Q&A: Axel Heinz, CEO, Château Lascombes

Since taking the helm at Château Lascombes, what key changes have you initiated at the estate to the benefit of overall wine quality?

Our renewed approach to reshaping Lascombes' wine quality has materialized around two main aspects. First, we have re-studied our vineyard holdings through both soil studies and more historical research, to define which of our vineyards are most suited to producing a wine of true second growth quality. From now on, the first wine will be exclusively selected from those historic vineyards. Secondly, we have reviewed our vinification practices to achieve a more balanced and classically proportioned wine that speaks more transparently of Margaux, and is more in line with what can be expected from a second growth of this appellation.

What do you see as the biggest commercial and stylistic opportunities - and risks - in redefining Lascombes' house style?

Whenever changes are implemented, there is obviously the risk of losing established customers, as they may not recognize the wine they previously enjoyed. In the case of Lascombes, the wine had become very Asian-centered, to the point of almost disappearing from the traditional Bordeaux markets in Europe and North America. Therefore, we believe we have an immense opportunity to reconnect with the European and American consumer. I believe our new stylistic approach should help us greatly with traditional Bordeaux lovers, and if we are able to raise the quality of our wines to true second growth level, I am certain that Asia will follow us, too.

What concrete reforms do you believe the en primeur system needs to better serve Bordeaux's long-term sustainability and global competitiveness - and how might these changes help estates like Lascombes and the wider international trade alike?

I believe that the price adjustments we have seen in the last two campaigns are already a strong signal from Bordeaux. The upcoming 2025 vintage should be able to generate interest as it combines several elements that make en primeur work: small volumes, high quality, and prices that should be attractive.

In addition, we can show different vintages to really educate visitors about our wines. We can widen the focus from just promoting the young, not-even-bottled vintage for sale.

Bordeaux faces well-documented headwinds - what strategies do you think Bordeaux producers collectively must adopt to better connect with younger wine consumers and trade channels outside the traditional fine-wine sphere?

Bordeaux is clearly facing structural headwinds, but we see this moment as an opportunity rather than a retreat.

On diversification, we're taking a very down-to-earth approach. In Asia, the focus today is much less on speculation and much more on building real demand. That means education, visibility, and being relevant in the on-trade, working closely with a younger generation of importers, sommeliers, and retailers. Markets like Hong Kong, Japan, South Korea and parts of Southeast Asia still have a strong connection with Bordeaux, but the relationship needs to be rebuilt on consumption, not purely trading.

In the UK, the challenge is similar. We need to move away from a model driven mainly by investment and bring the wines back to the table. That starts with stronger partnerships with engaged merchants and the on-trade, and with clearer conversations around style, drinkability, and genuine drinking occasions.