Leaders

Daniele Lucà: Dream team believer

Leaders / yachtstyle2020

Daniele Lucà: Dream team believer

February 19, 2026
10:03 am

CEO of Sanlorenzo Asia Pacific and Simpson Marine since March 2025, Lucà discusses his ambitious targets for the coming years and his desire to cultivate a thriving team environment.
Interview: Andrew Dembina; Photos: Simpson Marine & As Credited

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

Princess CEO learning from the King

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Princess CEO learning from the King

February 12, 2026
4:48 am

Now in his 24th year at Princess Yachts and third as CEO, Will Green has helped turn around the British builder’s fortunes while overseeing a surprise move into centre-console outboard boats and a return to the 100ft-plus superyacht sector.
Interview: John Higginson; Photos: Princess

Will Green, CEO, Princess Yachts

Formerly Head of UK Sales at Aston Martin, Will Green joined Princess in January 2003 as Assistant Sales Director and later became Sales Director. A member of the company’s Board of Directors since September 2004, Green was promoted to Chief Commercial Officer in December 2021 then succeeded Antony Sheriff as CEO in August 2023, five months after KPS Capital Partners completed its acquisition of the Plymouth-based shipyard.

Can you talk about the role that David King, who founded Princess in 1965, has played in your career?

David King is still my mentor and is still Princess’s longest serving employee, although it feels strange to call him an employee. He’s in his early 80s, but he’s super sharp and still heliskiing! He’s an amazing guy.

When I first joined Princess and got involved in product development, David gave me some advice. He told me to go on your competitors’ products and look for the things you think they do well, then go on your own product and look for the things you’re not quite happy with.

David King, who founded Princess in 1965

If you can learn from those two lessons, then every time you develop a new boat, it’ll be a better boat. It’s a very simple, logical thing to do. He’s a thoughtful man.

What were other lessons from him you took onboard in your career, especially as you were promoted to CCO then CEO in recent years?

He’s a very good businessman. There are a lot of brands in the business, but I think he’s one of the best in the industry at the art of making sustainable profits by making boats.

If you reflect on the ‘founding fathers’ of the five core brands [founded in the 1960s] – Paolo Vitelli (Azimut), Robert Braithwaite (Sunseeker), Norberto Ferretti (Ferretti Yachts), David King (Princess) and Sam Newington (Fairline) – Dave is the only one still working for his original brand.

David King at the Princess headquarters in Plymouth

When I joined Princess in 2003, the company had never lost money, and it had been through plenty of cycles. He’s very shrewd, so I’d be glad if I could learn half of the lessons he learned over those years.

Among the reasons he’s still involved at Princess is to help the new team in charge. He also helps from a design perspective, as he often challenges people with his experience of what has worked or not worked before and why, as well as other things to consider. He gives himself no credit for the company he’s developed and the lessons he’s learned, but he’s an inspiration.

Do you still lean on him for advice?

Yes, absolutely, every week. He still comes in one day a week. However, although our Board of Directors is a relatively new line-up, there’s well over a century of Princess experience between the seven of us.

Green collects a trophy for the Princess F58 at the Motor Boat Awards in January 2026

James Smale (COO) has been with Princess since starting as an apprentice in 1997. Annie Reed (CCO) has been here since 2001. Andy Lawrence (Executive Director Design & Development) joined Princess just before me, so we’ve both done 23 years or so.

Adrian Bratt (Chief People Officer & General Counsel) has done nine years, and Simon Clare (Executive Director Marketing & Brand) is now at Princess for a second time, totalling almost eight years. We’ve all served so much time with the company that we truly understand what makes it special.

How have you handled being CEO?

I wasn’t looking to be CEO. I guess I thought maybe one day, but I’m not a person that likes to be the centre of attention. However, I care very much about the company, and I care about the people in the company.

The Princess F58 debuted in 2025

When KPS decided they wanted to change things, I thought long and hard about it. I thought we really needed to get Princess back to its core and that we didn’t really want to take the risk of bringing someone in from the outside, so that sort of pushed me over the edge to accept the CEO role.

It was also a difficult time for the company when you were offered the position.

Having never been a CEO before and with a company in quite a difficult situation and a difficult market, I thought this was a great opportunity to fail in my first CEO job! So, yes, I really had to think about it.

KPS also helped me make the decision, as they were very supportive about me putting what I felt was the right team around me, which was a fundamental to me taking the job. Also, since making the decision, I’ve never felt alone. KPS are very present, very supportive, although they’re tough, they have high expectations and they are challenging.

When you took over in August 2023, what was the situation at Princess and what were your priorities?

When KPS bought Princess in March 2023, they bought a company that was still suffering from the fallout of COVID. It affected different companies in different ways, but we’re a volume builder of high-value products, so I think it probably hit us as hard as anyone in the industry.

Princess’s headquarters at Newport Street in Plymouth

For example, a similar-revenue shipyard that annually builds 10 boats between 100-150ft only needs 20 or so engines. To build the volume of boats we’re trying to build, we need 500 engines and 300 generators. And during COVID, getting hold of anything that had a chip in it was a disaster.

We were carrying an overhead equivalent to delivering a serious volume of boats and yet we couldn’t get the components to deliver the product. And it was really galling because we didn’t expect that demand would spike through COVID!

So, in early 2023, we were still dealing with the aftermath of all that and our financial situation was not pretty. I took over a few months after KPS bought the company and had firmed up their strategy.

We completely changed the Princess management team and essentially delayered. We had a reduction in salaried staff and hourly headcount because we had to rightsize the company to the number of boats that we were able to build and components we could get our hands on.

Princess’s 60th-anniversary celebrations in 2025 started at Boot Dusseldorf

It was a difficult time because we were trying to balance customer commitment on delivery dates with the rightsizing of the business. It was a challenging turnaround. Wind the clock forward to the end of 2024 and we were profitable again.

As well as becoming profitable again, Princess’s 2024 revenue was £378 million, up £67.68 million on 2023.

We were proud of our 2024 results given the headwinds in the commercial situation in the industry, which is reflective of the geopolitical and economic turmoil in the world.

It may not be the same for every boat builder, but in our world, pretty much every customer we talk to already has a boat. So, you’re trying to convince somebody in a difficult climate to stop using the boat that they own and love, and replace it with a more expensive one. When the world is in a difficult situation, the reasons not to do that are quite compelling.

Princess display at Cannes Yachting Festival 2025

Given that backdrop, we’re quite proud of the journey we’ve been on to get the company back in balance. And since the end of 2024, that trajectory of improvement has continued.

We’re not trying to break any records. Instead, the whole mantra is to get the company back into a solid position where we’re balancing demand and supply, and generating quality profits.

Ultimately, the aim is to cover all our development costs, generate a sensible return for shareholders, and have happy customers, high levels of service and high-quality product, so we’re sustainable through future cycles.

Having specialised in sales for two decades, what have been your main challenges as CEO?

When I took the job, I told KPS there were two things I wanted help with. I hadn’t been a CEO before, so I wanted any structured support they could give me to ensure I understood what I didn’t yet know.

Princess display at Boot Dusseldorf 2026

I also went to London Business School and did a finance course because I think understanding the numbers is key. I’ve been on the board at Princess for over 20 years, so I’ve looked at balance sheets and P&L statements for a long time. However, ‘you don’t know what you don’t know’, so I was keen to fill in the gaps.

Which aspects of being CEO came more naturally to you?

I’m not an operational person, but I’ve always been in manufacturing, and I genuinely care about people, so for me that aspect was quite natural. I want to be on the shop floor anyway because I really care about the hearts and minds of people, and we have so many great people at Princess.

Many have been with us for their whole careers including some from two or three generations of families working for the company. That’s something I’m proud of.

I think we need such employees to really feel appreciated, which is one reason why we frequently present long-service awards. We have breakfast with them, say thank you, and have an hour’s session for them to give us some feedback. As they’ve been here for decades, we ask them to tell us what they think, what we’re doing wrong, what we should do differently and so on.

Green presents many long-service awards including this one for David Gillard following his 30 years with Princess

I spend a lot of time on the shop floor, and I’ve learned a lot. It’s fascinating, so that aspect is not a difficult thing to want to do.

However, we’ve had our challenges. We’ve had to make some difficult decisions in getting the company back on its feet and it has been challenging at times. Unite is a well-known union in the UK, but part of the engagement with the workforce is spending a lot of time with our works committee and with the union.

I’d say that relations have never been better, and I hope they’d agree because we’ve been through quite a journey with them and reached a position where I think they feel happy and reenergised, as do we. So, that has been interesting. Again, the first time for me.

Late last year, you surprised many when you announced the C Class of centre-console powerboats with the option of outboard engines, a first for Princess.

That’s part of what we’re doing. As well as the challenges of turning the company around, we haven’t taken our foot off the gas in developing new boats. Through this recovery process, we spent £40 million on new product alone within the last three years.

CGI of the C48 Open, which could debut in late 2026

Now that we’re back in balance, we’re able to start doing some more interesting things. For some time, we’ve wanted to introduce a dayboat-style class. We have a lot of customers who have more than one boat, and maybe their larger boat is a Princess, and their smaller boat is another brand.

While it may appear to be quite a well populated market, nobody’s really doing what we think should be done. Now we can do it ourselves and have some fun in the process.

The C48 is a boat we’ve developed with feedback from all our dealers as well as customers around the world to produce something that works everywhere. We’ve got outboards and inboard engine options, as well as the choice of an open design or enclosed saloon. It’s a chameleon for all our different markets. I think it’s going to be so successful.

How is the C Class going to distinguish itself in a market led by the fast-growing Nordic brands and other well established builders who have been in this sector for a while?

The fundamentals of a Princess are that it must work, and having a soft, dry ride is an absolute prerequisite. We looked at whether we should have a vertical stem, but we felt that wasn’t for us for those reasons.

Also, we wanted it to look like a Princess because it must reflect the appeal that our brand has globally, having spent 60 years building those brand values. Then we wanted it to reflect the levels of fit and finish quality that’s also familiar with Princess. It had to have the same level of craftsmanship.

CGI of the C48 Open with outboard engines

So, it’s not just a walkaround dayboat; it has a high-quality interior with either one or two cabins. The single-cabin version has a convertible berth forward and a proper walk-in bathroom. I’m tall so I’m the crash test dummy for ceiling heights and bed lengths. It satisfies all those boxes. We’re doing it in a Princess way, and we think that will differentiate us from the competition.

Olesinski is our traditional naval architect partner, and we’re working with them on the exterior design. However, it’s our first outboard-powered boat, so we’re working with Michael Peters, and using his patented Stepped Vee Ventilated Tunnel (SVVT) hull.

With the combination of Princess, Olesinski and Michael Peters, three strong names in the industry, customers will have the confidence to know that it’s going to be a great boat.

In 2025, during Princess’s 60th anniversary, the brand debuted the F58 at Dusseldorf and V65 at Cannes. How did these models evolve?

With the F58, if you go on the neighbouring boat, F55, and you step from one to the other, the improvements in technology, resin infusion and structural glass have enabled us to make more of the space, so it feels like a much bigger boat. Also, the F58 incorporates features and benefits that perhaps the other similar-sized boats didn’t have, so gives customers a reason to upgrade.

The V65, which shares the same platform as the F65 and S65

Meanwhile, the V65 followed the F65 (2022) and S65 (2024) to complete the 65ft model line-up, all sharing the same platform.

Since the X95 was launched in the summer of 2020, the X Class has given a new face to Princess, underlined by the X80 in 2022 and with the X90 to come. Is it still a key range for you?

Yes, it’s fundamental. It has become a staple, like the Y Class, F Class, S Class and V Class. Even the S Class (of sportbridge yachts) is not as old as it seems. It was an invention during the global financial crisis and now it’s fundamental. The X Class will be the same. It’s not a fashion, it’s a staple.

We’re now well into 40-plus units of the 95 (a platform shared between the X95 and Y95), with X95 accounting for maybe two-thirds of those, having started earlier. The X80 has also been a phenomenal success. The shared platform strategy we adopted is really working for us.

A Princess X95 at the Phuket Rendezvous in 2024

It seems obvious to have a hull work for different models, but to make it work successfully is extremely challenging. If you look at the X80 and Y80, look how different they are, then look at the S80, which has a whole different expectation of performance. The centre of flotation is completely different.

It’s almost unbelievable that our engineering development team has made those three boats work on the same fundamental hull shape and engineering systems. It’s something we’re incredibly proud of.

With the larger Princess yachts produced at the South Yard, where will you build the 106 Odyssey that you announced at the 2025 Monaco Yacht Show?

It’s a bit of a jigsaw, but we’ll build the first 106 Odyssey at South Yard. Fundamentally, though, to deliver the Odyssey programme, we will need to invest to extend the factories there. We have lots of space.

Princess revealed plans to build the 106 Odyssey

At South Yard, we still have the 18th-century Ropery building, which we use to assemble and test full-size wooden mock-ups of each deck of an upcoming model. It’s a unique asset.

As well as Boat Lagoon Yachting, which has represented Princess in Southeast Asia since 1994, your dealers in Asia also include Princess Yachts Hong Kong.

Princess is very fortunate because it’s a strong brand with probably one of the best product ranges in the business, so we attract some of the best distributors in the business.

We’re careful in selecting the right partner because it’s the other key element of the recipe: we must develop the best boats and deliver the best customer experience. Princess Yachts Hong Kong recently exhibited a newly arrived Y72 at the Hong Kong International Boat Show [in December 2025].

A Princess Y72 arrived in Hong Kong in late 2025

As well as Hong Kong and Southeast Asia, there’s also the Gulf market, where most boats go into Dubai. It’s a significant market, often for the larger boats. One of the reasons for Princess developing bigger yachts again is that we can see the success that other brands are having in boats built to class, and we feel there are Princess customers that want a bigger Princess, in that 100ft-plus range.

Saudi Arabia sounds interesting and you can’t question the commitment and the investment, but there’s not a lot of new boats, infrastructure and destinations today. Do I believe it will happen? Absolutely. If you asked me to say when, I couldn’t answer the question. Whereas in the Gulf, Dubai is happening today.

princessyachts.com

Greenline: From power management to design philosophy

Leaders / yachtstyle2020

Greenline: From power management to design philosophy

February 5, 2026
2:41 am

A conversation with Alessandro Lorenzon, Global Business Director and Chief Experience Officer at Greenline Yachts.

Alessandro Lorenzon

Greenline Yachts is renowned for its hybrid propulsion, but it also builds diesel-powered boats, right?

Yes. In fact, our sales are about half diesel-only models and half diesel-electric hybrids. One or two boats each year are also pure electric powered. It is a busy marketplace for diesel yachts in the 39-58ft category, but Greenline boats stand out. Our technology makes a diesel boat more comfortable, easier to use and less fuel hungry.

How is a diesel yacht from Greenline Yachts different to its competitors?

What makes a conventional Diesel Powertrain from Greenline different to any other diesel boat is first and foremost the way we manage the energy on board. Thanks to our solar roofing, you already have a free source of energy that is always there, always available, and that’s standard on all our boats.

Secondly, we offer the option of additional battery banks, where you can store energy coming from the rooftop or recovered from the diesel engine. You then get the benefit of this energy later at anchor, silently running the boat’s hotel facilities – from air-conditioning to induction cooking. This means that you use the generator far less, reducing diesel consumption and lowering maintenance costs. But more than that, you will have better comfort, because there’s no noise, no smell and no vibration.

And is this technology mature?

Yes and no. Our power management system is in a class of its own, and already offers up to 48 hours of silent operation at anchor when you take our extended Power Pack. We include solar panels as standard on the coachroof of every model and these can generate several kilowatts of power in the heat of a sunny summer’s day.

Greenline 58 Fly

But of course, the technology is still improving, driven by advances in the automotive and renewable worlds.

When I joined this company, the photovoltaic panels on top of the roof were rated at 280W. Now we use 450W panels and they are already talking about 500-520W. In just two years, that’s an almost 70 per cent improvement in the performance for the same area.

The same thing is happening with batteries. And this is what we really need, because we need to push 10 tonnes of boat through a liquid, which requires much more energy than just rolling wheels on a flat surface.

[Greenline owner] Vladimir Zinchenko is obsessed with innovation, so he’s always trying to push the boundaries. We are always in evolution, and this is what makes this company special. We fear no competition, because we’re always moving. So, the brands that follow our lead are always going to be chasing. On the other hand, they can only help us in spreading the word of alternative power and propulsion options.

What is the advantage of Hybrid Propulsion?

I think we all know that the electric revolution is under way now. Those people 15 years ago who said that they would never buy an electric car because it has a range of just 50 miles – you don’t hear them so much anymore, because e-cars can do 300-400 miles between charges. Boating is now heading in the same direction.

Our 6G H-Drive system already gives you silent manoeuvring and medium-range passage making under pure electric power. When running faster under the diesel engine, it skims off spare power to refill the batteries that power another 48 hours of silent hotel systems when you drop anchor.

The input and output of energy is managed with Greenline’s unique hybrid control unit, which is visually integrated with your Simrad display, so you have all the data on your dashboard. The hybrid option will enlarge your possibilities of enjoyment on board your boat, and, of course, give you more comfort.

So, you offer your owners a path towards Hybrid Yachting?

Yes, it’s kind of a modular offer we have. You start with pure diesel propulsion, add our special power pack with more battery bank, bigger alternators and Greenline power management system. And then you step up to the hybrid – or to the electric – to maximise your experience and your comfort or board.

Transitioning from pure diesel to alternative propulsion is one of our missions. But we must reach the diesel purists first, otherwise we can’t even start the conversation.

Can you foresee a time when purely electrical propulsion is viable for mainstream yachts?

We already have some markets where this is reality such as Scandinavia and America’s inland waterways. And closer to home, there is Lake Balaton in Hungary, where combustion engines are not allowed. A client came to me recently to discuss a fully electric version of the Greenline 45 Fly, which is a project we have already studied and is ready to go.

Does hybrid require a change in yachting philosophy?

Let me just be clear: I do not believe in ‘educating’ boaters. I believe that smart people can listen to a story and extract what matters to them, to make their experience on their own boat better. And that’s the message behind our Responsible Yachting idea.

For instance, are we really using the boats and are we really enjoying the sea the way it should be enjoyed if we go at 30 knots? Or is the sea meant to be seen and lived at five knots, or 10 knots?

I always like to say that hybrid builds a circle around you – a circle of energy inputs and outputs but also a circle of experiences. The way you use this circle – in other words, your experience onboard – can differ from one person to the other, from one situation to the other. You can live your boat – with the same specs, same power options – differently to my boat, and we can interpret boating completely differently.

These different interpretations, angles and usages transform the circle into a three-dimensional sphere, which we now call the Sphere of Greenline’s Experience.

What starts with the philosophy moves forward with the materials, sourced locally using a short supply chain, reducing the carbon footprint, using high-quality procedures like infusion, recycling offcuts of production and much more to stay and respect our community. Responsible Yachting is then the key to unleash the potential of your Sphere of Experience.

How is the design language at Greenline Yachts evolving?

This is another very important factor for our customers. Our concept of gentleman yachting is a fil rouge that links all our products, no matter what period they date from. Greenline’s DNA includes comfort, hospitality, space, natural light, easy ventilation and an easy flow between different areas.

A few years ago, we started working with Marco Casali who helped us bring superyacht design philosophy into our smaller yachts, to give our customer the solutions that would make them feel more comfortable. We’re not looking for the wow factor, but additions that are soundly tested and deeply practical. Things like increasing the glazing area, greater headroom in the saloon and wider doors.

Where will Greenline Yachts be in 10 years’ time?

My dream is to have a company with a leadership position in bringing technology and a new experience into the boating world. We build approximately 50 to 60 boats per year, but I believe that our factory is easily able to triple these volumes if the market demands it. I don’t think we will need 10 years to get there – we’re ready to be a 100-plus boat builder now.

What does the perfect day on a Greenline look like for you?

I’m from Venice and Venetians spend an incredible number of hours on the water. My perfect day is one where I take my boat early in the morning and I start navigating the lagoon, possibly towards the northern part, where you will see wetlands, nice canals and enjoy a lot of wildlife.

Or I set out from Portoroz (Greenline’s home port in Slovenia), heading for Croatia. On a winter’s day, the boat will be cutting through the waves of a glistening sea and sometimes, if you’re lucky, you see dolphins. Not for nothing is the Greenline logo a circle formed by dolphins chasing each other.

greenlinehybrid.com

Robert Lewandowski joins Sunreef ambassadors

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Robert Lewandowski joins Sunreef ambassadors

January 28, 2026
10:47 pm

The Poland and Barcelona striker has ordered an 80 Sunreef Power Next, an upgraded version of one of the catamaran builder’s most iconic models.

Robert Lewandowski; Portrait: Simon Clark

Sunreef has announced footballing legend Robert Lewandowski as one of its ambassadors, after the Poland captain placed an order for an 80 Sunreef Power Next catamaran. Lewandowski, 37, follows the likes of tennis icon Rafa Nadal, F1 champions Fernando Alonso and Nico Rosberg, and South African adventurer Mike Horn, who have all served as Sunreef ambassadors.

“Sunreef is a perfect match for me. I have been following the brand for some time, and I feel they truly stand out,” said Lewandowski, now in his fourth season with Spanish champions Barcelona.

“They have a strong focus on style and creativity, but they are also dynamic and have an amazing synergy with the world of sports. One of my long-term plans is to start enjoying more time on the water. I did my research, and now I can say I’ve found the perfect yacht to make this dream come true.”

CGI of 80 Sunreef Power Next

The Best FIFA Men’s Player in 2020 and 2021, Lewandowski is Poland’s long-time captain and top scorer, and has been one of the world’s leading strikers over the past decade, most famously for Bayern Munich and Barcelona. The third-highest goalscorer in the UEFA Champions League, behind Cristiano Ronaldo and Lionel Messi, he has scored over 700 senior career goals for club and country.

Francis Lapp, Sunreef’s founder and President, said: “We are honoured to welcome Robert Lewandowski on board as our ambassador. His spirit, charisma and passion for excellence aligns perfectly with our commitment to perfection and innovation.”

CGI of 80 Sunreef Power Next

Lewandowski has ordered a customised edition of the 80 Sunreef Power Next, which is a modern version of the 80 Sunreef Power catamaran that debuted at the 2019 Cannes Yachting Festival and has helped underline the Polish shipyard as the world’s leading builder of large, luxury catamarans.

The Next models are upgrades of the shipyard’s 60, 70, 80, 100 sailing and power catamarans. Design and layout changes include a larger cockpit featuring sea-facing lounging chairs on each side and an Ocean Lounge, where foldout platforms combine with the hydraulic aft platform to create a three-sided, walkaround beach club by the water.

sunreef-yachts.com

Bill Barry-Cotter: How Australia launched unique boating brands

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Bill Barry-Cotter: How Australia launched unique boating brands

January 23, 2026
11:27 am

As a boat builder, Bill Barry-Cotter has an unrivalled history in Australia, Asia-Pacific, and in American and European markets. In recent years, he is the driving force behind Maritimo motor yachts, designed for high-end voyaging, fishing and diving adventures.
Interview: Bruce Maxwell; Photos: Maritimo

Bill Barry-Cotter

Now in your 80s, you developed famous Australian boating brands like Mariner, Riviera, Maritimo and lately purchased Caribbean. Your journey began as a teenager, sailing dinghies in Sydney’s northern Pittwater region?

My journey began with a foundation from my parents – a farmer and a schoolteacher – in the small town of Adelong, New South Wales. But it was a sailing trip on Sydney’s northern Pittwater as a teenager that sparked a passion for the water and working with my hands. That passion led me to a boat-building apprenticeship at 16. By 19, I’d already built my own boat. The fire was lit for what would become my life’s work.

What led you to start building boats called Mariners at Garden Street in Narrabeen, then in nearby Mona Vale?

In 1966, at just 21, my employer, Cedric Williams Snr, retired and gifted me the jigs, patterns and tools for the boats that we had been building. I took that opportunity and launched Mariner Cruisers. We built both motorboats and sailing yachts. By 1978, Mariner was Australia’s largest big boat manufacturer.

I sold the business to an Australian public company that year, but I stayed on for a year, which proved to be a challenging period. When I left, I stated my intention to buy it back for a nominal sum. Ten years later, when the company went into liquidation, I did just that.

These were both motor boats and sailing yachts, initially with wooden hulls, before fibreglass made its debut?

Yes, that’s right. In the early days, wooden hulls were the standard, but fibreglass emerged in the late 1940s and became more popular in the 1960s. Fibreglass was a game changer. More durable and resistant to common issues found in wood, like rot, warping and marine organisms, fibreglass made it much easier for owners to maintain their watercraft. It also allowed us to create more complex and streamlined hull shapes, resulting in faster and more fuel-efficient boats.

Bill and right-hand-man Phil Candler discuss details of a new Maritimo model, often using practical input from existing owners

The Australian ‘Mariner’ brand I founded is separate from the American O’Day ‘Mariner’ brand, which also had its own transition to fibreglass. We made the strategic decision to adopt fibreglass to build robust and enduring boats that focused on durability and performance. This is a philosophy I still hold today.

Did you sell boats built abroad as well? Singapore-based Grand Banks CEO Bob Livingston later asked you to become a director of that successful company, but you declined?

Yes, I built Grand Banks under licence in Australia, and I also worked with them as a consultant for many years, developing new models and contributing to the engineering side. It was a valuable experience, but ultimately my passion has always been in building and steering my own brands, which is why I chose not to take on a directorial role.

What was your plan in moving to the Gold Coast, now an epicentre of production boat building in Australia, and founding Riviera Yachts? How many boats a year did the yard turn out during this period?

When I left Mariner, I wanted to create a new brand that would define the market. Australia’s Gold Coast was a developing area with huge potential, but not the epicentre of boat building it is today. It was a developing area, and I saw an opportunity to get in on the ground floor. I founded Riviera with just five employees in 1981, and we built eight boats that first year. The move was a strategic decision to create a culture of excellence in a region that had the space and potential to grow into a major marine hub.

The M75 is the present flagship of the Maritimo fleet

That same pioneering spirit later led me to establish Maritimo. I built on decades of experience to create a brand dedicated to long-range luxury motor yachts that embody performance, craftsmanship and innovation.

Your reported philosophy has always been to consult the owners, down to the smallest details, when designing new models. That has continued as a hallmark of Maritimo motor yachts?

Absolutely. At Maritimo, we call our design philosophy ‘Service Practicality’, and it remains central to everything we build. The idea isn’t just to make a boat easy for owners to fix; it’s about designing and engineering a boat so well that it rarely needs fixing in the first place. We focus on using proven materials, straightforward engineering and systems that are reliable and intuitive rather than having overly complex electronics or exotic build techniques.

This approach ensures longevity and confidence at sea while reflecting feedback we consistently hear from our owners. A key part of our process is to frequently consult with Maritimo owners so that we can refine our designs around real-world use, ensuring every yacht delivers the performance, comfort and dependability they expect.

Bill thinks the Maritimo M50 is well suited for voyaging in Asia’s exotic seas and straits

A principal difference is that Rivieras use pod drives, while Maritimos are shaft driven, which Maritimo says gives a distinct difference in offshore range and performance. Could you elaborate?

This is one of Maritimo’s defining characteristics. We are committed to shaft drives because they are simpler, more robust and proven. At their core they are just a rod and a propeller, which makes them incredibly reliable and easy to maintain anywhere in the world. For a bluewater offshore yacht, shaft drives provide low-end torque and the durability needed for long-range cruising in remote areas – qualities that cannot be compromised.

By designing around shaft drives, we ensure our boats achieve superior range, efficiency and dependability, giving owners complete confidence no matter where their journeys take them.

Asian sales agencies include Eins-a-Resort in Japan, and there have been recent Maritimo purchases in Southeast Asia. What are Maritimo’s most popular models in the region?

The interest in Maritimo yachts has grown quickly in Southeast Asia and Japan. The region has a strong appetite for Australian-made products, and our boats are engineered for real-world conditions that align perfectly with Asia’s cruising grounds. Every Maritimo is designed for bluewater capability: deeper hulls, robust shaft drives, precise weight distribution and efficient fuel systems that ensure confidence and comfort even on long passages.

The M50’s air-conditioned flybridge

Features like our enclosed, air-conditioned flybridges are particularly appealing in tropical climates, offering comfort in heat or rain while still maintaining panoramic visibility. Models from our M-Series, such as the new M50, exemplify this balance, pairing powerful shaft-drive Volvo Penta engines and variable deadrise hulls with expansive living spaces that are ideal for family getaways or social cruising.

Looking ahead, how do you see Maritimo developing in future? What is the strategy of its executive board? Any personal thoughts here?

Our strategy is to continue our global expansion. While Australia, New Zealand and the Americas remain crucial markets, the next chapter of growth lies on the world stage. Southeast Asia, in particular, is emerging as one of the most exciting luxury yacht markets globally, with owners who value long-range cruising capability, reliability and refined comfort. Maritimo is exceptionally well-suited to meet these needs.

We will continue to build on our reputation for quality and bluewater engineering while strengthening our dealer network and customer relationships across Asia. Personally, I see enormous potential in this region because of the passion for exploration and the demand for yachts that can go further and do more. That alignment with Maritimo’s DNA makes Asia central to our future.

Maritimo interiors are immaculately fitted out, as seen on the M75

Maritimo has recently announced that it has purchased the Caribbean brand, which was at first billed, years ago, as American Bertrams being built under licence in Australia, then as an independent entity. This signals a specialised fishing boat coming into the fold, or a more hybrid cruising model?

The Caribbean brand is an Australian legacy, known for its strong and dependable vessels. It began by building Bertram hulls under license in the mid-1960s before becoming its own entity in the late 1980s. This acquisition is about combining Caribbean’s reputation for reliability with Maritimo’s modern engineering and offshore performance knowledge.

Our plan is not to blend the brands, but to offer a complementary product line. While Maritimo focuses on the upper end of the market with models from 50-75ft, Caribbean is known for its smaller, more accessible models. This move allows us to produce a more compact, hybrid-style fishing and cruising model efficiently, leveraging our existing factory and design expertise.

The new Caribbean will retain its traditional character but with elevated finishes and enhanced performance. It’s a strategic move to diversify our portfolio and honour a legendary Australian brand.

In related spheres, you have won 16 Australian Offshore Superboat Championships, and internationally son Tom and Ross Willaton beat the world’s best at the 2019 UIM XCAT Worlds in 2019?

Yes, my teams have won 16 Australian Offshore Superboat Championships. Powerboat racing has always been more than just a hobby for me; it’s a real-world research and development programme.

Another passion is offshore powerboat racing. Here son Tom Barry-Cotter and Ross Willaton celebrate victory in a world championship

The brutal conditions of offshore racing are the ultimate test for our designs, driveline systems and hardware. It’s how we ensure that our innovations are pushed to their limits, resulting in more reliable and better-performing luxury motor yachts.

It was a very proud moment when my son Tom, along with Ross Willaton, won the 2019 UIM XCAT Worlds.

Sailing seems to run in your veins too. In the 79th Rolex Sydney-Hobart, you entered both the classic 32ft Maritimo Katwinchar and the Swan Maritimo 100. Will these campaigns continue?

Sailing is a lifelong passion that started when I was a boy. The Katwinchar, in particular, holds a special place in my heart. My father, Frank, owned her in the 1960s, and after years of searching, I found her in a dilapidated state on Gumtree. We spent two years restoring her, and it was a great joy when she won the Grand Veterans class in the 2019 Sydney-Hobart race. I also have a deep, personal history with the race, having won a divisional title in 1976 with Ghost, a boat I built myself.

Sailing in Sydney and elsewhere is still part of the family tradition. The classic Katwinchar once owned by Bill’s father still competes in the Rolex Sydney-Hobart

As for the Maritimo 100, campaigns like these are about more than just racing. They are also a platform for real-world innovation. We test new ideas, layouts and hardware under demanding conditions, and the lessons feed directly back into our production boats. So yes, we’ll continue to support these campaigns as they represent both my personal love for sailing and Maritimo’s ongoing drive for improvement.

Finally, how would you summarise such a life?

My life can be summarised as a relentless pursuit of excellence, driven by an unwavering love for the sea and a deep commitment to my craft. My journey, from an apprentice to the founder of three of Australia’s most celebrated brands, has been defined by bold vision and unwavering commitment to perseverance – always moving forward, no matter the setbacks.

The founding of Maritimo, which was born out of loyalty to my team, is the ultimate testament to that belief. In the end, it’s not about the number of brands or the sales figures; it’s about a living legacy of integrity, innovation and a lifetime spent on the water.

maritimo.com.au

Dreamer Marine: Cruising from dream to reality

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Dreamer Marine: Cruising from dream to reality

January 8, 2026
11:00 am

Debuting at this year’s Thailand Boat Festival in Phuket Boat Lagoon from January 15-18, Dreamer Marine presents tailor-made ownership programmes, yacht charter and investment services. Araya Banlang, the company’s marine-loving founder, explains more.

Interview: Andrew Dembina; Photos: Rati Ironside

Araya Banlang, founder & CEO, Dreamer Marine

“I’m excited, as this has been a while in the planning,” says Araya Banlang, whose decade-plus of experience across the banking industry and emerging energy technologies – requiring expertise in long-term planning, corporate strategy and value-driven investment – brings a solid foundation on which to build and launch her new venture, Dreamer Marine, in Thailand’s yachting capital: Phuket.

How do you define Dreamer Marine?

It’s a new hybrid model merging yachting, lifestyle and high-yield investment. Unlike traditional yacht brokers who focus solely on buying and selling vessels, Dreamer Marine positions itself as a strategic partner for investors, identifying yacht models with the strongest charter demand and highest yield potential in Phuket’s expanding luxury sector.

I’ve developed a company that offers a blend of premium yacht experiences with strategic investment opportunities. I believe we’re reshaping what yacht ownership and chartering can be in Thailand’s luxury yachting and tourism markets.

As far as the luxury yachting experience is concerned in Phuket and its surrounds, what sets Dreamer Marine apart from other charter and management operators?

Dreamer Marine is redefining what luxury yachting in Phuket can feel like, refined yet effortless, with a focus on modern models, licenced crews and truly tailored experiences. We call this philosophy ‘Lifestyle-Yachting’, reflecting our belief that time at sea should feel like an extension of one’s personal standards in life, rather than a one-off indulgence.

Jeanneau DB/37

The company positions its yachting experiences as more than ‘boat trips’. Our charters are well planned, refined moments shared with family or loved ones, where every journey is seamless and meaningful.

In a market still shaped by refitted vessels and price-driven competition, Dreamer Marine sets a different benchmark: modern, well-maintained yachts operated with professional standards behind every voyage.

What kind of fleet are you offering?

Dreamer Marine officially launches with a brand-new Jeanneau DB/37, which arrived in late December [2025] and is our proof of concept for stocking new-generation yachting models.

The company expects rapid expansion of its curated fleet through investor partnerships, focusing on new types of sport yachts, power catamarans, family and event-ready flybridge motoryachts and luxury dayboats, aligned with the preferences of high-end travellers and luxury hotels, who we expect to be our clients.

We are in advanced discussions regarding a membership buyout structure, after which we plan to invest immediately in additional new yachts. We see our owned fleet as approximately five yachts as optimal – large enough to ensure operational flexibility, brand visibility and meaningful data on usage and yield.

This initial scale enables us to adopt a ‘wait and see’ strategy – assessing market response, charter demand, hotel partnerships and investor appetite – before determining the next phase of expansion.

Rather than pursuing aggressive fleet growth for its own sake, we are focused on building a curated, high-quality fleet aligned with the preferences of high-end travellers, luxury hotels and long-term investors, ensuring each yacht added has a clear purpose, positioning and path to the company’s and investors’ performance.

Tell us more about your investor, membership and charter plans. Memberships and fractional ownership are the core of our long-term strategy, ensuring quality consistency and sustainable yield, while we will also charter a curated selection of yachts directly.

Each yacht, whether part of a membership programme, fractional ownership or direct charter, is operated under the same professional standards including International Maritime Organisation licensed Standards of Training, Certification and Watchkeeping crews, capable of experience-led service matching our requirements.

While each membership is associated with a specific yacht, members are not restricted to a single vessel. If multiple members request the same yacht on the same date and travel dates are not adjustable, Dreamer Marine will offer alternative yachts of comparable standard within our fleet. This ensures members retain access to Lifestyle-Yachting without disruption.

Is Dreamer Marine also offering a fully managed ownership, for those not seeking a fractional plan?

Yes, this is a serviced programme option that we offer, too, with a large variety of yachts, crew, maintenance, insurance and other tailor-made options.

Our fractional ownership programmes are really for those seeking consistent access without the complexity of full ownership. It offers straightforward usage without concerns over maintenance, berthing or ongoing operational costs. Each yacht is shared by a maximum of five members, ensuring generous availability and flexibility throughout the year.

What corporate yacht programmes do you offer?

We offer corporate yacht memberships, specifically tailored for luxury hotels, branded residences and premium organisations seeking a distinctive privilege for their clients and partners. Programmes can be customised to align with hospitality standards, styles and brand identity.

Phuket’s top resorts have long faced a shortage of modern yachts that meet their service standards. Dreamer Marine addresses this gap.

Can you explain the types of custom yachting experiences you present?

Rather than fixed itineraries, Dreamer Marine curates approved routes and experiences around each guest – from intimate romantic escapes to relaxed family journeys designed for the perfect day at sea. We collaborate with the best resort-style diving partnerships and watersports operators when requests are made for such activities.

Besides these requests, we also tailor personal, family or corporate events, to specific needs for yacht decor, music, entertainment and additional hospitality staff – all to a very high standard.

How will the fleet be maintained?

Behind every experience is a clear emphasis on professionalism – from preventive maintenance and safety checks to service protocols and crew training – allowing guests to simply arrive, step aboard and enjoy the ocean with absolute confidence.

For investment enquiries, email founder@dreamermarine.com

dreamermarine.com

ICOMIA Market Insights: Pathways in Asia

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ICOMIA Market Insights: Pathways in Asia

January 1, 2026
6:15 pm

Su Lin Cheah, Asia Pacific representative for ICOMIA (International Council of Marine Industry Associations), summarises the ICOMIA Market Insights: Pathways in Asia report in a Column for Yacht Style Issue 86.

Archipelagos of Asia: Southeast Asia is home to much of the Coral Triangle, the world’s most biodiverse marine region, where destinations include Raja Ampat and Komodo in Indonesia, and Palawan and El Nido in the Philippines; Commentary: WWF-Singapore; Infographic: ICOMIA

Asia’s leisure boating industry operates in a complex environment, requiring a clear understanding of the region’s unique characteristics to identify opportunities and address challenges.

With over 60,000km of coastline, thousands of islands and favourable climates, Asia supports year-round recreational boating. Its strategic location between the Pacific and Indian Oceans, along with expanding infrastructure, makes it a key waypoint for global yachting.

Asia’s maritime heritage has shaped global history through centuries of seafaring, trade and advanced shipbuilding. This legacy enabled early globalisation, fostering trade and cultural exchange across the region.

Mastery of maritime sciences and strategic sea routes continues to influence modern maritime law and diplomacy. Key waterways, such as the Straits of Malacca, remain vital to regional economies and are expected to face capacity challenges, underscoring their ongoing importance in Southeast Asia.

HOME TO GLOBAL ECONOMIC POWERHOUSES

Asia is experiencing strong economic growth, especially within ASEAN, which has nearly 630 million people and recent annual GDP growth of nearly 5 per cent. The ASEAN Economic Community Strategic Plan 2026-2030 aims to make the region the world’s fourth largest economy. Despite global political challenges, ASEAN is focusing on job creation, education, digital economy, infrastructure and integration.

However, maritime disputes and declining fish stocks present coastal challenges. Prioritising local economic development and exploring green and blue economy opportunities are essential for sustainable welfare.

Su Lin Cheah at Penang’s Straits Quay Marina, Malaysia

China is now the world’s second-largest economy, with a nominal GDP over US$19 trillion, contributing about 30 per cent to global economic growth. It leads in manufacturing and exports, shipping goods valued at over US$3 trillion annually. China’s financial strength is evident in its large foreign exchange reserves, while the services sector offers further growth potential.

India, the world’s fifth-largest economy, is expected to sustain rapid growth between 6.3-6.8 per cent through FY 2025-26. Its youthful population and digital transformation, combined with ongoing industrial development and initiatives like ‘Make in India’, position India for significant future growth.

BOATING IN ASIA’S BLUE ECONOMY

Boating plays a key role in Asia’s blue economy, supporting coastal tourism, economic growth and local prosperity. Stakeholders face challenges in measuring boating’s economic impact and advocating for supportive policies. National collaboration is essential for engaging regulators and improving reporting accuracy.

Although the leisure marine industry is fragmented, leading yacht manufacturers are investing in offices and partnerships in major hubs like Hong Kong and Singapore. These efforts help them navigate new markets, enhance customer service and succeed despite infrastructure challenges.

Meanwhile, Asia’s engineering and manufacturing sectors are advancing, focusing on innovation to address environmental challenges.

At the China International Boat Show 2025 in Shanghai, Chinese companies showcased new propulsion and sustainability technologies alongside established brands. Asian firms are actively expanding globally and participating in major trade events to build new business connections.

China is pioneering eco-friendly technologies, as displayed at the China International Boat Show; Photo: Su Lin Cheah

Asian markets are aligning with global standards and enhancing compliance through regional standards and certification organisations such as the China Classification Society (CCS), with a growing emphasis on environmental sustainability.

Regional governments are updating regulations and investing in green technologies to meet global sustainability goals, which will affect water access and leisure boating infrastructure. While growth potential is strong, the industry must adapt to an uncertain environmental landscape.

Regional governments are implementing policies to enhance sustainability, reduce environmental impact and improve resource efficiency. These changes require owners and managers of infrastructure (such as marinas) and services to upgrade facilities and adapt procedures to comply with new regulations, including alternative energy and waste management.

More than ever, industry stakeholders at all levels need to engage with the relevant authorities through their respective national Marine Industry Associations (MIAs) so any implementation will be inclusive and supportive of a sustainable industry.

Key fundamentals existing within the ecosystem of all leisure marine markets in the region include – in varying degrees of priority and development – Government Advocacy, Access to Water and Financial Infrastructure, as well as initiatives like Grow Boating.

These are intertwined with cross sectoral dependencies, underscoring the challenging complexity of the regulatory and operating environments in the region. Yet, more importantly, they collectively hold the development potential and growth opportunities of boating in Asia.

icomia.org

SU LIN CHEAH

As ICOMIA’s Regional Representative, Asia Pacific, Cheah leads ICOMIA’s initiatives and programmes while supporting the interests and activities of ICOMIA’s members in the region. An advocate of collaboration, cooperation and the strength of the collective, she continues to build upon 30 years of experience in the industry, bringing local-global-local perspectives and strategies in this dynamic region of diverse cultures and business practices.

ICOMIA Market Insights: Pathways in Asia is part of a research initiative of the ICOMIA Asia Working Group. This report, together with an extensive appendix comprising unique market reports by ICOMIA Members in Asia, is available as a complementary supplement with every purchase of ICOMIA Recreational Boating Industry Statistics 2023.

info@icomia.com

Erwin Bamps on Gulf Craft’s brand focus

Leaders / yachtstyle2020

Erwin Bamps on Gulf Craft’s brand focus

December 11, 2025
6:56 am

In the second and final part of an interview with the returning Gulf Craft Group CEO, the Belgian outlines the importance of raising the profiles of the Majesty, Nomad, Oryx and SilverCat brands.
Interview: John Higginson; Photos: Gulf Craft Group

Note: To read part one of the interview, click here

Erwin Bamps, CEO, Gulf Craft Group

With the Majesty brand of models ranging from the 60 to the 175, how would you describe the Nomad series, which spans the 65 to the 101 tri-deck?
Nomad has a different take on yachting. The exteriors have more classic lines, a more timeless design than Majesty, which is more contemporary on the outside.

With its Superyacht series, Majesty needs to compete with the top Italian and British motoryacht brands, the likes of Benetti, Ferretti Group and others building contemporary-style yachts and superyachts. Majesty then has different competition in the 60-100ft range. Nomad is competing with the likes of Horizon, Numarine, Sirena and so on. Honestly, Nomad has fewer competitors than Majesty.

The Nomad 101 is the flagship of the Nomad fleet of exploration-focused motoryachts

For the people who want to prove themselves to others, owning a Majesty is a great statement, to make people turn their heads when you cruise by. Owners of Nomad yachts care less about people think of them. It’s more about the connection to nature, the mothership that brings you to that distant cove, distant marina, and you worry less about being seen.

Is Nomad more affordable than Majesty?
Nomad focuses less on the bells and whistles, but the level of fit and finish in the interior is very similar. Nomad is the equivalent of an offroad car. It’s pitched as a long-range, explorer-style yacht.

This reminds me of a Majesty yacht owner, who told me he didn’t want to go too far out at sea. I explained that Majesty yachts are oceangoing and can cruise long distances, but he said: “Yeah, but then people can’t see me anymore!” So, Majesty is a bit about ‘see and be seen’, while Nomad is about heading off to remote, secluded islands. Nomad yachts have explorer-style looks and are about exploring, although not in the sense of heading to Antarctica and ice regions.

The Nomad 70; other Nomad models include the 65, 75, 95 and 101

It’s a bit like buying a Porsche four-wheel drive; if you take it off road, you’re worried about stones hitting the outside and damaging the paint. With a Range Rover, that’s the fun. They have a different soul. You could say they’re in competition, but it’s not the same customer focus. It’s more the look and feel.

When you enter a Majesty, it’s like you enter a Porsche Cayenne and the focus on the finish, the stitching, while in the Nomad, it’s about where you put the toys. Of course, it’s important to have toys in a Majesty; it’s just not the first consideration.

Oryx has had a rebirth in 2025 with the world premieres of the 32FX and 37FX open models and the enclosed 47LX. What’s your hope for this cruiser series?
I see tremendous potential in Oryx. That segment in the market has been growing. When we launched Oryx, it was catering mostly to younger people who wanted to have it as a family boat, maybe even a fishing boat. It had to have air-conditioning, a cabin, with people able to go downstairs for some AC then go back on deck.

The enclosed 47LX led Oryx world premieres in 2025

It was mostly a day boat, a weekend boat at most. It was designed with the specific needs of Asia and the Middle East in mind. It became very popular in the inner Gulf, Thailand and other parts of Southeast Asia. It was never very strong in Europe because it didn’t cater fully to how people in the Mediterranean or Florida viewed boating.

Oryx is now trying to become a more globally oriented product range that suits a lot of people, not only in the Middle East and Asia but also in the likes of Croatia, Turkey, Florida or Australia.

We’re developing a range with open versions and closed versions offering protection against the rain or the cold or the heat. The open versions are for those people who like fishing, centre console or the pilot cabin with a three-sided windscreen, which helps you against the elements. The options work in different climates. Also, there’s now a bit more focus on the fit and finish, the looks and creating that emotion that helps younger people fall in love with a product like that.

How are the new Oryx models being received?
We’ve invited captains, brokers and potential new dealers to come and test the boats. I’ve invited people from Thailand, from Croatia and other parts of Europe, from the US to have a closer look at the boats and say what they like and don’t like.

The open Oryx 37FX (above) also debuted in 2025 along with the 37LX and 32FX

We had people fly in from Puerto Rico, so we could ask how it could be more suitable for their market, for the Bahamas, for Central America. We’re looking to see how we can set Oryx apart from Axopar, Saxdor and what everybody else is doing.

What are your thoughts on the potential of the SilverCat series, which launched in 2020?

Powercats are still new in the Middle East. Even in Europe, the sector is still up and coming. Clients are getting their head around how to make maximum use of two hulls.

Is it because you want a stable boat to go fishing or flyfishing or do some trawling? Or do you want the double hull for more deck space? Or can it be, like we did at Prestige, to also offer more room downstairs?

There are a lot of people looking at powercat design from different angles, to find out how clients really want to use a catamaran design to optimise the type of boating they want to do. Likewise, Gulf Craft is trying to find how powercats can serve the markets we’re feeding today.

SilverCat’s 35CX debuted at the 2025 Dubai International Boat Show

SilverCat models include centre consoles, like the new 35CC and the 40CC, which are good for the sport fishing market. Then we have the enclosed Lux versions for family boating, where people want to have some fishing capability but can sit indoors in air-conditioning if they want to have lunch. It could be used for some island hopping around Thailand or Malaysia.

Now we’re expanding into even bigger sizes and there are new models on the table that explore other ways of using a powercat. Ultimately, powercat clients want to benefit from space, stability and fuel efficiency, so we can maintain those principles and build completely different platforms based on that. Gulf Craft has the advantage of being able to build small ranges, experiment a little with different layouts, try a couple of concepts, put them to market and see how people respond.

So far, one of the most active client bases is sportfishing, so we’re promoting those strongly. With the enclosed versions, we’re trying to find if people want fully enclosed or not, or if they want a flybridge. We’re testing the waters a little bit.

Do you see SilverCat as potentially having global appeal?
Of all the brands, I’m most bullish about SilverCat. Of our brands, I think it has the highest growth potential, if not necessarily the highest turnover. I think the powercat platform has probably the biggest potential to bring newcomers to the boating market and new owners to Gulf Craft. I believe SilverCat has the power to bring more people to boating than the Majesty brand.

SilverCat’s 35CC also boosted the powercat brand’s growing portfolio

Of the four Gulf Craft brands, do you view any as only being appealing to certain regions or markets?

In production terms, there are brands that make more sense to sell close by than on the other side of the planet purely based on the cost of freight and logistics, which accounts for a much higher percentage of a small product than of a big product.

So, it makes more sense to focus on the smaller models in nearby markets, although potentially for international markets if we’re able to ship 10 or 20 at a time. Again, that means you need to have a strong distribution network in more distant markets.

Do you see Asia as a key market for all the brands?
Is it the type of boating people want to do? Yes. Does Asia have lots of islands? Yes. Does it have a client base that would like to do that? Yes. Can we bring the product cost effectively into the market? Yes.

Among the four brands, how much of the annual turnover does Majesty account for?
Majesty is still the defining factor in the success of Gulf Craft, and we still want to increase its turnover because we want to grow the whole pie. Denison’s representation will boost Majesty as a whole, but relatively we would like to reduce its percentage of our total turnover as we better develop and grow the other brands.

The 120 by Majesty, the Gulf Craft Group’s flagship brand

That’s why we’re building new plants and facilities in both the UAE and the Maldives. I’m signing more orders for machinery than I am for materials for new boats. We’re investing heavily in travel lifts, gantries, equipment for the factories, and we’ve done a lot of piling in Umm Al Quwain, where we’re expanding.

However, your primary focus remains on developing the dealer network?
Yes, using my network to bring the right partners to the table and connect more dots. The market has changed, so we need to help develop some existing partners as well as find new partners.

The dealerships might no longer be Gulf Craft dealerships but a Nomad representative in a market where other dealers are representing Oryx and Silvercat, or Majesty and SilverCat. The dealer who brings in superyacht clients might not know how to sell a SilverCat product. As the client is different, so maybe the salesman should be different.

And if a group represents all the brands, they may have different sales teams for different brands. On a Majesty, you don’t necessarily give a prospect the keys and say ‘try it’, but on a SilverCat, you do.

gulfcraftgroup.com

Erwin Bamps on Gulf Craft’s dealer focus

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Erwin Bamps on Gulf Craft’s dealer focus

December 10, 2025
2:36 pm

In part one of an interview with the returning Gulf Craft Group CEO, Bamps explains the growth of the UAE shipyard and his current focus on expanding and fine-tuning a global network of dealers for Majesty and its other motoryacht brands.
Interview: John Higginson; Photos: Gulf Craft Group

Erwin Bamps, CEO, Gulf Craft Group

Starting his career in his native Belgium, Erwin Bamps worked for Japanese automation specialist Omron before joining Belgian technology company Barco as Sales Manager for Southeast Asia and the Far East. Bamps was then based in the Philippines and UAE as Hutchison Whampoa’s General Manager – Pan-Asian Systems.

The Belgian’s time in Dubai led to him joining Gulf Craft in January 2002 as Executive Manager, working under Chairman Mohammed Alshaali, who co-founded the shipyard in 1982 in Ajman.

Bamps rose to COO in late 2009 and then CEO in 2014. In November 2018, he joined Groupe Beneteau as Prestige Vice President, overseeing the launches of the X-Line of motoryachts and M-Line of multihulls. In April 2025, Bamps returned to the UAE as CEO of Gulf Craft Group.

The Middle East’s leading yacht builder, Gulf Craft Group has its main shipyard in Umm Al Quwain (43,000sqm) and a new Superyacht Service Centre (10,000sqm) in Ajman. Since 2002, it has also had facilities in the Maldives, where it produces its Touring Passenger Vessels and is currently developing the Gulf Lagoon maritime zone. To date, the company has produced over 10,000 boats including the Majesty 175, the world’s largest composite superyacht.

Looking back at your first 17 years with Gulf Craft, what were you and the company focused on following your arrival in January 2002?

When the Chairman (Mohammed Alshaali) invited me to be part of their adventure, Gulf Craft was a 20-year-old startup – and the only brand. It built a variety of products – yachts, flybridges, fishing boats, family boats.

Bamps beside Mohammed Alshaali, Gulf Craft Group’s co-founder and Chairman

However, there was no international focus on how best to export products. People from overseas heard about the story, came from Malaysia, Australia and so on, saw some product and bought a boat. That’s not distribution; that’s people finding a ‘jewel in the Nile’, a best-kept secret.

When I joined, the company was on an adventure, building the shipyard in Umm Al Quwain, which started in 2001 and became Gulf Craft’s main facility to build the larger yachts and superyachts.

Unlike in Italy, which has many subcontractors, we needed a completely vertical integration to deliver what we were hoping to deliver: a complex product with a high level of fit and finish. It had to compete with established brands in the market, so we needed to develop the expertise in each of the 20-plus professions it takes to put large yachts together.

As such, we built a furniture company, a stainless steel company, a marble company and so on. We had to pioneer fibreglass and vacuum infusion, every aspect it takes to build luxury motoryachts.

To help get all this to work, I became a carpenter, a steel worker, a logistics expert and more. Day to day, we were working in the factories with our sleeves rolled up, alongside the Chairman, which is his style. As of today, he walks the floor every day. I’ve seen the Chairman more often with pieces of wood in his hand than a pen.

Majesty 112 Terrace

We built in the Middle East because of two reasons. Firstly, that’s where the Chairman and the Alshaali family living lived, and they had the financing, the brain power and the ambition. Secondly, there was a local client base, a market. However, there was nothing else. There was no skill set available in the region, no local labour pool, no local expertise. Yet there was a labour pool in South Asia, just across the water from us.

It was a startup scenario where you make use of the assets you have, then try and work around those to be able to bring this company to market and build a sustainable growth model. And it’s still there today. Gulf Craft is one of the very few major yacht builders that’s still under the same ownership as when it was created. So, what was initially an obligation became an asset, because that vertical integration allows you to control cost, quality and delivery.

How did the company change in size from 2002 to when you left in October 2018?

When I joined, we produced about 400 boats a year; when I left, we produced about 400 boats per year. However, the range, size and value of the yachts was very, very different and the average transaction value soared.

We went through exponential growth and the turnover figure when I left was about 10 times bigger than when I arrived. When I joined, 50-footers were rolling out of the Ajman factory. When I left, they were building a 175-footer.

When you rejoined in April 2025, how had things changed at Gulf Craft during your time with Prestige?

I rejoined in the same position as I left it, as CEO, this time of Gulf Craft Group. The brands created before I left – Majesty (2004), Oryx (2005), Nomad (2015) and the Touring Passenger Vessels – are still there. The only brand that has been added is SilverCat, which succeeded Silvercraft.

Majesty 112 Terrace

There’s also more ambition today. The company now includes the Superyacht Services Centre in Ajman, which is no longer just a support function for our own yachts but an independent business taking on work for all local and visiting yachts. It will now act as a profit centre rather than a cost centre. Gulf Craft Group is developing into a marine enterprise and won’t solely be defined by its core business of boat building. The company now has more of a 360-degree approach.

What are your priorities now as CEO?
Even though it’s the same position as before, it’s a whole different challenge. Back then, it was about building a model that would allow the company to establish itself on a global platform, building all the expertise required to build these complex products, so the company could rub shoulders with all the established players, even in the likes of Monaco.

Today it’s about bringing all the brands to markets where they can be distributed. In Europe, Gulf Craft is still identified mostly with Majesty – or Majesty Superyachts – because that’s the only product brand we’ve really brought to that market.

My ambition is to bring Nomad to Europe in 2026 and later bring Oryx and SilverCat. Gulf Craft is a ‘house of brands’, which each display the company’s different facets. The Chairman wants to show the world that we’re constructing these yachts in the Middle East, but we sell them worldwide. Our mission is to bring people to the water.

Majesty 100 Terrace

In this sense, I find myself in familiar territory because Groupe Beneteau was also using that as a main driver for its business. Whether it’s a sailing cat, monohull, motorboat or a powercat, it really doesn’t matter. Neither Gulf Craft Group nor Groupe Beneteau restricts itself to one niche.

So, when I spoke to the Chairman about this opportunity, my first ambition was to see whether he agreed on my approach of focusing more on the other brands and not just on profiling ourselves internationally as a superyacht builder.

He said he really wants to explore the potential behind each one of the brands. If some are only going to be competitive in the Middle East or Asia, so be it. But even then, there’s room for improved distribution. We haven’t developed the real potential behind all the brands, even for Majesty superyachts.

What led to the appointment of Denison Yachting to represent Majesty’s Superyacht Collection in the US?
My time at Groupe Beneteau helped me understand what makes a great distribution network. Once I joined Gulf Craft again, I immediately spoke with Denison Yachting (which has merged with OneWater Yacht Group) and realised they would be a key partner for the US market, where they have trust and credibility.

Majesty 100 Terrace

They have the feet on the ground, after-sales, maintenance service and so on. Denison also has a brokerage division, so they can deal with trade-ins, bring product back from the clients, sell them in with Denison having followed the story of Gulf Craft, this partnership is a combination made in heaven.

At this year’s Cannes Yachting Festival, there were 20-30 brokers from Denison telling the Majesty story. We also tied up with More Yachts in Croatia, so they had 10 people telling the story. That’s 40 more people than before.

For Gulf Craft, we now need to consolidate the brand image and focus more on the customer experience. Enhancing the customer experience will make every client an ambassador and create more opportunities. If you have long-term partners – not just salesmen – who believe that their growth is aligned with our growth, then they tell the brand’s story like it’s theirs.

Where else are you looking to establish dealerships?
Following the US, I looked east, so we’re talking to people in Hong Kong, Thailand, Australia and so on. I’m looking for the right partners to help us tell the story, project our image, bring people to our brand.

Majesty 65

A lot of people are enthusiastic about the brand and see the potential, but you need people who are masters of local market connections. Then you can start building a consistent presence that grows not only in the number of boats in the water but also the service that goes with it, including crew, charter management, maintenance, helping resale value … it doesn’t stop.

It’s about the entire 360 degrees of opportunities you have to offer a client. And then you need to guide the owners into their next project because our clients are not one-time customers; they’re customers for life. Today we are underrepresented, undersold. We’re still, to some extent, a best-kept secret. And I think that the shipyard deserves more credit for what it’s able to do. This is what I can bring to Gulf Craft Group.

And Majesty is also more than superyachts.
We start with the 60, 65 and 72, but when we exhibit at Cannes or Monaco, we generally only bring the Superyacht Collection from 100ft upwards.

Majesty 65

If we bring models from the Yacht Collection, it’s a different distribution model and the yachts won’t be at the Super Yachts Extension in Cannes but with similar-sized yachts [from other brands] in Vieux Port. The SilverCat powercats will be in the Power Cat Village and Oryx may be in Port Canto. These all need a different set of dealers. There’s a lot of work to be done to find the right partners for each series in different markets.

gulfcraftgroup.com

Why Gulf clients are widening their charter ambitions

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Why Gulf clients are widening their charter ambitions

December 4, 2025
1:27 am

A Master Scuba Diver, sailor and superyacht charterer, Yousuf Al Hashimi of Phoenix Yacht Management explains in his Issue 86 Column why Middle East clients are increasingly looking beyond the world’s traditional charter hubs to Asia and beyond.

Over the past decade, charter activity among Gulf clients has evolved from a seasonal indulgence into a more deliberate and globally mobile form of travel. Privacy, comfort and impeccable service remain the foundation of every decision, but expectations have matured.

As Managing Director and Partner of Phoenix Yacht Management, I have observed that today’s clients are no longer content with predictable routes or standard itineraries. They seek experiences that combine precision, authenticity and a sense of purpose, whether in the Mediterranean, the Indian Ocean or the farthest reaches of the Indo-Pacific.

The financial profile of this market remains significant. The number of active charterers from the Middle East may be limited, but their contribution in value terms is substantial. Many charter the largest yachts available – typically in the 60m-plus range – and they expect absolute flexibility, privacy and bespoke arrangements as part of the service.

Crew quality remains critical. Multilingual capability, cultural awareness and the ability to anticipate preferences are valued as much as technical skill. Many clients request wellness professionals, dive instructors or chefs able to interpret regional cuisines.

Environmental responsibility is another area gaining traction. Sustainability is viewed less as ideology and more as evidence of professionalism. Clients are increasingly aware of hybrid propulsion, efficient energy systems and responsible waste management. A yacht that operates cleanly and intelligently reflects the same values that guests apply to other areas of their lifestyle.

For clients based in the Middle East, the Gulf itself remains primarily a base for ownership rather than a cruising destination. Oman is the consistent exception, with its dramatic, secluded coastline now attracting those seeking something different without travelling far. Government initiatives across the region are gradually expanding marina infrastructure and support services, signalling steady progress for the future.

DISRUPTING THE RHYTHM

For a long time, charter patterns among Middle Eastern clients followed a predictable rhythm: Mediterranean itineraries during the summer and the Caribbean over the winter season. That framework still applies, but within it, new dynamics are emerging.

The Caribbean remains the preferred winter destination, largely because of its established infrastructure, reliable weather and concentration of leading international yachts. However, we now see a gradual diversification of winter itineraries as clients increasingly look east. The Indo-Pacific – particularly Thailand, the Seychelles and Indonesia – now attracts growing interest, with a steady rise in requests for expedition-style programmes and extended voyages.

In recent seasons, there has been notable demand for Indonesia’s phinisi yachts, the iconic handcrafted wooden vessels that blend traditional Indonesian design with modern superyacht comfort. Guests experience diving in Raja Ampat, swimming with manta rays and whale sharks in Komodo, and beach landings on volcanic islands.

In the Indian Ocean, fishing itineraries in the Seychelles and Madagascar remain established favourites, combining sportfishing with the privacy and comfort of a superyacht. In the Seychelles, marlin, sailfish and giant trevally dominate seasonal pursuits, while Madagascar offers a more untamed, frontier experience, with deep-sea and reef fishing interwoven with snorkelling and island exploration.

Further east, long-range voyages across French Polynesia and Papua New Guinea are gaining attention, often built around wellness, photography and quiet immersion in pristine environments.

This year, we organised a long-range superyacht expedition to Alaska. It was a journey of ice fjords, wildlife and extraordinary biodiversity, delivered with the same comfort and refinement expected aboard a modern yacht.

Interest in Antarctica, which entered the charter scene a few years ago when several explorer yachts spent a season there, has yet to attract significant interest among Middle Eastern clients. Nevertheless, we aim to introduce it to the regional market, as these expeditions represent the next frontier in experiential luxury.

PERSONAL EXPERIENCE

I am myself an example of a Middle Eastern charterer embracing this category. Each year, I explore some of the most remote corners of the planet to experience life from a different perspective.

Among the most memorable journeys was a week-long charter in the Philippines aboard a Japanese fishing vessel converted into a dive ship. We explored the Tubbataha Reefs, about 90nm from any land, diving with hammerhead sharks and drifting along untouched coral walls.

Sperm whales in Dominica

I also spent five days aboard a converted oil platform near Sipadan, an extraordinary base for some of the world’s most exceptional diving. I’ve swum with sperm whales in Dominica and blue whales off Sri Lanka, and visited Socotra, an extraordinary Yemeni island in the Indian Ocean. True luxury today lies not in comfort alone but in the ability to reach what few have seen – safely and with purpose.

The evolution of Middle Eastern charter clients marks a decisive step in the global maturity of the yachting sector. As they look beyond established cruising grounds, they set a new operational benchmark for luxury yachting – driven not by scale but technical performance and competence, cultural awareness and the ability to deliver flawless service in any environment.

For professionals within the sector, this progression demands the same qualities valued by the clients themselves – discretion, discipline and the confidence to perform to the highest standard wherever the voyage may lead.

phoenix-yachts.com

YOUSUF AL HASHIMI

Al Hashimi has been Managing Director and Partner of Phoenix Yacht Management since 2023. He studied Political Science at Concordia University in Montreal, Canada, before returning to the UAE. As well as working in the Vice President’s Office for Political Affairs, he established his first business in 2008, since when his entrepreneurial journey has involved his passions for sports, events and the maritime world. As the co-founder and owner of Ahdaaf Sports, he has made significant contributions to UAE’s sports and events industry. A Master Scuba Diver and a participant in international regattas like Cowes Week, Al Hashimi draws on his passion for yachting and his father’s shipyard background in his management role at Phoenix Yacht Management.

info@phoenix-yachts.com

Jonathan Beckett’s pride in Burgess

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Jonathan Beckett’s pride in Burgess

November 26, 2025
4:20 am

As Burgess celebrates its 50th anniversary, Jonathan Beckett, Chief Executive, Managing Partner and company head for 33 years, reflects on its journey to becoming a superyacht brokerage leader with 18 offices around the globe – a world away from when the Brit joined Nigel Burgess in 1981 as the company’s third employee.
Interview: Gael Burlot; Photos: Burgess

Jonathan Beckett, Chief Executive, Burgess

Congratulations on the 50th anniversary. How do you feel about this milestone?

I’m very proud. I think it’s a really big thing. I remember when Burgess reached 10 years, and we thought that was an amazing achievement! I guess that’s how I feel now. I’m quite a sentimental person. We celebrate all our staff’s birthdays and the anniversaries of the date that they joined the business, so for the company to reach 50 years is special.

It’s also nice to still have Nigel Burgess’s name on the business. His family still owns a small stake, and I have a great relationship with them. Burgess only had seven people when Nigel died [in 1992], so I think the family are very proud of the name, the business and this milestone. But this is just the beginning – the first 50 years!

To celebrate, we’re having four black-tie dinner parties at the end of the year – in London aboard the Cutty Sark, at the New York Yacht Club and Monaco Yacht Club, and in Sydney.

What were some of the highlights of the Burgess display at the 2025 Monaco Yacht Show?

We had a big fleet of 11 yachts including three of the six biggest in Port Hercule: Here Comes The Sun (89m Amels), which is an amazing boat and was located right in front of our stand, Nero (90m Corsair), one of the show’s most recognisable yachts, and Energy (78m Amels).

Others included Scott Free and Dream, both 60m builds by Abeking & Rasmussen, Antalis (49.7m Baglietto), La Tania (49m CMN), My Secret (46.7m Heesen) and G3 (44m Heesen). We also had two sailing yachts, Magic (44m Vitters) and Atalante (39m Claasen).

The 89m Here Comes The Sun

Why is the Monaco Yacht Show so important for both yacht builders and brokerage houses?

I think Monaco is the heart and soul of superyachting around the world, and it’s a great place to showcase our business and the industry in general. It’s a glamorous location, and it’s also our company’s home where we have a big office.

Monaco Yacht Show is important as it is the pinnacle of showcasing superyachts, although whether we sell yachts at the show is a whole other subject.

What are the other most important annual shows for Burgess?

Monaco and Palm Beach are important for us, while Fort Lauderdale is slightly less important. We are also present at the Dubai International Boat Show and do some activation in Sydney and Singapore but on a smaller scale.

The 90m Nero

How are you enjoying Miami, since moving there in 2024?

I’ve been working harder than ever! I moved to Miami with my wife and children, and we’re enjoying it, so we expect to be there for another few years. We moved to Florida because the Russian market used to be 25 per cent of our business and now it’s zero (laughs).

America has been growing and growing. We have three offices there, in New York, Miami and Beverly Hills. The opportunity is now in America and that’s where the appetite is, so we’ve decided that we’re going to open two more offices there.

Can you talk about your start at Burgess, meeting and working with Nigel Burgess in Monaco from 1981, then becoming a Director and shareholder in 1983, at the age of 26?
I was the third employee after Nigel and a secretary, cleaning the car and making the coffee! I used to hold the bag of coins and put the coins in the phone box as Nigel was making calls.

Beckett’s career highlights include the sale and build of the 180m Azzam, the world’s longest superyacht

In 1983, Nigel said to me that he wanted to keep me. He told me that if I bought 10 per cent of the business for £10,000, he would give me another 10 per cent, so I got 20 per cent of the business for £10,000.It was a pretty good deal if you think back on it, but I didn’t have £10,000 so we had to remortgage the house. I asked if I could pay in two instalments and he said yes. When he died in 1992, I bought most of his share.

How did the early days of Burgess influence today’s business?
The whole fabric of today’s business was created by Nigel. When I joined, you had to dress a certain way – we always wore a shirt and tie. We couldn’t use a blue pen; we had to use black or red. You weren’t allowed to use a pencil, and you weren’t allowed to write on the back of a piece of paper.

The way you wrote a specification was very precise in terms of the wording. If it wasn’t written the right way, he’d tear it up and you’d have to write it again. If you bought a client a cup of coffee and you didn’t have a receipt, you didn’t get reimbursed. They were pedantic things but important for setting standards

Whenever we did a yacht contract – we’d only do two or three a year – we’d go through it together, reading it line by line with a ruler, word for word. There was never the attitude that ‘it’ll be fine’. He was meticulous. We had two old Peugeot cars, but we kept them as clean as we could. I learnt everything from him over those 11 years.

Beckett oversaw the build of the 156m Dilbar

He was also fun – very serious by day and very fun at night. I think I learnt the ‘work hard, play hard’ principles from him.

How has the superyacht brokerage business evolved over the past decades?
It’s a much more collaborative industry these days. When I first started, there were only six or seven brokers in the south of France. If you saw one, you’d hide because you didn’t want them to know where you were. Now, we’re all quite friendly and we collaborate a lot more. There’s maybe too much collaboration these days (laughs).

What have been the most memorable transactions you’ve personally been involved in?
I’ve been lucky enough to have been involved with a number of the world’s great yachts in my career. When I sold a boat called Sara Blue in 1984, I sold it for US$7.5 million. That was the largest brokerage sale ever at that time.

In 1987, I sold Nabila (86m Benetti) for US$30 million when the previous largest brokerage deal was about US$15 million. We earned a commission of US$1.2 million. We managed the boat for the owner for four years and sold it again in 1991 to the current owner. I was also involved in the builds of the two Dilbar yachts (110m Lürssen and 156m Lürssen), Azzam (180m Lürssen) and Jubilee (110m Oceanco).

Beckett’s career highlights also include the sale of the 88m Maltese Falcon

Then, there was the sale of the 88m Maltese Falcon, an iconic yacht. I’ve sold the former Haida G (now Haida 1929) four times in my career. Yes, we made money on the sales, but to be involved with these iconic yachts is amazing.

Overall, how do you believe Burgess distinguishes itself from its competitors?
We’re a very different company to all our competitors, but I think our industry colleagues would say the same thing about themselves.

We’re different because every single person with Burgess is employed. Being an employee, they must toe the party line, start work at 9am and so on. They earn a salary, they get healthcare, they get all their travel and entertainment expenses covered. They also earn commission, and some of it also goes into a team pot that gets shared around the business as teamwork incentive.

Another key feature of Burgess’ teamwork differentiation is the opportunity for high performing colleagues who are also collaborative leaders to be elected to the Burgess Partnership by the other Partners. We now have 11 Senior Partners and 26 Partners across all department and geographies, which is fostering teamwork at the most senior level, where it starts.

Burgess stands at the 2025 Monaco Yacht Show

And there’s tremendous teamwork. We have a morning newsletter with snippets of information and when people have joined us from other companies, they can’t believe that we’re sharing this much information.

Most people in the company have been here at least 10 years, and many have been here 20 or 30 years. Young people of 35 years old are in their 14th year at the company. It’s like a family and we all know each other intimately. We don’t just know each other but each other’s families, so everyone looks out for each other.

A friend from one of the shipyards told me recently that he walked into a restaurant and saw 25 people from Burgess all having dinner together, having a good laugh and just enjoying each other’s company. As he mentioned, it’s completely different to some of our competitors, some of whom just want to get away from each other at the end of the day.

There’s a lovely feeling in our company because people feel they belong. I’m very close to so many of our staff because of this culture. It’s a lovely thing and I’m very proud of that.

Jean-Marc Poullet, Chairman, Asia, and a Senior Partner at Burgess

What are your thoughts on the growth of the company’s Asia chapter led by Jean-Marc Poullet since 2015?
We were interested in the Asia market, but we weren’t quite sure how to tackle it. Then we met Jean-Marc [Poullet] and there was great chemistry and understanding on how a partnership would work. We agreed a framework, and it has been terrific. We have a great relationship, very open, very transparent. Jean-Marc’s team has been great.

How is the Asia market different to other regions?

I think every market is different, as is every client – they each need individual handling and a different style. I think clients in Asia need a special type of handling. We recently had a meeting with a client, and Jean-Marc’s handling of the client was different to the way I would do it. But as I said, all clients are different – you may deal with a client in New York differently to a client in the Midwest, in Grand Rapids. And in Asia, it’s completely different again.

I think it would be fair to say that slowly clients in Asia are becoming more aware of what yachting can really be about. One of our first clients there, before Jean-Marc came onboard, wanted to go fishing, to hang a fishing rod over the side. It was his fishing boat, and it wasn’t about cruising around beautiful islands and swimming.

Members of Burgess’ Asia team and Associates including the four-strong core leadership: Jiyu Xie (far left), Mark Woodmansey (fourth left), Jean-Marc Poullet (fifth right) and Hwee Tiah (fourth right)

Is there more to come from Asia?
We all know that everything takes time in our industry. You can’t be an overnight wonder. When we first started with Jean-Marc, Burgess was unknown in Asia. Now, I would say we’re the best known or one of the best-known superyacht brokerages in Asia. While we expected the overall market in Asia to grow quicker, we’re surprised at how much market share Burgess has taken.

Our aim is to take over Asia! In truth, it is our aim to be the go-to company. The minute somebody thinks ‘superyachts’, we want them to think of Burgess. We’re making great inroads, and I think that in five or seven years’ time, if the market finally accelerates, we’ll be quite a force to be reckoned with out there.

Finally, how does Burgess plan to move forward?
Globally, we’ve grown organically so far. The spirit of our strategy has always been to grow organically and to build long-term relationships with clients and this takes time. But going forward, we may also expand by partnerships and/or acquisition to accelerate growth.

We are also very committed to Asia, very focused on Asia. The floodgates haven’t opened yet, but they will. And when they do, we want to make sure we’re standing on the other side of the floodgates as the go-to people for superyachts.

burgessyachts.com

Asia-Pacific superyacht industry shining on world stage

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Asia-Pacific superyacht industry shining on world stage

November 20, 2025
12:06 pm

Suzy Rayment, Executive Director of the Asia-Pacific Superyacht Association, rounds up the region’s many exciting developments in a Column for Yacht Style.

Suzy Rayment (centre) with HKBIA Chairman Lawrence Chow (left) at an interview with Dr Stephen Wong (right), Head of the Chief Executive’s Policy Unit in Hong Kong

The Monaco Yacht Show (MYS) is far and away the most important show event on the superyacht calendar, and the 2025 edition was no exception, with around 30,000 visitors and 120 superyachts. There was also plenty of Asia-Pacific superyacht action.

Several announcements from members of the Asia-Pacific Superyacht Association (APSA) included new superyacht events in Australia, new partnerships, new charter opportunities, and new marinas in Indonesia, Hong Kong and Japan, which gives the region plenty to promote and celebrate.

Benjamin Wong (centre) from Invest Hong Kong at the 5th Monaco Smart & Sustainable Marina Rendezvous

In the lead-up to the MYS, Yacht Club de Monaco hosted the 5th Monaco Smart & Sustainable Marina Rendezvous. Benjamin Wong from Invest Hong Kong presented the new marina projects that are being built in Hong Kong, highlighting their strategic role in diversifying the economy, attracting international investors and integrating yachting into financial dynamics that includes family offices, crypto and art investment.

The Asia Superyacht Night (ASYN) hosted by APSA is traditionally held on the eve of the MYS, and this ‘must-do’ curtain raiser is now a firm favourite amongst the Asia-Pacific superyacht community.

This year APSA welcomed over 280 members, guests and industry professionals for sunset cocktails on the rooftop of the Novotel Monte Carlo. The event is a great networking opportunity for regional neighbours to meet up and share the latest industry updates, while enjoying the great views over Port Hercule, and this year guests were treated to great music from Australian DJ Ashleigh Wisniewski.

APSA Chairman Nigel Beatty at the 2025 Asia Superyacht Night in Monaco

Nigel Beatty, Chairman of APSA, said: “I am extremely pleased with the way that the event has grown over the years, and continues to be such a crowd pleaser. It is a great way to start the Monaco Yacht Show, and this year we were able to provide a fantastic party for our members thanks to the support of our 11 sponsors.”

Patron Sponsor Nazmi Topcuoglu, CEO of Fema Marine, said: “Fema Marine is thrilled to be able to support APSA and the work they are doing to grow the superyacht industry in the Asia-Pacific region. This year we had two superyachts for viewing in Monaco, the iconic Alfa Nero (82m) and Axioma (72m), and we very much look forward to bringing these superyachts to the Asia-Pacific region in the near future.”

Fema Marine, Patron Sponsor of the Asia Superyacht Night

David Good, CEO of Superyacht Australia, and this year’s Destination Sponsor, announced two new superyacht events in Sydney in 2026: the Sydney Charter Show at Jones Bay Marina from February 22-23, followed by the Australian Superyacht Conference on February 24.

“Australia leads the region as a superyacht hub, with over 120 resident and visiting superyachts,” Good said. “We look forward to welcoming you all to these inaugural events.”

David Good, CEO of Superyacht Australia

Antony Cowie and Alex Teji announced the formation of their new practice, Teji | Cowie Superyacht Lawyers. The law firm specialises in legal matters relating to the superyacht sector and combines decades of maritime law expertise with a client-centric approach to deliver discreet, high-touch legal services across Europe, the Middle East, the Asian market, Australia, New Zealand and the US.

The unveiling of the Bali Gapura Marina in Monaco marked a milestone for the superyacht industry in Indonesia. The marina, which is currently under construction, is a collaboration between PT Marina Development Indonesia (MDI) and PT Pelabuhan (Pelindo). Joseph Prabantara, a co-founder of MDI, was in Monaco to promote the launch of this first full-service yacht marina in Bali, built to international standards and capable of accommodating 180 yachts, including superyachts.

Joseph Prabantara, co-founder, MDI

Hiroshi Sakamoto, COO of the Setouchi Tourism Authority, was also in Monaco, promoting the beautiful cruising ground of Japan’s Seto Inland Sea. Superyacht Base Kobe will be Japan’s first international superyacht marina.

Japan is home to more than 21,000 ultra-high-net-worth individuals (UHNWIs), highlighting its long-term potential as a superyacht destination, and SuperYacht Times will be hosting the next Asia-Pacific Superyacht Summit in Kobe on May 7-8, 2026.

Hiroshi Sakamoto (far right), COO of Setouchi Tourism Authority, Japan, with Risa Toyoda (far left) and Mizuki Honda (centre)

Darrell Hall, founder and CEO of Yachtzoo, believes Japan is the next big superyacht charter destination. A loyal supporter of APSA for several years, Hall is very excited that the Asia-Pacific Superyacht Summit will be held in Kobe.

“The summit will bring attention to the superyacht opportunities in Japan,” Hall said. “With Superyacht Base Kobe opening in 2027, I see great things happening there.”

Darrell Hall, founder and CEO, Yachtzoo

Charter in the Asia-Pacific region is undergoing substantial growth, according to Boris de Bel, CEO and founder of Charter Itinerary. “Our B2B software is designed exclusively for luxury charter professionals,” De Bel said. “We are looking forward to expanding our charter operations to include the Asia-Pacific region, as more and more travellers are looking for adventurous and off-the-beaten-track experiences.”

Glenn Armstrong, CEO of Maritime Cook Islands, commented on the exceptional quality of engagement at MYS. “This was our most successful Monaco show yet, with the focus squarely on the unique benefits of the Maritime Cook Islands flag,” Armstrong said.

Glenn Armstrong (second left), CEO, Maritime Cook Islands

“Top-tier clients are looking for more than just a flag; they want a partner known for excellence, efficiency and a modern approach. We had concrete discussions about new registrations right at the stand, which proves our reputation for quality and service is resonating strongly within the superyacht community.”

According to SuperYacht Times, the Asia-Pacific superyacht sector is experiencing significant growth. In the 2022-2024 period, an estimated 529 superyachts over 30m were active in the region, with 57 per cent measuring between 30-40m and over 12 per cent exceeding 60m.

Laura Harrison, Carmen Lau, Zara Tremlett and Della Pearce of Camper & Nicholsons at the Asia Superyacht Night

In particular, Thailand has seen rapid growth, almost doubling its superyacht presence from 24 in 2022 to 43 in the first four months of 2024, partly due to the introduction of a new superyacht charter licence.

The superyacht sector will only continue to benefit from the recent developments in the marine tourism sectors in both Hong Kong and Southeast Asia, especially with the development of new marinas in the region.

Offering first-class professional services, and some of the best cruising grounds anywhere on the globe, the world’s ‘third’ cruising destination is very much open for business and ready to welcome the global superyacht community.

apsuperyacht.org

SUZY RAYMENT

Rayment is the Executive Director of the Asia-Pacific Superyacht Association (APSA). With extensive experience in media and publishing, she was the Editor of the Royal Hong Kong Yacht Club magazine Ahoy! Before establishing and owning Yacht Style magazine. Rayment is one of the founders of the Hong Kong Boating Industry Association and was on the Council until she joined APSA. With a passion for sailing, she works regionally and internationally to grow and develop the yachting industry in the Asia-Pacific region.

marketing@apsuperyacht.org

apsuperyacht.org

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