While many consumers pay little attention to the cork that comes out of a bottle, Peter Hladun is on the other end of that spectrum.
He is CEO of Harv 81 USA in Benicia. Under that umbrella are Cork Supply, which manufactures corks, and Tonnellerie Ô, a barrel company.The 45-year-old is navigating a business climate where people aren’t drinking as much wine and therefore not buying it in quantities that were the norm just a few years ago. This means winemakers need fewer corks.
“The slowdown in wine consumption has really heightened the level of partnership and communication we have with our customers. There’s no question it has a downstream effect as wineries are producing less and making the corrections they need, and as an industry we’re all adapting together,” Hladun said. “The good news is there’s a strong fighting spirit across the wine community to see our way through this. At Cork Supply, we’re responding with creativity by cost-engineering solutions, rethinking how we market our products, and helpingcustomers rebuild their business while finding new ways to connect with consumers.”
Corks don’t go bad, so Hladun is not worried if his stock of closures piles up a bit. What comes from the company’s Portugal facility is “intermediate raw material” that is then finished at the Solano County complex. Cork Supply has two main products—one is a natural cork that comes from one piece of bark, and the other is a micro-agglomerated cork made from the remaining parts of the natural cork.
Founded in 1981, Cork Supply is now in several countries.
The following Q and A between the Business Journal and Hladun has been edited for clarity and space.
Where do you see the company growing in the future?
Our company spirit has always been to listen closely to the market and design our business around the unique needs of each region. As many wineries, distilleries, and breweries look to simplify their portfolios or experiment with new flavor profiles, we’re developing ideas and solutions that align with their strategies. We’re also exploring adjacent markets, testing how our Creative Oak products perform in beer and spirits with some great early results. Our goal is to keep leading innovation in cork closures and continue pushing the limits of what’spossible in crafting the perfect natural cork.
How has the closure business changed through the decades?
First and foremost, the natural cork industry just keeps getting better. We’re now using artificial intelligence to analyze each cork’s characteristics and deliver closures that minimize bottle-to-bottle variation by screening for precise oxygen transfer rates. It’s remarkable to see the level of quality we’ve achieved both as a company and as an industry. That technology gives winemakers greater confidence than ever in the performance of natural cork. At the same time, we’ve seen steady growth in micro-agglomerated closures, which offer excellent value and performance for wines meant to be enjoyed more regularly.
What one thing would you like to change at Cork Supply?
We’re at the early stages of integrating AI into our daily workflow, and it’s fascinating to see the possibilities. We’re working with an excellent firm to help us learn and apply Agentic AI in a smart, sustainable way. Cork Supply will always be a people-first business, our relationships and expertise are what set us apart, but there are certainly repetitive tasks that can be streamlined through automation. By embracing AI thoughtfully, we can enhance our service to customers and amplify what our people already do best.
What are your top two concerns about your company or industry?
My main concern is how long this current cycle will last and the toll it can take on our people and customers. We’re a resilient industry, but resilience comes at a cost, and I hope everyone can continue to see the light at the end of the tunnel. There’s also a lot of wine available on the market right now, which pushes all of us to think creatively. My hope is that we keep innovating, finding new ways for wine to resonate with today’s consumers while strengthening the sense of community that makes this industry so special.
Why did Cork Supply choose the motto “Work hard, play hard”?
I’m so glad you asked. We’re very proud of our company purpose, and we chose “Work hard, play hard” as our spirit because it captures who we are. It means we don’t shy away from challenging opportunities or hard work, but we also make time to enjoy the incredible industry we’re part of. It’s about balance, giving our best to our customers and teams, and then truly appreciating life outside of work with our families, friends, and passions. That balance is what keeps our people energized and connected.
How does climate change impact your decisions?
We’re fortunate to work with some of the most sustainable natural products in the world. Because our core businesses, natural corks and oak barrels, rely on healthy forest systems, we pay close attention to how climate change affects those ecosystems. One exciting development in the cork forests is the introduction of selective acorn planting and modern irrigation systems. Early results show we can help trees reach maturity faster, allowing us to regenerate forests and meet growing demand for natural cork, the most sustainable closureavailable today. On the oak side, we’re studying how seasonal shifts influence how the wood ages in our seasoning yards, helping us make smarter decisions about timing to maintain freshness and quality.
Is diversity, equity, and inclusion still relevant? Why or why not?
It’s an essential part of our culture. We include questions about diversity, equity, and inclusion in our feedback surveys so we can understand how employees see us aligning with these values. As a global company, we’re fortunate to have a fantastic mix of people who make a difference every day. We like to say, “600 people making a difference every day.” There’s real power in that, and DEI is at the heart of what makes it possible.
What was the hardest business decision you had to make?
Decisions involving people, without question. Whether it’s welcoming someone new to the team or realizing that a person isn’t the right fit, those choices carry the greatest weight. I often remind my leadership team that hiring is the single most important decision we make. At our local level, we’re about 80 people, and the impact of one person can be tremendous, both positively and negatively. We have a close-knit culture that isn’t for everyone, and sometimes we have to make difficult calls. It affects me deeply when something doesn’t work out, but it’s also one of the greatest joys when it does, when we find passionate people who truly believe in what we believe.
How is your job different from what you dreamed about as a kid?
I don’t think I had a specific dream job as a kid, but I always imagined doing something that carried real responsibility. It’s an honor to be trusted to lead this organization, and I don’t take that lightly. I’ve always pushed myself to grow and to be the best version of myself, whatever the role. I can’t say I pictured being a CEO, but I did want to do something meaningful, and that’s exactly what this is. What’s different from what I imagined is how much personal growth it takes to be an effective leader. I love what I do and plan to keep doing it as long as I’m trusted to lead Harv 81 USA.
If you were to retire next month, what would you be doing?
My wife and I love to travel, experience different cultures, and enjoy great food and of course, good wine. Having more time for that would make for a pretty great retirement. Beyond that, I love being outdoors and staying active, but what brings me the most joy is spending time with my kids and being there for them. The older I get, the more I realize how simple and meaningful those things really are.
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In this monthly series, the Business Journal talks with those who occupy the top spot in a local organization, asking about their professional and personal opportunities and challenges.