The Labellemontagne Group is opening a new chapter in its history. On 30 March 2026, Antoine Pirio officially took up the post of managing director, marking a significant change in the leadership of a family-run group that has historically been headed by Jean-Yves Remy for more than three decades.
This carefully orchestrated transition reflects both a desire for continuity and a need to adapt in a mountain sector that is undergoing a profound transformation.
A renewed approach to governance to support growth
Under this new organisational structure, Jean-Yves Remy remains chairman and continues to embody the group’s strategic vision, whilst Antoine Pirio takes charge of all operations. This structure, now commonplace in structured family-owned groups, addresses a twofold challenge: preserving the entrepreneurial DNA and professionalising operational management in an increasingly complex environment.
With a turnover of €66 million, around 900 seasonal staff and a presence across multiple sectors (ski resorts, catering, accommodation, and both outdoor and indoor leisure activities), Labellemontagne has now reached a critical size that requires a tailored management approach.
Antoine PIRIO: a hybrid profile, bridging industry, innovation and the mountains
The choice of Antoine Pirio is no accident. His career path perfectly embodies the sector’s new expectations. An engineer by training, with a degree from EM Lyon, he has carved out a unique career: managing industrial plants in the automotive sector, co-founding a B2B start-up and, subsequently, joining the mountain ecosystem within Compagnie des Alpes. Since 2019, he has been managing Deux Alpes Loisirs before becoming director of operations for the Mountain and Outdoor Activities division of the Compagnie des Alpes group alongside David Ponson.
This dual role (industrial and tourist) is now a key strategic advantage. It reflects a fundamental shift: the management of ski resorts is increasingly akin to that of complex infrastructure, requiring operational rigour, optimisation of flows and performance management.
A view of the mountain shaped over time
Long before his appointment as head of operations at the Labellemontagne Group, Antoine Pirio had already laid the foundations for a structured reflection on the evolution of the mountain tourism model. During his “Face to Face” interview with I Love Ski in 2019, he did not merely analyse the changes underway: he anticipated the specific implications for operators.
His vision of the sector was based on a systemic approach, in which the resort is no longer seen simply as a place to go skiing, but as an ecosystem of services and experiences. This vision is based on a firm conviction: value is no longer created solely on the snow, but in the ability to organise complementary activities capable of extending the relationship with the customer beyond the traditional winter stay.
Reference has already been made to the need to adapt business models to a twofold challenge. On the one hand, there is the changing nature of customer expectations, with customers becoming increasingly sensitive to the range of services on offer, the quality of those services and the overall experience. On the other hand, there are changes in the operating environment, which make it necessary to factor uncertainty into property management as a key consideration.
This interpretative framework is directly reflected today in the guidelines adopted by Labellemontagne. The development of the Wam Park leisure parks illustrates a clear desire to invest in complementary attractions, targeting a wider audience and partially overcoming the constraints of seasonality. For its part, the boom in indoor activities follows a logic of optimising infrastructure use and securing revenue. Finally, the management of key facilities such as the Namur Cable Car reflects the ability to export historical expertise to other regions and different operational contexts.
In this context, the appointment of Antoine Pirio represents not so much a break with the past as the culmination of a coherent strategy. He himself expresses this in a statement that highlights his immediate priority: “I am delighted to be joining the Labellemontagne Group and to contribute to its development. I will devote all my energy to supporting the teams and operational performance, working closely with Jean-Yves REMY, the Group’s management team and all stakeholders.”
Labellemontagne, a band at a turning point in its career
The appointment of Antoine Pirio comes at a time of profound restructuring of the economic model of mountain tourism operators. Beyond the dynamics already identified, the sector is currently undergoing a more structural transformation, linked to the very redefinition of tourism value in mountain areas. Skiing, long the central and almost exclusive product, is gradually becoming just one element within a broader chain of experiences, in which the ability to attract visitors throughout the year now determines the resilience of operators.
In this context, diversification is no longer merely an opportunistic strategy, but a genuine industrial repositioning. The investments made by the Labellemontagne Group in areas such as leisure centres and indoor facilities reflect a deep understanding of this shift.
At the same time, environmental considerations are emerging as a defining framework, rather than merely a secondary constraint. It now influences the entire decision-making chain, from infrastructure investment to the day-to-day management of land. This pressure is accompanied by greater demands for transparency and consistency from local authorities and users, forcing operators to reconcile economic performance with environmental responsibility from a long-term perspective.
Added to this is a significant shift in relations with public authorities. The ability to engage in dialogue, to develop projects collaboratively and to frame strategies within a long-term timeframe is becoming a key distinguishing factor amongst the sector’s stakeholders.
Finally, in an environment characterised by climate uncertainty and rising operating costs, operational control is emerging as a decisive factor. Resource optimisation, precise flow management and the ability to manage organisations with multiple sites and activities are becoming essential skills.
It is precisely at this juncture of challenges that Antoine Pirio’s background comes into its own. His dual experience, spanning both the industrial and tourism sectors, is perfectly suited to this new phase in the industry, in which operational expertise must be combined with a broader strategic vision.
Continuity and transformation: a well-managed journey
In this context, the evolution of the group’s governance reflects greater maturity. Jean-Yves Remy frames this transition within the context of an organised generational handover, in which the continuity of the business project takes precedence over personnel changes.
The trust he has placed in the new CEO demonstrates his commitment to ensuring the group’s growth whilst remaining true to the core values that have shaped its identity. “This evolution in our governance marks an important milestone in our company’s history. I have every confidence in Antoine PIRIO’s ability to steer the performance of our operational activities and to continue our development whilst respecting our family values,” says Jean-Yves REMY, Chairman of the Labellemontagne Group.
For his part, Antoine Pirio takes a decidedly hands-on approach, focusing on mobilising teams and driving performance. His vision emphasises a collective approach, in which value creation is based on the coordination of in-house expertise and ongoing dialogue with all stakeholders, whether employees, partners or public bodies.
This synergy between strategic vision and operational management charts a course of gradual transformation, based on adaptation rather than disruption. In a sector where balances are fragile and investments substantial, this ability to evolve without destabilising the system is undoubtedly one of Labellemontagne’s key strengths for the coming years.
