Decathlon’s cycling revolution: how the French giant is reshaping the peloton from within

“Our first goal is to stay in the top five of world cycling and, by 2030, win the Tour de France,” said CEO Dominique Serieys, outlining a project that has quickly moved from sponsorship to ownership. According to L’Équipe, the team’s budget has already climbed to €28 million in 2025 and is expected to surpass €40 million next year, underlining just how serious Decathlon is about its commitment to top-level cycling.

Veteran rider Oliver Naesen, part of the team since 2017, has lived through the transition. “The mindset is completely different now,” he told Het Nieuwsblad. “Before, we had to make ends meet. If we wanted certain bike components, like wheels, we often chose a brand that paid extra on top of supplying the products. That sometimes meant ending up with something of lower quality. Since Decathlon arrived, that’s completely impossible.”

Naesen says the difference is not only financial but also cultural. “Last year I got four different versions of the same rain jacket. Simply because they develop and improve everything so quickly.” 

The team has effectively become a testing lab for Decathlon’s innovation pipeline, a real-world feedback loop that connects the peloton directly with product development.

That constant improvement reflects the tone set. Since Decathlon came on board, there has been a clear shift in mentality within the team. “It used to feel much more familiar,” Naesen said. “You could still talk freely inside the team, while now hard, business-like decisions are being made. Things move faster now, and that’s not always easy, but it shows in the results.”

Last year, Serieys was appointed as the new CEO, a businessman through and through. “When he joined us, he said: ‘Last year you won eight races; next year you need to finish above twenty.’ We eventually won around thirty, with almost the same core as the year before. That really opened our eyes. If you put performance first and leave no margin, it shows in the race. Some might say openly declaring such ambitions puts pressure on the riders, but I think it’s a very good thing. Top-level sport is simply a different world.”

Another big change in recent years has been language. Where once everything was in French, English is now the team’s main language. “They prefer us to speak English all the time,” Naesen said. 

“The team wanted to move away from that very French image to become more attractive to foreign riders. There’s nothing wrong with French itself, but it can be a limiting factor when you’re trying to bring in strong riders. The staff still speak some French now and then, but the boss isn’t the one who has to speak it anymore. It’s a good thing.”

With young talents like Paul Seixas and Léo Bisiaux coming through, and major reinforcements such as Olav Kooij, Tiesj Benoot and Matthew Riccitello joining the squad, Decathlon–AG2R La Mondiale is starting to look like a genuine long-term sporting blueprint. 

“This Decathlon train isn’t slowing down anytime soon.” Naesen concluded.