From the 31 July Renault has changed leadership. François Provost has replaced Luca De Meo, landed at Kering, and as soon as he took office he immediately set about organizing the group. A long-time manager in the Renault-Nissan-Mitsubishi alliance and with a deep knowledge of the Asian markets, Provost has an immediate reorganization of the top management has been initiated, with the aim of bringing speed and pragmatism to strategic decisions.
“To face future challenges, we have need an organization that decides more quickly, act more intelligently and be closer to our customers – said the new CEO – “the current leadership changes bring together talented executives with deep industry knowledge, solid expertise and, above all, the internal credibility needed to make a difference”
Renault announces a new role: Chief Growth Officer
The strongest signal comes with the creation of a new role: Chief Growth Officer, entrusted to Fabrice Camboliva, who also maintains the leadership of the Renault brand. He is responsible for coordinate Renault and Dacia, integrating strategies and driving revenue.
Its scope also extends to marketing, the dealer network, customer experience, and digital. Its mission will be to strengthen its international presence in the highest-potential markets, such as India, Latin America, and Korea, where Renault is aiming for significant growth.
Dacia, changing of the guard
Il second piece concerns Dacia, which in recent years has become one of the columns of profitability of the group. At the helm Katrin Adt arrives, a manager with a long history in Mercedes-Benz, who succeeds Denis Le Vot. Adt will report to Cambolive and will be responsible for consolidate brand identity and accelerate its expansion outside Europe.
Technology, supply chain, and people: the three pillars of the new Renault
Il the technological heart of the group is entrusted to Philippe Brunet, appointed Chief Technology Officer who will supervise the engineering of Renault and Ampère, the subsidiary dedicated to electric, with the aim of shortening development times and integrating research, production and supply chain.
Brunet, which contributed to the success of E-Tech hybrid technologies and the development of the electric vehicle value chain, takes over from Philippe Krief with the latter who will dedicate himself entirely to Alpine, a brand that aims to become the group's sports and zero-emission laboratory.
The reorganization does not neglect the industrial part. Anthony Plouvier becomes Chief Procurement Officer, a role previously held by Provost himself. With twenty years of experience in international purchasing, he will be responsible for increasing efficiency and strengthening strategic relationships with suppliers. At the same time, Thierry Charvet will expand its scope, adding Supply Chain to Industry and Quality responsibilitiesThe move aims to integrate logistics and production, reducing bottlenecks and increasing operational resilience.
The role of human capital is also central. Claire Fanget, formerly HR manager for the Renault brand, becomes Chief People & Organization Officer, with the task of supporting internal transformation and strengthening the skills needed for the electrical and digital transition. On the reputational front, Christian Stein joins the Leadership Team as Chief Communications OfficerHis appointment ensures continuity in relations with the media, institutions, and industrial partners, areas that will remain under the direct supervision of the Provost.
A leaner and more competitive Renault
La reorganization wanted by the new CEO is not a simple carousel of seats, but a project that aims to give the group a new speedManagement will have to become more responsive, mainstream brands stronger in emerging markets, and technological innovation will have to be faster, especially in electrical and software. Added to this is theneed to make the industrial supply chain more efficient and to valorize people, seen as the decisive lever of transformation.
For analysts, it is an inevitable move. In Europe, Renault mustface increasingly stringent environmental regulations , aggressive competition from Chinese manufacturers, while broader growth opportunities are opening up abroad. The challenge will be to balance profitability and international development, without slowing down the technological transition.
François Provost immediately risks his credibilityOn the one hand it will have to defending share and margins in a mature European market and hyper-regulated, on the other seize the opportunities of emerging countriesThe challenge is to transform Renault into a faster, more agile company, capable of speaking its customers' language. The proof, however, will soon come in the numbers.
