As the person named the most influential female economic decision-maker in Luxembourg at the Paperjam Top 100 2024, what does ‘influence’ mean to you?
In your day-to-day life, does this influence guide you, or do you exert influence without realising it?
“I think so; I’m naturally seeking to exert influence within my company. I’ve taken on responsibilities within the company because I want to influence its strategy and ensure the continuity of the family business. I think that, in my case, my influence has come from many other experiences outside my company. First and foremost, as president of the Federation of Young Executives (FJD). I believe that my involvement in this sort of organisation has helped to build my influence.
And today at the Luxembourg Confederation…
“Yes, of course, and with the Chamber of Commerce as well. That helps to exert a certain influence. But I don’t think it ever happens overnight. Yes, you can, if you want to, work towards it, but I think influence really comes through when you get involved and take an interest in certain areas.
When did you first think to yourself, “Yes, my voice matters”?
“It was a year and a half ago (at the Paperjam Top 100 2024, ed.)! But there are plenty of other moments when we feel that our voice is perhaps being listened to more, when we have more of an opportunity to speak out and express ourselves. The first time the media ring up for an interview, you realise that there are actually people out there who are interested in what we have to say.
But long before that, from a very young age, I had teachers who encouraged me to speak up. I took part in drama, which taught me how to express myself and put my ideas into words. I was lucky enough to grow up in a family where my voice always mattered, or was listened to.
To be influential, is it better to have skills or a good network?
“I think that, without the right skills to begin with, it simply won’t work. Then there’s the network – that’s important. It’s something you build up, but above all, it’s something you have to maintain. It doesn’t happen overnight; it’s built up and nurtured over the years. And it’s primarily through this network that you gain influence. But it’s clear that, without bringing something of value to the table, it won’t work – except perhaps for a TikTok influencer!
When you are advocating on behalf of or speaking for businesses, what matters most to you?
“To represent their interests. The Luxembourg Confederation represents the retail sector, which is perhaps the sector closest to my heart because that’s where I come from, but I also represent transport and services, and I am their voice. That is my role – as an influencer, a lobbyist, and someone who highlights the reality on the ground. But I wouldn’t be able to do that for the ABBL, for example, simply because I don’t have enough expertise in banking. You can only exert influence in the areas where you’ve acquired expertise.
You’ve been called upon to take part in the tripartite meeting. This isn’t your first time: are you well-versed in the process?
“Tripartite negotiations remain, all the same, a rather complicated exercise – a balancing act – because we have to find solutions that suit all three parties, in the country’s best interests. Everyone defends their own interests. Everyone puts forward their ideas based on their own background, within the sector or field they represent. And, ultimately, there is a national budget that belongs to us all: to employees, employers, the government, the agricultural sector, the unemployed, children and pensioners. So it cannot be stretched indefinitely. Everyone must get something out of it. More generally, I act in such a way that I can look at myself in the mirror whilst thinking about the future and what I will leave to my children.
How can we ensure that a federation is not perceived solely as a defensive lobby, but rather as an influential force for change?
“I think our role, as lobbyists, is precisely to educate: to explain the context, the needs, the constraints and the challenges. And yes, of course, we must take action to advocate for a better situation for businesses and the people who work there. But our role isn’t just defensive. It can also be proactive, moving forward to tackle the issues of the future together.
Failing to make a decision means letting someone else make it.
In your opinion, which topic do you think deserves to be revisited or discussed in a different way?
“I think the key issue remains the competitiveness of businesses. There can be no employees without businesses, nor can there be businesses without employees. Today, we have a Luxembourg model that has been working for a long time. In recent years, we have experienced zero growth, but our model is based precisely on the growth, competitiveness and productivity of our businesses.
Is this the model that needs to be called into question?
“Luxembourg is a country with shorter supply chains than in other countries. It is up to all of us to work together to review and rebuild the model. We know that we must also take action on environmental issues, without hindering businesses to the point of preventing them from operating. We know that artificial intelligence will replace certain jobs, but it will also create new ones. Our world is therefore in a state of constant change, and I believe that businesses, the government and employees must adapt to this world and constantly reinvent themselves.
I think the only thing we’re not allowed to do is do nothing. That’s something I learnt very quickly: doing nothing, not making a decision, means letting someone else make it. It’s important to make decisions, even if, from time to time, you might get it wrong and have to correct your course. That’s all part of the journey, but you have to have the courage to make decisions.”
A leader with a wide range of commitments.
Carole Muller, CEO of Fischer, chair of the Luxembourg Confederation and a board member of LuxConnect, will soon also take on the role of CEO of Panelux, a position previously held by her cousin, Patrick Muller. But this is far from her only role. She is also vice-chair of the plenary assembly of the Chamber of Commerce (since May 2024), a director of Compagnie financière La Luxembourgeoise and an external advisory board member of the Doctoral School in Computational Sciences (Uni). The executive reiterates this whenever she has the opportunity: “I couldn’t manage all these tasks without my team.”
This article was written for the July 2026 issue of Paperjam magazine, published on 17 June The content is produced exclusively for the magazine. It is published on the website to contribute to Paperjam’s comprehensive archive. Click on this link to subscribe to the magazine.
Is your company a member of the Paperjam Club? You can apply for a subscription in your own name. Please let us know via club@paperjam.lu
