Dana Estates is one of Napa’s most prized wineries

Dana is a cult collectible among California wines, made in tiny quantities at sky-high prices. Its owners are on a self-declared quest for perfection. Darius Sanai sat down with them for a tasting of their exceptional wines

The universe of fine wine, more than that of any other luxury good, is filled with contradictions. You say you don’t like Merlot, but you pay £2000 for a bottle of Château Petrus, which is made, mainly, from Merlot. You would never dream of drinking a wine made from different vintages all in one bottle, yet you collect Krug Grande Cuvée champagne, which has made its name on doing just that. You don’t like California wines because they are too strong, and prefer to stick to Bordeaux, yet many Bordeaux wines, in this time of climate change, are 14% or 15% alcohol, just the same as their California cousins.

Nowhere is this paradox more vivid than in Napa Valley itself, the heart of California’s great wines. “Napa Valley Cabernet” is considered even by many wine connoisseurs to be one particular style, which they may profess strong views about either way – particularly if they are French, or a little snobbish and British. And yet not only does this area make a spectrum of different styles – arguably, much broader than that made in the grape’s famous homeland, Bordeaux’s left bank – but, geographically, geologically, horticulturally, and meteorologically, it is one of the most diverse wine producing regions in the world.

The winery was re-designed by renowned architect Howard Backen, keeping the original stone walls as its centrepiece

This point was brought home during our tasting of Dana wines with the estates’ owners. Dana itself is situated on the west side of Napa Valley, in the shadow of the Mayacamas mountains (in reality, densely, wooded, and biodiversity rich, big hills, separating Napa from valleys to the west that run towards the Pacific Ocean).

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Dana’s wines are made from grapes grown on both on the sides of the valley, including two vineyards on the slopes of Howell Mountain to the east, part of the range which separates this fertile area from the arid central valley of California. (This geographical detail is essential, as wine is a product of its place).

In the Dana wines we tasted, we were tasting different identities, and personalities, with far more differentiation than the marginal differences in climate and soil in revered heartlands of France.

Dana Estates produces three single vineyard wines: Helms, Hershey and Lotus Vineyard

And here is another paradox. Because while France’s great wines, from Chateau Margaux to Château Petrus to Domaine de la Romanée Conti, are brands that almost any connoisseur worth their salt knows of, very few people indeed have heard of Dana. And this, you would think, would lead to it being undervalued, a kind of hidden gem of beautiful wine to discover and buy up.

And you would be wrong, for all the wines we tasted here are as expensive, and in the case of some vintages more expensive, than the great names of France mentioned above. Tiny production, and a cult following, and also, as we noted in our conversation, an owner and winemaker absolutely obsessed with making the best possible, no matter what the cost. Hi Sang Lee is a Korean entrepreneur who bought the winery because he just wanted to make the best of the best.

Like a few other top and California estates, a conversation and tasting with Dana is like a window into the creation of a future wine, superbrand. And as for those who prefer to dismiss “cult” California wines, as a fad, superbrands, are often only taken up, in the early stages, by the most discerning.

Dana Estates sits at the base of the Mayacamas Mountains in Napa Valley

The wines: Tasting notes by Darius Sanai

Dana Estates Helms 2019
This is pure, brilliant, Napa Cabernet – and for connoisseurs of the region, more specifically, has the wonderful hallmarks of a Cabernet Sauvignon from the Rutherford Bench, an area just below the mountains on the west of the valley. There is density, powerful fruit, balanced tannins and a balance – although we would put either put this wine in a cellar for 10 years, or drink it with a Kobe steak personally chosen and cooked by Wolfgang Puck in our home overlooking the Pacific.

The Helms Vineyard Cabernet displays the classic profile of the Rutherford Bench: dark fruit, richly layered with a hints of spice and earth

Dana Estates Hershey 2019
Hershey Vineyard is not in Napa Valley per se; it is up in the hillsides around Howell Mountain, to the east of the valley. Surrounded by forests, you can feel the freshness and lift in this wine. It’s more delicate, more precise, more defined, while still being a powerful wine. We would drink it with guineafowl in a wine jus cooked in our home in the high Alps by Yannick Alléno.

Dana Estates Lotus 2019
Rich, powerful, deep wine with many layers: creamy black fruit, savoury spice and anise, and velvety texture. We would drink this with Hélène Darroze herself, in a Mayfair townhouse, with an Auvergne-style beef casserole.

Dana is a Sanskrit term meaning “the Spirit of Generosity”

Dana Estates Lotus 2011
It was interesting to see how this wine aged; at twelve years, the muscularity of the previous wine has turned into something altogether more poetic. Still rich with power, but woven through with a silken grace, and the spice has a greater subtlety. With this one we would ask Yan Tak from Lung King Heen in Hong Kong to cook us a hotpot, and eat it in our Midlevels apartment looking out over Hong Kong harbour.

Read more: A tasting of Schrader’s legendary Napa wines

Dana Estates Helms 2005
This 18 year old Dana wine has aged more like a Burgundy than a Bordeaux, opening out into a fresh, fragrant, balanced wine with much subtlety and no trace of tannins. We would drink this by itself, in winter, in our house overlooking the turbulent sea off the coast of wintertime Mallorca.

Find out more: danaestates.com

Will and Amanda Harlan

Will and Amanda Harlan have taken over an American icon. The siblings are now running Harlan Estate, the legendary wine estate created by their father Bill Harlan, who famously set out in the 1980s to prove that America could create the equivalent of a Chateau Lafite. Included in the family’s holdings are two other top-end California wine estates, a luxury resort, and one of the world’s most exclusive private members’ clubs. Darius Sanai speaks with the new generation about succession, family harmony, and plans for the next 200 years

Chatting with Will and Amanda Harlan, you wouldn’t think they were royalty. Will, Amanda’s elder brother, is thoughtful, gentle in his mannerisms, philosophical but focussed in his thinking. Amanda is, ostensibly, more outgoing, more cheery and chatty, although plainly her social vibe hides plenty of deep intent – she was, earlier in life, a professional dressage rider who won gold and silver at the junior OIympics.

And although neither Will nor Amanda are actually royals, even in a my-great-uncle-was-a-Hapsburg, European extended way, they are royalty in an important sense. Their father, Bill Harlan, founded Harlan Estate in Napa Valley in 1984. A real estate developer (among other things), Harlan Senior set out to create a wine estate near California’s Pacific Coast that would rival the great names of France – Château Lafite, Cheval Blanc, Romanée-Conti – for both quality and reputation.

Harlan set himself a monumental task, but achieved it remarkably quickly. His fourth vintage was rated a perfect 100/100 by the uber-wine critic Robert Parker; his British counterpart Jancis Robinson of the Financial Times labelled Harlan one of the ten best wines of the 20th century. Harlan Estate then rode on a wave, partly of its own making, of enthusiasm and glamour for the top wines of California. The wave was fuelled by the 1990s dot com boom that minted thousands of new millionaires in the area: if your home was in Pacific Heights, why would you only champion wines from across the world in France?

Harlan Estate is on the west side of the fabled Napa Valley

Harlan Estate rapidly became a near-mythical wine, family owned, hard and very expensive to get, desire and scarcity fuelling each other. Part of it was a lust for the new, among the newly rich, that created the contemporary art boom of the era that has never stopped since; part of it was that Bill Harlan made exceptionally good wine, a true match for the great names of the old world, in a style that was more rich and less bitter than a classic Bordeaux. Harlan Estate was a top-level wine that didn’t need an instruction manual to be properly appreciated.

Harlan Snr contributed to his revered status by announcing a 200 year plan for the estate, to gain a long-term reputation equal to the world’s greatest chateaux. Napa Valley was turning from a beautiful area, between two mountain ranges, with some wine farms, to some of the most desirable real estate in the US. The area’s private members’ club, Napa Valley Reserve, part-owned by the Harlans, is one of the most exclusive in the world, with a $165,000 entry fee. Billionaires are left on waiting lists for the top Napa wines, led by Harlan and other names like Screaming Eagle.

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I first met Bill Harlan and his wife Deborah at an event in France in 2015. The division I headed at Condé Nast had just been asked to take over a wine and luxury magazine run by a Hong Kong wine writer, and the Harlans, along with other celebrated names in wine, were at the publication’s lavish launch party. They were incisive, distinguished, curious.

I then spent some time with Will and Amanda in Napa in early 2022. It was wintertime, but the ongoing drought and days of blue sky and uninterrupted sunshine made for a spectacular backdrop as we toured the Howard Backen-designed buildings and high vineyards, bordering forests, at Promontory. Promontory is another of the family’s properties: situated on a mountaintop separating Napa with neighbouring Sonoma, much of it is wild woodland, interspersed with vines, making wines with a cool, stony complexity.

We also visited Bond, another property of the family, another intellectual project, this time with the aim of making distinctive Cabernet Sauvignon out of single vineyards chosen to be distinctive. While much of the Harlan vision is inspired by Bordeaux, Bond has a vision rooted in Burgundy, where individual vineyards, and even areas within vineyards, are identified as the best of the best.

St Eden Vineyard

And we tasted The Mascot, the brainchild of Will: a wine they would hesitate to call entry level, as the price of a bottle is more than a meal for four in a family restaurant in Europe, but which is aimed to be more accessible, both in terms of price and style. The Mascot’s raison d’être is that it is made from younger vines of all three properties (Harlan Estate, BOND, and Promontory). Initially, it was a blend made for the family table, but Will and Amanda convinced their father and the winemakers to let them offer it on its own. The Mascot is a delicious red wine that is both fresh and deep: a more playful Miu Miu to Harlan Estate’s architectural Prada.

One of the most striking aspects of the trip was a visit to the Napa Valley Reserve. This is part super-exclusive wine estate, part hyper-exclusive members’ club, on the eastern side of Napa Valley with views of the Mayacamas Mountains. Members pay very high fees to join, and as well as access to some quite sublime restaurants and spaces, they get to create their very own blend of top-level Napa wines.

I was amazed so little has been made of Napa Valley Reserve globally – a similar club in France or Tuscany would have attracted reams of magazine pages and petabytes of digital coverage, and would have hosted numerous fashion shoots and art shows. But royalty is discreet. Too discreet, I wondered, as I wandered around, thinking idly of who might create something at a similar level in Europe. Bernard Arnault of LVMH would make it a Cheval Blanc and commodify it. François Pinault of Kering has the pedigree in Chateau Latour (and Christie’s) but no hospitality experience. Michel Reybier of La Reserve group? Soho House? Sharan and Eiesha Pasricha of Maison Estelle?

Finally, I caught up with Will and Amanda together, over Zoom, to speak about succession and what it feels like taking over such a carefully assembled portfolio of estates and properties – the family also own Meadowood, a luxury hotel resort in a wooded valley on the edge of Napa – with a view to the next 200 years.

Will, ever thoughtful, sometimes philosophical, never predictable, tended to take the lead, as elder sibling and managing director. Amanda, with a smile in her voice, would defer but sometimes come in and make her point, enthusiastically and with an articulacy and economy of words.

The spa at Meadowood, the family’s luxury resort on the east side of Napa Valley

The impression was of the next generation, in a family succession, taking over from a powerful and charismatic father, who are taking the reins thoughtfully, respectfully, and with the same determination shown by their parents: and with the confidence to do what they wish, within the context of a 200 year plan.

LUX: What is it like to be part of a succession?

Will Harlan: That’s not a word we have internally used, but it is a succession at the end of the day. And this transition of generations, I think the most important word we find ourselves using is continuity. Being able to provide that structure and environment in which we can pass along the most amount of experience and wisdom and everything from the previous generations, not just of the family but of the team as well, so I think we find ourselves thinking more in terms of continuity.

LUX: Taking over a family business, do you ever feel daunted, ask yourself, what if I mess it up?

WH: I mean, there’s always going to be an element of that and I think it’s important to have an element of that, because without feeling that it’s daunting you might be missing, first of all just how much potential there, is, and I think you’d be missing a certain aspect of humility, and without that I don’t think you’re open minded enough to grow and continue to improve and evolve. As Amanda says, we’ve been doing this for a little bit and my learning curve feels vertical, it feels like we’ve been drinking from a fire hose, for me, a little over ten years and it doesn’t seem like the fire hose is turning off any time soon. So, there’s that element, but at the same time, I’m now building up a bank of things that I’ve now gotten the hang of, and some familiarity, enough that there is a little more balance between the comfort and discomfort of the daunting nature of the role.

Amanda Harlan: I was going to say, Will is a couple years ahead of me and I think in a very different way has been working very closely alongside my father, there was a very crucial passing of the baton the last few years, and on the visionary, philosophical side, has been a lot closer to it than I have. The first five or six years of my joining the business, I was out in the market, so for me, I think it was very exciting and maybe the daunting part is just setting in a little bit. But I do have to say, maybe along with the inevitable rollercoaster of emotion that comes day to day, I’d say the most exciting and maybe solid part for me is that I’m not doing it alone, and that I have my brother and Cory [Empting, Managing Director of Wine-growing] and a really solid team around us, that is arm in arm with us as we climb this proverbial mountain. But I can’t speak for my brother.

Promontory, the Harlan family’s newest property, has a winery designed by Howard Backen with long, organic sightlines

LUX: What are hardest things that you have to do day-to-day in the business?

AH: I mean I would say, a lot for me of this steep learning curve… my studies took me to other places, studying psychology, studying sociology, being very close with people and human behaviour and I think as I delve deeper into leadership and management and learning from our team and my parents and with Will and Cory, I think a lot of the thing I’m learning most is how businesses run, how finances run, a lot of these behind the scenes inner workings, of opening the hood of the car and recognising you’ve driven this whole thing but you didn’t really understand how it worked. So maybe the most challenging thing for me right now is really trying to get up to speed with my contemporaries within the company. And I think, time. I find myself on a day-to-day basis challenged with how can I maximise the time and I do my best to prioritise but when you’re so close to something and so passionate I find myself challenged with time to get everything done with intent and great focus. That’s what I would say my greatest challenge is.

WH: I think maybe the thing that hasn’t come as naturally to me, while I love the wine business, is the management of people aspect. It is just such a different kind of role and I think that is the place where I’m really trying to put in the work to improve: management, leadership, as we go through this generational shift, I think that’s the place where I find myself feeling it every day.

LUX: Will, is there pressure being your father’s son?

AH: I mean, in some ways. There’s an expectation, whether or not that’s what the world expects or what the team expects, there’s always going to be, at least for me, this drive and dedication to go further and beyond and always attempting as a team to realise our potential and go beyond anything the first generation could have.

LUX: And with the wines themselves, obviously you want to keep things on track, everyone wants to improve what they already have, but is there room for improvement?

WH: I feel really strongly about this. Yes, of course. There’s room for improvement. It takes generations to really understand a piece of land and you take Harlan Estate, no one farmed the land before us, we’re the first people to farm this plot and to think we’ve got it figured out would be almost hilarious.

LUX: We spoke about the 200-year plan, so it’s now 200 years’ time from now, and my successors are creating a book on 200 and something years of Harlan and they’re speaking to your successors. What are they going to write about the second generation? What will you have done by the time you hand down to whomever you’ve have handed down to?

A reception at the Napa Valley Reserve

WH: I feel like they may recount that the first generation was able to identify the land, and able to put the elements together to form the foundation, and the second generation was really able to build on top of that and understand the character of the place, understand the latent identity of this place, and really was able to refine the translation of this into the wine so that by the end of our tenure, people see each one of these, Harlan Estate, Bond, Promontory, as really independently deserving of being at the table among the really fine wines of the world. And at the end of that fifty years in front of me, we will have had the benefit of having wines that are now 50,60,70 years old that can show, that can prove that not only are these compelling when they’re young, but they take on and can achieve these facets that we see in some of the old wines after some serious ageing.

AH: To add to that, I think really doubling down on having our internal organisation be somewhere that’s really committed to great human capital and flourishing in a lot of ways, and us being a place that people hope and dream that maybe they’ll also have children that will be inspired and want to also join our family business. So, those are the only other two little things I would probably add on that I would love to be remembered and recognised as our generation was part of.

LUX: Do you ever disagree about anything?

WH: In general; I might make the general statement that our family is fairly aligned in terms of feeling strongly that the direction and vision that we’re on is the right one. For instance, I don’t think there’s ever been a case where my dad and I were misaligned on the vision, maybe we disagree on how to get there, but we’re totally there on what the potential is, what the opportunity is, and where we feel we can take things. I think our default setpoint, even with Amanda and I, I think is that we’re pretty aligned. Amanda and I are very complementary in terms of our skillsets and the things that we can bring to the business, so I’ve at least never felt that competitive nature that could come and maybe misalign priorities or intent.

AH: I totally agree. I’ve always felt very grateful to have a brother that was really solidly great at all the gifts that weren’t bestowed upon me.

WH: And vice versa!

Meadowood Fitness Pool

LUX: What are those gifts? What are your complimentary skills?

AH: I mean, I feel very very grateful that I have a brother who is also very much like my father in being a visionary who also comes at life with a very philosophical view, who is very thoughtful and intelligent and brilliant, but is also not afraid to go beyond and dream big, but is also very fair and very kind and I think is very strategic, and able to be a problem solver in a way that I was never able to. But I think as a leader and someone who constantly has his finger on the pulse of what’s happening, globally, not just in the world of wine, but I think across many different platforms and fields, it is very settling for me knowing that someone, especially my brother, is able to see beyond the scope on which we are focused every day.

WH: Well first of all, thank you Amanda. And again, vice versa. Amanda’s natural setpoint of just being someone that cares deeply and can connect with people, I don’t care who it is on the planet, from celebrities and royalty, down to really pretty much anybody that she comes across. And connect in a very real, authentic, and caring way, and the relationships that she builds effortlessly, I think, are things that I’ve found myself oftentimes having to work very hard at. We have to engage and bring people into what we’re doing, not just from an intellectual standpoint but from an emotional standpoint, and there needs to be some connection on a human level, that comes to Amanda very naturally. She accomplishes at a very high level, but also very authentically and in a very caring way.

AH: Making me tear up over here Will. Thank you.

LUX: Is the focus then to take what you already have to another level?

WH: It certainly is from my perspective and the word focus, is really important, to me but also to where we are. In the evolution of our family business, we now have three wine growing endeavours here in Napa Valley: Harlan Estate, Bond, and Promontory, in addition to Meadowood and the Napa Valley Reserve. We have these three pillars, we founded each one of these in the same 25-year period of time, and I think we all feel and believe so strongly in the potential of each one of them. In that we are just barely scratching the surface today of the potential of each one.

The vineyards at the Promontory property are set high in the hills amid wild woodlands

As we understand the land of each of them, really elevate our ability to translate the instinct and latent character of the land into the wine, we see a much more exciting and compelling potential by retaining a certain focus and going deeper and deeper and deeper and bringing our wines to the next level, next level, next level. That to us is more in line with our culture and our philosophy and our vision, rather than expanding the other direction, broadly and trying to grow more in size or in breadth, or in diversity of different business, ancillary or lateral moves. That’s how I look at it, but it’s not for lack of belief in potential, evolution, and growth. But the growth for us is more this deepening than size or breadth.

LUX: Amanda, you are responsible for Meadowood [the luxury resort] and also Napa Valley Reserve [the private members’ wine club and estate]?

AH: Indeed, it’s under one umbrella. We are diving deeper into the next iteration of what Meadowood is and will become, as well as the Napa Valley Reserve and the generational shift that is occurring.

LUX: And with Meadowood and Napa Valley Reserve, isn’t that a completely different business to making great wines? And is your membership becoming more international?

WH: Well, the Napa Valley Reserve has a wine growing element to it. We have vineyards, a winery, that’s part of the concept. In terms of membership, I would say about half of our new members that are coming in aren’t necessarily local members. We have a much broader group of folks that are interested in what we’re doing at the Napa Valley Reserve. So when they do come to Napa Valley, from, let’s say Hong Kong, once or twice a year, they are able to create tradition within their family and have their family come and spend time in the vineyard, really work closely with our team, creating their own blend and maybe tweaking it a little bit each time they’re here, year after year. We have a couple of events that are the pinnacles of bringing our membership together a couple of times a year.

Wanting to be closer to nature was accelerated during the pandemic, and I think creating new tradition within the 21st century has been a big part of bringing family together that may live all over the world, but come together a few times in the year, predominantly around flowering, when the vines are flowering, and then harvest time. So, I would definitely say that with the current international members we do have, we have had a huge upswing since the pandemic happened and folks really wanting to be closer to nature.

Napa Valley Reserve Entrance

LUX: With the wines – you could sell everything you produce several times over in the US alone. Yet you enjoy selling worldwide.

WH: From a very early age, we were brought up with this very long-term vision, this 200-year plan that my dad talked about quite a bit. Part of this is that we have got to think quite far down the road, oftentimes outside the span of our own lifetimes, which takes a while to get used to, really with the vision of feeling that, first of all Napa Valley, as a region has the potential to be considered among the fine wine regions of the world. We’re a younger region, but I think we’ve made some pretty good strides in that direction. And on top of that, the particular interest within the Napa Valley is identifying those plots of land that aren’t just of the highest quality, but have that very specific and differentiating and distinctive character, that we can produce wines ourselves that deserve to be among the finest in the world.

Read more: Lamberto Frescobaldi on 1000 years of tradition and wine

And I think in order to create the strongest foundation for this family business in the long run, we felt it was pretty important to have an international scope, not just from a business perspective, being able to be very diversified in our audience, but also in terms of credibility. There’s a huge amount of significance of being able to say that not only are we a great wine in America, but we can really gain this credibility with the international trade, critics, collectors, etc, and having that international presence that positioning outside our home market was really important as we build this very long term foundation, being considered really among the fine wines of the world.

LUX: Is there a snobbery among old world collectors, that they look down on wines from from Napa, or are we over that?

WH: No, of course you still find a little bit of that, and I don’t think that will ever totally go away. Maybe a hundred years from now it’s a little bit more economical, but no, I think there’s still a lot of work that we need to do, being out in the world, building relationships, telling our story, but more importantly showing the wines. Not necessarily just the wines from this year, but showing the wines that we made thirty years ago and showing that these can age and can actually develop and evolve into really elegant and compelling wines, that’s on us, we’ve got to be out there doing the work to build that understanding.

Promontory Fermentation Room

LUX: For me, Promontory is on a level with Chateau Cheval Blanc. But how do you achieve that sort of brand equity for Promontory when there isn’t that much of it around?

WH: We just need to be in the market, building these relationships internationally. What Cheval Blanc has that we don’t have is time. They’ve got a storied history. They’ve been doing this for multiples of the amount of time that we’ve been doing this, and so I think there’s just a market presence because of that historical awareness for Cheval Blanc, and at this point there’s a pretty big delta between that and us. Can we diminish that gap, of course. That’s what we’re going to be trying to do, that’s what time on its own will do, I don’t think we can circumvent that completely. Even just to be mentioned in the same realm as some of these great wines of the world, for us is inspiring, and it feels like an honour to be considered among these.

Find out more:

harlanestate.com
www.promontory.wine
www.bond.wine

Château Quintus, so named as the “fifth child” of the Domaine Clarence Dillon family group

From Bordeaux to Paris and back again, Domaine Clarence Dillon, under the stewardship of HRH Prince Robert of Luxembourg, is delivering two of those most signature luxuries of French life, haute cuisine and Haut-Brion – and more besides, discovers Anna Tyzack

At Le Clarence, just off the Champs-Élysée, in the golden triangle of Paris, the staff are used to seeing familiar faces: not only the actors and politicians who dine there, but the guests who keep coming back. One distinguished French couple returns two or three times a week to enjoy haute cuisine and traditional service à la française in château- like surroundings; afterwards, they head back to their apartment to dance. So successful is head chef Christophe Pelé in recreating the French art de vivre, that Le Clarence, which opened in 2015, won two Michelin stars in one year, and in 2022 was honoured as the second finest restaurant in France, with a global ranking of 28th, in the World’s 50 Best Restaurants list.

The group’s Le Clarence, which has won two Michelin stars and is ranked 28th in the World’s 50 Best Restaurants list

Le Clarence echoes the tastes and spirit of its founder, HRH Prince Robert of Luxembourg, whose great-grandfather, Clarence Dillon, a Harvard-educated banker and Francophile, revived the fortunes of Château Haut-Brion, a Grand Cru on Bordeaux’s Left Bank, in 1935. The group also includes Château La Mission Haut-Brion, bought by Prince Robert’s mother, Joan Dillon, Duchess of Mouchy, in 1983.

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Prince Robert is devoted to his family legacy and became group president in 2008. Like his ancestors, the prince knows that the best way to preserve it is to innovate. Hence his decision in 2011 to expand the repertoire by acquiring a property now known as Château Quintus (meaning fifth in Latin, as the group’s fifth child), a Right Bank wine estate in the UNESCO World Heritage Site of St-Émilion, and in 2015 to bring the spirit of Domaine Clarence Dillon to a 19th-century townhouse, Le Clarence, in what could be described as the Mayfair of Paris. According to his devoted staff, the prince is not a man who likes to sit still and is permanently seeking new ways to capitalise on the company’s past to build its future.

HRH Prince Robert of Luxembourg, the fourth-generation scion of the Dillon family to look after its winemaking legacy

The building was in a sorry state when the prince first stepped inside. Built in 1884 as an hôtel particulier (grand residence), it had been an ophthalmologist’s for many years and was in need of major renovation. Yet the prince could see it was the perfect private mansion to house the passions of Clarence Dillon – fine wine and gastronomy – in Paris. Over the next five years, he meticulously restored the courtyard, marble staircase and exquisite formal rooms. He designed the interiors by researching and imagining how each room would have looked in the past, sourcing 18th- and 19th-century furniture, paintings and carpets from auctions around the world. When builders discovered a vaulted wine cellar beneath the building, the prince resolved to open a fine-wine boutique, La Cave du Château, in the style of the grandest cellars of Bordeaux and Champagne, stocking Haut-Brion (which had been enjoyed by Samuel Pepys and Thomas Jefferson), along with other fine wines, spirits and secret vintages.

Seasonal, creative haute cuisine at Le Clarence

The prince knew, however, that it was people who would bring Le Clarence to life – in particular a head chef to recreate the ethos of Domaine Clarence Dillon in Paris. He was determined to find a chef with their own ideas, style and expertise who would bring a blast of modernity to this historic house. After many months of searching, Prince Robert came across Christophe Pelé through word of mouth; Pelé had worked at some of the best restaurants in France before shocking the gastronomy world in 2012 by closing his two-star restaurant, La Bigarrade, to focus on learning more of his art. Prince Robert invited Pelé to cook for him at Haut-Brion, where, along with creating a world-class gastronomy and wine library, he has installed a kitchen fit for Michelin star- winning chefs. First thing in the morning Pelé headed off to the local market, then spent the day creating a menu that combined ingredients from earth and sea; Prince Robert was so impressed by Pelé’s ingenuity and creativity that he invited him to collaborate right away.

Le Clarence has earned two Michelin stars since its opening in 2017

By 2017, Pelé had earned Le Clarence two Michelin stars, adding the ranking of 28th best restaurant in the world in 2022. There is no formal menu: each artful dish is inspired by a classic recipe and prepared uniquely for each guest to express terroirs, cultures and seasons, and served with a number of smaller dishes to complement the flavours. Pelé, a horse rider and nature lover, devotes a huge amount of time to cultivating relationships with his favourite farmers and producers.

Head chef Christophe Pelé, who prizes classic service à la française alongside his modern cuisine

He is adamant that if his guests are to taste the seasons, he has to be great friends with his fishermen, farmers and suppliers. For example, Pelé works with family company France Ikejime for the freshest fish, while the organic sourdough is from local Parisian bakery Ten Belles. But while his cooking is unashamedly modern, Pelé’s presentation and service is resolutely traditional. “Some say that the art of service à la française is outdated, but what we offer is as relevant now as it always was: the extraordinary luxury of taking your time,” Pelé maintains.

Le Clarence has achieved the rank of second finest restaurant in France

A little over 600km away from Paris on Bordeaux’s Right Bank, the staff at Château Quintus are also aware of the significance of time and deep-rooted relationships. In 2013, the prince expanded this newly named estate, where some of the vines, planted to Merlot, Cabernet Franc and Malbec, date back 100 years, with an average age of 30 years. In 2021, he added another venerable château. Along with Jean-Philippe Delmas and Jean- Philippe Masclef, Haut-Brion’s most senior winemakers, the prince has adopted the same vine-by-vine, plot-by-plot approach used at Château Haut-Brion and La Mission Haut- Brion. “At Haut-Brion there are centuries of knowledge; here we’re starting afresh but we have the fundamentals,” explains Delmas, who is the third generation of his family to be in charge of producing Château Haut-Brion wines. “Château Quintus is deeply rooted in the heritage of St-Émilion, one of the oldest vineyards in the world. Now we’re applying principles from our other properties to get the very best from this ancient terroir.”

Château Quintus vineyards, lined with trees and wildflowers to nurture the terroir and promote biodiversity

The prince set out his intention for Quintus to become the new star of St-Émilion when he commissioned a huge sculpture of a dragon to tower over an estate promontory. The outlook of Le Dragon de Quintus is nothing short of intimidating, as surrounding vineyards belong to the Grand Cru estates of Château Ausone, Château Angélus and Château Le Dome, as well as Château Berliquet and Château Canon, whose owners, Alain and Gérard Wertheimer, own Chanel. Yet the first vintages of Château Quintus have received critical acclaim. At a blind tasting with 28 top wine tasters in spring 2022 in London, three of the Quintus vintages were scored in the top 15 of 48 peer wines, with the 2016 Quintus ranking fourth. Of four perfect scores, three went to Quintus. It seems Prince Robert’s ingenuity is paying off. “The aim at Quintus is to make elegant wine in the spirit of Haut-Brion with typicity of St Émilion’s Right Bank,” explains Mariette Veyssière, manager of Quintus, who previously worked at both Haut-Brion and Pétrus, and whose father and grandfather are both cellar masters in St-Émilion. “The fact that there are 42 acres of vines on three orientations surrounded by oaks and acacia gives us a huge palette when it comes to the blending process.”

A first vintage of Château Quintus, 2011, with an antique Haut-Brion bottle found in a pirate’s cache

As a fourth-generation wine producer, Prince Robert is well aware that, to make the best wine, you need to nurture the terroir – not just for the next vintage but for the coming decades. “‘Terroir’ is a big word in France; it means more than just ground – it’s the whole ecosystem,” says Veyssière. “We are very gentle with it; not just with each vine but the whole terrain; we have to try to envisage what it will be like in 10 and 20 years time.” At Quintus, 800 types of auxiliary fauna with more than 80 species of wildflower have been recorded, as well as a profusion of bats, bees, insects and birds. Each year, parts of the vineyard are replanted, hedgerows are relaid and more trees and wildflowers are planted. No insecticides are used, and any ploughing is done with care to avoid soil erosion. “In order to have the best grapes, the vines have to suffer a little; at the top of the limestone slope where it is rocky there is a natural limitation to how much they can thrive, but where the soil is more sandy and fertile, we grow grass to prevent the vines from growing too vigorously,” Veyssière explains.

Read more: Prince Robert de Luxembourg on wine, gastronomy & storytelling

Harvest at Château Quintus is a painstaking three-week process with each plot (74 per cent Merlot, 24.3 per cent Cabernet Franc and 1.7 per cent Malbec) harvested by hand. “We’re gradually learning the soul of the plots and the grapes,” Veyssière continues. Once the grapes are off the vine, they’re sorted in terms of quality using a gravity sorting system: the best flow down into tanks: steel and concrete for Merlot and Malbec, oak for Cabernet Franc. Then, in November, an expert panel, including the technical teams from Haut-Brion and La Mission Haut-Brion, decide on the blending of Château Quintus and the second wine, Le Dragon de Quintus. Only afterwards will it be put into barrels. “We decide on the blend first to ensure the oak is not masking the berries’ potential,” says Veyssière. “We use a ratio of 35 per cent new oak, 65 per cent old, as the newer the barrels, the oakier the taste of the wine.”

A view of Château Quintus looking towards the spire of St-Émilion church

For Prince Robert, who in 2018 joined Primum Familiae Vini, an association of the world’s most historic and celebrated wine-producing families, Château Quintus is a cherished fifth child, not only as it expands Domaine Clarence Dillon into St-Émilion but because it fulfils the wishes of his great-grandfather. Clarence Dillon had great affection for the ancient vineyards around St-Émilion, yet he never succeeded in buying a château there. Nine decades later, the Quintus estate, like Le Clarence, is a nod both to the past and the future of Domaine Clarence Dillon. “When Prince Robert is here, he likes to walk slowly through the vines and oak copses, taking it all in,” says Veyssière. “There’s no better place to catch up with his team than walking through the terroir with the butterflies and bees and the church spire of St-Émilion in the distance.”

Prince Robert on creating a new legacy

HRH Prince Robert of Luxembourg has been expanding the family business since taking over at the helm of Domaine Clarence Dillon, owner of Château Haut-Brion and other prestigious estates, in 2008. He speaks to Darius Sanai about the past, present and future.

On creating wine and gastronomic experiences
Wine is an experience. It has always been valuable only because it is something we share,
a shared experience. The fine-dining restaurant in Paris, Le Clarence, is part of that: we are bringing people into the heart of the world we have created. The style of the place is a reflection of the style of our Bordeaux château which I saw born around me when my mother redesigned and decorated it back in the early 1970s. I wanted to recreate that atmosphere in Paris. The cooking is totally different because it is hypermodern and the chef is innovative yet respectful of the ingredients. His cooking, to me, is close in style to the wines of Haut-Brion because it is subtle and elegant. It’s a composition. He treats all the contents of the plate in the same manner that our oenologues would the composition of the wine. You have a little bit of everything, but not too much of anything. It is a real art.

The group’s Le Clarence restaurant, with wine boutique La Cave du Château, elegantly housed in a renovated 19th-century Paris hôtel particulier

On building a new carbon-neutral winery at Château Haut-Brion in Bordeaux
The mandate I gave to the architects emphasised that it is not about a cult of personality, about the architect or about ego – whether that is the winemaker, the owner or the architect. We have an extraordinary story here, and we have to really put the focus on that and share it. It can’t be heavy-handed. The design element should not be too important, either. As much as I like Disney and am a big fan, we can’t recreate that kind of experience at Château Haut-Brion. It is like our wine and food: it has to be very subtle.

The carbon-neutral project was born 10 years ago, so we have been working on this with the architects. The technology we are using has improved significantly over that time, so we are going to be in better shape than we anticipated when we started, whether it is the geothermal energy we are using or solar cells. It is important for all of us and the planet, but especially important when you have a long-term vision of a family company that we represent. We are farmers, and our most important asset is our soil and our planet – without that we are nothing, so we have to look after it. I think that is why we see a lot of positive messaging coming out of this space. We are physically using our soil to build our buildings because the construction is going to be significantly made of rammed earth, so we are extracting our soil and we will have that reflected in the walls of our chai building. It is an exciting message, and we will literally be able to see quite gravelly soils within the actual walls. Some of it will be more traditional construction, but much of it will be rammed earth.

On creating a new St-Émilion first-growth wine, Château Quintus, on land that was previously three older properties
Creating a new name and brand ultimately means the promise of quality to the consumer. The reason for creating a new name is that we are not trying to make a better version of what was there before. We are making a totally different, better wine than all those estates. The selection process of the grapes for the wine is so drastically different compared to what was done beforehand. It is a totally different way of making this Right Bank wine. We are adopting the same kind of principles that we have at the Left Bank at Château Haut-Brion and Château La Mission Haut-Brion. It is daunting, but, ultimately, it is very exciting.

While the reconstruction of Château Haut-Brion continues, visitors can experience the group’s wines and hospitality at its new Pavillon Catelan, Bordeaux

Find out more:
domaineclarencedillon.com
le-clarence.paris
chateau-quintus.com

This article first appeared in the Autumn/Winter 2022/23 issue of LUX

In 1141, Cistercian nuns from the Tart Abbey acquired the vineyards that later became Clos de Tart

Francois Pinault’s historic Burgundy estate hosts an evening of music and wine in the vineyards of Burgundy, to celebrate its renaissance. LUX Editor in Chief, Darius Sanai, joins an exclusive gathering.

Frédéric Engerer, CEO of the Pinault family’s Artemis Domaines wine estates group, held quite an evening to celebrate the revitalisation of the fabled Clos de Tart estate in Burgundy under the family’s aegis. The family headed by luxury goods magnate Francois Pinault, who also own Chateau Latour among others, bought Clos de Tart in 2018 and its centuries old buildings have been reworked lovingly to refresh their feel.

Frédéric Engerer, CEO of Artemis Domaines

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An orchestra known as the Octuor Ephemère, drawn from the ranks of the Berlin Philharmonic and orchestras in Paris, played a selection of pieces by Mendelssohn, Mozart and Duke Ellington to a small but highly exclusive crowd comprising some of Burgundy’s most celebrated wine estate owners and some of Artemis Domaines’ most significant clients from around the world.

The orchestra performing in a room at the 1200 year old wine estate, recently revitalised by Paris based architect to the stars, Bruno Moinard.

The wine itself, one of Burgundy’s most famous, made from 100% Pinot Noir from a single parcel of land above the buildings, is also receiving an upgrade to even dizzier heights with the help of newly appointed winemaker Alessandro Noli.

Some of the wine world superstars:
Jean-Marc Roulot, Frédéric Engerer, Pierre Morey, Jean-Louis Chave, Etienne de Montille, Éric Rousseau, Pablo Alvarez and Clos de Tart winemaker Alessandro Noli

The evening concluded – for agreeably long time – with a tasting from magnums of Clos de Tart from 1970, 1990, 1995, 2001, 2005 and 2015.

A unique programme among the vines in Burgundy

Read more: Top Picks from Bonhams’ Gstaad Sale

There was also a little bit of the 2019, Noli’s first vintage, on show. That was our favourite: even more layered, even more sensuous. We hope it’s not being disloyal to say we enjoyed the evening even more than parties over the years given by brands like Gucci and Bottega Veneta, owned by the family’s Kering Group. Santé!

Find out more: clos-de-tart.com

Photography by Isabella Sheherazade Sanai