Historical company of the Orléans area, Croixmarie is celebrating its 100th anniversary. Illustrated by some of its achievements, here is a look back at its history and future prospects with its CEO Erwan Croixmarie, 52, who is also President of the Fédération Française du Bâtiment Loiret (FFB45) and Vice-President of the French Chamber of Interior Design.

Since 1926, Croixmarie has worked with wood in all its forms. From cabinetry to carpentry, the interior design company now employs 70 people at its headquarters in Saint-Jean-de-Braye (Loiret), where it has a 3,000 m² workshop; it concentrates rare expertise in wood carpentry and interior design, and offers both project and maintenance services. But Croixmarie is no longer a single entity; it is now a group that also includes Croixmétal, specialized in metal joinery, Croixmodul, operating in workplace design, and Croixmarie Paris in Massy (Essonne), specialized in custom wood carpentry and interior design. Today, the Croixmarie Group is an SME with €30 million in revenue and 170 employees.

Evolution in Stages

A brief historical overview. In 1926, Pierre Croixmarie was a cabinetmaker working mainly in churches, particularly with oak for liturgical furniture. In 1966, his son, Pierre-Yves Croixmarie, began carpentry work and expanded into interior design by acquiring a company. Then, in 2006, the expansion led by Erwan Croixmarie in the Paris region transformed the family structure into a group: “Every forty years, we change era!” he comments mischievously. Since the 1980s, the company has focused on high-quality custom work, with a premium positioning allowing for the development of interior design according to client demands. While quality in the past meant longevity – a Normandy wardrobe had to last five generations – today it has dropped to two generations, and interiors are renewed every twenty to thirty years: “Our work is to adapt by bringing a lot of originality. Interior design is a decorative craft. We must be proactive and keep up with new trends. For example, in 2023, I created an electrical service for small projects, allowing us to integrate this expertise into our work. A company must adapt to its era.”

Adapting Expertise

The workshop operates 100% with digital centers. Equipping is mandatory for two reasons: to maintain a high standard of quality, and to go faster. “Whether in good times or bad, I have always invested in industrial tools,” praises the CEO. While the company has evolved its machinery, it has retained traditional know-how, enabling the production of bespoke or small-batch furniture with wood, leather, and glass finishes… “A company is in constant motion,” he emphasizes. During crises, most companies tend to withdraw, but one must persist in investing: falling behind means falling behind competitors. An interior designer who does not invest in AI today is making a monumental mistake.

Digital Potential

Modernizing production tools is not the only area requiring foresight. Digitalization is another key factor. The company has been hacked twice. Fortunately, firewalls protected it, but hours of work were lost. “My father was the first to computerize his company in the Orléans area,” recalls Erwan Croixmarie. “Back then, a computer filled an entire room…” These digital openings go hand in hand with marketing opportunities. Advertising distinguishes companies that endure from others. Word-of-mouth remains crucial, but one must not forget the rule of know-how and making it known: “Today, you cannot be good in isolation. Before, we advertised in local newspapers. Now, it’s posts on Instagram.” Thanks to this effective communication and the expertise of its design office, Croixmarie now exports its art abroad (Greece, Switzerland, Gabon…). The company also participates in industry trade shows – but not only: the Game Fair, a hunting exhibition in Lamotte-Beuvron (Loiret-Cher), offers the opportunity to showcase a specific Sologne craftsmanship, traditional oak kitchen work.

Seizing Opportunities

As the world evolves, a leader must regularly train, regardless of their initial skills or education. A diploma can be a trap, and having a background is probably less important than practical knowledge and pragmatism. Knowing how to surround oneself with the right people is also essential for success and longevity, as well as not being afraid to share responsibilities with competent collaborators: “I opened the group’s shareholding to my managers so that they are at the top levels of the company.” Conversely, one must also know when to downsize: “The primary role of a company is to protect those who belong, even if it means letting some go. This remains one of the most difficult acts for a CEO.” Furthermore, acquiring a competitor is also acquiring know-how: “You have to know how to seize opportunities. Our decision to invest in Paris by acquiring a company opened the Parisian market to us.”

Commitments

Finally, leading a recognized company requires engagement with building institutions to promote the activities of interior design professionals as much as possible. “Reporting to politicians seems essential to explain what simplifies or complicates our work. Investing in the union world takes me a day per week,” details the President of FFB45 and recent Vice-President of the French Chamber of Interior Design. This helps provide a forward-looking vision for the sector as a whole while contributing to the evolution of one’s own company. See you in 2046?

Pierre-Olivier Chanez

Related articles

Related articles