When Carlos Ghosn became C.E.O. of Renault in 2005, he took over a company with a superb reputation for innovation but little strategic direction. To achieve aggressive goals, he applied tough schedules and exacting standards. But after four employees killed themselves on his watch, some questions were raised about just how hard Ghosn pushes his workers.

How did you first hear about the situation at Renault? Sources of mine—particularly, experts in global manufacturing—told me about the suicides, which received very little coverage in the press in Europe and virtually none in the U.S. To these sources, this was yet another example of how manufacturing companies are increasingly diminishing working conditions for their employees, who are their most important asset. In other words, the sources’ position was that while globalization has many significant rewards, its sins are often visited upon the workers.

Have you heard any updates on the company since you finished the story? Renault, like all automakers, is going through very difficult times as global economies sputter and auto sales flatline. Maintaining the pace to reach Carlos Ghosn’s goals will be extremely difficult.

What’s the Technocentre like? Any facilities in the U.S. you’ve seen that are comparable? None, as far as I know. The Technocentre is a little town wrapped up in the cold, iron environment of the manufacturing world. It’s a vast complex with intersecting walkways and ramps and beehive architecture; it feels like the inside of a futuristic airborne space community, an artificial world in a robotic landscape.

What’s Carlos Ghosn like in person? Charismatic, charming, brilliant, driven, thoughtful, and intimidating. It’s a remarkable combination—perhaps the very traits that in today’s business landscape are required to be a turnaround artist of his capabilities. It’s hard to have a conversation with Ghosn and not feel that his depth of industrial knowledge is exceptional.

Have you worked on a suicide story before? Was it harder than the typical business story? Much harder, because of the obvious—people died for the story to be told. Interviewing family members of the suicide victims was a painful experience. Their lingering heartache was palpable.