Jaume Vial: "I changed jobs because from time to time I need to get out of my comfort zone"

Jaume Vial Quintana (Maçanet de Cabrenys, 1959) is a highly respected figure in the world of sparkling wine. In recent years, we've known him as the head of Bodega Mestres, famous for its long aging processes. He wore the winery's colors with such pride and dedication that many people only discovered on its centenary celebration that he wasn't the owner. "I've never claimed to be the boss. I'm a professional who had the family's trust. And I'll always be grateful for that. Every job I've taken on, I've approached as a personal challenge. I took on the Mestres challenge thinking it would be my last," he explained to ARA. But it wasn't.

Part of the confusion stems from the fact that he was the architect of the miracle in Mestres. He took it out of the supermarkets, increased its prestige, and ensured it was loved and recommended by connoisseurs. How did he do it? "The answer is added value. What creates value? This changes every day," he explains. Vial will turn 67 next week, and when everyone thought he would retire, he has joined the Gramona winery. And here he says he is "taking on one last great challenge." To understand the reason for his decision, it's necessary to get to know him a little better.

He has always maintained a low profile in the media. "I prefer to be behind the scenes rather than in front," he says, but he agrees to a conversation with ARA in which he offers a lesson in business and life. There are three key ideas he emphasizes. One must strive for excellence: "My only premise is to try to be the best at what you do." You have to be constantly learning: "The market and the world evolve so fast that what you thought you knew today is worthless tomorrow." And finally, since change is the only constant, we can't stand still: "You have to make decisions. If you don't make decisions, you end up falling behind." "How many wineries in the Penedès region have a five-year strategic plan?" he asks rhetorically.

Jaume Vial was born in a farmhouse where his parents worked as tenant farmers. He was able to study thanks to a cousin of his mother, but he soon started working. He ended up at the La Jonquera customs office. He was in charge of tariffs, "which are so fashionable now," he says, laughing. He still remembers the figures. His boss is always busy. From customs, Carrefour hired him to help with international purchases. And from there he was recruited by the luxury conglomerate LVMH, which owns brands like Moët & Chandon. "At that time, I was practically a teetotaler," he confesses. And he ended up at "the best university one can have in life, professionally speaking": "That's where I fell in love with the bubble." The romance is still alive.

Farewell to Maestros

It was at a trade fair that he bumped into Joan Aura, owner of Mestres. When they met, he told him: "If you want to build a brand, I'm here; if you want to sell bottles, I'm not the person." Time, one of the most important values ​​in this sector, has proven him right. And now, things are moving forward amicably. "I'm making this change because I believe I've already completed the path I needed to take at Mestres. The centenary was the culmination of establishing the winery's positioning. And David Aura [Joan Aura's son] is well-trained and needs space to grow." And then came the offer from Gramona: "It's a very important challenge to finish my professional career in a position that's being taken out of the family for the first time." But it seems he's not afraid. "I need to step out of my comfort zone from time to time, and that was one of the motivations for changing jobs," he confesses.

With the addition of Jaume Vial, Gramona strengthens its organizational structure after the death of Xavier Gramona“Personally, I don’t like to say I’m taking Xavier’s place. I’m the market director, just like he was. Sales, marketing, and wine tourism are under my purview. But I will in no way replace Xavier,” he clarifies. He seems enthusiastic and says he believes things will go well: “I believe in people who are passionate about what they do. And Roc and Jaume are.” He shares that “working with families creates a warmer environment,” which benefits him because his job is to build a brand.

“The world of wine either creates value or it creates value. Today, you can’t be satisfied with just what you do. The product is 50%. That it’s good is a given. But the other 50% is the story. You have to find what makes you different and what your brand’s character is.” And he offers a lesson: "It's a matter of mentality here. In this country, everyone invests in presses and machinery, but investing in marketing is difficult. When a company goes into crisis, it lays off its marketing staff. If it even has one." And we connect this to the issue of tariffs. "There will always be an obstacle. If you've worked to build your brand in the United States, the tariffs won't affect you as much," he assures us. However, it's essential to do your homework first. "We move so fast that we cheapen things. We jump on trends because it seems like the easiest thing to do; suddenly, everything is Xarel·lo. What's needed is to look at who you are, what your character is. You can't deny your history."

We also talk about divisions. He reminds us that Champagne is 150 years ahead of us. And that they opted to pay well for their grapes, while here it's the complete opposite. "We can't all go our separate ways," he says. Finally, it's necessary to talk about the back-and-forth between Cava and Corpinnado. Vial, who has been on both sides, is clear on this: "We focus on things that aren't important. I think the opposite. Let's each focus on our own brand, make it strong, and wherever we are, they will also be stronger. Tell Penedès, tell Cava, tell them that Corpinnado belongs wherever it is." Let each one be.