Émilie Serrurier-Hoël joined Mirabaud & Cie (Europe) SA in June with a clear strategic focus: strengthening the Bank’s relationship with entrepreneur clients as Europe enters a period of large-scale generational wealth transfer. Her appointment reflects Mirabaud’s long-standing emphasis on advising business owners whose financial needs extend beyond traditional portfolio management.
Across Europe, families are preparing for succession transitions that involve not only the transfer of wealth but also the restructuring of businesses, governance frameworks and long-term investment strategies. Research from EY suggests that trillions of euros are expected to change hands over the coming decades, reshaping the priorities of private banks serving entrepreneurial clients.
Mirabaud positions its European platform around this moment of transition. As a family-owned institution with more than two centuries of history, the firm highlights its own multi-generational experience as a source of perspective for clients navigating similar decisions.
Mirabaud’s entrepreneur-led client strategy
Mirabaud’s European platform operates from a central booking structure in Luxembourg, supported by local teams across France, Spain and the United Kingdom. The model is designed to balance operational efficiency with close client proximity, allowing relationship managers to remain closely involved during complex life and business events.
Entrepreneurs remain at the centre of this strategy. Mirabaud supports clients through company sales, reinvestment decisions and asset diversification, offering access to private assets alongside more traditional wealth management solutions. The Mirabaud family invests alongside clients, reinforcing alignment of interests over the long term.
Rather than pursuing scale for its own sake, the Bank emphasises continuity and accessibility. This positioning allows it to deliver a broad range of services while maintaining a personalised approach that remains central to its identity.
Technology investment and sustainable profitability
Serrurier-Hoël’s mandate also reflects structural challenges facing mid-sized private banks. Over recent years, Mirabaud has invested significantly in modernising its technology infrastructure, including upgrades to core banking systems and the development of digital tools designed to enhance client service and operational efficiency.
The focus now lies in ensuring that these investments translate into sustainable profitability. Clients increasingly expect advanced digital capabilities as standard, placing pressure on institutions to continue investing while preserving margins. For Mirabaud, this requires disciplined prioritisation and careful integration of new systems into existing service models.
Regulation and operating structure
Regulatory requirements remain a defining factor for European private banks. Maintaining full alignment with evolving frameworks demands ongoing investment in compliance, risk management and reporting capabilities. For institutions of Mirabaud’s size, efficiency plays a critical role in managing these obligations.
Mirabaud & Cie (Europe) SA operates with a single booking centre in Luxembourg, consolidating regulatory and operational infrastructure while maintaining client-facing branches across its European markets. The structure is intended to reduce duplication and support consistent governance while preserving local market expertise.
Leadership experience and long-term perspective
Serrurier-Hoël brings extensive experience in Luxembourg’s financial sector to her role, having held senior leadership positions at BIL across wealth management, regulatory affairs and operational transformation. At Mirabaud, she reports to Nicolas Mirabaud, chairman of the board of Mirabaud & Cie (Europe) SA and managing partner of Mirabaud Group.
Mirabaud Group traces its history to 1819 and remains privately owned under a limited liability partnership structure. The managing partners are Camille Vial, Nicolas Mirabaud and Lionel Aeschlimann. This ownership model supports a long-term perspective that shapes strategic decisions across the Group’s activities.
As the European platform continues to evolve, Serrurier-Hoël’s focus is on deepening client relationships, strengthening operational resilience and ensuring that Mirabaud’s positioning remains relevant as the wealth management sector adapts to demographic and structural change.
That long-term orientation is reflected in a principle that underpins both the Bank’s client approach and its own development:
“Our mission is to ensure our clients’ assets are secure today and positioned for growth tomorrow.”
How effectively Mirabaud converts that philosophy into sustained growth will become clearer as Europe’s generational wealth transition unfolds and as private banks refine their role in guiding entrepreneurial families through this period of change.
