Four generations connect the Pulenta family to Argentine viticulture. Hugo Pulenta, son of winemaker Antonio Pulenta, founded Pulenta Estate Winery with his brother Eduardo in 2002—one hundred years after their grandfather, Ángelo Pulenta, arrived in Argentina from Ancona, Italy, to establish a legacy that continues today.
For Hugo, being a family-owned winery—one of the few left in Argentina—represents a unique value when projecting themselves in international markets. Quality and identity, as he says in this interview, are the pillars of Pulenta Estate’s success, a winery now present in 25 countries.
“Quality comes first,” says Hugo Pulenta, co-founder of Pulenta Estate and president of Porsche Argentina. “Worldwide, without quality, you’re going nowhere. We represent Porsche in Argentina, and Porsche has won Le Mans 25 times. But if the new Porsche 911 releases with some defect, people will forget the past 70 years. Quality is non-negotiable for anyone doing something.”
-What global trends should a winery be mindful of today?
-First, one must decide where to stand. This industry offers various paths, and today’s wine consumer seeks new experiences. Wineries must precisely define their position more than ever. It’s impossible to do it all. Then, you must determine what you want to do and also what you enjoy doing, because it shows when you do things wholeheartedly.
From there, consider that global wine consumption is declining. Each year it drops slightly for various reasons—lifestyle habits, like people saying, ‘I won’t drink Monday to Thursday,’ or ‘I’ll drink better wines starting Friday,’ for instance. These are trends. We also see a growing trend in white wine consumption.
-In the context of reduced consumption, is creating new situations for wine consumption a viable path?
-Absolutely. All experiences matter. People usually enjoy wine in certain moments, often with friends, although it can be enjoyed alone, though less commonly. It’s essential to create experiences around wine, its pairing with certain foods, and specific occasions.
-Does Pulenta Estate’s new orange wine, for example, propose a new consumption experience?
-Yes, we’re working so the consumer thinks, ‘What is this?’ and ‘Where should I enjoy it?’ Back to the Porsche analogy: no one needs a Porsche to travel from point A to point B. Similarly, no one needs an orange wine. But, fundamentally, it’s about sharing joyful moments. That’s where something unique, like an orange wine, comes in. And it’s also where we distinguish ourselves from others.
-Low-alcohol wines are another trend today. Is this a challenge or an opportunity for the industry?
-Initially, I think it’s a trend that will stick around. It will likely cover 20% of consumers at some point. By that, I mean not all consumers will prefer these wines, nor will those who do drink them all the time. Instead, they’ll choose this type of wine at certain times. Simultaneously, I don’t think it’s merely a passing fad; it will establish itself for specific circumstances.
-Let’s talk about the winery. What has been Pulenta Estate’s positioning strategy abroad?
-When Peñaflor was sold in 1998, my father, passionate about vineyards, kept the high-altitude vineyards in Agrelo and Valle de Uco—he didn’t sell them. Growing up in that environment, when this happened, my brother Eduardo and I decided, ‘Let’s try to make the best wine we can because we have the best grapes.’ Our father’s first step was saving the vineyards, and ours was taking the second step: ‘We’ll sell here and abroad.’
Today, we’re present in 25 countries, but our main markets are Argentina, Brazil, England, and the United States. We also have a presence in other countries, like Peru, the Netherlands, or Switzerland, among others. Even in markets like Japan and South Korea, which are just now beginning to appreciate the richness of wine.
Pulenta Estate is a fully family-owned winery. In fact, we are one of the few family wineries left in Argentina. My brother and I are the third generation, and the fourth generation is already working today.
-What role does the fourth generation play?
-There are three, each with entirely different roles. I have a nephew responsible for all sales, both locally and abroad. Another nephew oversees all company finances. And my daughter, who lives in London, manages marketing and serves as the brand ambassador.
-What is the challenge for the new generation?
-Whatever they do, they must aim to be the best. They must ensure quality and continue innovating and investing long-term. This is an experience they’ve lived with us, just as we lived it with our father. For example, is a special pump needed for the winery? Is it not the best time to buy it? It doesn’t matter—it’s never the best time, because we’re in Argentina, and we invest in Argentina. The investment is for the long term. That heritage and motivation define our family tradition.
-What differentiates being a family-owned winery abroad?
-Many things. People want to hear from those who made it. That experience is a tremendous advantage because when a product is presented by a family member sharing what their grandfather, father, and they did, that holds great value internationally.
