When Mandy Böbinger took over as Managing Director of Renault Trucks for the Czech Republic and Slovakia in July 2024, she knew that the challenge would not only be technological transformation but also a fundamental shift in how people work together. She intentionally made intergenerational dialogue part of her leadership strategy. That’s why the company nominated one of its young talents, Romana Smetanová, for the pilot edition of the New Gen Academy – a program that brings together young professionals from different companies and helps them grow as leaders while learning how to pass their knowledge on. What does reverse mentoring look like in practice? And how do you recognize that you’re nurturing a potential future leader?

 Mandy Böbinger, Renault Trucks

Mandy, you became Managing Director of Renault Trucks Czech Republic and Slovakia last summer. What has been your biggest HR challenge so far?

Doing business in our industry means being part of a transformation. Additionally to our traditional offers of selling trucks, we are addressing the evolving market not only with new technology – such as Electromobility – but also with additional services, for example rental offers. This shift in the business model towards solution based offers and transportation services with state of the art technology requires the right tools, processes and people. The core of it is mindset transformation. As the company transforms, our people must evolve as well – being open minded, agile in their way of thinking, willing to continuous learning, the ability to share, and to support the growth of the organization. Developing this mindset is key.

Renault Trucks has had a long-standing partnership with Arthur Hunt. What do you see as the next step in this strategic collaboration?

Our collaboration has evolved beyond recruitment into broader organizational development. In addition to hiring, we now work together on programs such as the New Gen Academy and Reason for Being. Personally, I also value being able to consult with Laurent and Hélène on strategic topics, whether it's launching reverse mentoring or shaping the future of leadership in our company. For me, they are more than a service provider. They're a true partner in developing the organization.

What are the main challenges you see when recruiting top executives in the Czech market and how does Arthur Hunt help you tackle them?

Unemployment in the Czech Republic is very low, and the availability of high-level talent is limited. For a smaller company like ours it's nearly impossible to carry out active executive search on our own. Our capacity and in-house expertise is limited. That’s why we outsource some services, and Arthur Hunt is an excellent partner. They have the know-how, the network, and the ability to find the right people within the timeframes the business needs.

You recently nominated one of your young talents for the New Gen Academy and implemented reverse mentoring. What kind of impact has that had? And Romana, what was your experience of the first session?

Mandy: From our perspective, this marks the beginning of an important shift. Romana brings exceptional energy, fresh ideas, and the ability to work across generations. Through the program, she's developing strong self-awareness, deep listening skills, and the confidence to mentor colleagues with decades of experience. She creates psychological safety and opens space for dialogue, which is essential in today’s digital transformation.

Romana: I've been with the company for eight years. Seven of them as a Senior Sales Support Administrator. At the beginning of the academy, I was nervous – about the language, the environment, whether I would “fit in.” But within the first few minutes, it was clear that we’re all dealing with similar issues, regardless of where we come from. We talked about communication, collaboration, and knowledge-sharing. For me, the biggest benefit was stepping outside of my comfort zone and realizing just how valuable intergenerational dialogue really is.

How does the New Gen Academy help bridge generational gaps in leadership?

Mandy: The program builds reflection skills and self-awareness, not just “who am I” but also “who is the other person.” It doesn’t encourage confrontation, but rather mutual respect and understanding. Romana, for example, became more aware of the knowledge and experience her senior colleagues bring and at the same time, she’s helping them become more confident with digital tools. Because she approaches them with respect and patience, they’re eager to learn. 

Are you considering nominating another talent for the program? What qualities do you look for in a candidate?

Absolutely. I’m always open to further developing our talents. The key traits are intrinsic motivation, openness, responsibility, the ability to share knowledge, and a genuine interest in learning and supporting others. With Romana, we saw someone who brings ideas to the table, takes initiative beyond her formal responsibilities, and acts as a bridge between generations. Personalities like Romana bring added value to the whole organisation and I certainly see the advantage of developing them.

In your view, what impact does reverse mentoring have on intergenerational relationships?

Reverse mentoring can be a powerful tool, but it doesn’t work automatically. It requires preparation, openness on both sides, mutual respect, and thoughtful pairing of individuals. Once the initial nervousness fades, you often see genuine mutual understanding emerge. Younger colleagues bring new perspectives, and senior colleagues share their wisdom. Many of these connections continue even after the formal program ends.

Are there other leadership development initiatives at Renault Trucks?

Yes, we have a very targeted approach. For example, we run the Elevate Talent program focused on female leadership, a year-long program. Selection was initiated by me and our HR Director, because in the Czech Republic and Slovakia, it’s still relatively rare for female employees to proactively ask for development opportunities. We need to actively encourage and motivate them.

Additionally to that, our local management team spends focus time together regularly to improve cross-functional collaboration within our team and the organisation. To improve our leadership skills, we leverage on internal offers by the Volvo Group but also kicked-off an initiative with an external coach. Last but not least, a strong focus is on regular touchpoint meetings of our employees with their managers.

Why do you think other companies should consider joining the New Gen Academy?

Romana: Happy and fulfilled employees are key to better results. When people are given the chance to speak up, share, and learn, they become more engaged, more collaborative, and more effective. The program also promotes understanding across generations, which significantly improves workplace culture.

Mandy: When young people are given space to grow, while also respecting the experience of their senior colleagues, a powerful synergy happens. The New Gen Academy teaches skills that may not be visible right away, but have long-term impact: empathy, self-reflection, and collaboration. If you want to prepare your organization for the future, this is one of the best initiatives to start with.

Romana, what was your biggest fear when stepping into the New Gen Academy and your role as a reverse mentor?

I think the hardest moment is the very first one, when you’re not sure if others will take you seriously. I had all these thoughts in my head: “Will I connect with them? Will I be too quiet? Will it feel awkward?” Even though I’m an extrovert and speak English well, I was still nervous. But I quickly realized that it’s not about perfect language. It’s about sharing real problems, learning from each other, and having honest conversations. That first step, being open, that’s often the hardest part for young people.