In Wake of Tavares Resignation Ghosn Reorganizes Renault Executive Suite
Thierry Bolloré, left. Jérôme Stoll, right.
Following the departure of chief operating officer Carlos Tavares, Renault Chairman and CEO Carlos Ghosn has announced that the company will be adding two new divisions to the existing finance, human resources and CEO office functions. Thierry Bolloré is being appointed Chief Competitive Officer, with responsibilities for Design-Product-Programs, Engineering-Quality-IS/IT, Purchasing, Manufacturing and Supply chain. Bolloré’s replacement as executive vice president in charge of manufacturing and supply chain will be Jose Vicente de los Mozos, reporting to Bolloré. The new position of Chief Performance Officer will be filled by Jérôme Stoll, with responsibilities for Sales & Marketing function, and coordinating Renault’s international operations, which apparently will have more autonomy. Michael van der Sande was named senior vice president for Marketing, replacing Stephen Norman, a member of Renault’s management committee, whose future appointment will be announced separately. Bolloré and Stoll will both report to Ghosn, whose published statement said, “Our objective was to take fast, transparent action by putting in place a clear and simple organization. The aim is threefold: to accelerate and expand our ongoing progress, to ensure performance at Group level and to give the regions more responsibility.”
Biographies after the jump.
Thierry Bolloré started his career in 1990 at Michelin, as shop manager in a heavy truck tire factory. In 1993, he became Chief of process and quality central Group for worldwide heavy truck factories, prior to taking the head of method group for heavy truck business units in Europe, South America, Africa and Asia. In 1997, he moved to Japan, as Industrial Assistant of Michelin Passenger car factory, and to Thailand in1998, as production manager in truck factory, before being named Managing Director of Truck and Aircraft Businesses. He was appointed Vice-President in charge of industry for Michelin Aircraft Business worldwide in 2002. Thierry Bolloré joined Faurecia in 2005 to become Vice President Asia of Exhaust Systems Product Group, based in China, and then Vice-President worldwide in charge of Marketing, R&D, Programs, Strategy, Business Development. In 2010, he moved to Faurecia Emissions Control Technologies, as Vice-President in charge of Europe and South Africa prior to becoming Vice-President worldwide, responsible for Industry, Quality and Purchasing. He joined Renault on October, 15th 2012, he is appointed EVP manufacturing and supply-chain and enters the Group executive committee. On September 10, 2013, he is appointed Chief Competitive Officer.
Jérôme Stoll worked at Renault V.I. from 1980 to 1983, then held a position with the senior management team of Berliet Nigeria, a Renault V.I. subsidiary, between 1983 and 1987. He joined Renault’s Finance Department in 1987 and became finance and administrative director at Renault Automation in 1989. He was named director of industrial purchasing in 1995, then director of powertrain purchasing in 1998. Jérôme Stoll was appointed CEO of Renault Samsung Motors when Renault acquired the firm in September 2000. On 1 May 2006, he took up the post of Mercosur Director and became a member of Renault’s Management Committee. On March 1, 2009, Jérôme Stoll was appointed Leader of the Europe Region Management Committee and he was appointed Executive Vice President, Sales and Marketing & Light Commercial Vehicles. On October 1, 2009, he is appointed President of Renault Retail Group. On September 1, 2012, he will focus his action on Sales & Marketing and LCV Division as well as on Renault Retail Group. On September 10, 2013, he is appointed Chief Performance Officer.
Jose Vicente de los Mozos was born on October 15, 1962, and qualified as an aeronautical engineer at Madrid’s Polytechnic University, Spain. He then went on to secure a Master’s Degree in Production Techniques at the CESEM, Madrid. He joined Renault as an apprentice in 1978 before moving on to the engineering team at the Valladolid body assembly plant. In 1993, he moved to France where he held a number of management positions at Renault’s Engineering Division. He then returned to Spain as manager of the stamp shop at the body assembly plant in Valladolid before being named manager of the body and stamp shop in Palencia. In 2003, he joined Nissan Motor Ibérica in Barcelona as deputy Production Director and, in 2005, went on to become the Director of Nissan Motor Ibérica. The following year, he was appointed Vice-President, with special responsibility for all Nissan’s production processes in Spain. In September 2008, he joined automotive supplier FICOSA as general manager of its Automobile Division and held this position until October 2009. After that, he returned to Renault as Director of the Group’s Body Assembly Manufacturing, while at the same time serving as Managing Director of Renault Spain since January 2012. On September 10, 2013, he is appointed Executive Vice-President manufacturing and supply-chain.
Born in the Netherlands in 1965, Michael van der Sande has a MBA from Nyenrode University. He joined Nissan Europe in 1991 and held several marketing and dealer development positions. In 1995, he moved to the United Kingdom to join Rolls-Royce and Bentley Motor Cars as European Marketing Manager. Two years later he was recruited by Harley-Davidson as Marketing Director for Europe, Middle East and Africa. During his twelve years at Harley-Davidson, he held several other marketing, sales, strategy and product planning positions with Harley-Davidson in the UK, Italy and the United States. He was then promoted to Vice-President and Managing Director, with responsibility for all operations in Europe, Middle East and Africa. In 2008, Mr van der Sande joined Tesla Motors as SVP, Sales, Marketing and Service, before being recruited by Aston Martin in 2009 as Chief Commercial Officer, in charge of all sales, marketing, service, parts, retail and merchandising operations globally. On October 1st, 2013, he is appointed Senior Vice-President Marketing of Renault group.
Join the conversation
Latest Car ReviewsRead more
Latest Product ReviewsRead more
- Keith Maybe my market's different. but 4.5k whack. Plus mods like his are just donations for the next owner. I'd consider driving it as a fun but practical yet disposable work/airport car if it was priced right. Some VAG's (yep, even Audis) are capable, long lasting reliable cars despite what the haters preach. I can't lie I've done the same as this guy: I had a decently clean 4 Runner V8 with about the same miles- I put it up for sale around the same price as the lower mile examples. I heard crickets chirp until I dropped the price. Folks just don't want NYC cab miles.
- Max So GM will be making TESLAS in the future. YEA They really shouldn’t be taking cues from Elon musk. Tesla is just about to be over.
- Malcolm It's not that commenters attack Tesla, musk has brought it on the company. The delivery of the first semi was half loaded in 70 degree weather hauling potato chips for frito lay. No company underutilizes their loads like this. Musk shouted at the world "look at us". Freightliners e-cascads has been delivering loads for 6-8 months before Tesla delivered one semi. What commenters are asking "What's the actual usable range when in say Leadville when its blowing snow and -20F outside with a full trailer?
- Funky D I despise Google for a whole host of reasons. So why on earth would I willing spend a large amount of $ on a car that will force Google spyware on me.The only connectivity to the world I will put up with is through my phone, which at least gives me the option of turning it off or disconnecting it from the car should I choose to.No CarPlay, no sale.
- William I think it's important to understand the factors that made GM as big as it once was and would like to be today. Let's roll back to 1965, or even before that. GM was the biggest of the Big Three. It's main competition was Ford and Chrysler, as well as it's own 5 brands competing with themselves. The import competition was all but non existent. Volkswagen was the most popular imported cars at the time. So GM had its successful 5 brands, and very little competition compared to today's market. GM was big, huge in fact. It was diversified into many other lines of business, from trains to information data processing (EDS). Again GM was huge. But being huge didn't make it better. There are many examples of GM not building the best cars they could, it's no surprise that they were building cars to maximize their profits, not to be the best built cars on the road, the closest brand to achieve that status was Cadillac. Anyone who owned a Cadillac knew it could have been a much higher level of quality than it was. It had a higher level of engineering and design features compared to it's competition. But as my Godfather used to say "how good is good?" Being as good as your competitors, isn't being as good as you could be. So, today GM does not hold 50% of the automotive market as it once did, and because of a multitude of reasons it never will again. No matter how much it improves it's quality, market value and dealer network, based on competition alone it can't have a 50% market share again. It has only 3 of its original 5 brands, and there are too many strong competitors taking pieces of the market share. So that says it's playing in a different game, therfore there's a whole new normal to use as a baseline than before. GM has to continue downsizing to fit into today's market. It can still be big, but in a different game and scale. The new normal will never be the same scale it once was as compared to the now "worlds" automotive industry. Just like how the US railroad industry had to reinvent its self to meet the changing transportation industry, and IBM has had to reinvent its self to play in the ever changing Information Technology industry it finds it's self in. IBM was once the industry leader, now it has to scale it's self down to remain in the industry it created. GM is in the same place that the railroads, IBM and other big companies like AT&T and Standard Oil have found themselves in. It seems like being the industry leader is always followed by having to reinvent it's self to just remain viable. It's part of the business cycle. GM, it's time you accept your fate, not dead, but not huge either.
Is Ghosn taking the divide and conquer route here? It looks like he's trying to prevent any potential internal rival from getting too big.