagonia.”
She, along with all of us here at Tablas who strive to uphold the ideals we think a business should embody, are fortified all the more by the decision to co-brand with a company such as Patagonia.
We are merely two companies amongst thousands in our respective fields. But we each try to do our part individually. If we can work together to accomplish more, we should.
Here at Tablas Creek it’s been a busy start to 2018. With winter pruning almost over and bottling season well under way, the vineyard and cellar have been a constant hive of motion. Not to mention preparing our spring wine club shipments for release in mid-March as well (pro-tip: the Vermentino this year is insane). But maybe most exciting development is a new way to experience our wines in our tasting room; with a seated flight tasting.
For a long time, the tasting room experience didn't change much. You belly up to the bar, your server gives you a little history of the winery and pours you the first wine, and you move on down the tasting list. Some wineries offer you the ability to customize the list, or ask you to pick a few from a larger selection. But the basic experience stayed more or less the same. Sometimes, that's exactly what you want: a chance to taste through a range of wines, to chat with a knowledgeable pourer, and to learn a little about the history and background of the winery you're visiting.
But for a while now we've felt that we wanted to also offer a more in-depth, more focused experience. I asked Jason Haas what his thinking was and here's how he explained it:
"Wine is enriched by context. What I mean by that is that wines, at their best, provide a window into the place and year in which they were grown, and into the people who made them. One of the best ways to learn about wines is to be able to go back and forth between two or three wines that share something in common -- maybe a grape, maybe a vintage, maybe a winemaking treatment -- and use what's similar about the wines to highlight what is different. That's rarely possible in a standard tasting room setting, because you're tasting the wines in sequence. We're excited to start offering flight tastings, which include multiple vintages of our Esprit de Tablas wines, to give our guests the opportunity to experience Tablas Creek's wines in a more curated environment."
Flights are nothing new to the wine world, but it was important for us to not lose our personal touch that is part of our tasting room’s pouring style. We spent last six weeks remodeling the smaller tasting room (to the left, as you walk in) into the chamber that it is now, with three small tables for two or four people, and one larger communal table for groups of up to eight. Not only are you seated at your leisure but you also have a full hour to contemplate, compare, and contrast the six wines we will place in front of you. For the warmer months to come we also have the option for you to enjoy your flight outside on a private patio, to better appreciate that California sun from the safety of our veranda.
To start, we've designed three separate flights for you: a Classic, a Reds-only, and a Whites-only. Each was created in order to highlight not only our Rhone blends but also some of the smaller production and wine club wines that we produce.
The three-vintage vertical of our flagship Esprit that you can see in the reds-only flight had me particularly purring.
Although we will be pouring you your flight at the outset of your tasting, and we have prepared detailed folios with everything from the history of the winery to how the wines were made, this doesn't mean you'll be left on your own. The dedicated hosts in our new flight room will act as your guide through the experience, adding context and background, answering questions, and customizing your wines based on what you're most interested in seeing. Don’t be surprised if he or she pulls up a chair at one point or another!
Reservations are strongly recommended, although if we have free space available we will do our best to accommodate walk-ins. Flight tastings are $25 per person ($10 for wine club members), fee waived with a $75 purchase. Because of our seating constraints, this experience is limited to groups of 8 or fewer. For more information or to reserve a time, go to tablascreek.com/visiting and if you have questions, please email firstname.lastname@example.org. And if you've had similar experiences you've loved at other wineries, please let us know in the comments. We're actively soliciting ideas and feedback.