Frédéric Laure (EMLV 1996): From Grenoble to Michigan, the journey of a leader in a century-old company undergoing transformation

Frédéric Laure (EMLV 1996): From Grenoble to Michigan, the journey of a leader in a century-old company undergoing transformation

2026-05-14 08:00:00

2026-04-30 08:36:17

2026-04-03 17:10:32

Julia CVETKOVSKI

Founded in 1865 in Grenoble, ARaymond is a family-owned industrial company with a history of innovation spanning more than 150 years—from Albert-Pierre Raymond’s invention of the snap fastener to assembly solutions for the automotive, battery, and high-voltage industries.Frédéric Laure has been with the group for 26 years. As President & CEO of ARaymond Industrial North America and now VP of Diversification Markets North America, based in Michigan, he has been a direct witness—and a key player—in the group’s growth in the United States. Frédéric Laure is part of the very first graduating class of EMLV, from which he graduated in 1996.🎓 Did you feel like you were part of a pioneering venture? Did that influence your career path?« There were definitely relatively few of us compared to today; there had been significant media coverage, and the resources made available to professors and students were incredible for the time. We were treated like adults. Coming from an engineering school, I was exposed to very different subjects: self-awareness, communication, how to get a “yes” in a negotiation…Before enrolling at EMLV, I had the opportunity to meet with one of the professors to discuss the program. At the end of the interview, he asked me what I thought of it, and I replied that I needed to think it over before signing up. “Very well, I understand; that’s normal. You have five minutes to decide!” That really challenged me, but I jumped into the adventure. I’ve thought back to that moment many times when I’ve had to make career choices. I think the professor in question will recognize himself when reading these few lines… »🎓 If you had to pick one key skill you developed in school, what would it be?« I’d say the ability to adapt and improvise—or ‘thinking on your feet’—meaning being able to respond appropriately without necessarily having had time to prepare. »🎓 Any advice for current students at the Pôle?« Stay true to yourselves, willingly step out of your comfort zone, envision the future but also let yourself be carried along by opportunities and surprises, don’t fall in love with your company’s products but fall in love with what you do, stay curious, and don’t hesitate to question yourselves. Find motivation beyond your own success; if you tackle a task that’s bigger than yourself with seriousness, commitment, honesty, and authenticity, success will follow naturally. »  Frédéric joined ARaymond in 1999… and has been there ever since! His career path shows that it’s possible to build an international career without constantly changing companies. 💼 In an era when careers are often marked by mobility, what made you want to stay with the company?« I didn’t just stay at the same company for 26 years… I’ve had several careers there.When I first joined, I didn’t think I’d go this far. But I quickly realized that ARaymond was a unique playground: a company strong enough to endure, yet open enough to evolve. At every stage, I had the opportunity to step out of my comfort zone, change countries, roles, and perspectives.And above all, I had the confidence to try, sometimes make mistakes, and learn. What made me stay—beyond the company itself and its leaders—was what it allowed me to become. » 💼 What enables a company to offer multiple “career paths” within its ranks?« It takes courage… on both sides. On the company’s part, it must accept that career paths aren’t linear. On the individual’s part, they must be willing to reinvent themselves.I’ve often found myself in roles where I wasn’t “ready” in the traditional sense. But that’s exactly where growth happens. A career isn’t a ladder. It’s a series of gambles.The size of the company, its global geographic presence, and the diversity of its products and markets are also key factors in offering multiple career paths. » 💼 Do the group’s history and values play a role in team engagement?« History can be a burden… or a source of energy. At ARaymond, it’s a source of energy, because it reminds us that we’ve successfully transformed ourselves before. Moving from snap fasteners to solutions for electric vehicle batteries, and expanding into sectors such as energy, construction, healthcare, and agriculture—this isn’t a natural evolution; it’s a break with the past. And this ability to evolve is part of our DNA.Values aren’t there to protect the past; they’re there to provide a framework as we build the future. » ARaymond was founded in Grenoble in 1865. The company expanded beyond its borders to serve its major industrial and automotive customers in Germany, Italy, and Spain, and later in the United Kingdom and North America. Today, the company operates in more than 25 countries across Europe, the Americas, and Asia, while maintaining its center of operations in Grenoble, where its global headquarters are still located today.🌍 You’re currently based in Michigan. How did the group’s expansion into North America unfold?« Setting up shop in the United States is a bit like learning a new language… even when you think you already speak English. You arrive with a European mindset, and very quickly you realize that the norms are different: more direct, faster, and more results-oriented.The expansion happened by adapting, without losing sight of what makes me strong. Finding that balance was key. »  🌍 When did you become involved in this process?« I arrived in the U.S. in 2022 to develop two of our strategic diversification markets: energy and construction. Starting from virtually a blank slate is incredibly exciting; it really feels like building a ‘new company’ from the ground up. You have to understand the market, the value chain, the challenges, the needs, the competitors…Define who we want to be in this market, what we can offer that’s better and different from existing solutions, how to do it, define new ways of working to adapt to these new markets, what kind of people to recruit for the team, structure the team…The challenge is simple to articulate… but complex to execute: preparing the next chapter of growth for the company in the U.S. so that we are no longer solely dependent on the automotive market, which has historically been the company’s mainstay.This requires a shift in mindset: accepting that what made us successful in the past will not be enough for the future. » 🌍 What have you personally learned from this international experience?« I’ve learned that leadership isn’t universal; what works in Europe doesn’t always work in the United States, and vice versa.I’ve learned to adapt, to listen more, and to adjust my style while staying true to my convictions. Despite the differences and beyond the stereotypes we might have—here as in Europe—authenticity, respect, giving meaning to actions, sharing a vision, empowering others, supporting teams, and providing feedback remain key elements of leadership. » In business as in life, the real question isn’t so much about lasting as it is about staying in motion: at ARaymond, the secret to a kind of “eternal youth” lies in this ability to constantly reinvent itself, without ever taking success for granted.⏳ How do you avoid becoming obsolete when you have over 150 years of history?« By accepting a simple… yet uncomfortable idea: nothing is set in stone. Not even what made you successful.  From there, the question changes. We no longer seek to protect; we seek to anticipate. And above all, we get closer to our customers and their real problems. That’s where new opportunities arise.” ⏳ What skill is essential today for advancing within a large industrial group?« The ability to navigate uncertainty. We live in a world where cycles are shorter and disruptions are more frequent. You have to be able to make decisions without having all the answers. And above all, you have to keep moving forward. » ⏳ How do you keep a fresh perspective after 26 years in the same organization?« You have to hold onto a childlike spirit in some way. What I mean is that you have to stay curious, not be afraid to ask questions, retain a sense of wonder, refuse to be pigeonholed, and maintain a critical eye on your surroundings…Changing your scope, exposing yourself to new environments, working with different types of people… That’s what keeps me intellectually alive, in any case. The day you think you’ve figured it all out is often the beginning of the decline. »   Frédéric Laure, an alumnus to follow!

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