Category Archives: General

LPEA-SHU Private Equity Training: OCT 1 – NOV 14


OCT 1–NOV 14



3 hours
per class


2 classes
per week



Chamber of Commerce

Training Center
(parking provided)


The Luxembourg Private Equity & Venture Capital Association (LPEA) and the Jack Welch College of Business & Technology at SHU have joined forces to create a business certificate for Luxembourg professionals, specifically designed to focus on Private Equity: The Private Equity Business Certificate Program.

Together, the LPEA and SHU developed a comprehensive curriculum that offers a unique opportunity to deep-dive into Private Equity and Venture Capital.


This initiative with the Jack Welch College of Business & Technology is the first of a long-term development in Luxembourg that aims at enhancing the skill set of newcomers and current practitioners in Private Equity and Venture Capital, while embracing the University’s “Learn Today, Apply Tomorrow” mission.



You’ll gain first-hand insight from seasoned professionals and experts on how best to apply what you learn,
into your current business or future career.


submit button






Send download link to:

By clicking the submit button, you agree to the Privacy Policy and you accept to receive communication on our programs and receive personal advice from SHU to support your learning development needs. If you do not wish to share your contact details with us, please contact us at to receive the electronic brochure for this program by email.


Private Equity is one of the best performing asset classes.

Over the past decades, the industry has consistently grown to exceed €4 trillion in assets under management. Those distributions, combined with the poor performance and volatility linked to traditional asset classes, have driven a number of new investors to enter the Private Equity world.

Luxembourg is one of the most popular jurisdictions for private equity and venture capital. Whilst historically a local presence in Luxembourg was limited mostly to smaller and/or emerging General Partners, many large international houses have set up and conducted business out of Luxembourg since the middle of the last decade with a considerable and growing local substance.

The Alternative Investment Fund Managers Directive (AIFMD) introduced new organizational requirements and specific disclosure rules regarding AIFMs managing AIFs which acquire control of non-listed companies and issuers. Focus shifted from well-known product regulation to manager regulation.

The alternative investments industry accepted the challenge and is governed today by a framework that is eligible to develop into a brand, just as the UCITS Directive.

PE managers appreciate Luxembourg's business friendly environment and they have embraced the introduction of the Reserved Alternative Investment Fund (RAIF), which completed the Luxembourg investment fund toolbox by a manager-regulated alternative fund.

In a fast changing environment, the industry is however facing challenges of an economic and regulatory nature. While Luxembourg has been active in the Private Equity field for more than two decades, until recently very few large investment vehicles were established there. In this new paradigm, the appetite for the Luxembourg fund structuring toolbox has increased beyond expectations. The diverse range of vehicles, from unregulated to regulated products, together with the asset class expertise developed over the years within the professional community and the CSSF are key factors of this collective success.

This shift is driving a strong demand for skilled employees who understand how the industry operates in its entire value chain—from fund structuring through to operations and exits.

The Private Equity & Other Alternative Asset Classes course and the Private Equity Business Certificate Program aim to meet the growing demands of the industry by delivering both engaging and challenging courses, providing participants with tailored curriculum and professional insights to develop new skills and knowledge directly applicable to the day-to-day business operations.


  • Standard Price: €950 (EUR)
    When you are ready to register, access the online registration system HERE.
  • Partial Payment is due upon registration. Participants will be invoiced separately for the remaining fee balance. Your space is secured upon receipt of full payment.
  • Price includes learning materials and processing fee.



Class Day Date Time
1 Tuesday 1-Oct-2019 18:30-21:30
2 Thursday 3-Oct-2019 18:30-21:30
3 Monday 7-Oct-2019 18:30-21:30
4 Thursday 10-Oct-2019 18:30-21:30
5 Tuesday 15-Oct-2019 18:30-21:30
6 Thursday 17-Oct-2019 18:30-21:30
7 Tuesday 22-Oct-2019 18:30-21:30
8 Thursday 24-Oct-2019 18:30-21:30
9 Tuesday 29-Oct-2019 18:30-21:30
10 Thursday 31-Oct-2019 18:30-21:30
11 Thursday 7-Nov-2019 18:30-21:30
12 Tuesday 12-Nov-2019 18:30-21:30
13 Thursday 14-Nov-2019 18:30-21:30


This course will provide an overview of the main approaches, structures and actors in Alternative Assets and specifically Private Equity. With well-known on the ground practitioners the elements of a successful Private Equity Fund will be described and discussed in detail.
The course will specifically address:

  1. Alternative Asset Strategies such as Venture Capital, Leveraged Buyout, Real Assets and Private Debt.
  2. The fundraising, investment and portfolio management of Private Equity funds.
  3. Legal and tax aspects of selecting and setting up Private Equity vehicles.
  4. The exiting and performance measurement and reporting for Private Equity funds.


  • Grasping the Big Picture.
  • Introduction to the Private Equity market in Luxembourg.
  • Overview of different elements of a successful operation of a Private Equity fund.
  • Understand the opportunities and functioning of the Alternative Asset classes and the Private Equity market.
  • Lectures by and discussion with specialized practitioners of Alternative Asset market segments.


  • Lecture-based teaching method with interactive in-class discussions.
    (Basic preliminary studies, i.e. via internet, would be helpful.)
  • Practitioners such as fund managers, lawyers, auditors, tax advisors and other service providers to the industry will share their knowledge and experience and discuss theoretical and practical challenges of their specialization.
  • Participants will be required to participate actively in the class discussions.
  • Team Project: Your Private Equity/Alternative Asset Fund
    Participants will be split into teams the start of the course. The project will aim at simulating a real-life launch of an alternative fund using the topics covered throughout the course, and displaying that you understood the “Big Picture”. Participants will showcase their findings and fund in final pitch presentation.
    Faculty will be available throughout the course to provide feedback and advice.
  • Grading will be based on discussion participation and the Team Project.
  • Participants learn to recognize how they can use material in the context of their own organization and apply concepts in their professional environment of future career.
  • A diverse set of perspectives across industries, professional experiences and academic disciplines: participants come from a variety of backgrounds and companies, ensuring exposure to a broad range of learning experiences.
  • This courses is academically accredited at the graduate level.
  • Credits earned may be applied toward the Private Equity Business Certificate or the MBA Degree.


This course is designed as overview/introduction to Private Equity/Alternative Assets with more detailed and specialized discussions of the alternative asset universe.

  • Financial sector professionals with an interest to develop in Alternative Assets and Private Equity.
  • Individuals aspiring to start a career in the Alternative Assets and Private Equity markets.
  • Professional AND Individuals looking to expand their understanding of Private Equity.
  • Basic prior understanding of Private Equity and finance concepts will be helpful for this course, but is not a “must-have”.
    (Basic knowledge can be obtained via prior self-studies.)



Experts in the Private Equity and Venture Capital field, including fund managers, lawyers, auditors, tax advisors and other service providers to the industry will share their knowledge and experience and discuss theoretical and practical challenges of their specialization.



Send download link to:

By clicking the submit button, you agree to the Privacy Policy and you accept to receive communication on our programs and receive personal advice from SHU to support your learning development needs. If you do not wish to share your contact details with us, please contact us at to receive the electronic brochure for this program by email.

Wednesday Mornings are for Building Skills


Legitech Fall 2019 Workshop Cycle-Executive Education with SHU

Building & Nurturing Client Relations


Digital Marketing

OCT 16

High Impact Presentations

NOV 13

Conflict Resolution Development

NOV 20

Client Relationship Development

DEC 11

Innovation Management

Chamber of Commerce

Training Center
(parking provided)

Legitech and the Jack Welch College of Business & Technology, department of Executive Education, have developed 5 workshops that will inspire professionals and practitioners looking for skills to build and nurture client relations in the legal, fiscal and accountancy domains.

9-Oct-19 | Digital Marketing

Instructor: Benedikt Jonas

Understanding rapidly evolving world of internet marketing, changes in consumer behaviour and opportunities, problems, tactics & strategies associated with internet-specific marketing tools in the legal and consultancy environment. Introduce participants to various digital channels, their advantages and ways of integration.

16-Oct-19 | High Impact Presentations

Instructor: Esther Celosse

Delivering presentations with confidence & impact in the legal community and environment. This workshop identifies & explains the secrets to high impact delivery presentations and provides the context to put the learnings into practice. Adapted to legal & consultancy environment.

13-Nov-19 | Conflict resolution & Assertiveness

Instructor: Keith Amoss

Standing your ground (in the client relationship) in the legal environment. This workshop aids the development of awareness & approach to detect, avoid & manage potential conflict situations within the legal environment. Focusing on reinforcing key efficient communication behaviors that work across a wide range of business & organizational situations.

20-Nov-19 | Client Relationship Development

Instructor: Olivier Hance

Growing & maintaining Client Relationships in the legal environment. This workshop gives an overview of the key elements of client relationship management, recognize & address potential threats to existing relationships and how to develop fruitful existing & new relationships. Adapted to participants working environment.

11-Dec-19 | Innovation Management

Instructor: German Castignani

Understanding Innovation Management. Guiding participants through the innovation process, from invention disclosure up to successful commercial transformation. Open innovation & co-development strategies will be included, likewise strategies for protection & licencing of intellectual property. This workshop develops the awareness & approach to assist clients in their innovation process and at the same time, stimulates the participant to set innovation in their own agenda.

If you register for all the workshops you have one workshop for free.

Key Benefits

  • Learn today, apply tomorrow.
  • Living this graduate level educational experience will enhance your career opportunities by developing your skills and abilities.
  • Participants will receive a proof of recognition (Certificate of Attendance) dated and signed by both Legitech and the Jack Welch College of Business & Technology.

Who Should Attend?

  • All workshops will be adapted to the need of the specific environment of the participants and can be (re)designed for in-house purposes or open-registration purposes.


3 Hours (09:00-12:00)


English or French


Chamber of Commerce in Kirchberg.
Training Center
Parking available on site. Easy access by tram, bus and vel’OH!

For more information and registration:

Download Workshop Flyer


Written by Michael D. Herley., DBA in finance candidate at Sacred Heart University in Fairfield, Connecticut (US).

Published by Delano™ and Maison Moderne™

Sacred Heart University Luxembourg recently welcomed some of its Fairfield, Connecticut (US) DBA students, who visited a number of local institutions and professionals. Michael Herley writes about his experience on the trip.

Even though the EU is a nonfederated political and economic union, it felt more like an undiscovered country as I read more than 30 scholarly articles on the union in preparation for a weeklong doctoral seminar on European financial stability in Brussels and Luxembourg. I thought perhaps this was because it was my first trip to Europe.

The doctoral seminar kicked off at the Luxembourg Chamber of Commerce with a presentation that focused on Luxembourg’s geographic advantage in close proximity to major European markets and the government’s agility in attracting business. No doubt these features contribute to Luxembourg’s per capita GDP of approximately $104,000, which is roughly 75% higher than the GDP per capita in the US as of 2017—a fact I suspect would surprise many back home.

Another shining aspect of the doctoral seminar was being immersed in the rich history of Europe, Luxembourg, and Brussels, including visits to cultural centers and historic sites, and dining on exquisite cuisine. It was equally impressive to see how environmentally conscious European society is and how clean the air was in both cities. I particularly enjoyed the biodegradable wooden comb my hotel provided, which is not something typically found at US hotels.

This commitment to the environment was further brought to bear during our meeting with European Investment Bank’s civil society officer, who explained how this organization was the largest lender for actionable climate investments in the world and the largest issuer of green bonds.

Coming out of a presentation at the Banque centrale du Luxembourg a couple of days later, I certainly felt like a million euros. Senior representatives from the central bank focused on the importance of financial stability and emphasized the benefits of having a more unified macroprudential policy stance across the 19 EU countries that have adopted the euro, including placing more financial tools under the purview of the European Central Bank. It certainly will be interesting to watch how these policies evolve as unforeseen economic challenges undoubtedly arise.

Throughout our discussion with representatives from the European Stability Mechanism, I struggled a bit, however, to grasp the willingness of the EU to bail out Greece and other countries during the sovereign debt crisis of 2010. Despite the federal deficits in the US, most states are in reasonably good financial shape, and it’s hard to imagine our federal government bailing out one that was on the brink of insolvency.

Now, notwithstanding the fact that the EU is not a “United States of Europe,” its economic integration has modeled certain aspects of the US system—though I surmise it was easier to bring together the 13 original American colonies in pursuit of a more perfect union than the current members of the EU, all of which are long-standing, independent countries with distinct cultures and political and economic systems. We Americans still like to talk about the “Spirit of 1776” and the success of the American experiment. History, too, will to be the judge of the European experiment currently underway.

Unfortunately my terrific week in Luxembourg and Brussels had to come to an end, but not without a capstone presentation at the European Commission (EC) headquarters led by Dr. Vinhas de Souza, head of the economics team of the European Policy Strategy Centre at the EC; Jan Vandenberghe, policy coordinator and trade negotiator for EU-US trade relations at the EC; and Christophe Manet, deputy head of division for China, Hong Kong and Taiwan at European External Action Service. I will admit that I did not fully agree with their perspectives on trade negotiations with the US, but it was an incredible opportunity to hear the European perspective, and I was equally impressed by both the passion and conviction of the presenters. In many ways it felt as if I were living in history as these negotiations continue to play out in the global arena.

During my visit I learned much about the EU’s structure, international finance, and what the EU hopes to achieve in the years ahead, and, despite any shortcomings in the EU structure or early blind spots, it has provided for the longest period of peace among EU members, which alone is history.

I soon headed home, recognizing that I was now a much richer person than when I first arrived in Europe.

Martha J. Crawford, Dean, Jack Welch College of Business, SHU

International Business Leader is New WCOB Dean

International Business Leader is New WCOB Dean

Martha J. Crawford, Dean, Jack Welch College of Business, SHU

Martha J. Crawford will be the new dean of the Jack Welch College of Business (WCOB) at Sacred Heart University, effective August 5. She has both a business and academic background, having served as senior vice president of Research & Development for several multinational companies (Air Liquide, Areva and L’Oréal) based in France. In those roles, she fostered technological innovation, sponsoring internal innovators, coaching and helping to develop tech startups with VC partners and creating new startups with innovation partners.

In 2016, after living and working in France for 20 years, Crawford repatriated to the United States to accept a teaching position at the Harvard Business School. Since 2016, she has taught the MBA core-curriculum course, “Leadership and Corporate Accountability,” which covers legal and ethical aspects of corporate responsibility. In addition, she developed a course—“21st-Century Energy”—that was nominated in 2019 for a national prize by the Harvard Business and Environment Initiative.

Crawford is a resident of Cambridge, Mass. She earned her master’s degree in business administration from the Collège des Ingénieurs in Paris in 1998. Prior to that, she received her MS and doctorate degrees in environmental and chemical engineering from Harvard University (School of Engineering and Applied Sciences) in 1994 and 1997 respectively.

Crawford is excited to lead the growing College of Business at Sacred Heart,

I look forward to helping transform West Campus into a regional center of excellence for teaching entrepreneurship and innovation with state-of-the-art teaching and research facilities, co-working space, start-up accelerator and incubator space and joint innovation programs with industrial partners. I also look forward to building or reinforcing academic bridges and degree program with other SHU colleges. This will help prepare students to thrive in an increasingly complex world that requires interdisciplinary knowledge and skills.

Crawford said the creativity and boldness of the SHU senior leaders enticed her away from the Harvard Business School where she has been very happy.

I was impressed with their putting the School of Computer Science and Engineering within the College of Business and acquiring the former GE headquarters to build out an innovation campus that will become an important platform for business growth in the region. During my interviews, I was excited by the sense of mission, energy and the capacity to embrace change. I look forward to working with the team at SHU, and I believe my former C-suite experience managing R&D, intellectual property and innovation partnerships for multi-national companies has given me the skills and network necessary to help the WCOB achieve its goals.

SHU’s mission is also important to Crawford.

My parents taught us that we had to give back to society in proportion to our capacities—that we need to use our resources to create value, reinforce our communities and help make the world a better place. A tour of campus with my daughter (a rising high school junior) and interaction with several students convinced me that SHU is teaching that same philosophy and equipping students to make a positive difference. That resonated with me.

“We are excited to welcome Martha to the SHU community. We believe she is the right person to actualize our vision of integrating business and technology education—something that began with the move of the School of Computer Science & Engineering into the College of Business,” said Rupendra Paliwal, Provost & Vice President for Academic Affairs.

Her expertise in creating value through technical innovation will be critical as we continue to develop an innovation center at West Campus. She is dedicated to providing a transformational learning experience for our students and also contributing to the regional economy.

Rupendra Paliwal, Provost & Vice President for Academic Affairs

The Jack Welch College of Business is named after the legendary former CEO of General Electric, Jack Welch. Its goal is to develop the next generation of leaders, and all activities and programs focus on enhancing student learning. Students work with a dedicated community of scholars and practitioners rooted in the Catholic intellectual traditions, ethics and values with learning taking place both inside and outside of the classroom. Business students participate in learning communities, in-service experience with area non-profits and international exposure through courses at SHU’s Luxembourg and Dingle campuses. The curriculum of the WCOB is to prepare students to achieve their goals, give back to their community and make a difference in global society.

Leading with Integrity

Leading with Integrity

Eros Sharma
Adjunct Instructor of Leadership
Jack Welch College of Business, Sacred Heart University Luxembourg

Imagine you are a financial services firm entitled to charge your clients a certain commission specified in formal bank-client contractual documentation. However, no one in your financial services market charges that commission to clients. Clients can easily leave you for a competitor that charges 0 commissions on all transactions. Hence, it’s just not done or wise to do. However, quarterly commission targets need to be met. As a manager of your financial services firm meeting commission targets implies a substantial bonus in variable pay. Thus the manager applies the commission and gets the bonus. Has this manager led with integrity or acted on the desire to benefit personally?

As an Adjunct Instructor of Leadership at the Jack Welch College of Business in Luxembourg, I teach an MBA course titled “Leading and Influencing with Integrity.” It is our mission to embed integrity onto leaders. Integrity is a personal quality that encompasses behaviors demonstrative of strong ethics, moral principles, and values. As Donald Cressey suggested in 1951, for embezzlement to occur, the following three precursors must be present simultaneously: Perceived pressure from a non-shareable problem, perceived opportunity for trust violation, and finally rationalization which is the justification an individual may use to commit fraud. In its simplest form, if how you rationalize and make decisions is unethical due to your very personal view of what is right, wrong, and acceptable to do, then there is a chance you will exercise fraud or embezzlement leading to lack of leadership integrity. Maybe Carlos Ghosn can tell us how come he thought the Château de Versailles was making a gift of €50,000 to him on his wedding. The Château de Versailles of course had no intention to hand over such a gift and charged Renault directly Mr. Ghosn’s wedding expense. This went unnoticed until Renault investigated.

When we have examples of senior leaders exercising lack of integrity, this may have a direct impact on the behaviors and existence of the entire organization. How do we therefore prepare existing and future leaders to act with more integrity? Lack of leadership integrity leads to lack of trust amongst all stakeholder groups including investors, clients, and employees.

According to the 2018 Edelman Trust Barometer, the US dropped from the “Truster” category of nations in 2017 to the “Distruster” category in 2018 with a 23 point drop. Across NGOs, Business, Government, and Media sectors, trust isn’t being recovered. Out of these four sectors, the Government sector saw the largest decline in trust with a 14 point loss when compared to 2017 results. To make matters worse, the report highlights how 7 in 10 people worry about fake news being used as a weapon. To put it in other terms: “Who you’re going to trust?”  Well, good news, the 2018 Edelman Trust Barometer mentions that CEOs are regaining credibility. Why are CEOs faring better in credibility?

According to a Strategy& PwC report on CEO success and ethics,

Boards of directors, institutional investors, governments and the media are holding chief executive officers to a far higher level of accountability for ethical lapses than in the past. Globally, CEO dismissals for ethical lapses increased from 3.9% of all successions in 2007-2011 to 5.3% in 2012-2016—a 36% increase.

This higher level of dismissals is not as a result of more unethical conduct but directly related to more accountability and oversight. Thus at this stage I ask, what is the future of leadership trust and integrity?
The Future of Trust and Integrity Report from the World Economic Forum clearly lays out a framework to act on the need to enhance trust and integrity. The report details actions to follow at the institutional, behavioral, and technological dimensions.

While new legal requirements at the institutional level can reinforce integrity, knowledge and institutional capacity to implement compliance changes will be important.

At the behavioral level, it is as important to reward compliant behavior as it is to call out bad practices. Think of this one in a country where bribery is normal and you don’t get things done unless you reward the corrupt ecosystem. How do you break this habit? Corporations, regulators, and educators such as universities should clearly lay out what is and isn’t acceptable and the respective consequences. It is as important to highlight cases of leaders following and complying with the rules as it is to call out cases where rules are not being followed. I find this to be a brilliant effort to change behaviors and to break icecaps of corruption.

Finally, e-governance, blockchain, open data, and big data analytics can certainly help with corruption and transparency. By making technology a trusted source of relevant data, corruption will have less of a chance to emerge due to the availability of the same information for all relevant stakeholders.

Leading with integrity is paramount to address the challenges society faces with financial crises, the political landscape, climate change, and societal movements led by younger generations. Jack Welch School of Business in Luxembourg has organized a “Leading with Integrity” conference and panel on March 13 in Luxembourg to discuss how we can lead with integrity in various settings. We are welcoming industry leaders from the private sector, from government, European institutions, international financial institutions, human resources directors, MBA alumni and the larger public to attend.

Registrations are being accepted through the following link containing panelist and logistical information.

Eros Sharma, Adjunct Instructor of Leadership & Management, Jack Welch College of Business SHU Luxembourg
Eros Sharma, M.S.
Human Capital Services Consultant
Ashridge, UK.
Read more



Chamber of Commerce, Centre de Formation
7, rue Alcide de Gasperi, L-2981 Luxembourg




Already feeling the winter blues? Just in time to start planning your summer holidays with SHU!

This summer SHU is giving you the opportunity to…

    • Explore current business issues related to doing business in Asia

    • Visit a number of foreign businesses operating in Beijing and South-East Asia

    • Visit famous cultural attractions on private guided tours in each destination

    • Students can earn academic credit


SHU welcomes all individuals to benefit from our Asian experience. In 2015 we had students, alumni and partners join and we hope to again. Students will have first priority and can take the study-trip as a course for credit (3 CH elective) or non-credit.


First Name *

Last Name *

E-mail *
Phone number *
Address *
City *
Postal Code *
Country *
Nationality *
Company *
Position *








Depart from Luxembourg: Friday, April 5, 2019
Return to Luxembourg: Sunday, April 21, 2019
Destinations: Beijing, China
2019 Asia Trip Total Duration: 16 Days
Estimated Cost*:
*Costs will be determined based on the final number of participants
€3,500 Shared Room
€4,000 Single Room
Breakfast Included
Lunch & Dinner NOT Included



If you’d like to request SHU attempt to arrange a certain type of corporate visit, please contact Alexandra Lewis (


If you’re interested in joining the 2019 Asia Trip, please complete the REGISTRATION FORM or contact Alexandra Lewis ( for more details.


If you choose to confirm your registration now, you will not be committed to the cost of the trip until the deadline has lapsed and we’ve received all registrations. If at that point we do not have enough participants, you will not be bound or required to pay for anything.

The stated cost of €3,500 is APPROXIMATE. The final cost will depend on the number of participants registered, therefore I do not have the power to limit the expense of the trip to 3,500 EUR per person. The costs are determined by the travel company we work with. If there are not 15 participants, then the fees will increase. If that is the case, all registered participants will be notified and given the option to withdraw their participation at no charge.

All registered participants will be asked to pay a €1,000 deposit AFTER November 30 to confirm their participation. Final invoices will be sent out 2-3 months prior to the departure date. The final invoice will include all transportation costs mentioned in the info sheet, visa application processing fees (if any), hotel bookings, breakfast, cultural attractions and tour guides, etc. We ask that each individual’s fees be paid in full prior to our departure.

If the enrollment numbers at below 10 participants, we will most likely be forced to cancel the study trip for this academic year and try again next year.