Javier Pagés, president of Barcelona Wine Week (BWW).

After six editions at the helm of BWW, and amidst a handover of leadership at both the trade fair and the DO Cava, Javier Pagés takes stock of a period marked by the consolidation of the fair as an international showcase and by the promotion of a narrative centred on origin, quality and profitability across the entire supply chain. He discusses consumption, generational change and the priorities that should guide the next phase of Spanish wine.

Having led Barcelona Wine Week since its inception, what do you think has changed most profoundly in the positioning of Spanish wine, and what remains to be achieved?

BWW has helped to reinforce something essential: the sector’s own confidence in its potential. Spain is a wine-producing powerhouse with a diversity of regions, grape varieties and styles that is hard to match, but for years we have not projected that strength internationally with the same clarity as other major producers. BWW has helped to present a more cohesive, contemporary and discerning image of Spanish wine, focusing on quality, origin and the richness of our regions. Even so, there is still a way to go: no wine-producing country has built its prestige by competing on price alone. It has done so through its ability to generate value. That remains the great collective challenge.

Now that you are stepping down as president of BWW, what decision has been key to turning the fair into a strategic and international event for quality Spanish wine?

Being clear from the outset that we did not want to be the biggest fair, but one of the most relevant for quality wine. We opted for a model geared towards business and internationalisation, offering real opportunities to participating wineries. It was also crucial to build the project together with the sector: designations of origin, wineries, institutions and professionals. BWW is a shared success and proof of what can be achieved when working towards common goals.

Against a backdrop of declining consumption and generational change, what signs make you optimistic about the sector’s future?

These are challenging times: habits are changing and wine faces competition from many alternatives. But there are positive signs. I am optimistic because there is talent, passion and the ability to adapt. I see a generation of winemakers who are highly skilled and a growing awareness of origin, sustainability and authenticity. Furthermore, there are consumers who are not just looking for a product, but for a meaningful experience. Wine offers something unique: culture, terroir, gastronomy, landscape and memory. The challenge is to communicate this better and in an appealing way to those who are just discovering it now.

BWW is at a stage of consolidation. What legacy would you like to see carried forward in future editions?

Ambition. Ambition to think big, believe in the potential of Spanish wine and work from a collective perspective. These years have shown that, when the sector unites around a project, it can create initiatives of international standing. I would like BWW to continue as a platform serving all wine-producing regions, and a meeting place where knowledge is shared, alliances are forged and opportunities are multiplied.

As president of the DO Cava, you are also facing a handover. Where do you leave the designation, and what do you think will be the major challenges of the next term?

The DO Cava is entering this handover in a stronger position than a few years ago. Significant structural changes have been implemented: zoning, qualitative segmentation, strengthening the ‘Cavas de Guarda Superior’ category, a greater focus on origin, promoting organic viticulture and improved traceability. The major challenge is to further enhance the value of Cava: consolidating international recognition of the highest-quality segments and distributing that value more effectively throughout the supply chain, particularly at the vineyard level. The Cava brand has a track record that has placed it amongst the leading sparkling wines; now it is time to strengthen its positioning and build a future with greater added value.

The DO Cava has focused its strategy on origin and segmentation. Has this been enough to reinforce the value and perception of the category?

It has been an essential step, but it is not enough on its own. Great appellations build value through identity, differentiation and consistency over time. Cava needed to move in that direction and has done so with determination. I am convinced that the path we have embarked upon will help consumers and professionals to better recognise the diversity and quality that coexist within the DO.

The upcoming elections come at a complex time for the sector. What kind of leadership does the DO Cava need today?

A leadership that is inclusive, open to dialogue and has a strategic vision. The DO Cava is diverse, with different sensibilities and a presence across various regions. Managing that diversity is a strength, but also a responsibility. The next presidency must foster unity, listen to all groups and maintain a focus on enhancing the value, cohesion and prestige of the appellation.

If you had to choose a single priority for Spanish wine over the next five years, what would it be?

Moving from selling volume to building value. Spain has already demonstrated its ability to produce great wines and compete internationally. The next step is for that excellence to be recognised and rewarded as it deserves. The future will not be decided by who sells the most bottles, but by who generates the most value from them. That means promoting our regions, telling our stories better, committing to quality and improving profitability for those who work the vineyards and make the wine. If we move in that direction, we will build a stronger, more sustainable and more exciting sector.