Budbreak 2019: We Celebrate a Late Beginning after a Wet, Chilly Winter
Taking One Last Look at the Winter of 2018-19

30 Years of Tablas Creek: 10 Things We Got Right (and Wrong)

I find it hard to wrap my head around this fact, but this year marks 30 years since my dad, along with Jean-Pierre and Francois Perrin, bought this property and began the process of launching what would become Tablas Creek Vineyard. To celebrate, they stopped at Kentucky Fried Chicken (this was before it became KFC) and took their purchases as a picnic lunch onto the section of the vineyard we now call Scruffy Hill to talk about what would come next. I don't have a photo of that lunch, but I do have one of the ceremonial planting of the first vine, from 1992:

Bob Haas & Jean Pierre Perrin planting first Tablas vine 1992

1989 was a different time, and not just because not-yet-called-KFC was the best option in town for lunch. Paso Robles itself had just 16 bonded wineries. None of them were producing Rhone varieties. The entire California Rhone movement had only about a dozen members. And yet the founding partners had enough confidence in their decision to embark on the long, slow, expensive process of importing grapevines, launching a grapevine nursery, planting an estate vineyard from scratch, building a winery, and creating a business plan to turn this into something self-sustaining.

I was thinking recently about how much of a leap into the unknown this was, and decided to look back on which of those early assumptions turned out to be right, and which we had to change or scrap. I'll take them in turn.

Wrong #1: Paso Robles is hot and dry, and therefore red wine country
This is a misconception that persists to this day among plenty of consumers, and (if it's not sacrilegious to say) an even higher percentage of sommeliers and the wine trade. But it's hard to be too critical of them when we made the same mistake. Our original plan was to focus on a model like Beaucastel's. There, the Perrins make about 90% red wines, and many Chateauneuf du Pape estates don't make any white at all. And yes, Paso Robles is hot and dry, during the day, in the summer.  But it's cold at night, with an exceptionally high diurnal shift, and winters are cold and quite wet. The net result is that our average temperature is lower than Beaucastel's, and the first major change to our vineyard plans was to plant 20 more acres of white grapes. Now, our mix is about 50% red, 35% white, and 15% rosé. 

Right #1: Obscure grapes can be great here
In our initial planting decisions, we decided to bring in the grapes you would have expected (think Mourvedre, Grenache, Syrah, or Viognier) but also some that had never before been used in America, like Grenache Blanc and Counoise. We thought that they would provide nice complexity, and our goal was to begin with the Beaucastel model (in which both of these grapes appear) and then adjust as our experiences dictated. It turns out that we liked them enough that not only are they important players in the blends that we make, but we even bottle them solo many years. This meant a relatively quick decision to bring in Picpoul Blanc in 2000, and to eventually import the full collection of Chateauneuf du Pape grapes in 2003. If you've been enjoying new grapes like Picardan, or Terret Noir, or Clairette Blanche, you have this early decision to thank.

Wrong #2: We're going to make just one red wine and one white wine
This is a decision we realized we needed to revisit pretty quickly. As early as 1999, we decided that in order to make the best wine we could from a vintage, we needed to be able to declassify lots into a second wine (which at that point we called "Petite Cuvee"). Having this declassified wine also gave us some cool opportunities in restaurants, which could pour this "second" wine by the glass, exposing us to new customers. And the wine, which we soon rechristened "Cotes de Tablas", proved to be more than just a place to put our second-best lots. Many of the characteristics that caused us to declassify a particular lot (pretty but not as intense, less structured and perhaps less ageworthy, good fruit but maybe less tannin) make a wine that's perfect to enjoy in its relative youth. Although we've been surprised by the ability of these wines to age, having something that people could open and appreciate while our more tannic flagship wines were aging in the cellar proved invaluable.

And we didn't stop there. We realized within another few years that there were lots that were either too dominant to be great in a blend, or so varietally characteristic that it was a shame to blend them away. Opening a tasting room and starting a wine club in 2002 (more on this below) meant that we had recurring educational opportunities where having, say, a varietal Mourvedre, was really valuable. At the time, many fans of Rhone grapes had never tasted even the main ones (outside of Syrah) on their own. Having a rotating collection of varietal bottlings beginning in 2002 not only gave us great options for our wine club shipments, but I think helped an entire generation of Rhone lovers wrap their heads around this diverse and heterogeneous category.

Right #2: Importing new vine material would be worth the costs
Nearly the first decision we had to make was whether we would work with the existing Rhone varieties that were already in California or whether we would bring in our own. And it's not as though this decision was without consequence. Importing grapevines through the USDA's mandated 3-year quarantine set us back (after propagation) five years, and cost hundreds of thousands of dollars. But it also came with some potentially huge benefits: the opportunity to select our clones for high quality, the chance to work with the full complement of Rhone grapes, and eventually the privilege of supplying other wineries with high quality clones. I remain convinced that for all the different impacts Tablas Creek has had, it is this proliferation of clonal material that will go down as our most important.

Wrong #3: Vineyard and winery experience is enough to run a nursery
With fifteen years' distance blunting the anxiety, it's easy to forget just how steep the learning curve was for us in the nursery business. But I know that when I moved out here in 2002, it was the perennially money-losing nursery that was the source of most of our headaches. The nursery business is difficult for three reasons, particularly for a startup. First, it's technically tricky. Expertise in grapegrowing is only tangentially relevant to things like grafting and rooting, or dealing with nursery pests. This is made more challenging by the fact that the same things that make this place good for quality wine grapes (that it forces vines to struggle) made all the nursery challenges worse. Second, it's subject to supply shocks that are largely outside of your control. If you get a spring frost, or a summer drought, you'll produce smaller vine material, get a lower percentage of successful grafts, and produce fewer vines. I know that in our first few years we often had to go back to our customers and cut back their orders because of production challenges. And third, on the demand side, it's incredibly cyclical and prone to boom and bust. Because it takes three to four years for a new vine to get into into production, you tend to have cycles of sky-high demand for scarce grapes followed by periods where everyone has the same new varieties in production, which causes demand for new vines to collapse. We lost quite a lot of money overall on our nursery operations before realizing the right response was to outsource. Our partnership since 2004 with NovaVine has been such an improvement, in so many ways.

Right #3: Organic viticulture works
The Perrins have been innovators in organic viticulture since Jacques Perrin implemented it in the 1960s. By the time we were starting Tablas Creek, it was taken as a given that we'd farm the same way, partly out of a desire to avoid exposing ourselves, our colleagues, and our neighbors to toxins, but more because we felt that this was a fundamental precondition for producing wines that expressed their place. At the time, there wasn't a single vineyard in Paso Robles being farmed organically, and the studied opinion of the major California viticulture universities was that doing so was pointless and difficult. It has been wonderful to see a higher and higher percentage of our local grapegrowers come around to our perspective, and to see the excitement locally and around California as we push past organics into the more holistic approach of Biodynamics. But that idea -- that organic farming is key to producing wines with a sense of place -- is as fundamental to our process today as it was in the beginning.  

Wrong #4: Tasting Room? Wine Club? Who needs 'em!
At the beginning, our idea was that we would be in the production business, not the marketing and sales business.  Our contact with the market would be once a year, when we would call up Vineyard Brands and let them know that the new vintage was ready. They would buy it all, take care of the nitty gritty of selling it, and our next contact with the market would be a year later, when we would call them up again and let them know they could pick up the next vintage. This proved to be a lot more difficult than we'd initially imagined. We were making wines without an established category, from grapes that most customers didn't know and couldn't pronounce, in a place they hadn't heard of, and blending them into wines with French names that didn't mean anything to them. By 2002, inventory had started to build up and we had to radically rethink our marketing program. The two new key pieces were starting a wine club (first shipment: August 2002, to about 75 members) and opening our tasting room on Labor Day weekend that same fall.

The opportunities provided by both these outlets have fundamentally transformed the business of Tablas Creek, giving us direct contact with our customers, an audience for small-production experimental lots, a higher-margin sales channel through which we can offer our members good discounts and still do better than we would selling wholesale, and (most importantly, in my opinion) a growing army of advocates out in the marketplace who have visited here, gotten to see, smell, and touch the place, and take home a memory of our story and our wines. I don't think it's a coincidence that our wholesale sales grew dramatically over the first five years that our tasting room was open, or that each time a new state opens to direct shipping our wholesale sales improve there. Still, we would never have predicted at the outset that nearly 60% of the bottles that we'd sell in our 30th year would go directly from us to the customer who would ultimately cellar and (or) drink it.

Right #4: Building (and keeping) the right team is key
Long tenure was a feature of his hires throughout my dad's career. I still see people at Vineyard Brands sales meetings who remember me coming home from little league games in uniform, 35 years ago. And I'm really proud of how long the key members of the Tablas Creek team have been here. That includes David Maduena, our Vineyard Manager, who is on year 28 here at Tablas Creek. Denise Chouinard, our Controller, worked for my dad at Vineyard Brands and moved out here to take over our back office 23 years ago. Neil Collins will oversee his 22nd vintage as Winemaker here this year. Nicole Getty has overseen our wine club, hospitality, and events for 15 years, while and Eileen Harms has run our accounting desk for the same duration. This will be 14 years at Tablas Creek for Senior Assistant Winemaker Chelsea Franchi and 13 for Tasting Room Manager John Morris. 

I say all this not because longevity on its own is the point, but because of what it means to keep talented and ambitious people on your team. It means that they feel they're a part of something meaningful. That they're given the opportunity and resources to innovate and keep growing. And that you don't have to reinvent the wheel every few years. 

Wrong #5: People will buy it because Beaucastel 
Much of our challenge in the early years was self-inflicted: we hadn't done the work to create a consumer base for Tablas Creek, so when the wines got onto shelves or wine lists, they tended to gather dust. We assumed that if we made great wines, somehow the news would get out to the people who always clamored for Beaucastel (coming off a Wine Spectator #1 Wine of the Year honor in 1991), and the sales would take care of themselves. That turned out to be wildly optimistic. While our association with Beaucastel helped get the wines onto the shelves and lists, the boost it provided in sales wasn't enough to overcome the wines' unfamiliar names and lack of category, and the winery's own nonexistent track record. In the end we had to do the hard work of brand building: telling the story to one person at a time in our tasting room, to ambassadors in the trade, and to the masses (such as it was) through press coverage.

One caveat: a key piece of this turnaround was our decision in 2000 to bestow the name "Esprit de Beaucastel" on our top white and red blend. Unlike the names "Rouge", "Blanc", "Reserve Cuvee", and "Clos Blanc", having Beaucastel on the front label instead of in the back story was one of the early keys in reminding consumers who might have some vague awareness that the Perrins were involved in a California project that this, Tablas Creek, was that project. So, the Beaucastel name did matter... but people needed a more explicit reminder.

Right #5: Fundamentally, this place is great for these grapes
Ultimately, we got right the most important question, and Paso Robles has turned out to be a terrific place in which to have founded a Rhone project. The evidence for this is everywhere you look in Paso. It has become the epicenter of California's Rhone movement, with more than 80% of wineries here producing at least one Rhone wine. It became the home to Hospice du Rhone, the world's premier Rhone-focused wine festival, for which high profile Rhone producers from France, Australia, Spain, South Africa, Washington, and all over California convene every other spring for three days of seminars, tastings, dinners, and revelry. And the range of Rhone grapes that do well here is exceptionally broad. You can taste some of the state's greatest examples of Syrah, of Grenache, of Mourvedre, of Roussanne, of Viognier, and of Grenache Blanc all here in Paso. In this, it even surpasses the Rhone. You aren't generally going to taste world class Syrah or Viognier from the southern Rhone; it's too warm there. And Grenache, Mourvedre, and Roussanne all struggle to ripen in the northern Rhone. But the cold nights and the calcareous soils found in Paso Robles provide freshness and minerality to balance the lush fruit from our long growing season and 320 days of sun. Rhone producers here have enormous flexibility in how long they leave the grapes on the vines, which allows them to be successful in a wide range of styles.

And I haven't even mentioned yet the happy accident (which I'm pretty sure my dad and the Perrins didn't consider in 1989) that Paso Robles has proven to be an incredibly supportive, collegial community, which has embraced its identity as a Rhone hub and turned enthusiastically to the business of improving its practices, marketing its wares, and becoming a leader in sustainability.

Conclusion: The next 30 Years
Ultimately, what makes me so excited about where we are is that we've had the opportunity to work through our startup issues, and to make the adjustments we thought Paso Robles dictated, without having to compromise on our fundamental ideas. We're still making (mostly) Rhone blends from our organic (and now Biodynamic) estate vineyard, wines that have one foot stylistically in the Old World and one in the New World. And we're doing it all with grapevines that are only now getting to the age where the French would start to really consider them at their peak.

Buckle up, kids. The next 30 years is going to be amazing.

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