Daniele Lucà
When asked about his responsibilities as CEO of both Sanlorenzo Asia Pacific and Simpson Marine, Daniele Lucà explains: “Following Sanlorenzo’s acquisition of a majority stake in Simpson Marine, my role now encompasses full regional responsibility for the Group’s activities in Asia Pacific, overseeing both the development of the Group’s yacht brands and the continued evolution of the Simpson Marine business in this new phase.”
From a corporate standpoint, Simpson Marine Limited is the legal entity controlling all Group companies operating in the region. From a business and communication perspective, the Group’s activities in Asia Pacific are conducted under the umbrella of Sanlorenzo Asia Pacific, which serves as the main regional platform and brand architecture for the yacht business across APAC markets, reflecting the structure adopted in the Americas with Sanlorenzo of the Americas and in the Mediterranean with Sanlorenzo Med.
Within this framework, Sanlorenzo Asia Pacific brings together the Group’s yacht brands Sanlorenzo, Bluegame and Nautor Swan alongside the Simpson Marine brand, which continues to operate as a key commercial and services platform, representing Axopar and delivering brokerage, charter, after-sales, yacht management and yacht care services across all brands.
Lucà reports directly to Massimo Perotti, Executive Chairman of Sanlorenzo, having formerly served as Sales Director of Sanlorenzo’s Yacht Business Unit from 2023, a role in which he led commercial operations in the EMEA, APAC, NAFTA and LATAM markets, and oversaw development of the sales and distribution network.
What led you to accept the role of CEO of Sanlorenzo Asia Pacific and Simpson Marine?
Three reasons guided my decision. Firstly, I’m motivated by missions that require depth, courage and long-term vision. This role is about guiding the integration of a company (Simpson Marine) with more than 40 years of history and more than 100 professionals across 10 countries and cultures, accompanying them into a new chapter within a global, publicly-listed organisation (Sanlorenzo). Inspiring a diverse team through such a transformation is a meaningful challenge for a leader.
The second reason was the region’s potential. APAC is one of the most compelling luxury markets in the world. The people at Simpson Marine possess extraordinary market knowledge. When combined with Sanlorenzo’s product excellence and brand philosophy, the growth opportunity is remarkable. One of our missions is to absorb and translate the deep market intelligence of APAC into the broader Sanlorenzo strategy, contributing to the evolution of our Group into a truly global organisation.
In 2025, Lucà participated in a lively Axopar Adventure Day in Hong Kong
The last factor was personal. Moving to Hong Kong with my family meant stepping outside our comfort zone, embracing uncertainty and expanding our horizon of experiences.
How well did you know the Asia-Pacific region before moving to Hong Kong?
When I was Sales Director of Sanlorenzo’s Yacht Division, Asia Pacific was already part of my global scope. However, it’s not a region to truly understand from afar. Its constellation of cultures, expectations and dynamics requires immersion.
With your Executive MBA and banking, automotive and energy background, what strengths do you bring to this role?
My EMBA and my career outside the yachting industry have shaped skills I consider valuable for this early chapter of Sanlorenzo Asia Pacific. My leadership philosophy results from experiences across industries, continents and cultures.
Early in my career, investment banking in New York taught me discipline, analytical precision and performance under pressure. Years in the automotive sector at FCA (Fiat Chrysler Automobiles) and Volkswagen were an exceptional managerial school, exposing me to complexity, scale, global product development, transformation processes and multicultural leadership.
Working in the energy transition sector strengthened my strategic sensitivity toward sustainability, innovation and long-term value creation. In these roles, I led global business development initiatives, managed M&As, joint ventures and strategic partnerships, and navigated organisational ecosystems.
The ability to integrate perspectives, build trust and harmonise cultures is most relevant as Simpson Marine evolves within the Sanlorenzo Group and as we strengthen our presence in APAC. My EMBA adds another dimension. Studying and working alongside professionals from 27 countries taught me humility, adaptability and resilience.
At Sanlorenzo, working directly with Mr Perotti has exposed me to a unique blend of entrepreneurial instinct, creative vision and long-term perspective. For the first time, I could bring my international experience into an entrepreneurial context that values intuition as much as analysis, craftsmanship and innovation.
Founded in 1984, Simpson Marine – pictured exhibiting outside its Singapore office – has been representing Sanlorenzo since 2015 and was acquired by the Italian shipyard in 2024
The strengths I bring to Sanlorenzo Asia Pacific include strategic clarity, human leadership, global sensitivity and an unwavering focus on client experience as we enter a phase of accelerated growth and integration in the region.
Consistent with this vision, Sanlorenzo Asia Pacific will become the first region in the Group to introduce a component entirely dedicated to Customer Experience. We expect this new forward-looking journey of ownership to be a unique model not only within Sanlorenzo but also in the entire yachting industry.
Last year, Sanlorenzo celebrated 20 years under Massimo Perotti’s ownership. Can you outline the change he has orchestrated?
It was an extraordinary milestone. It was also the recognition of a profound organisational and cultural transformation.
In 2005, Sanlorenzo generated about €40 million, producing a handful of yachts each year with a commercial presence limited to a few countries. For 2025, we approached the threshold for the whole Group of €1 billion, organically. This is the affirmation of an identity built on timeless design, artisanal mastery and a philosophy of meaningful scarcity.
Every Sanlorenzo yacht is uniquely customised through its layout, structural decor, soft decor and furniture, and technically, as an expression of its owner. Looking forward, our direction is clear: to continue to embrace controlled production volumes, iconic designs intended to stand the test of decades and a strengthened global footprint. APAC plays a central role in this strategy.
In 2025, Sanlorenzo also celebrated 10 years of presence in APAC through our partnership with Simpson Marine. I am convinced that APAC can double its relevance within three years, and reach levels comparable to EMEA sales in five to 10 years. It’s an ambitious vision but entirely attainable given the momentum of the region and the extraordinary calibre of our local teams.
How well does the Sanlorenzo Asia Pacific team understand the brands?
The team truly understands our brands and embodies their essence. Representing Sanlorenzo, Bluegame and Swan is not simply a commercial responsibility. It requires sophistication, discipline and a cultural alignment consistent with operating at the very top of the industry. Our role now is to guide the organisation through a refined evolution of focus, as these three brands are our strategic priority and platform for growth.
After the Sanlorenzo 50Steel won the Superyacht 40-60m category at the 2025 Yacht Style Awards in Singapore, Daniele Lucà held the trophy with, from left, Harvey Brewin (Country Manager Singapore), Ewa Stachurska (Chief Marketing and Sustainability Officer), Nick Stratton (Chief Sales Officer), Jeanette Teo (Regional Marketing Manager, SEA) and Paul Whelan (Country Manager Indonesia)
As any organisation evolves, it becomes evident who is fully aligned with its standards and long-term direction. Representing a brand like Sanlorenzo requires coherence, depth and a refined sensitivity to the expectations in operating at the pinnacle of the industry. As the bar rises, not every path continues – a healthy part of refining an organisation that aspires to excellence.
Ensuring that the team reflects the ambition, identity and values of the Group is essential for building a stronger future and one of the most strategic levers in this new chapter. A leader has the responsibility to confirm and elevate the people aligned with the future vision of the company.
We also place great emphasis on nurturing the next generation of talent. Excellence is not only something we expect but also something we cultivate. We invest in young professionals, guiding them through exposure to high standards and disciplined development so they can become the leaders of tomorrow within the Sanlorenzo ecosystem.
Today, the team in place is cohesive, focused and profoundly aligned with the Sanlorenzo ethos. The momentum achieved in 2025 was significantly ahead of 2024.
What’s your impression of Australia’s potential for Sanlorenzo?
It’s one of the most sophisticated yachting markets in APAC. Owners understand the product, value quality and make informed choices grounded in deep maritime culture.
For Sanlorenzo, Bluegame and Swan, the potential is significant. It’s a market where credibility must be earned, competition is established and visibility is high. Success requires humility, consistency and long-term commitment.
Last year, Lucà was in Australia for the Sanctuary Cove International Boat Show (above) and Sydney International On-Water Boat Show (below)
We are expanding our team in Sydney, Perth, the Gold Coast and Melbourne and deepening our service network. Our early owners are extremely satisfied and our first ambassadors. Trust, once established, is exceptionally powerful. Australia remains a strategic priority for us in the next two years.
Beyond Hong Kong, Singapore and Thailand, which APAC markets have the most potential?
Australia, Japan and Indonesia stand out. We also see opportunities at a more gradual pace in Malaysia, Taiwan and Vietnam.
Historically, Hong Kong represents our most important market in Asia, and benefits from mainland China having 20 per cent of the world’s high-net-worth individuals [according to the Hong Kong Monetary Authority report in August 2025], an established culture of cruising, infrastructure for yachting, and popularity with mainland China buyers and users.
What are your hopes for Nautor Swan in APAC?
Swan is a central pillar of our 2026 strategy. The brand’s identity is grounded in elegance, performance, innovation and reliability, resonating deeply with the values of the Sanlorenzo universe.
The brand’s presence in APAC is uneven, but we see strong potential in markets with established yachting cultures such as Australia, Taiwan, Hong Kong and Japan. In November [2025], we hosted the first Swan Asian Regatta in Japan, supported by an exceptional local dealer (Riviera Group).
In 2025, Lucà participated in the first Swan Asian Regatta in Japan
A key part of our strategy is to bring the Swan sailing experience directly to clients in APAC, through new local events and by involving them in Swan regattas around the world. Experiencing the spirit, heritage and competitive elegance of Swan firsthand is the most powerful way to understand the brand’s magic.
What are your thoughts on Axopar?
It plays a meaningful, intelligent role in our ecosystem. Its range fits naturally within the lifestyle of many of our owners. It’s often used as a support vessel for larger yachts, and offers a refined, accessible entry point for those starting their journey in boating.
What else should readers know about you and Sanlorenzo APAC?
Firstly, our momentum. Our 2025 order intake accelerated with a strength and scale that significantly exceeded 2024’s performance – a signal of the successful combination of the Group’s strategy and regional execution.
APAC is becoming an increasingly relevant contributor to the Group’s global performance. Compared to some competitors in the region, we are experiencing double-digit growth year-on-year.
This is due to new models being released, the further opening of our APAC market, and the quality of customer satisfaction as the circle of people who own Sanlorenzo yachts recommend our yachts and our service. Today, our after-sales service is incomparably elevated. The team we have [across the region] is what has made APAC’s year-on-year growth possible.
The Sanlorenzo Asia Pacific team at the 2025 Singapore Yachting Festival in ONE°15 Marina Sentosa Cove
The second is our commitment to people. We will continue to grow in 2026, but never at the expense of wellbeing. I believe that this is a foundational driver of performance, clarity and endurance. A company stands on the quality and resilience of its people.
In 2026, we launch one of the first comprehensive corporate wellbeing programmes in the yachting industry, here in APAC. Leadership today is not only about guiding but also caring. The future belongs to organisations where people can thrive, not simply deliver. Wellbeing is the responsibility of every modern CEO.
apac.sanlorenzoyacht.com
simpsonmarine.com
Lange 1 Daymatic in Honeygold and Little Lange 1 in Pink Gold
1815 (34mm) in Pink Gold
