Only on very rare occasions in a professional career you get to have the chance to be an actor on a fascinating story. And this is what happened to me when I was offered the position of managing director for Dacia brand in Iberia cluster (Spain + Portugal).Creating a new organization, totally new team and entering this great brand into a totally new era has been an unforgettable project. With the creation of a whole marketing department, sales division and after sales team, as well as setting the rules for the governance and work on shared functions with other brands from the group (Renault, Alpine, Mobilize), we have managed to take Dacia to a new dimension in Spain.Despite the negative environment (COVID, semicomponents & logistics headwinds), we have taken Dacia to its best year ever in Spain in 2022, both in retail market share (8,1% in retail PC TIV) and profitability (confidential figures!).Spain has positioned itself as a key market for the Dacia brand, not only on sales figures, but as a leader country in financing strategy (PCP), after sales (revolving extended warranty has become a brand marker for the brand worldwide) and network management.Still ongoing, but definitely already one of the achievements I am most proud of in my career!

In a market that is rapidly changing and that will go through more disruptions in the coming 5 years than in the last 100, I believe it is critical to know and experience the business from inside, to fight in the front line of the field and to be in direct contact with our customers / consumers / users."You cannot change something you don´t understand"And what a better way to understand the automotive retail business than being at the head of one of the largest automotive retail groups in Europe? Renault Retail Group in Madrid means 9 sites in Madrid area with >400 employees, a network of >40 agents directly managed and >20 000 cars sold per year, leading to a turnover of >400 MEuros.(Oh, and I must admit, having the opportunity of making a step in Spain after 20+ years abroad was a nice motivation too!)But I must admit I was far from imagining, when I accepted this position, that I would face much more than a retail experience. A few months after taking over my position, COVID arrived and i had to face a once in a life situation: closing all our dealerships for 1,5 months and having the responsibility over the future of the company and over 400 employees.My previous experience in crisis management and thinking out ob the box allowed me to restructure the operations, limit the fixed costs and find come "creative" solutions together with the workers representatives to minimize the job cuts and other painful decissions. As a result, Renault Retail Group Madrid became a much more agile and strong organization, allowing to come back to strong profit right after the pandemics and ensuring a bright future ahead.It has been a short but very powerful & intense experience that I will keep with me for the rest of my professional career.

One more fun challenge! It's just the biggest country in the world... :)Russia is one of the most important markets in the world for Renault Group (#2 in sales only after France). After several years of severe economic crisis in Russia (Russian market has been divided by 2 in the last years due to strong forex devaluation and geopolitical issues), I have been asked to help reorganizing the company and adjusting to new market environment. Since my arrival, we are achieving a record market share for Renault in Russia (8,5% YTD July 2017, +0,5pts vs 2016), and significantly improving profitability.The just released new brand strategy I have been working on will allow Renault to fully profit from market recovery in the coming years, and the projects we have already launched (like online showroom) have positioned Renault as the leader in digital marketing, with more than 7 000 cars sold online in just 6 months.Very promising results and perspectives for the future!

Regional Marketing Director for Central-Eastern Europe (aka EAST within Renault): Poland, Czech Republic, Slovakia, Hungary, Latvia, Lithuania and Estonia.7 countries, 8 languages, 5 currencies... why making it easy when it can be so much fun making it complicated?

General Manager Sales & Marketing for ITALY, EAST cluster (Poland, Czech Republic, Slovaquia, Hungary, Baltic countries) and ADRIATICS (Slovenia, Croatia, Greece) at Europe region HQScope: Marketing, Sales Network, After Sales, Fleet / B2B, Customer Satisfaction.

Comprehensive & management of Renault Samsung Motors brand’s marketing in Korea. Fighting against Hyundai & Kia at their domestic market... and surviving!Even though Renault Samsung Motors is part of Renault Group, it is an independent brand with a different name (RSM), specific line-up of products, positioning, advertising, etc...As such, my scope was not only the marketing of existing products, but also Global brand strategy and Product planning, from concept to detailed line-upFrom a marketing point of view, the most relevant points are:- 110,000 new cars sold in peak year, representing ~10 % market share- Pricing and sales conditions, including financing offers- Advertising (media & creation), promotion and CRM (2012 budget: $50 million)- Sales forecast and scheduling, order fulfilment- Management of a team of 35 (Korean) staff2013 was for Renault Samsung Motor the year of the Revival Plan: after several years with severe losses, it was necessary to launch a deep reorganization of the company. I actively participated at this reorganization and brand repositioning and we finally managed to post profits for the first time in a long period, guaranteeing survival and ensuring a brilliant future for Renault Samsung Motors in South Korea.

Manage the launch of New Twingo, a key model for Renault group in Europe.Define the global marketing strategy (advertising, pricing, product specifications, positioning) and deploy it in all countries.New Twingo has been a great success and new positiong has allowed to improve profitability and brand image, while remaining the most sold car of its category in France and one of the European best sellers.

As Forecasting Manager for Europe & Asia regions, I managed to anticipate changes caused by economic crisis in 2008. Thanks to accurate forecasting and anticipation of responses from European governments, we managed to set an adapted strategy allowing Renault group and Dacia brand to be one of the winners in the European market during these troubled times.Strategic forecasting and links with manufacturing department allowed to adapt production capacity to a highly instable market and therefore guaranteeing the survival of the company.

At my first position in Renault, I was responsible for deploying Renault Distribution / Logistics / Invocing systems & standards within new subsidiaries.This position allowed me to get a deep inside knwoledge of distribution in the automotive sector (by far the most complex distribution process of all sectors due to the size, price, complexity and worldwide scope of the product).I was also able to actively participate at the creation of new subsidiaries in South Africa, Morocco, Ireland, Nordic countries, Mexico and South Korea, at a highly transversal position in Renault and in close relationship with external partners (logistics providers, governments,duties, etc...)