Law, Tax, Compliance
Three questions to Sandrine Roux, Secretary General of the ABBL
Published on 16 September 2025
As she takes up her new role as Secretary General and Member of the Management Board, Sandrine Roux reflects on her career path, the key challenges for Luxembourg’s financial sector, and her ambitions for the ABBL. Drawing on more than 25 years of experience in Luxembourg’s financial industry, she shares her vision of how collaboration, innovation and proportionate regulation can strengthen the ecosystem and ensure lasting competitiveness.
Summary
What do you see as the key experiences, skills, or moments that prepared you for this new role?
Over the past 25 years in Luxembourg, I have developed a deep understanding of the challenges facing the financial sector. Early in my career, I was fortunate to hold demanding front-office roles serving a very exacting clientele. This gave me a lasting respect for revenue producers within our financial institutions, as I know firsthand how challenging it is to earn the trust of clients and counterparties.
In my more recent positions in internal control and governance, I gained valuable experience from the perspective of both management and boards. These roles exposed me to the practical impact of regulation and highlighted the critical importance of navigating increasingly complex—and sometimes inconsistent—rules.
Throughout my career, my guiding motivation has been to make a meaningful contribution to the growth and development of the financial industry. This new role offers me a unique opportunity to do exactly that.
Throughout my career, my guiding motivation has been to make a meaningful contribution to the growth and development of the financial industry. This new role offers me a unique opportunity to do exactly that.
Sandrine Roux
Secretary General, ABBL
In your view, what are the main challenges and opportunities currently facing our association and the financial sector?
Our financial sector is strong and resilient, supported by a stable local ecosystem that is envied in many parts of the world. Its health directly benefits society—through employment, tax revenues, and contributions to national value creation. But we cannot take this strength for granted, particularly in today’s fragmented and uncertain geopolitical environment.
For the ABBL, and for me personally as a member of the management board, this represents a tremendous responsibility not only toward the financial sector but also toward society as a whole. Key priorities include fostering collaboration, driving innovation in service offerings, embracing digitalisation, and adapting to regulatory complexity and uncertainty.
Within the ABBL, this means working collectively across teams, collaborating with other associations, and engaging with all key stakeholders. I am strongly committed to promoting this collaborative mindset and to strengthening transversal ways of working, so we can deliver our expertise to members and to the market with even greater impact.
What excites you the most about this new challenge, and what do you hope to achieve in the coming months?
As a member of the Management Board, I am particularly excited about helping to define our strategic priorities in regulatory and advocacy matters. The ABBL is a high-performing and agile association, but given our relatively small size, we must carefully choose our battles—and make them visible to the outside world.
As Secretary General, I also firmly believe that strong and diverse governance is essential to setting the right tone at the top and preparing institutions for the future. One of the constant challenges in any board meeting is striking the right balance between oversight and strategic discussion.
This holds true for the ABBL as well. We are fortunate to count among our Board of Directors the leading figures of Luxembourg’s financial sector. My personal ambition, together with my fellow members of our Management Board, Jerry Grbic and Ananda Kautz, is to bring fresh perspectives and strategic insights to the table—insights that board members can in turn cascade within their own organisations.