From the global centralisation of Stellantis Pro One to the strengthening of its leadership in motorhome bases, Eric Laforge outlines Stellantis’ strategy for the recreational vehicle sector. At its heart are industrial continuity, ongoing dialogue and joint development with converters, together with a pragmatic approach to the energy transition

Words Antonio Mazzucchelli

Eric Laforge is one of the most experienced and highly regarded managers in the European commercial vehicle and automotive sectors. With a career spanning more than thirty years, which began at Fiat Auto in the early 1990s, he has built an international profile that has seen him take on roles of increasing responsibility across France, Italy and the main European markets.
During his career, he has led strategic commercial operations and key business units, becoming CEO of Fiat Chrysler Automobiles in Switzerland and Germany before taking on central roles in the development of MOPAR and light commercial vehicle activities. In more recent years, he has played a decisive role in the growth and positioning of Fiat Professional and LCV activities in Europe.
After a more recent experience with another automotive group, Laforge returned to Stellantis, taking on global responsibility for Stellantis Pro One from 1 January 2026. Stellantis Pro One is the business unit dedicated to commercial vehicles, bringing together six Group brands. Our readers have already had the opportunity to get to know Eric Laforge through an interview we published in August 2020, in which he shared his vision for the development of the recreational vehicle sector and the strategic role of base vehicles in the motorhome world. Today, he speaks to us again at a time when the Group is decisively strengthening its commitment to this segment, which is becoming increasingly central to the Stellantis Pro One business unit as well.

Aboutcamp BtoB − With the creation two years ago of the global Stellantis Pro One hub, you centralised key functions such as engineering, product and marketing. How has this new organisation concretely changed the way Stellantis develops and manages the motorhome business globally?
Eric Laforge − It is clear that this new Pro One structure, created around three years ago, has brought tangible benefits. We have centralised certain key functions globally, such as engineering and product, and this enables us to be faster in our decision-making processes, while also ensuring greater consistency at global level. It also allows us to adopt a more uniform approach to listening to customers, regardless of where they are located, bearing in mind that the same customers often operate across several regions, for example between Europe and North America. In the motorhome world, in reality, this approach was already partly in place: it was historically a business concentrated in Europe, with some presence also in North America and Australia. The model had already been introduced in the days of Fiat Professional and today we have extended it to all Stellantis brands. That said, in the specific case of the motorhome sector, the brands most involved remain mainly Fiat Professional and Citroën.

Aboutcamp BtoB − In the first quarter of 2026, Stellantis Pro One recorded a global growth of 7%, with more than 400,000 vehicles registered. Was this growth driven more by a recovery in demand, or by your greater industrial and organisational capacity?
Eric Laforge − There is never a single answer, nor one single factor, also because the different regions have very different dynamics. In the first quarter, we confirmed our leadership: we are number one in Europe and South America, number two in the Middle East & Africa region and number three in North America. The 7% increase in volumes is not linked to market growth – which remains fairly stable – but to a combination of factors. On the one hand, some products that have undergone major interventions are entering a phase of full maturity – I am thinking, for example, of the reintroduction of the V8 in the RAM 1500 in North America. On the other hand, there is the work carried out on our network, which we have pushed towards a higher level of professionalisation.

Aboutcamp BtoB − Stellantis is the leader in the European motorhome base vehicle market. How do you intend to defend and strengthen this position in an increasingly competitive scenario, in which post-Covid supply chain difficulties allowed some competitors to gain market share?
Eric Laforge − The motorhome business was, is and will remain strategic for us, particularly on a platform such as the one we call “X250”, on which the Citroën Jumper, Fiat Professional Ducato, Peugeot Boxer and Opel Movano are based. Around 30% of the vehicles we produce in Europe are converted into campervans. We have two plants involved in production, Gliwice and Atessa, and the motorhome world accounts for an important share of volumes, particularly at the smaller plant. However, there is a fundamental aspect to understand when working with this sector: it is not classic B2B. We supply a key component – the chassis – of a much more complex product, namely the motorhome, and for this reason continuity as a partner is essential. In traditional B2B, a possible delivery delay can be managed, for example, with a lease extension or a replacement vehicle. In the motorhome world, however, this is not possible: if we do not deliver the chassis on time, our partners’ production stops. This is a crucial point, almost an obsession for us. We are not always perfect, but it is something we keep constantly in mind. At the same time, we continue to invest in a product that is increasingly dedicated to the needs of the sector. A concrete example is the relaunch of the 160 hp engine, which had been suspended a few years ago and which we reintroduced precisely at the request of the motorhome world. We have also developed specific solutions such as ADAS on chassis intended for motorhomes, namely Class A. In parallel, we are working on dedicated sales and aftersales services, because having a platform created for the motorhome sector is not enough: it is essential to build a complete ecosystem, made up of a network and services to support our partners. As regards ADAS, on campervans they are essentially the same as on traditional commercial vehicles. When, on the other hand, we are talking about chassis intended for motorhomes – therefore vehicles supplied without a complete body – integration becomes much more complex, from both a technical and functional point of view.

Aboutcamp BtoB − The Ducato has historically been linked to the Atessa plant in Italy, but today production is also distributed to the Gliwice site in Poland. How is the production balance between Atessa and the other plants structured today, and what strategic role does Atessa retain in the development of vehicle bases?
Eric Laforge − Atessa is, and will remain, our historic and strategic heart for the production of vehicles intended for the motorhome segment. The Gliwice industrial site, on the other hand, plays a more complementary role, allowing us to manage and redistribute production more efficiently according to the different geographical areas. Gliwice produces vans only, so it covers just part of the offer intended for the motorhome world. All chassis cabs and chassis intended for motorhomes come from Atessa, as does part of the van production. When it comes to serving certain markets, for example Germany, it may be more convenient for logistical reasons to use vehicles produced in Gliwice. However, for the motorhome world as a whole, the reference plant remains Atessa.

Aboutcamp BtoB − In your communication, the focus is clearly on a multi-brand and global approach, while in the motorhome market the Ducato continues to have a very strong and recognised role. How do these two dimensions fit together, and what specific role will the Ducato play in the future within your strategy for the motorhome segment?
Eric Laforge − The multi-brand approach is very important because it represents a real strength. In the motorhome world, customers are still very attached to the brand of the base vehicle and to the network that supports it, especially in so-called domestic markets. It is therefore natural that a Jumper or a Boxer, perceived as French products, may be preferred by customers in France, just as a Fiat Professional Ducato may be preferred in Italy. For this reason, it is essential to maintain a multi-brand approach, rather than focusing on a single brand for commercial vehicles in Europe. Speaking specifically about the Ducato, it should be stressed that it is one of the solutions we offer motorhome converters, but it is not the only one: the Jumper, for example, is also a highly successful model in the sector. That said, the Ducato represents the largest share of volumes and therefore plays a central role in the motorhome world. It has been the leader for many years and is recognised by the market as a true benchmark. In some countries, such as Germany, the Ducato is perceived almost as a brand in its own right, sometimes even more than the Fiat Professional brand. I remember that, when we met for our previous interview in 2020, the Ducato was, in May of that year, the second best-selling vehicle overall in Germany after the Golf. This result was also linked to the boom in the motorhome sector at that time, when demand for individual mobility had exploded. The Ducato is therefore a vehicle that has built up a solid reputation over time, based on reliability, versatility and the ability to adapt to the needs of motorhome converters. For us, it represents a strategic asset that we will continue to leverage in order to further strengthen our position in the segment. Nevertheless, it remains essential not to forget the role of the other brands, particularly the Jumper, within a strategy that remains fully multi-brand.

Aboutcamp BtoB − You have introduced a new customer care model dedicated to the motorhome world, with a specialised team, a single number for all brands and a centralised structure in Italy. How will this more specific approach concretely change the experience for end customers and manufacturers, and what will be the key indicators for assessing its effectiveness over time?
Eric Laforge − In reality, this customer care service already existed, but over time, with the evolution of the markets, it had become increasingly local and less focused on the specific types of use of the chassis we place on the market. We therefore decided to relaunch an approach dedicated to the motorhome world for several reasons. First of all, because it was already a benchmark, but also because the campervan customer is by definition an itinerant user, travelling throughout Europe and often beyond, and must therefore be supported wherever they are. Moreover, they are not a “typical” commercial vehicle customer: very often they have expectations closer to those of a premium customer. For this very reason, having dedicated and centralised customer care allows us to manage customer cases uniformly, with common processes and standards across all markets. This is where the decision to introduce a specific service for the motorhome world comes from. Compared with the past, the new element is that this service is accessible both to the end customer and to recreational vehicle converters, for requests that may concern technical aspects, homologation or availability. The team, based in the Milan area, is specifically trained to respond to both types of interlocutors. As for evaluating effectiveness, the parameters are the classic ones: response speed, customer satisfaction and the ability to solve problems concretely. If we are unable to intervene quickly and effectively, it is clear that the overall experience suffers – and it is precisely on these aspects that we measure the service’s performance.

Aboutcamp BtoB − In your recent speech at MELVI (Meeting of the European Leisure Vehicle Industry), you paid particular attention to spare parts management, explaining that you had identified the most critical components for the motorhome world, expanded the number of suppliers to ensure broader coverage and rebuilt stocks of the fastest-moving spare parts, with the aim of raising availability to 93% by 2026. Could you explain this strategy in more detail and what the key factors will be to ensure its effectiveness over time?
Eric Laforge − When we analyse customer issues, it clearly emerges that the needs of the motorhome world are partly different from those of commercial vehicles. They do not always involve the same components: parts that are critical for a motorhome may not be critical for other uses. For this reason, we carried out an in-depth analysis, identifying the most sensitive components for the campervan sector and taking action on several fronts. On the one hand, we expanded the supplier base, to reduce the risk of interruptions linked to possible critical issues with individual partners. On the other, we increased stocks of specific components, in order to ensure greater continuity of supply. The objective is to reach an availability level of 93%. This is a target we intend to achieve progressively over the course of the year and represents a precise commitment we have made to the industry.

Aboutcamp BtoB − Today, a very structured network already exists in the form of Fiat Camper Assistance, with workshops specialised in the motorhome world. In your plan, you refer to an evolution towards a broader, integrated and multi-brand aftersales network. How will this new model differ concretely from the current one?
Eric Laforge − We are working along two main lines. The first is to offer motorhome dealers the possibility to intervene not only on the living area, but also on the chassis, thereby expanding the skills and services available. The second concerns network integration: we want to enable our dealers to operate in an increasingly multi-brand way, offering, as far as possible, mandates for the different Stellantis brands. This means that, for example, a customer with a Citroën base vehicle could also be assisted at a Fiat Professional dealer, and vice versa.

Aboutcamp BtoB − The success of the Ducato in the motorhome world has been built over the years precisely on very specific attention to manufacturers’ needs, with development geared towards increasingly dedicated bases. The “Dare Forward Motorhome” programme seems to continue in this direction: can you explain the key points of this initiative and what concrete impact it will have on the development of future motorhome bases?
Eric Laforge − The “Dare Forward Motorhome” programme represents the evolution of our approach towards campervan converters. Already with the X250 Large Van platform, we involved them directly in the development of the vehicle, integrating from the outset a series of specific features that other competitors did not have. For the next generation too, we will continue along this path: we will work closely with motorhome converters, gathering their needs, requests for evolution and feedback on the current product, assessing each time how to integrate them into future development. In reality, this is a method we have already successfully applied in the development of the Fiat Professional Ducato and which we will continue to pursue. A significant part of the requests is in fact incorporated directly into the vehicle, which therefore remains designed together with manufacturers and for their needs. This means that the platform will continue to be developed specifically for the motorhome world. History has taught us that we must continue along this path – and do so even better.

Aboutcamp BtoB − You have indicated a target of full electrification by 2030, but at the same time you have left open the possibility of retaining diesel engines depending on market needs. In the motorhome segment, where range, infrastructure and very specific usage patterns come into play, does this mean that the transition to electric will follow different timings and methods compared with other sectors? And what role will multi-energy solutions play at this stage?
Eric Laforge − Today we have electric technologies that are perfectly suited to the typical use of commercial vehicles. If we think, for example, of last-mile delivery, we are talking about daily distances of around 100-120 km, for which current ranges are more than sufficient. In the motorhome sector, however, the scenario is different: there are customers who undertake long journeys perhaps only a few times a year, but when they do, they cover great distances in one go. In this context, it is clear that current electric solutions are not yet the most suitable.
Technology will evolve, but today this is the starting point. That is why we have chosen a progressive and pragmatic approach to the transition: electric will play an increasingly important role, but we continue to maintain multi-energy solutions, including diesel when necessary, which today remains the most widespread and most suitable choice for the motorhome world. New technologies will arrive in the future, but we will adopt them only when they are genuinely mature and meet real usage needs. Personally, I use an electric car and, in everyday use, it is perfect: quiet, smooth and vibration-free. However, when I have to make long journeys, it requires much more careful planning. And I imagine that for a camper this limitation would be even more evident: with ranges below 200 km, undertaking a long journey, such as from Paris to Marseille, would become complex. For this reason, at least in the short term, the combustion engine remains a central element of our strategy, alongside an electrification path that will continue to develop over time.

Aboutcamp BtoB − What are the key pillars today of Stellantis Pro One’s strategy to strengthen trust within the supply chain and build stronger partnerships with all the players in the sector?
Eric Laforge − Transparency, continuous dialogue and shared planning with campervan converters are the key pillars of our strategy. Added to this is a dedicated team, based mainly in Turin, which works permanently on the motorhome sector. Team continuity is a fundamental element: it allows us to build, over time, very solid mutual knowledge and a relationship of trust with partners. This approach facilitates business development and contributes concretely to strengthening partnerships within the supply chain.

Aboutcamp BtoB − The extension of ADAS to motorhome bases from 2026 represents an important product evolution, but also a challenge in terms of integration, especially in motorhomes. How is this area evolving from a technical and design point of view, and what response are you seeing from the market, particularly for optional systems, which offer clear benefits but also involve an increase in costs?
Eric Laforge − The extension of ADAS has been a very important challenge. From an engineering point of view, it is not easy to intervene on a vehicle whose body we do not build directly, as happens in around one third of cases in the motorhome world. However, it is a major step forward in terms of safety and, if we had not developed these solutions, many customers would have turned to other alternatives. That is why we are working on increasingly early integration, in close collaboration with motorhome manufacturers. The market is responding positively, although we are still in the early stages. ADAS are rapidly becoming a minimum standard: today, customers are used to having them on their cars and would hardly accept not finding them on a recreational vehicle, which often has an even higher value. It is true that they entail an increase in cost, but the impact is relatively limited when set against the overall value of the motorhome.