Why did you decide to move into superyachting rather than remain in the Merchant Navy?
It seemed like a fun thing to do, using the same skill set but in a different environment. Honestly, I wouldn’t do it if it wasn’t fun. The money is amazing—those “golden handcuffs” definitely keep me in the industry—but it’s the fun that makes me stay.
How have you seen the superyacht industry change in the last five years, particularly in the post-COVID period?
Regulations keep increasing every year, and sometimes they’re difficult to manage. We rely more on agencies to help us navigate them. For example, Turkey’s greywater regulations effectively stopped us from cruising there—our tanks can only hold a day’s worth. In other places, new rules keep appearing: anchoring restrictions in Corsica, pilotage requirements in Croatia and Montenegro, and so on. They all make sense locally, but often discourage yachts from visiting altogether. By contrast, places like the UK, especially the west coast of Scotland, are refreshingly free of restrictions. We spent almost nothing on agency fees there compared to the huge sums in Greece. Post-COVID, crewing has also changed, but regulations are the big shift I’ve noticed.
What are the biggest challenges the industry needs to solve over the next ten years?
For me, it’s sustainability. The carbon footprint of superyachts is unacceptable, especially given the resources owners have. Burning a thousand litres of diesel in a day just for generators feels wrong—especially when you’re surrounded by wildfires and extreme weather. The Mediterranean has changed drastically in the last decade. I’ve suggested biodiesel to owners, but there’s debate about its real impact. Still, something must change. Owners need to take responsibility for their impact.
Do recent trends in superyacht design or technology affect your day-to-day operations?
Not really. The yacht I work on, EOS, was launched in 2006. It’s impeccably maintained, but essentially unchanged. We’ve moved from paper charts to electronic navigation, but otherwise technology hasn’t changed much for us. Without a management company, we’re somewhat insulated from industry trends.
What are the most challenging elements of your job today?
owner expectations, weather, and crew. Crew management is constant but manageable. Owner expectations can be difficult, especially when they want to do things that aren’t possible. I try to communicate risks early to manage expectations. Weather is increasingly unpredictable, so we train more for severe conditions. The *Bayesian* disaster highlighted how dangerous sudden weather shifts can be.
How large is your yacht and how many crew do you manage?
EOS is 92 metres. We employ 29 crew, with 20 on board at any time thanks to rotations.
Do you notice differences in the mindset or work ethic of crew joining today compared to the past?
Yes. Today’s younger crew are often very driven, focused on career milestones like Officer of the Watch. That’s a change from when I started—it was more like the Wild West back then, lots of fun but less structure. Now, with clear progression paths and stricter rules, young crew are serious about advancing. That said, entitlement is more common. We have little tolerance for negativity or lack of appreciation. Those people don’t last.
How do you manage crew relationships and morale, especially during long trips?
Communication is key. We hold daily crew meetings whenever possible. Even if there’s nothing new to share, gathering everyone in the crew mess is valuable. It prevents conflicts, builds morale, and gives people a chance to ask questions. Without those meetings, small misunderstandings—about cars, tenders, maintenance—quickly escalate. Transparency is important too. Apart from payroll, we share almost everything with the crew. It gives them ownership and a sense of inclusion. Morale also depends on fair pay, open-door communication, and ensuring people feel supported professionally.
Have you had mentors, or mentored others yourself?
I was fortunate to work under two excellent captains between 2005 and 2010 as chief mate on EOS. They set the standard for professionalism, and I learned a huge amount from them. I try to pass that on. This summer, we promoted two former second officers to chief officers. It’s been rewarding to mentor them through the pressure of those first months. Giving them responsibility and respect—just as I was given—helps them grow.
How do you handle unexpected owner or guest requests without compromising safety or compliance?
Sometimes you just do your best, and if it’s not possible, you have to be very clear about why. Transparency is crucial. Recently, for example, the owner wanted to detour to Albania for dinner with the Prime Minister. Legally, we should have cleared out of Greece, into Albania, and then back into Croatia. I suggested we take the risk and “sneak in,” warning him of the consequences. Sure enough, I ended up in a Dubrovnik police car the next day—but managed to charm my way out with only a €73 fine. Other times, like speeding fines in Croatia, I’ve simply had to absorb the fallout. The owner often ignores limits, and we’ve paid thousands in fines. Agents are invaluable in such situations—they can move mountains.
How do you manage increasing regulations and compliance?
EOS is a private yacht without a management company, so technically we’re less regulated than many. I’ve begged the owner’s office to adopt even a basic ISM system, but he refuses—seeing it as a waste of money. We pass surveys, but lack the structure most yachts our size have. This creates risks. We know we’re missing compliance elements, and crew feel that gap. Some even leave to join more regulated yachts to progress their careers. The responsibility lies on us, the captains, without external support. It’s frustrating.
If you could make yachting more sustainable, what would you change?
I’d ban diesel for yachts in European waters. It sounds radical, but regulation is the only way change will happen. Alternative fuels like HVO have their flaws, but they’re better than burning fossil fuels. The industry needs a big push, and the EU is in the best position to enforce it.
What technology has most changed your role?
Starlink. It’s a total revolution for connectivity. Owners can now work seamlessly at sea, with video calls and streaming as good as on land. We rely heavily on it—it’s made life much easier. On the downside, communication overload is a real issue. Between phones, emails, radios, WhatsApp groups, and verbal requests from 29 people, it’s overwhelming. Captains live in fight-or-flight mode during trips. Technology helps, but it also adds pressure.
Is cybersecurity a concern?
Not for my boss. He’s indifferent. Ironically, that may make him less of a target. His company did suffer a massive cyber breach recently, but his response was to shrug it off. The office takes financial precautions, but on board, it’s not a priority.
How do you think the public views superyachts?
With awe, mostly, but also with growing criticism. Shows like *Below Deck* fuel the fascination, but social media highlights the hypocrisy—luxury excess alongside token gestures about sustainability. Events like Google Camp epitomise this: billionaires arriving by private jet, anchoring mega-yachts, and then discussing the environment. The contradictions are staggering, and the public is noticing.
If you could change one thing about modern yachting, what would it be?
Sustainability. Owners have the resources to lead, but too often they don’t. Without change, the industry has no future. Everything else is manageable—luxury problems—but this is existential.
Any final thoughts?
Yes—the *Bayesian* disaster. The crew shouldn’t be blamed; responsibility lies with the shipyard and classification societies that approved an unsafe yacht. There are too many poorly designed yachts out there, and unless accountability is enforced, tragedies will continue. I’d be happy to speak out on this, because it’s not fair to crews or to owners who unknowingly buy unsafe yachts. This is a chance for the industry to wake up.