Régis Lacote's Olympic-Sized Vision for Automotive Aviation

Régis Lacote's Olympic-Sized Vision for Automotive Aviation In the high-stakes world of global aviation, few moments test leadership quite like the Olympics. For Régis Lacote, Director of Paris-Charles de Gaulle Airport, the 2024 Games became more than a logistical challenge — it was a defining moment to reshape one of Europe’s busiest gateways while setting a new standard for sustainable airport development.

With over two decades at Groupe ADP — the operator behind Paris-Charles de Gaulle, Paris-Orly and Paris-Le Bourget — Lacote was no stranger to transformation. But when he returned from his role as Global COO at GMR Airports in India, he stepped into a role that would demand both operational excellence and visionary foresight.

His mission? Prepare Charles de Gaulle to welcome the world for the 2024 Summer Olympics — a feat requiring precision, collaboration, and long-term thinking.

---

our publication:* What was your first reaction when you were tasked with managing the Olympic influx at Charles de Gaulle?

Régis Lacote: There was no hesitation. This wasn’t just about handling passengers or baggage — though those numbers were staggering. It was about projecting France on the global stage. We had to ensure that every athlete, journalist, official and spectator arriving through our doors felt welcomed and impressed by the efficiency and warmth of our operations. That sense of national pride drove us every day.

---

CSM: How did you align your team to meet such an ambitious goal?

RL: Leadership in times like these isn’t about top-down directives — it's about shared purpose. I made sure the entire organization understood not only the scale of what we were doing but also the legacy we were building. From baggage handlers to air traffic controllers, everyone played a role in making the Games seamless. We set up cross-functional task forces and scenario-planned relentlessly. Every possible disruption — from weather delays to surge capacity — was stress-tested weeks in advance.

---

CSM: Beyond the event itself, how did you use the Olympics as a catalyst for longer-term change at the airport?

RL: The Games were a once-in-a-generation opportunity. Yes, we needed to deliver in the short term, but I saw this as a chance to reboot our strategic direction post-pandemic. One of my mandates upon returning to France was to give Charles de Gaulle a renewed vision after the cancellation of Terminal Four.

---

CSM: Can you walk us through the decision to cancel Terminal Four and what came next?

RL: The project had been in development for years, but by early 2021, it became clear that the world had changed. The pandemic forced a reevaluation, and President Macron took the bold step of cancelling the terminal — not just because of reduced passenger demand, but because of the environmental concerns associated with expanding infrastructure.

It was a pivotal moment. Instead of viewing it as a setback, we chose to see it as an invitation to reimagine what a modern, future-ready airport could be.

---

CSM: What emerged from that reimagining?

RL: In March 2025, we unveiled the Paris-Charles de Gaulle Development Vision for 2035/2050 — a blueprint rooted in three core principles: sobriety, rail connectivity, and low-carbon energy solutions.

We asked ourselves: How do we grow responsibly? How do we integrate aviation with broader mobility ecosystems? And most importantly, how do we lead the industry toward net-zero operations?

---

CSM: Can you elaborate on the three pillars of your vision — sobriety, rail, and low-carbon energy?

RL: Sobriety means doing more with less. We’re investing in smarter technology, optimizing existing infrastructure, and reducing waste across operations. Rail connectivity is about integrating the airport with France’s high-speed train network, offering travelers a seamless transition between modes of transport. And low-carbon energy involves transitioning to renewable sources, electrifying ground support equipment, and partnering with airlines committed to sustainable fuels.

It’s not just about reducing emissions — it’s about redefining what growth looks like in the 21st century.

---

CSM: From a leadership perspective, how do you balance innovation with tradition in a sector often seen as slow to change?

RL: Innovation doesn’t happen in a vacuum. You have to earn trust before you can drive change. My approach has always been to lead with transparency, engage stakeholders early, and show measurable results. Whether it’s digitizing check-in processes or piloting hydrogen-powered buses, we move forward only when we can prove value — both economic and environmental.

The same goes for culture. Aviation is built on safety, reliability, and discipline. Those values remain non-negotiable. But within that framework, there’s immense room for creativity and agility — especially when you empower people to challenge the status quo.

---

CSM: What lessons from your time in India influenced your approach back in France?

RL: Working across seven airports in India gave me a crash course in scalability and adaptability. Each market had its own regulatory landscape, customer expectations, and infrastructure gaps. What I learned is that success comes from understanding local context without losing sight of global best practices.

That experience helped me lead the Olympic preparations with a global mindset but a deeply localized execution plan.

---

CSM: Looking ahead, what does success look like for Charles de Gaulle beyond 2024?

RL: Success will be measured not just in passenger numbers or revenue, but in impact. Are we reducing our carbon footprint year over year? Are we enhancing the traveler experience through technology and human touch? Are we serving as a model for other airports worldwide?

Ultimately, I want Charles de Gaulle to be known not as a hub, but as a hub of innovation — where aviation meets sustainability, and where leadership sets the pace for the entire industry.

---

CSM: Any final thoughts for fellow C-suite executives navigating transformation?*

RL: Transformation is never linear. It requires courage to make difficult decisions, patience to build consensus, and resilience to stay the course when progress feels slow. But if you keep your eye on the bigger picture — and remember who you’re serving — you’ll find that even the most complex challenges can become your greatest achievements.

---

As the Olympic flame dimmed in Paris, Régis Lacote had already turned his attention to the horizon. With a bold vision, a proven track record, and a deep commitment to responsible growth, he is steering Charles de Gaulle — and the future of aviation — toward a smarter, cleaner, and more connected tomorrow.