Laurent Muller: "I come from a family of entrepreneurs. For me it was the most logical choice."

Published on 22 March 2018


Laurent Muller3


Describe your career path.

After finishing my economics studies, I worked for 3 years at Paul Wurth as a project manager. I left Paul Wurth in 2006 to set up my own venture, along with my brother Frédéric, in investment fund domiciliation and administration, under the name “Paddock”. We spent 8 years developing the company before selling Paddock Fund Administration and Paddock Corporate Services in 2014 in order to focus on economic consultancy, accountancy, and online reporting for both private and public companies in Luxembourg. This is when "Muller & Associés" was created.

What pushed you to venture into entrepreneurship? Did you see entrepreneurship as one of many options, or was it the logical step to make?  

I come from a family of entrepreneurs. My parents and grandparents were all entrepreneurs and ran their own businesses. For me it was the most logical choice.

At the end of 2017, you reclaimed presidency of the Fédération des Jeunes Dirigeants (FJD).  Could you remind us what the fédération does?

The goal of the FJD is to encourage communication between company directors. It is made up of members both young (under 45) and not so young. Membership can last for life. Moreover, two thirds of our 500 members are over 45, meaning we have entrepreneurs of all ages attending our events. The FJD organises conferences, trips and various types of events: small but very interactive discussions, interviews with politicians, conferences with third party speakers, field trips, and visits to established companies.    

What projects are you currently working on that you would like to finalise during your presidency?

Traditionally, each president sets themselves a "leitmotif" for their term. This year, it is "change", and our events are based on this theme. We started the year with a talk by Joschka Fischer on political and macro-economic change at international level. Our work groups made up of new members work on topics concerning change at the macro-economic level in Luxembourg. Our members can also attend conferences with politicians (including Claude Wiseler, Pierre Gramegna et Xavier Bettel) on potential change affecting national politics, and field trips such as our latest one to Azerbaijan.

We also face certain challenges in the FJD, such as the representation of certain economic sectors, representation of women, and the incorporation of members who do not speak Luxembourgish. I have made it one of my priorities to make progress in these areas.

The FJD has worked closely with the BusinessMentoring Luxembourg programme since its beginnings in 2010. Why is this partnership important to the FJD? What measures would you like to introduce in the future?

A company director is generally alone in the decision-making process, managerial decisions often must be made without consulting their employees or even their friends. At the FJD, directors can come together to discuss issues with others in similar situations. Business Mentoring follows a similar logic, so the partnership between the two associations makes perfect sense. To challenge and to be challenged are core values of both the FJD and BM and we are in the process of organising events to promote such debate between members of the two associations.  

Did you have a mentor?

I was very lucky to have support from my family, first from my father and later from my brother with whom I work and share ideas on a regular basis. This positive energy inspires us and pushes us forward. My wife also runs a business, so she fully understands what it is like to be a company director.  We have a relationship of mutual support.

Interview by Rachel Gaessler



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