Born in Luxembourg, , entrepreneur and CEO of Human Highness, which promotes sustainable fashion, also sits on several boards in Luxembourg and Switzerland. She was also director of impact at Vice Media Emea and project manager for the Equal Voice initiative. She is currently a director of Elisabeth in Luxembourg, as well as UnaTerra, the Estonian Chambers of Commerce and Avathon.
What are the main challenges you have faced as a woman on an independent board?
Navigating the boardroom as a female member often feels like being handed a map that's missing a few crucial elements. Historically, women have been under-represented, which makes it difficult to find the right channels and the right allies. But this is where my journey takes an exciting turn. Thanks to my experience of military service, global media and sustainable business, I've become an expert at exploring new territories. Luxembourg, my home country, is setting a precedent: women now hold 30% of seats on boards of directors, a testament to the country's forward-thinking approach. It's not just about filling seats, but filling them with diverse perspectives that stimulate innovation.
My military experience taught me discipline and strategic thinking, skills that come in surprisingly handy in the boardroom. In my role on Avathon's executive advisory board, particularly with the Avathon for Good initiative, I've seen first-hand how leadership diversity can spearhead high-impact projects. This initiative is about harnessing technology for social good, for safety, and it illustrates how diverse boards can lead with empathy and innovation.
But let's face it: there's still work to be done. Sometimes you have to be the loudest voice in the room to be heard. According to a McKensey report, statistics show that companies with gender-diverse boards perform better and are likely to outperform their peers. In Luxembourg, a commitment to gender parity is not just a box to tick, it's a strategic advantage. By embracing diversity, we're not just keeping pace, we're setting the pace. So to those who doubt the value of diverse boards, I say: 'Watch us lead, innovate and create jobs. Watch us lead, innovate and redefine what's possible.'
How do you deal with the resistance or scepticism you face?
Ah, scepticism - it's like that unwelcome guest that turns up at every board meeting. But let me tell you, managing scepticism is a skill I've honed over years of strategic communications and leadership. You'd think that having been a princess for 12 years would open every door, but sometimes it just means that people expect you to arrive with a tiara rather than a strategic plan.
When I walk into a boardroom, I'm not just Tessy, the former Princess of Luxembourg. I'm a decorated ex-serviceman, awarded the Sino Philo Peace Prize for my humanitarian efforts, including founding a charity that has spread to 21 countries. I'm a dedicated mother who completed her university studies with distinction while raising two boys and managing her professional commitments. I am also a dynamic entrepreneur and investor.
My military background has taught me resilience and strategic foresight - skills that are as essential in the boardroom as they are on the battlefield. So, in the face of scepticism, I don't just defend my position; I strategically dismantle doubts with a focused volley of facts and figures. Luxembourg's progressive politicians are my allies in this endeavour. At the end of the day, competence is the name of the game. Whether it's running a fashion brand, a board meeting or a humanitarian project, my results speak for themselves. And if anyone still doubts me, I remind them that even if I was once a princess, I'm not a damsel in distress. I'm here to lead and innovate.
Do you believe that equality between men and women is improving on boards of directors?
Yes, gender equality is indeed on the rise, and Luxembourg is leading the charge with style and substance. The Grand Duchy, known for its rich history and progressive mindset, is setting a benchmark for inclusive governance. My own appointment to the board of Elisabeth Stëftung - a 350-year-old institution where men and women are equally represented - illustrates this progress. It's not just a nod to tradition, but a bold step towards a future where diverse voices shape our collective destiny. If we look back to the suffragette movement, which fought tirelessly for women's right to vote, we can see just how far we've come. Luxembourg granted women the right to vote in 1919, a monumental step that paved the way for today's advances in gender equality.
This historical backdrop highlights the evolution from fighting for fundamental rights to influencing boardroom decisions and developing global strategies. In the words of Martine Reicherts, a prominent Luxembourg leader and former European Commissioner, who once said: 'Diversity is not about ticking boxes, it's about unlocking potential. This philosophy resonates deeply in Luxembourg, where a commitment to gender parity is not just wishful thinking, but a strategic advantage. With 30% women on boards, Luxembourg is proving that diversity is not just the right thing to do - it's the smart thing to do.
What is your opinion on quotas for women on boards? Are they necessary or counterproductive in your view?
"While historically it was necessary to introduce quotas to open doors for women, nowadays quotas can unfortunately be very counterproductive. If it can be consistently demonstrated that a diverse board will outperform a non-diverse board, companies will react accordingly. Companies want to maximise their profits. So, as mentioned above, diversified boards will outperform non-diversified boards. In the same lines, 'in the future, there will be no women leaders, there will only be leaders'.
As a female board member, do you feel a particular responsibility to champion parity and inclusion?
Absolutely. My career, which spans military service, global media and sustainable business, gives me a unique vantage point from which to champion gender parity and inclusion. Both in the military and on boards of directors, I have witnessed the transformative power of diversity and innovation. Education is a powerful tool for innovation and inclusion, particularly on boards. Programmes such as the Board Director Diploma I completed at IMD Switzerland equip leaders with the skills they need to foster diverse and inclusive governance. These educational initiatives help to break down stereotypes and prepare board members to see diversity as a strategic asset rather than a competitive threat.
In today's corporate landscape, competition for a board seat is real because seats are limited. However, men and women bring different strengths and these differences should be seen as complementary assets. As board members, our primary responsibility is to serve shareholders and ensure a good return on investment. By fostering an inclusive environment that values a diversity of views, we can stimulate innovation and achieve sustainable growth. A diverse board is not just a benefit; it is a business imperative that aligns with the objectives of serving all stakeholders and maximising shareholder value.
From your perspective, what impact does diversity have on a board's performance?
Diversity on a board is like a breath of fresh air in a room that has been closed for too long--it revitalises, refreshes and invigorates. It's not just about having a variety of faces around the table; it's about harnessing a multitude of perspectives to drive innovation and strategic decision-making. My experience with organisations such as Vice Media has shown me both the triumphs and pitfalls of board dynamics. The Board defines the culture. It shows leadership by example.
Take Vice Media, for example. Once a pioneer in bold content and youth culture, the company has become an example of what happens when diversity is sidelined. The company's male-dominated culture has led to a series of scandals that have tarnished its brand. As former Vice employee Sandra Miller said, 'the lack of diverse voices at the top created an echo chamber where bad ideas flourished'. This is an excellent example of how a lack of diversity can stifle innovation and lead to strategic mistakes. It's like having a team where everyone brings their quirks to the table. One person's idea may seem preposterous at first, but combined with someone else's, it becomes pure genius.
What solutions or policies could promote better gender parity?
"Navigating the world of gender parity is like orchestrating a symphony - when each instrument plays its part, the result is harmonious and impactful. It's the ideal scenario. However, if you look at this from a market perspective, it's fair to say that the less government is involved in shaping corporate policy, the better it is for the market. The market polices itself. If a company is not successful, if it is not innovative enough, it dies with or without a diverse board.
What advice would you give to a woman who is hesitant to go down this path?
Give people a reason to elect you to the board. First of all, don't let anyone else write your story. Whether you walk into a boardroom or a battlefield, remember that you are the author of your own story. With a background as diverse as mine - from my years as Princess of Luxembourg to my military service and leadership roles - I've learned that the only person who can define who you are and who you will be is you. Keep learning and stay on top of new policies and economic innovations in your field of work.
Luxembourg offers a treasure trove of opportunities for women leaders, and it's a playing field where the rules are changing in favour of those who dare to dream big. My journey from military service to board director is proof that important contributions can come from the most unexpected places. If a former princess can swap her tiara for a strategy paper, imagine what you can do! The key is to take advantage of the favourable ecosystem that Luxembourg offers - a place where diversity is not just a buzzword, but a business strategy. Here, women are not just participants, they are pioneers.
Do you have an anecdote or highlight from your career that illustrates the reality of being a woman in this role?
One of the most defining moments of my career was not a single appointment or achievement, but a tapestry of experiences that shaped my journey. From being the first Chief Soldier in the Luxembourg Army to the leader of Human Highness, each role has been a testament to the power of resilience and reinvention. As a former Princess of Luxembourg, I was often confronted with preconceived ideas about what a woman in my position should be or do. Yet it was in the army, amidst camaraderie and discipline, that I learned the true essence of leadership, which transcends titles and embraces action. This experience was decisive, because it taught me that leadership is not about the crown you wear, but about the decisions you make and the values you uphold.
Another important chapter was co-founding and expanding my charity to 21 countries, demonstrating the transformative power of education and advocacy. This venture reinforced my belief that when women lead, they do so with empathy and a vision of a better future. It's not just about breaking glass ceilings, but also opening doors so that others can go through them. In each role, I've learned that being a woman leader is about defining your own narrative. It's about drawing on your unique strengths and experiences to create impact and inspire change. As I continue my journey, I'm reminded that the reality of being a woman in my board roles is not just about the past, it's about the future... and I can't stop talking about it with my colleagues.
This article was originally published in .