— Published February 22, 2026

Renaud Muselier: "We can start again on a balanced footing"

French Alps 2030Interview Focus

Just hours before the handover of the Olympic flag between Milan-Cortina 2026 and the French Alps 2030, the organizing committee for the next Winter Games held its executive board meeting on Sunday morning. An important moment to clarify matters after sharp tensions and to give the Organizing Committee a clear direction. Renaud Muselier, president of the Provence-Alpes-Côte d'Azur region, one of the two host territories for these Games, took advantage of his trip to Verona to take stock with Francs Jeux.

How did this executive committee meeting go?

Very well, as expected. President Grospiron reiterated the mandate he had been given regarding the discussion with the director. (Cyril Linette, editor's note)We found a solution, and it was approved by the executive board: it's an amicable separation, a negotiated termination. That's settled. Secondly, we commissioned the Thobois report, the most experienced person in the field to give us his opinion – he knows the Olympics, France, and the IOC well, and he had worked on Turin. He presented us with an organizational chart, a structural plan. Questions were raised by various people, and we approved the organizational chart in its entirety. There are a few potential details that will be reviewed later. We hired a headhunter to identify different people capable of replacing the CEO and to propose an operator who would validate the Games – we already have a planner. We've given ourselves until March 19th, the date of the next executive board meeting, and April 20th to allow the firm to search, make proposals, study them, and not rush into anything.

Does the organization presented by Etienne Thobois change many things compared to the one currently in place?

In fact, we had set up a large, flexible structure, and gradually, we pulled everyone towards us. Today, it's going to become much more complex. What Etienne Thobois presented is truly like Swiss watchmaking, where all the gears are well-oiled and work together. It's a change in operation, much more efficient than the old organizational chart, which was nonetheless very effective. There's been an evolution. We're raising the bar for the Games.

The difficulties of managing everything from Milan were clearly highlighted for the 2026 edition. Will this new organizational chart allow for a reliance on local governance?

Yes, and with different structures. It's an absolute necessity. Organizing the Olympic complex in Nice is different from organizing the Olympic Village at Fort des Têtes, or rebuilding the ski jumps. The teams, the budgets, and the stakes are different. Each has its own specific characteristics, but must adhere to the same productivity and efficiency mechanisms. That suits me perfectly; I'm a proponent of decentralization!

"We have an advantage now: we're going to use the Italians' experience. They paid the price, and we're going to use their experience."

 

Has this executive committee also allowed things to be laid bare and brought back serenity?

Yes, it took place in a relaxed atmosphere. Everyone could speak freely, everyone was attentive. All of this has left its mark, though; there were undeniably some human resources issues, and therefore some irritation. We're addressing these various grievances and we're collectively committed to the project.

Do you remain confident, despite all the difficulties encountered since the creation of COJOP a year ago?

I am completely confident. We presented a bid that impressed the IOC, that received the support of the President of the Republic, and then we encountered a host of difficulties: the inability to pass an Olympic law, the inability to secure a budget, the inability to obtain a state guarantee… We suffered. But still, we are arriving in Milan with an essential Olympic law, a budget approved by Parliament, the commitment of the local communities, the commitment of the athletes, the establishment of the DIJOP (Interministerial Directorate for the Olympic and Paralympic Games) and SOLIDEO (the national sports and leisure organization), with some forty projects underway, etc. The human resources problems are frustrating; we could have done without them, but it's not a big deal; it's part of the challenges of organizing such a complex event.

Did you receive any information about the search for a first major partner during this executive meeting?

We didn't discuss it; it wasn't on the agenda. I have an opinion on this: given what we heard in the National Assembly about those with money, a budget that hasn't yet been voted on, and the press articles about the COJOP (Organizing Committee for the Olympic and Paralympic Games), business leaders are thinking it's better to wait a bit. Now that the budget is done, and the COJOP will be done soon, we can start again on a balanced and stable footing.

Having spent time in Italy during the Games, what lessons did you learn for 2030?

Speaking for myself, our teams did well to finish. We learned a great deal about the athletes' experience, the organization of the village, the opening ceremony, and so on. We're observing and comparing, not as spectators who enjoy the Games, but as organizers who love the Games and will be running them. It's a different perspective. At the same time, we now have an advantage: we'll be able to draw on the Italians' experience. We'll use their expertise to avoid all the challenges they faced. They paid the price, and we'll learn from their experience. Finally, in my region, our human resources are insufficient. This isn't a World Cup; it's a whole different level. There's a step up, and we need to be aware of that to avoid the pitfalls of pride or complacency, which would inevitably lead to failure.