An IT company celebrating its 40th anniversary with a philosophy that has remained unchanged, a continued local presence, and the best year in its history. For 
The anniversary will be celebrated on 4 June in Steinsel and will also serve to officially mark the company’s move into its new premises, the opening of which could not be held during the Covid pandemic. “We celebrate every ‘10 years’. Given that we don’t do any advertising, and we don’t invite our customers to football matches or things like that, [doing it every] 10 years seems reasonable to me,” explains Laurent Loschetter.
The figures illustrate this trajectory. According to data presented by the company, turnover rose from around €9.25m in 2016 to €17.02m in 2025, whilst net profit reached nearly €1.43m in the last financial year. DSL also reports a surplus of assets over short-term liabilities of more than €3.1m in 2025, a sign of a sound financial structure.
DSL wasn’t born out of a fascination with technology. At the age of 18, Laurent Loschetter says he was mainly looking for a way to earn a living. A friend then told him about the computer industry, convinced that “everyone will have their own computer”. That was all it took. “You were allowed to be young if you sold computers,” he recalls. Forty years on, some of his earliest customers are still with him.
A traditional, almost bespoke design
The company is built on two pillars: IT infrastructure, which accounts for around two thirds of its business, and printing, which makes up the remaining third. This is a model that some might consider traditional in a market dominated by talk of the cloud, AI and digitalisation. DSL, however, fully embraces this approach.
We have clients with 300 or 400 employees who don’t have an IT manager. So we’re their IT department.
“Most of our customers aren’t necessarily looking for cutting-edge technology for their business, but for a service,” explains 
This approach was accompanied by a major strategic decision in the early 2000s. At that time, the banking sector accounted for up to 70% of DSL’s turnover. Management considered this concentration to be too risky. The company therefore decided to diversify its client base, opting to increase the number of medium-sized clients rather than rely on a handful of major accounts.
This shift has enabled DSL to better adapt to the changes in Luxembourg’s financial sector, including bank restructurings and mergers. Today, the company works with local authorities, hospitals, charities, and cultural and social organisations. During the Covid-19 pandemic, this diversification proved to be crucial. “We never stopped working,” emphasises Laurent Loschetter.
A deliberately limited IT scope
DSL also claims to have a deliberately limited scope. The company does not develop accounting software, does not build websites, and does not position itself as an artificial intelligence specialist. “We provide the infrastructure,” sums up the founder. “We ensure it is as secure as possible, that the data is in the right place and that it is backed up in the right place.”
This caution does not stand in the way of progress. Boxed software licences have disappeared, and cloud services and outsourced backups have become the norm, but DSL refuses to chase after every new technological trend. Laurent Loschetter refers to certain highly specialised companies that emerged during the early days of server virtualisation, only to disappear a few years later. “What used to be geeky has become ‘common sense’,” he sums up.
What has changed dramatically is the pressure on our technicians when it comes to hacking, phishing…
The most significant change today concerns cybersecurity. “What has changed dramatically is the pressure on our technicians’ shoulders when it comes to hacking, phishing and network breaches,” explains Laurent Loschetter. Whereas a server failure used to be the main risk, cyberattacks and encrypted systems are now a constant source of tension.
DSL says it has taken a tougher stance with its customers on security issues. Certain procedures are no longer merely recommended, but mandatory. “We have taken decisions to impose security standards on our customers,” says the CEO. Multi-factor authentication, VPNs, backup policies and access security have become essential.
If a customer refuses to comply with these measures, DSL may even go so far as to reconsider the business relationship. “You may no longer be a customer of ours,” explains Laurent Loschetter. The management believe that, ultimately, the responsibility always falls on them when an incident occurs.
The fundamental human dimension
The company also emphasises the importance of interpersonal relationships within its business model. This applies not only to customers, but also to suppliers and staff. DSL has been working with Dell for over ten years and holds Platinum Partner status in Luxembourg. This relationship was particularly helpful in securing access to equipment during the supply chain disruptions caused by the Covid-19 pandemic.
But according to the founder, the hardest resource to find is still technical staff. “It’s really difficult to find good technicians who understand what we’re trying to do here.” He insists that DSL could serve more customers if it could immediately find more qualified staff.
At 40 years old, the company thus boasts a sense of stability in a sector accustomed to fads and constant reinvention. Over 95% of its business remains concentrated in Luxembourg. And despite technological advances, its management’s conviction remains the same: IT must, above all, simply work. “Our clients want to focus on their business,” says Steve Wohl. “IT is essential, but it simply has to work.”
