Leadership

Debashis Neogi steps down as MD of Renault Nissan Tech Centre India

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Managing director and board member exits RNTBCI after 18 years to pursue a personal venture.

Debashis Neogi, managing director and board member of Renault Nissan Technology & Business Centre India (RNTBCI), has stepped down from his role after 18 years with the organisation.


Neogi announced his departure in a LinkedIn post, saying he would begin a personal venture after a career spanning more than 38 years in the automotive sector. He is also a member of the Nasscom Engineering R&D Council.



Reflecting on his tenure, Neogi said his 18-year association with RNTBCI felt short given the scale of learning and opportunity it provided. He joined the Renault Group with nearly two decades of prior automotive experience, drawn by the ambition to build meaningful engineering capability in India.


Under his leadership, RNTBCI evolved into one of India’s largest automotive global capability centres, employing more than 10,000 people. The centre played a key role in the development of several global models, including the Renault Duster, Nissan Magnite, Renault 5, Renault Scenic, Nissan Leaf and Nissan Ariya.


Before joining Renault Nissan, Neogi held senior roles across multiple automotive manufacturers. He began his career at Bajaj Auto, before moving to Tata Cummins and Case New Holland, where he worked across powertrain, commercial vehicles and tractor programmes. He later joined General Motors, working in engineering and technical operations.


In his post, Neogi described Renault Group as a workplace where ideas were shaped through collaboration and debate, with milestones and challenges alike forming a defining part of his professional journey. He said he leaves carrying forward lessons learned from colleagues across geographies and functions.


RNTBCI has not yet named a successor. Neogi’s exit comes at a time when automotive OEMs are reshaping leadership and capability centres as they pivot towards electrification, software-led vehicles and tighter cost discipline.

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