Building without compromising. Deciding without oversimplifying. Leading without yielding. As a committed leader at the helm of the Compagnie du Mont-Blanc, Mathieu Dechavanne moves forward with strong convictions, sometimes going against the grain, in an environment where every decision involves far more than just financial results. Between technical challenges, collective responsibility and a sincere love of nature, his perspective on the mountains is well worth a closer look.
Mathieu Dechavanne, could you tell us a bit about yourself and your career?
I was born in 1971 in Lyon, and that’s not a trivial detail: I don’t come from a mountain background. I studied business, including an MBA in the United States, before making a very clear choice right from the start: to work in industry. It was an environment that appealed to me because of its practical, operational nature and the complexity of the organisations involved.
After finishing my studies, I joined a management training programme at a large industrial company. This type of programme allows for complete immersion in the various business areas. I started in a production workshop in England, then moved on to roles in Germany in management and accounting, before continuing in Scotland in logistics. I then spent several years in the UK, where I progressed to senior roles in European logistics, still within the automotive industry.
I was then called back to France to take charge of a struggling factory, with a very clear objective: to turn it around within two years, otherwise it was doomed. Together with the teams, we embarked on a far-reaching transformation, repositioning the factory to focus on higher value-added production. This collective project was a success, to the extent that the site was recognised as one of the best factories in its category in 2007. It remains, to this day, one of the highlights of my career, because it illustrates what can be achieved collectively under challenging circumstances.
I subsequently pursued a highly international career, with roles that involved acquiring industrial sites in Mexico and China, but also closing certain factories, notably in the United States and Scotland. These were extremely formative experiences, both exciting and demanding, particularly on a human level.
In 2009, I made a rather unexpected decision: to move into the mountain tourism sector, following an opportunity in Chamonix. I knew nothing about tourism at the time, but I had been interested in the industry for some time. I decided to seize this opportunity, despite the questions it might have raised amongst my professional colleagues. I joined the Compagnie du Mont-Blanc in September 2009.
Since then, I have spent most of my career there. I took over as CEO in 2013 and have overseen the group’s development, which has undergone a significant transformation by expanding its activities beyond just ski lifts.
On a more personal note, I am married, the father of three daughters, and I currently divide my time between Annecy and Chamonix.
Mathieu Dechavanne, what are your interests?
Sport plays a central role in my life. In particular, I enjoy mountaineering, ski touring and kitesurfing. These are activities that suit me perfectly, both because of their physical demands and because of the direct connection they offer with the natural elements. I tend to go kitesurfing at the seaside, whilst mountaineering and ski touring naturally take place in the Mont Blanc massif.
Beyond just the physical activity itself, I really need it. 11>Sport provides an essential balance in my daily life11. It allows me to step back, think differently and break away from the daily grind. It’s a space where I can rediscover a sense of simplicity and clarity.
I am also very interested in geopolitics and the arts, with a particular fascination for architecture. These are fields that inform my thinking, particularly in terms of how I approach projects. Architecture, in particular, represents for me a way of integrating a project into its environment, with rigour, coherence and respect for the site. This is, in fact, what has led me, in the context of certain projects, to collaborate with renowned architects. I believe this approach is essential: it allows us to move beyond a purely functional logic towards something more appropriate, in harmony with the site.
Last but not least, my latest passion is spending time with my family, which serves as a real guiding light and helps keep me grounded.
Mathieu Dechavanne, what drives you? Why do you get up in the morning?
What really drives me is building things. I enjoy taking on situations that are sometimes complex, or even challenging, and bringing a team together to work towards a shared goal. I thrive on action, projects and long-term challenges. It is in this kind of environment that I feel most at home.
I am particularly drawn to challenging situations – ones that seem almost impossible at first, but which become achievable through commitment and collective intelligence. Transforming a situation, driving an organisation forward, and proving that progress can be made where it once seemed impossible: that is what motivates me every day.
At the same time, I have a deep love of nature. I think I’m actually a true nature lover. And it is precisely this sensitivity that guides the way I work. In our field of landscape architecture, it’s not just about building, but about knowing when not to intervene.
In the mountains, adding value isn’t always about doing more, but sometimes about knowing when to do nothing.
Over time, I have come to realise that the best projects are not those we devise on our own, but those we build together with others: elected representatives, experts, organisations and local stakeholders. This process takes more time and requires compromises, but it leads to outcomes that are fairer, more robust and more widely accepted. This is a firm conviction I hold today.
Finally, there is one fundamental principle that guides my daily work: safety. In our line of work, this is an absolute priority. Everything is organised with a simple yet essential aim: to ensure that everyone gets home safe and sound every day. This requires constant vigilance, a collective commitment and unwavering dedication at all times. In this context, my management style is directly linked to these priorities. I firmly believe in empowering teams. I grant autonomy, but with one clear requirement: everyone must be fully committed, as if they were running their own business.
I am also uncompromising when it comes to transparency. In environments where safety is at stake, everyone must be able to report an error, a concern or a difficulty without hesitation. Everyone has the right to make mistakes. However, failing to speak up is unacceptable, as it can lead to serious consequences.
Finally, I encourage a culture of testing and initiative. We need to try things out, experiment and take calculated risks. Some things work, others don’t, but the key is to learn. For me, true failure would be not learning from a situation or repeating the same mistakes. It is this ability to make continuous progress that enables us to move forward together.
What gives you the greatest sense of satisfaction?
Professionally speaking, there are two achievements that make me particularly proud.
The first concerns the work carried out at the Aiguille du Midi since 2013. We have undertaken an extensive renovation programme, including the introduction of a new exhibition design and experiences such as the ‘Pas dans le Vide’. This project presented an opportunity to strike a particularly delicate balance between promoting tourism and respecting an exceptional natural site. I believe we have succeeded in creating an experience that enhances the environment without distorting it, bringing emotion and meaning whilst remaining faithful to the site’s history. The feedback we are receiving today confirms that this approach is the right one, and this is a source of genuine collective satisfaction.
The second relates to the reconstruction of the Grands Montets site following the fire. Beyond the project itself, what I am proud of is having succeeded in rallying teams that were deeply affected by this event, and in reigniting enthusiasm for an ambitious project. We have redesigned this site taking current challenges into account, particularly those related to climate change, drawing on partners and high-level expertise. The work carried out with the architect Renzo Piano is a prime example of this. Today, the project is underway, the milestones have been reached one by one, and even though there is still some way to go, it is already a great source of pride.
More generally, I also find fulfilment in working as part of a team. Seeing teams make progress, observing how individuals develop and grow into their roles, or successfully completing a complex project under the right conditions: it is moments like these that give meaning to what we do. It is also at times like these that I feel we are moving in the right direction.
What is your biggest regret?
I don’t really like talking about regret. It’s not a concept I can relate to. I’d rather talk about scars, about things that leave a lasting mark.
Throughout my career, it has been certain workplace accidents in particular that have left a deep impression on me. These are extremely difficult situations on a human level, which give rise to a sense of responsibility, and sometimes even guilt, even when no fault has been established. As a manager, you cannot detach yourself from them: you tell yourself that this should not happen. These are experiences that stay with you, that regularly come back to mind. They do not fade away. But they have also shaped the way I work. They reinforce my high standards and my commitment to safety issues, which remain an absolute priority in our line of work.
I don’t think in terms of failure or regret. I’m quite in line with the idea that every situation is either a success or a learning experience. For me, the real failure would be to repeat exactly the same thing that didn’t work. Apart from that, every step, however difficult, contributes to the learning process.
If you had a list of three wishes for the mountains, what would they be?
I’ve finally narrowed it down to four, which I think are essential.
The first concerns passing on this heritage. It is essential to preserve our heritage and to ensure that younger generations, and those that follow, continue to have access to the mountains in all their forms. This is a collective responsibility.
The second concerns the preservation of nature. The mountains must remain a place of renewal for the body, the heart and the mind. That is what makes them unique, and that is what we must do everything we can to protect.
The third is economic in nature. Mountain regions must continue to play their role as a pillar of support for local areas, but in a sustainable manner. Without this balance, there will be no more jobs, no more tourism and, ultimately, destinations will lose their appeal.
Finally, the last point is undoubtedly the most crucial: building a truly shared vision. This involves bringing together all stakeholders (professionals, elected representatives and residents) to gain a better understanding of the challenges ahead, whether they relate to global warming or economic stability. It is on this basis that mountain regions will be able to continue to develop in a coherent manner.
Mathieu Dechavanne, what do you think will happen next?
In the short and medium term, the way forward is very clear to me: it is closely linked to the Grands Montets project. This is an absolutely major undertaking, undoubtedly the most significant of my career. We are starting from scratch following the fire, in an extremely challenging environment: no roads, no utilities, and work on a site that is both technically complex and strictly protected. It is a considerable challenge, on a human, technical and environmental level.
This project alone encapsulates many of the current challenges facing mountain regions. It requires a combination of technical expertise, respect for the site and the ability to think long-term. Its completion will, for me, be a defining moment.
It is a long-term endeavour that requires a great deal of energy, expertise and resources. But it is also this kind of project that gives meaning to my commitment today.
Other than that, I don’t have a set career plan. Above all, I’m focused on what I’m doing, guided by a simple principle: to commit fully to the projects I’m working on and see them through with rigour and consistency. I love my job, I love the responsibilities it entails, and I move forward with this approach, keeping my focus on what really matters.
