Turning Challenges into Opportunities: The Inspiring Journey of Line Triqui, HR Director at Stellantis Africa Technical Center
« Dare. Believe in yourself. And surround yourself well. »
Success Stories by ReKrute is an initiative that highlights the journeys of inspiring leaders, those who, through their vision, commitment, and impact, are shaping the future of work and paving the way for tomorrow's talents.
Through their testimonies, we celebrate career paths rich in meaning, boldness, and sharing — to inspire, guide, and encourage new generations to go further.
Today, we are pleased to share the inspiring journey of Line Triqui, Human Resources Director of Stellantis Africa Technical Center, whose career is guided by three powerful drivers: daring, learning, and helping others grow.
Journey & Inspirations
Can you tell us about the main stages of your professional journey?
At the end of my studies in HR and Social Law at the Sorbonne, I felt the need to give an international dimension to my career. That's how I went to Morocco as part of a V.I.E (International Corporate Volunteer program) with the PSA group (which became Stellantis). This choice also had a personal resonance: to be part of a major industrial project, contributing to the economic and social development of Morocco, through the growth of the automotive sector and the creation of thousands of direct and indirect jobs.
This first position, in a context of industrial launch, was an extremely rich experience. I learned a lot there, about others, about the company, but also about myself.
When the assignment ended, I faced a choice: return to France or stay in Morocco. I chose to stay, driven by the desire to continue learning, contributing, and by the feeling that this adventure was not yet over. I then joined the R&D center in Casablanca as an HRBP, with a stimulating scope, passionate teams, and the opportunity to lead very formative cross-functional projects.
Subsequently, I had the chance to move into a Global HRBP role covering 14 countries in software professions. It was a real leap out of my comfort zone, which I accepted without hesitation. This mission enriched me enormously, particularly in understanding intercultural dynamics.
More recently, I was appointed HR Director of the Africa Technical Center in Casablanca. A new chapter, both motivating and intimidating… because I was 8 months pregnant at the time! I chose to trust my instinct — and I was fortunate to be supported by top management who trusted my skills, without considering my maternity as an obstacle. This is not yet a given in all companies, so I am proud of it.
Today, I continue to invest myself fully in the development of this unique R&D center in Africa, and in the quality of work life for its employees. I am also committed, through the Women of Stellantis network, to promoting more visibility, support, and opportunities for women in the automotive engineering sector in Morocco. A cause I deeply believe in.
Vision & Leadership
What qualities, in your opinion, are essential for moving into leadership positions?
There are obviously many qualities that can contribute to reaching leadership positions, but three seem particularly essential to me:
• Emotional intelligence, above all: knowing how to listen, show empathy, manage one's own emotions, and build trust. These are solid foundations for creating a healthy and effective team dynamic. This is not always easy because a team is by definition made up of diverse profiles, with different backgrounds, personalities, and skills. The role of the manager or leader is to work with this diversity and make it a strength, a lever for collective performance.
• The ability to have a clear vision and make decisions: understanding one's environment, giving meaning, aligning individual efforts with collective goals, while owning the decisions, even when they are not popular. It is a subtle balance between boldness, clarity, and responsibility. This can translate into organizational choices, or sometimes difficult conversations with employees harming the balance of a team. It is also the manager's role to preserve the well-being of their team.
• Authenticity and kindness: staying true to one's values, keeping course despite pressures, and always seeking the common good. In my opinion, to aspire to be a good leader, you must remain authentic with your team, your colleagues, and recognize that you don't always know everything, that you know how to count on the skills of others to move forward collectively. Some may see this as weakness, but it is the opposite. The more authentic and kind a manager is, the more they will unite, inspire, and make things happen.
The more exposed and impactful the role, the more these qualities must be embodied with sincerity and consistency.
Advice for Young Professionals
What advice would you give to a young person starting today in the Moroccan job market?
What comes to mind spontaneously is to be ambitious, but not in a hurry. What is sometimes criticized about young generations is a certain impatience. Yet, the first years are precious: they allow you to transform theoretical knowledge into concrete and lasting skills. I experienced it myself; during my four and a half years as an HRBP, I saw people in my professional environment move into great opportunities, and I was happy for them, but I knew I had to learn, demonstrate my skills, my added value, and diversify my areas of expertise to have the opportunity to move into an ambitious position myself. Beyond the tasks specific to your role, always seek to take on cross-functional projects that will help you touch upon other subjects, work on your team project management skills, and gain visibility. All these elements will be useful for a future opportunity in a management position, for example.
Finally, if I can add one thing, cultivate your curiosity, develop your network, step out of your comfort zone. That's often where real opportunities arise. To give you an example, a few months ago, I had the opportunity to take on a cross-functional subject in addition to my current role as HR Director. This project covered a European regional scope in an area I didn't initially master. I took on the challenge, and I learn every day about this new subject. So, a key word: never stop learning or seeking to develop yourself!
Sharing & Impact
If you could pass on one single lesson from your journey, what would it be?
Dare. Believe in yourself. And surround yourself well.
Many young people, when entering the world of work, encounter obstacles – sometimes invisible, often unconscious. Biases, entry barriers, doubts… All of this exists, let's be honest!
But there are also precious resources to counter them or not be affected by them: a supportive environment, a strong network, mentors, colleagues who inspire. You must know how to seek them out, ask for their help, and feed on them. I've had managers in my career who coached me, advised me, accompanied me, and whom I still consider more as mentors than simple operational managers. To this day, I sometimes contact them to catch up, ask for advice or an opinion… It is essential to build your network, create these relationships of trust, and maintain them – also out of gratitude for the support received!
You also have to create your own opportunities: participate in forums, get involved in projects, go towards the unknown. And above all, prove yourself: because in the end, performance, commitment, and the desire to learn remain the most powerful levers for moving forward.
What I have learned is that when you dare, when you believe in it, doors open – for yourself, and sometimes also for others, and that, in my opinion, is the true success of a manager!
