In a surprise move—after having recently emerged as a potential candidate for Stellantis in a post-Tavares scenario—Luca de Meo is stepping down as CEO of Groupe Renault. According to credible rumors reported by Le Figaro, his next challenge lies in a completely different industrial sector: he is set to take the helm of luxury multinational Kering, which owns brands such as Yves Saint Laurent, Gucci, Balenciaga, and Bottega Veneta.
This marks the end of a phase of restructuring and renewed success for Groupe Renault, especially compared to the period before the “de Meo era,” and in a broader context where many automotive players are struggling significantly.
Luca De Meo announces his exit
De Meo’s departure will be formalized and effective as of July 15. Meanwhile, the Board of Directors has initiated the process to appoint a new CEO, following a succession plan that was already in place. It was on July 1, 2020, that one of the so-called “Marchionne boys” took charge of Renault, coming from SEAT and tasked with saving the Group. Mission accomplished.
“There comes a time in life when you know the job is done. At Groupe Renault, we faced enormous challenges in less than five years! We achieved what many believed was impossible,” de Meo said in his farewell statement as CEO. “Today, the results speak for themselves: they are the best in our history. We have a strong team and an agile organization. We also have a strategic plan ready for the next generation of products. That’s why I’ve decided it’s time for me to pass the torch.”
Renault has, over the past 18 months, expanded its offering of electric models in the lower segments of the market, starting with the B segment and aiming to enter the A segment by 2026. The company has also invested heavily in full hybrid and plug-in hybrid alternatives.
Additionally, Renault has launched the Mobilize service range for micromobility and charging solutions, connected services, and future software-defined vehicle platforms. Under de Meo’s leadership, Renault also split its operations into Ampere (focused on EVs) and Horse (dedicated to thermal and hybrid cars). These structural changes positioned Renault strategically in the market.
He also made tough, unpopular decisions—such as halting Alpine’s Formula 1 engine production to cut costs. Yet, this discipline yielded results, just like the success of the Dacia strategy, focused on essential, affordable cars that received a very positive market response. De Meo also oversaw the gradual reduction of Renault’s involvement in Nissan, a move that still has implications for the future.
The end of Renaulution
“I leave behind a transformed company, ready for the future, as I apply my experience to other sectors and take on new adventures. Leading Groupe Renault has been a privilege—an industrial and human adventure that happens once in a lifetime. I will always be grateful to the men and women of this company, the ‘Renaulutionaries,’ for their passion, commitment, and conviction. They are the true engine behind our success. I also want to thank Jean-Dominique Senard for choosing me years ago and for his trust and support, and the entire Board for believing in our vision. The best is yet to come,” concluded de Meo.
The outcome is widely seen as positive. Chairman of the Board Jean-Dominique Senard added: “For five years, Luca de Meo worked to bring Groupe Renault back to where it belongs. Under his leadership, our company regained solid foundations, introduced an outstanding product lineup, and returned to growth. Beyond being an exceptional industrial leader, Luca de Meo is a creative, committed, passionate, and inspiring person. Today, the entire company joins me in thanking him for these years and the collective challenges we’ve overcome. On a personal note, I’ll always cherish the quality of our relationship during this period, and I take this opportunity to thank the employees of the Group who stood with us to revive this iconic company we are all proud of.”
