Richard Thévenon

• July 2020 to January 2024: Managed and developed the Powertrain market, €30 million.

• Deployed strategic analysis, group transformation plan.

• Sales action plan for product and customer diversification.

• Repricing, profitability recovery across the entire portfolio.

Managed a market for stamped/stamped components for the engine compartment, representing €36 million, from tender to production transfer. Co-designed, costed, and validated offer profitability through VBM / Business Case. Renewed and grew the market.

Structured product/process offering, deployed strategic analysis leading to a transformation plan and a technical and commercial action plan.

Initiated negotiations with the client representing 2/3 of the turnover for a complete repricing of the product portfolio, covering energy variations, increased component and subcontracting costs, and inflation. Recovered and increased profitability.

• July 2018 to June 2020: Created and developed JVs and partnerships (MOU) in China and Russia for new markets of mechanisms for opening systems.

• Established Defta China subsidiary with a Chinese gas spring manufacturer (Hangzhou).

• Partnership (MOU) with a Chinese mechanism manufacturer (Wuhan).

• Managed the Russian subsidiary in Togliatti, and Partnership (MOU) with a Russian stamper.

Established a Chinese subsidiary with a Chinese gas spring manufacturer. Set up an MOU with a Chinese mechanism manufacturer. Developed a Chinese supplier of gas spring rods for the French subsidiary. Remotely managed the Russian subsidiary, set up a partnership with a Russian industrial company, and acquired major programs for automotive opening mechanisms. Clients: DRAC & DPCA China / Renault Avtovaz & Forvia Russia.

Managed a capacity crisis in gas spring production.

Acquired new projects from French & German OEMs.

Established communication with social partners.

In a context of very high industrial tension, I managed a major capacity crisis within a gas spring production activity, jeopardizing delivery continuity and OEM customer satisfaction.

My first priority was to secure production and stabilize flows by quickly identifying capacity bottlenecks and implementing targeted corrective actions (resource reorganization, program prioritization, enhanced coordination between production and supply chain teams). This pragmatic approach restored a service level compatible with customer requirements.

In parallel with crisis management, I initiated a commercial development drive by leveraging technical credibility and customer proximity. This resulted in the acquisition of new projects from French and German manufacturers, helping to secure the portfolio and prepare for business recovery.

Finally, a structural effort was made on the social front, establishing clear, regular, and transparent communication with social partners. The objective: maintain a climate of trust, support teams through the tense phase, and foster buy-in for the implemented operational measures.