What do you love about being a superyacht captain?
Brendan O’Shannassy: The ability to lead a team in a high-performance maritime environment. That’s the part I enjoy most.
How have you seen the superyacht industry change over the last five years, post-COVID?
Brendan O’Shannassy: Yachts have become more capable—designers and builders are achieving greater things. Guests respond to that with higher expectations, but our operating models haven’t really evolved in line. From the human perspective, the industry has become more mainstream. It’s flooded with young crew who sometimes don’t fully know why they’re here, other than wanting to be part of this lifestyle.
What are the big challenges the superyacht industry needs to solve in the next 10 years?
Brendan O’Shannassy: Externally: wealth shaming and environmental impact. Internally: maintaining a competitive quality of service and guest experience.
What design and technology trends have most affected your day-to-day operations in recent years?
Brendan O’Shannassy: More yachts mean more congestion. Plus, the rise of chase boats and spa/wellness facilities adds operational complexity, especially for manning.
What are the most challenging elements of your job? Has this changed in recent years?
Brendan O’Shannassy: It’s not that any one thing is particularly difficult—it’s the sheer volume of tasks. The biggest challenge is simply completing everything, while maintaining a psychologically safe environment for the team.
How do crew joining the industry today compare to previous years?
Brendan O’Shannassy: They’re more informed, set stronger boundaries, and know what career paths they want. They’ll hold employers accountable for poor leadership and walk if needed. They’re financially aware, fitness-focused, and fundamentally stronger—but less interested in traditional seafaring than previous generations.
How do you handle pressure onboard, especially during busy guest seasons, in terms of crew relationships, morale, and conflicts?
Brendan O’Shannassy: Don’t be an *******. Treat people with dignity and respect. Listen, acknowledge concerns, and provide transparency. Burnout usually comes from poor communication, not hard work.
What strategies help you retain high-quality crew?
Brendan O’Shannassy: Communication, listening, and creating space for high performers to succeed.
What successful experiences of mentoring have you been part of or witnessed?
Brendan O’Shannassy: Many of my former deck officers are now captains. I’ve also seen new crew develop into highly competent professionals thanks to supportive cultures, often giving back to their home communities later.
What are your thoughts on mental health and burnout in the industry? How do you support your crew and yourself?
Brendan O’Shannassy: Health is health—mental and physical alike. Crew need the space to not be 100% every day. At meetings, I remind everyone to check in with colleagues and ask sincerely if they’re OK. Performance comes in cycles, and that should be acknowledged.
How do you manage special or unexpected guest requests without compromising safety?
Brendan O’Shannassy: I tell guests this is the ‘land of yes.’ If we say no, it’s because safety requires it. That empowers crew and reassures guests.
Have you noticed any trends among newer generations of ultra-high-net-worth guests?
Brendan O’Shannassy: Not much. People like to say the next generation is different, but eventually everyone reverts to the mean.
What are your thoughts on the mounting regulatory load, and how do you manage it onboard?
Brendan O’Shannassy: These are baseline requirements every ship meets. If they feel overwhelming, the problem is with the operation. Compliance should be part of core business, like breathing.
Do you see environmental regulations affecting the future of yachting?
Brendan O’Shannassy: Yes, positively. Anchoring restrictions, 0 discharge zones, and emission-free ports are all necessary. Yachting should embrace and even lead these changes.
What changes would you like to see to make yachting more environmentally friendly?
Brendan O’Shannassy: Speed restrictions in busy hubs. Slower transits mean lower emissions, better safety, and improved guest comfort—with no downside.
How has increasing technology integration changed your role as captain?
Brendan O’Shannassy: I started with sextants—now we use Starlink. The tools are phenomenal, but they have limits. Use them daily, but don’t treat them as absolute truth.
Is cybersecurity a growing concern onboard?
Brendan O’Shannassy: Yes. Compared to aviation, maritime is far behind. Security must be treated as a core value, not an afterthought.
Do you think autonomous systems or remote monitoring will significantly change captaining in the future?
Brendan O’Shannassy: Yes. Automation can take over repetitive tasks and free humans to focus on relationships and experiences—the things guests really value.
Do you have any concerns about misinformation online about superyachts?
Brendan O’Shannassy: Not really—I don’t engage with that media, so I don’t encounter much misinformation firsthand.
What do you think about the growing number of superyacht groups and forums online?
Brendan O’Shannassy: I limit myself to two or three curated groups that add real value. The rest I avoid.
Do you think the public perception of superyachts is negative? Is that perception fair?
Brendan O’Shannassy: Probably, yes. People conflate wealth and environmental impact, leading to strong but uninformed opinions. But it’s not unique to yachting—plenty of leisure activities have similar issues, yet they add joy to life.
Magic wand: if you could change one thing about the modern yachting industry, what would it be and why?
Brendan O’Shannassy: More empathy for crew. They’re not machines. We take young, vulnerable people far from home without replacing their support networks. With a magic wand, I’d give crew stronger psychological safety and real career paths.