Gaël Escribe: “Nexus accounts for around 8% of the global aftermarket.”

Gaël Escribe: After two years of strong growth, 2025 has been mixed, with growth slightly above 5%. We are once again forecasting a double-digit recovery for the end of 2026, thanks to dynamic growth. After twelve years of focusing on consolidating our purchases through a limited number of suppliers, we will also take advantage of our external growth policy by incorporating new distributors. This is unprecedented and sends a strong message that reinforces our position and our attractiveness. These results confirm the strength of our agile, entrepreneurial and innovation-driven team.
Europe fell slightly short of our expectations, in a context where the largest distributors suffered heavy losses. Since our member are of medium size, we can be more agile and avoid difficulties. In the United States, our momentum is exponential. We have made a leap forward by bringing together 80% of wholesalers. We are working on the remaining 20% (see US page). In Southeast Asia, we are deploying all our expertise to establish NEXUS in this region out of our Singapore office. We are already working with many local players, and since a Japanese business developer joined us, the focus will be on developing closer ties with Japanese industry in 2026.

G.E.: Our local organisation, IAMaga, has been structured, with the support of the dedicated BTR sales force, to support this conquest. The integration of Amerigo International has obviously strengthened our penetration on this continent, where caution remains the order of the day, fuelled by multiple geopolitical movements. Our double-digit growth is good news, but given the size of the Chinese market locally, we have begun to develop partnerships with tier 1 Chinese suppliers. Moreover, more broadly and from 2026 onwards, we will draw on the expertise of James Zhang, the current head of Nexmento (Nexus China), to connect the community with Chinese suppliers. The aim is to better identify and understand China's footprint in the global aftermarket.

G.E.: Its founding mission of intermediation between parts suppliers and distributors is one of our four pillars. This activity is expected to grow by 50% between 2025 and 2028. Next comes its transactional activity, on the one hand via SmartParts with DR!VE+, our private label for the NEXUS community – including Stellantis as part of our partnership. On the other hand, with our Partivia purchasing group, led by Roberto Roggeband (formerly of LKQ). The ambition is to consolidate purchasing around 13 European distributors.
NEXUS accounts for around 8% of the global aftermarket, representing millions of pieces of data collected for exploitation. This influx has led us to establish data as our third pillar. We have recruited a digital expert (Gijsberg Slob, formerly of GPC) to build a global data centre. This expert reports to our strategy director (Ben Spitz, formerly of US distributor Parts Authority), who is also responsible for the smooth transition of NEXUS to group status.
Finally, our international investment fund Mobilion, created in 2019 to support an ecosystem of start-ups dedicated to new forms of mobility, is our fourth pillar! We intend to develop it in Europe and it is likely that NEXUS will launch another fund focused entirely on the aftermarket. We are currently studying the feasibility of this project.

G.E.: Nothing can be ruled out at this stage. It will all depend on our needs, based on the progress of our development plans, particularly with regard to the stocks of our central purchasing offices scattered around the globe. An IPO is optional, as is the arrival of a new investor as a strategic shareholder.

G.E.: No one can change their production tools overnight or at the whim of Donald Trump's decisions. So we are all feeling the impact of his announcements without breaking our model. There is no need to overreact, even if it raises questions about the strategy to adopt in the medium term. Who will foot the final bill: companies by cutting their margins or end consumers? Or both, and to what extent? The situation is too unclear and unstable to make any decisions.

G.E.: Some players had a vision of a simple region where they could establish themselves with their own codes, based on centralisation. This model is not working, despite colossal investments. There are no growth prospects, which is a regrettable situation. Decisions will have to be made...