Have you seen the superyacht industry change much in the last five years, in the kind of post-COVID period, or is it all pretty much the same?
I must admit, in the last five years I've been on the same boat, or the last four, but the last ten with the same owners. So my direct experience with owners hasn't changed much. But I have seen, particularly after COVID, a tremendous increase in the number of boats being sold. The fleet grew, which was counterintuitive given the economic problems triggered by COVID. Despite all that, I noticed many new boats, including very large yachts, entering the market in the 30 to 50-metre range. Even when I was looking at buying a small 16-foot boat, I couldn’t find one at the time. So yes, that’s the main change I have observed in the past few years.
What big challenges do you think the superyacht industry will need to solve in the next 10 years?
I think we are going to face a shortage of dockage for yachts. That has been in the pipeline for a long time, especially for larger yachts. More and more yachts are being produced, very few are leaving operation, and ports and marinas are only growing at a limited rate. Another big challenge is our terrible reputation when it comes to conservation and ecology, and rightly so. We will have to address that sooner or later. There are steps being taken—hydrogen-powered boats, hybrid systems, diesel-electric technology—but these are isolated cases. Solving the problem for the existing fleet will not be easy. With new builds, you can do anything you want, but thousands of yachts are already out there burning diesel.
What trends in superyacht design and technology do you see as affecting your day-to-day operations?
I haven’t worked on a new build for quite a few years, so I may not be the best person to ask. But yes, everything is moving towards less environmental impact, and everyone is at least thinking about that. Personally, I would like to see a trend toward making it easier and safer for crew to work on yachts. Designers often focus on aesthetics, but sometimes make it nearly impossible for crew to reach areas safely for cleaning or maintenance. For example, how do you ask a deckhand to wash a window without risking injury? It would be good to see designers and shipbuilders pay more attention to crew safety and practicality.
What are the most challenging elements of your job?
Crew management is quite challenging. We have a crew of 65, which means 65 individuals with different life situations and families that all need to be considered. Ultimately, you’re dealing with human beings, and that makes it an interesting puzzle to manage. In my particular case, the biggest challenge with the owners is the lack of planning. Everything is very last-minute. Yesterday afternoon we were in Antibes, planning to go to Monaco, then Portofino, then Cannes, then St. Tropez—all within a few hours.
Submitting paperwork, clearances, and organizing logistics under those conditions is very challenging. Long-term planning is also difficult. We may have everything lined up for the year, involving a huge amount of coordination with shipyards and other parties, but then everything can change in a moment. That unpredictability is the most challenging aspect of this particular operation.
How do you see crew today compared to previous years? Are there different trends in mindset and outlook?
Yes, and I’ll sound like the old guy here, but there is a different mindset. Many crew today are unwilling to sacrifice as much of their personal life as we did in the past. Compared to commercial mariners or those working on cargo ships, yacht crew expectations are different. They are fighting for better conditions, which is good, but the old drive of "this needs to get done, so I’ll work until it’s done" is less common. There’s also more of a sense of entitlement. For example, we have phenomenal chefs and a generous budget for food, yet there will always be someone complaining about meals. At the same time, you have crew who are very keen, grateful, and dedicated. So it really depends on perspective, but the trends are noticeable.
How do you handle crew relationships, morale, and conflicts in the pressure-cooker environment of superyachting?
I started on small boats with very small crews, where everyone had to wear multiple hats. Now, I’m fortunate to have a much larger crew and very capable heads of department. By the time something reaches me, it’s usually a serious issue. In the past, captains would get involved in everything, but now the process is more structured. Crew follow a complaint procedure: first to their head of department, then to the captain, then management, then flag state if needed. Most issues are resolved at the department level. Often, people just want to be heard.
Listening carefully usually resolves the issue. I tell my heads of department that you can be right but still be wrong—sometimes you need to step into the other person’s shoes to understand their perspective. If that doesn’t work, then sometimes the only option is to let someone go. It sounds harsh, but one disruptive individual can affect the entire crew. There are plenty of people eager for these jobs, so if someone is unwilling to adapt, it’s better for the greater good to replace them.
You mentioned your owners often make last-minute changes. Have you noticed any differences with the newer generation of ultra-high-net-worth individuals in yachting?
Not personally. I’ve worked for the same family for a long time, so I don’t have first-hand experience with new-generation owners. I do know that more young ultra-wealthy individuals are getting into yachting, and there is increasing interest from markets such as Asia. A couple of very large yachts from Chinese owners are being built, which is new. Historically, yachting has been more of a Western and Middle Eastern pursuit, but that seems to be changing.
What are your thoughts on the mounting regulatory load and increased compliance? How do you manage it?
It is quite intensive. The yachts that suffer the most are those over 500 tonnes and below 3,000 tonnes—typically 55 to 70 metres—because they have the heaviest regulatory load but relatively small crews to handle it. Under 500 tonnes, regulations are not as overwhelming, and at the larger end, there are more resources and experienced crew to manage compliance. On larger yachts like mine, I’m fortunate to have capable officers with commercial backgrounds who handle much of this work. Some regulations are necessary and beneficial, while others are absurd or poorly thought out.
Overall, I support regulation, as it brings balance between the old "cowboy" days and overregulation, but it’s a tricky balance. Owners value the freedom to say, "I don’t like it here, let’s go to that island now." That spontaneity is becoming harder under current rules.
Do environmental regulations effectively protect the environment, and will they change how the industry operates?
That’s a complex question. Regarding water pollution, I think regulations could be stricter, especially with wastewater discharge. With air pollution, regulations have been effective for new builds, but many older boats are grandfathered in. For example, our machinery is 35 years old, so meeting modern standards is impossible, but we comply as much as we can with measures like ultra-low-sulfur fuel. Retrofitting older yachts with technologies like scrubbers is extremely expensive. Regulations are effective to a point, but the sheer volume of fuel burned by the maritime fleet is enormous. It’s still the most efficient way to transport cargo, but the impact is significant. Compliance also varies widely between ports and countries, which makes it a moving target.
Are there changes you would like to see to make superyachting more sustainable?
Absolutely. We are slowly moving in that direction, but it’s very expensive. It requires owners and shipbuilders who are willing to invest heavily in eco-friendly technology. For example, Feadship recently launched a hydrogen-powered yacht, which is an excellent development. I’d love to see more projects like that, but it depends on the willingness of owners and builders. It’s not something that can easily be imposed through regulation.
How does technology integration help you as a captain?
The biggest leap was in the 1990s with GPS. When I started, we used systems like LORAN and Omega, which were nowhere near as accurate. Electronic charts and integrated systems have completely changed navigation. Modern bridges integrate radar, weather, and other data seamlessly, giving us instant information. We also use software that tracks who is on board, which is invaluable with over 100 people between crew and guests. In an emergency, I can instantly know how many people need to be evacuated. Looking ahead, I see AI playing a bigger role in areas like maintenance, procurement, and budgeting. Personally, I already use AI to polish written communications in English, which isn’t my first language.
what about cybersecurity? What measures do you take, and do guests have different expectations?
We have an annual cybersecurity assessment, which usually results in minor adjustments. Owners and guests bring their own devices, connected to separate networks depending on who they are. Recently, in Turkey, there were reports of GPS hacking, which is concerning because many mariners rely too heavily on GPS. But ultimately, worst-case scenarios are manageable. You can shut down engines, drop anchor, and regain control. So while cyberattacks are possible, I don’t see them as an existing threat
Amazing. And what about cybersecurity? What is your experience with the measures you take, and when guests come on board, do they have different expectations? Do they bring their own systems?
Yes, we have a cybersecurity assessment every year. It changes very little from year to year; we almost always encounter the same issues, with only a few minor things detected. Owners and guests bring their own devices, which are connected to different networks depending on who they are. For example, the owner has a dedicated network, guests staying on board use a different one, and the crew has another. Recently, while we were sailing in Turkey, there were reports of cyberattacks and GPS signal hacking. This can be tricky because many mariners have become overly reliant on GPS.
They don’t look out the window anymore—they just look at the screen. At the very least, you should also be checking the radar. Honestly, it escapes me what the truly catastrophic risk of this could be. I can understand if attackers were able to take over computers, the plotter, the radars, and so forth. But even in a worst-case scenario, you can always hit the stop button on the engines and drop the three-and-a-half-ton anchor on the bow. If necessary, you can also shut off the fuel supply. Cyberattacks may cause disruption, but they’re not going to seize control of the yacht and sail it away.
You also mentioned public perception as something the superyacht industry will need to address moving forward. What do you think about misconceptions or miscommunication in how superyachting is portrayed in the media, whether online or on TV?
To be honest, I think the perception is largely accurate. There’s no real way to justify superyachts existing and burning the amount of fuel they do. That’s the reality. Can you mitigate it with green alternatives? Yes. A few years ago, there was a carbon offset initiative, which unfortunately never really took off and in many cases turned out to be questionable. In yachting, it was even worse—it sometimes amounted to a PDF certificate from a dubious source in exchange for money. The idea was good in theory, but it should have been implemented far more rigorously.
I think the real misconception comes when superyachts are lumped into the same category as mass tourism, especially in Europe where there is growing opposition to it. That comparison is misleading. For example, I lived in Cozumel before it became a major cruise ship hub. People argued that cruise ships would bring huge economic benefits, but in reality they don’t contribute much locally. Cruise passengers buy a cheap T-shirt, use the infrastructure, and then return to the ship for food and accommodation. Yachts, however, are different.
They rent cars, use taxis, buy the freshest local food, go to restaurants, and pay for local entertainment. The economic impact of yachts on a destination is significantly greater than that of cruise ships. So while it is difficult to justify superyachting as a whole, there are relative benefits compared to other industries. Of course, protests like those we’ve seen in Ibiza and Barcelona—where activists spray boats—are not the right way to address it. But the basic concerns they highlight are not entirely wrong either.
I admit I feel conflicted: I’ve built my career in this industry, yet I recognize its negative impact. Still, it’s not comparable to something like drug trafficking; it’s a luxury business with real contradictions.
Finally, if you could change one thing about the modern yachting industry, what would it be and why?
If I had a magic wand, I would make yachts much more environmentally friendly. Reducing their environmental impact would be my priority. Everything else—competition for docking space, the desire to be in the same glamorous locations—those things are manageable. But the environmental impact is the one area where I would make a radical change.