Paperjam Club: Do Luxembourg-based companies have sufficient access to funding sources tailored to their international growth, or is there a lack of specific solutions?

: Yes, I’d say Luxembourg does offer good funding opportunities, especially when it comes to supporting international growth. There are solid public programs that can really help. But for early-stage startups, it can still be tough as it often comes with a lot of paperwork and time-consuming processes. Preparing proposal applications and handling reporting can be overwhelming for small teams who are already stretched thin. Nonetheless, the support is there--and as the ecosystem matures, we’re seeing steady improvements in both access and process efficiency.

In a rapidly evolving technological landscape, how can Luxembourg’s family businesses remain competitive on a global scale?

Staying competitive in today’s fast-changing tech world can definitely feel overwhelming. In my view, it doesn’t have to mean chasing every new trend--it’s more about being open to small, meaningful changes that truly make a difference. For some businesses, that could be digitising basic processes or simply finding better ways to connect with their customers.

I also believe that surrounding yourself with the right people--whether it’s younger team members bringing fresh ideas or external partners offering new perspectives--can be a huge help. Family businesses already have so much going for them: strong values, deep roots and a long-term mindset. If they can combine that with a bit of openness to new tools and ways of working, I honestly think they have a great chance to stay relevant and continue growing, even in a global market.

Business succession is often a challenge. What best practices would you recommend to ensure a successful transition while preserving the company’s identity?

Business succession, whether it involves passing on management roles or transferring ownership and control, can be challenging--especially when the company’s soul and identity truly matter. It really helps to start early. Succession planning shouldn’t be a last-minute task; it works best when it’s gradual and built into the company’s long-term vision.

Another key element is involving the team. Culture isn’t carried by leadership alone--it lives in the people. Keeping the team informed, aligned, and involved in the process helps preserve continuity and build trust.

It’s also essential to document and clearly communicate the company’s core values--not just what we do, but why we do it, and why we do it this way. This isn’t only about branding; it ensures that future leaders understand what they’re inheriting and why it matters.