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Aquila, Alain Raas, catamarans, sport, yacht, Coupe, Miami, boat show, Palm Beach, Cannes, International Multihull Show, La Grande Motte

Aquila powers into sail sector

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Aquila powers into sail sector

August 6, 2026
4:40 am

Since it was founded in 2012, Aquila has developed five ranges of powercats spanning 28-70ft to become, in its own words, the “No. 1 power catamaran manufacturer in the world”. This year, it’s also busy rolling out a new Sail series, as Global Brand Director Alain Raas explains.
Interview: John Higginson; Photos: Aquila & Dealers

Alain Raas, Global Brand Director, Aquila

What has been the client and market response to the Aquila 50 Sail since its premiere at this year’s Miami International Boat Show, which was followed by its Europe debut at the International Multihull Show in La Grande Motte?

The global response to the Aquila 50 Sail has been phenomenal since her debut at the Miami show in February. The order book remains very healthy, with new orders for private and charter continuing a strong trajectory well into late 2027.

The Aquila 50 Sail is in high demand due to her versatility, class-leading liveable space on board and innovation, resulting in a desirable placement in the sailing catamaran market. We will display the 50 Sail at the 2026 Cannes Yachting Festival (September 8-13), with her little sister, the 45 Sail, making her global debut.

The 50 Sail is Aquila’s first sailing catamaran and benefits from the sailing expertise of the company’s management, designers and shipyard

What notable differences should people look out for on the 45 Sail, then the 65 Sail?

The Aquila 45 Sail will bring a new evolution to cruising sailing catamarans from 40-49ft. Following on the heels of the 50 Sail, the general design elements of both the 45 Sail and 65 Sail will be similar, with the sporty, sophisticated and elegant lines that are the benchmark of our new designs in the cruising catamaran segment.

The differentiating factor between Aquila’s Sail lineup compared to other sailing catamaran manufacturers is the generous liveable space, cabin configurations (private and charter), and innovative technologies and construction methods.

The 45 Sail will offer class-leading space along with all the creature comforts of home, which is the start of being ‘out there’ on the water. Her deck layout will be slightly different to the 50 Sail. The 45 Sail will include a raised helm or semi-flybridge helm, between the main deck and flybridge on the starboard side, while providing class-leading seating and socialising space on the flybridge.

CGI of the Aquila 45 Sail, set to debut at Cannes Yachting Festival 2026

When it comes to the 65 Sail, she will be our flagship sailing catamaran – at this time – and will be bringing superior versatility for private and charter owners. A multitude of cabin configurations will appease both private and charter clients while providing all the socialising and entertainment space and features possible on a 65ft sailing catamaran.

We expect the 65 Sail to complete production in the second half of 2027, so we anticipate her debut at a major boat show in 2028. Between the 45 Sail, 50 Sail and forthcoming 65 Sail, Aquila continues to set new standards in design and innovation found on sailing catamarans.

How will Aquila’s dealer network in Asia-Pacific evolve with the new Sail series? Will there be different representatives in each market for power and sail?

Aquila’s dealer network in Asia-Pacific is growing and will continue to evolve on a case-by-case basis depending on the geographic location of the current dealership and/or new dealership. We will have some dealers that are power only, some sail only, and some both power and sail, depending on what they specialise in.

Our strategic expansion into sailing catamarans comes very naturally as we thrive to become the multihull brand of reference in Asia-Pacific, where we’re continually working with our dealers to grow the Aquila footprint.

Whitehaven hosted Aquila’s biggest Asia-Pacific display at the 2026 Sanctuary Cove International Boat Show in Australia

At this year’s Sanctuary Cove International Boat Show, we had the largest display of Aquila catamarans at a boat show in the region to date – seven models including the Asia-Pacific debuts of the 50 Sail and 46 Yacht, plus the Australia premiere of the 42 Coupe.

We look forward to seeing this growth continue, not only in Australia but throughout other nations that demand the best-quality, most innovative power and sailing catamarans on the market. Growth avenues will come from the expansion of our markets, our product offering and network development in areas not yet reached – such as Korea and Japan, for example.

On the powercat side, what has been the response to the Aquila 46 Yacht, which debuted at the 2025 Cannes Yachting Festival and succeeded the 44 Yacht, your best-selling flybridge model?

The response to the 46 Yacht has been superb and very well received globally for both private ownership and charter ownership. Order books are extremely strong, with deliveries leading well into late 2027, which ultimately translates to a wide acceptance in the marketplace.

Alain Raas introduces the 46 Yacht at the 2025 Cannes Yachting Festival

The 44 Yacht was Aquila’s best-selling flybridge model and the second-highest performing Aquila in our history, only surpassed by the 36 Sport. Sadly, all good things must come to an end and the oldest model in the Aquila lineup is being retired.

With the introduction of the 46 Yacht, Aquila has brought a new model to market – it’s not a replacement of the 44 Yacht. We’ve taken what we learned from the 44 Yacht and our hugely successful 50 Yacht and 54 Yacht models, along with our customer feedback, and incorporated some of those refinements and advances into the 46 Yacht.

The 46 Yacht joined an updated Yacht flybridge range including the 42, 50 and 54

Some advancements from the 44 Yacht to the 46 Yacht include, but are not limited to, a semi-planing hull, foil capability, significantly larger flybridge, lithium-ion capability, patented tender crane system simplifying tender launch and retrieval, and enhanced cabin configurations depending on a customer’s boating needs.

Why did Aquila decide to create a Coupe series?

This is a great question! Originally the 36 Sport was introduced in 2017 and became many different things to many different owners through the years. Over time, she essentially became the ‘Swiss Army Knife of boats’ for Aquila.

Representing Aquila in Thailand, Singapore and Malaysia, Primus Marine staged a private viewing of the 42 Coupe in Phuket in February 2026

The vast majority being ordered were the cruiser package version, which included the enclosed saloon with full-height windshield and side windows, and three-panel aft glass door. Additionally, the vast majority of 36 Sport models were also being ordered with the Aquila Hydro Glide foil assist option.

This spoke volumes to what our clients were desiring, and the Coupe line was born with the 42 Coupe and 46 Coupe, which debuted at the Miami International Boat Show in February 2025.

What are the main selling points of the 42 Coupe and 46 Coupe?

The Coupe line offers significant advancements including refined finishes on the interior and exterior, larger cabins with en-suite heads, options for outboard or inboard power, lithium-ion packages, CZone backbone operating system, and many other advancements that incorporated our clients’ wants and needs into the Coupe line.

Primus Marine showcasing the 42 Coupe in Phuket

But most importantly, Coupe models come with the Aquila Hydro Glide carbon-fibre foil system as standard. Many do not realise that Aquila has been installing foils on its boats since 2018, and we are by far the world’s largest manufacturer for foil technology on recreational vessels.

The Aquila Hydro Glide offers significant benefits to a customer including lower operating costs and increased comfort. In terms of performance, the foil system means the 42 Coupe and 46 Coupe have greater efficiency and a longer range than an equal-size catamaran or a 20-25 per cent larger monohull, even while using smaller and fewer engines.

What has been the market response to both Coupe models?

Sales have been strong for both models, with the 42 Coupe slightly outpacing the 46 Coupe. We fully expected the 42 Coupe to be a more widely accepted model as it’s a natural progression for our clients to move from the 36 Sport to the 42 Coupe. Eventually they will move to the 46 Coupe.

Like the 42 Coupe, the 46 Coupe (with Alain Raas at the wheel) debuted at the 2025 Miami show

The 42 Coupe offers a sportier feel, so it feels like the 36 Sport, but is more elegant and includes the larger engines and foil. The 46 Coupe is more like a yacht and offers a lot more room and a higher level of finish and attention to detail. Each model has their place in the segment, and we are very excited about what the future holds for our Coupe segment.

What has been the market feedback to the 45 Sport, which debuted this year and represents a big increase in size from the 36 Sport, the range’s former flagship?

The 45 Sport is off to a tremendous start, with orders in Europe, the Americas and Asia-Pacific, having debuted in March at the 2026 Palm Beach International Boat Show. Each new Sport model has been purpose-designed around engine package, efficiency, range, space on board and the ability to provide a true entertainment-focused platform that appeals to buyers around the world.

The 45 Sport is ideal for a private buyer looking for that perfect entertainment boat or quick overnighter. It’s also very appealing as a day charter boat, offering a tonne of seating, numerous social zones and comfort onboard. This is new territory in the catamaran space as the advancements and design concepts we are bringing to the market are unmatched in the catamaran sector.

The 45 Sport had its global debut at Palm Beach in March 2026

We’re very excited regarding the future of our Sport segment as this range not only appeals to boaters along coastlines but also inland waterways and lakes. They are truly versatile boats that appeal to both older and younger generations alike.

What’s next in the Sport range, considering the 36 Sport and 32 Sport debuted in 2017 and 2019 respectively?

As the 36 Sport and 32 Sport are being retired over the coming year, they’re being supplanted by a modern Sport lineup that incorporates new styling and technologies while providing advantages and appeal to a wider demographic.

The 35 Sport will debut at Cannes Yachting Festival 2026

The Sport series will continue to grow this year with the global debut of the 35 Sport at the 2026 Cannes Yachting Festival in September then the model’s US debut at the Fort Lauderdale International Boat Show (October 28-November 1).

We look forward to the 35 Sport debut as we believe what our new Sport line offers is vastly different to our competitors and offers our clients a lot of benefits over other catamarans and many monohulls. Additional Sport models will then be debuting in 2027, as Aquila continues to lead the charge and remain the No. 1 power catamaran manufacturer in the world.

aquilaboats.com

Sunseeker announces new ownership and leadership

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Sunseeker announces new ownership and leadership

July 30, 2026
1:23 pm

Following the completion of an ownership transfer process, the British shipyard has announced Scott Millar as its new CEO.

Scott Millar, CEO, Sunseeker International

Sunseeker International, represented in Asia-Pacific by DCH Marine, has announced that Cross Ocean Partners and Cheyne Capital have formally become the British shipyard’s owners and shareholders following the successful completion of the ownership transfer process.

Scott Millar is set to become the company’s Chief Executive Officer in October, succeeding Interim CEO Steve Timms, who will then revert to his former role as Chief Operating Officer.

Millar first joined Sunseeker through Teneo in December 2025, having been engaged to support the development of the company’s ambitious five-year growth plan following the departure of Andrea Frabetti, who had been CEO since July 2019.

With more than 27 years’ experience in business transformation and operational improvement, Millar has held a range of senior executive positions including CEO and Chief Transformation Officer across multiple international industries.

Millar said: “Sunseeker is one of the most admired names in the marine industry, with an extraordinary heritage, an exceptional product range and an incredibly talented team. I especially want to thank Steve [Timms] for his exceptional work and leadership, and I look forward to working together again over the coming months and years.

“What attracted me most to Sunseeker was the scale of opportunity ahead. We have a clear vision, ambitious plans for growth and the full support of our shareholders to invest in the brand, our people and our products. I am honoured to lead the business into this next chapter and excited about what we can achieve together for our customers.”

As well as Millar as CEO, Sunseeker has appointed Andy Gawthorpe as Chief Commercial Officer, Ian Morgan as Chief Strategy Officer, James Grove as Chief Information Officer and Adrian Mardell as Non-Executive Chairman.

sunseeker.com

Toby Moore on Monaco Yacht Show 2026

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Toby Moore on Monaco Yacht Show 2026

July 30, 2026
3:51 am

A year into his role as Informa Prestige CEO, Moore talks about the ongoing evolution of the Monaco Yacht Show, the world’s leading superyacht gathering.
Interview: John Higginson; Photos: Monaco Yacht Show & Shipyards

Toby Moore, CEO, Informa Prestige

As CEO of Informa Prestige, what’s your role at the Monaco Yacht Show?

My role is to set the strategic direction that keeps the Monaco Yacht Show at the forefront of the superyacht world – an event that defines, rather than follows, the global standard for the sector. The Show has grown over 3½ decades, and as we approach our 35th edition (September 23-26, 2026), it has moved to become the undisputed reference point of the international superyacht sector.

My priority is to continue that evolution, broadening the Show beyond its traditional remit into a world-class luxury lifestyle event while protecting what makes it singular.

In practice, that means serving the full breadth of our audience: for our most experienced yacht clients, the depth of market and expertise required to assess the most significant fleet of the year; for newcomers and prospective owners, a guided, considered route into ownership through our Prestige VIP programme, which turns initial curiosity into a concrete and personal project.

Above all, I ensure the Show functions as a senior decision-making platform. It’s one of very few places in the world where a client can take a yacht project – whether a new build, a complex refit or a charter – from first conversation to commitment within a single perimeter. All of it set in the Principality of Monaco in a way nowhere else can match.

How would you describe your relationship with the Monaco Yacht Show during your nearly eight years with Boat International Media (as CCO, Co-CEO then CEO) before you moved to lead Informa Prestige?

During those years at Boat International, I came to see the Monaco Yacht Show from two angles at once. For the industry, it was an extraordinary marketplace: the one week in the year when the entire sector gathered in a single place and business of real consequence was done.

Port Hercule has hosted the Monaco Yacht Show since it was first held in 1991

For the client, it was an equally outstanding event, and I paid particular attention to the visit experience – to what it felt like to walk the quays, step aboard and take in the most significant fleet of the year in a setting unlike any other.

Moving to the other side has given me a much sharper sense of the responsibility that comes with organising it. Exhibitors’ expectations rise each year and understandably so – larger stands, more berths, greater prominence. Yet Port Hercule is a finite space, and every such decision bears directly on their business.

My firm belief is that those choices must be made with our clients’ interests and complete transparency at their heart. Exhibitors should be able to follow the reasoning behind each decision, even where the limits of the site mean we can’t grant every request.

What have you realised since joining the ‘other side’, as CEO of the Show’s owner and organiser?

Crossing to the other side first revealed the sheer logistical scale of what we do – turning Port Hercule into a world-class venue. However, what has struck me most is the human reality behind that achievement. It rests on a dedicated in-house team and on long-standing logistics partners and suppliers, many of whom have worked on the event for years and approach it not as a contract to be delivered but as a shared project season after season.

That collective, almost proprietorial commitment is what makes an undertaking of this complexity possible. It has also deepened my sense of the responsibility we carry, to the industry and to the Principality alike, and of how closely we must work with the Monégasque authorities to deliver an event that feels effortless to everyone who attends.

How does your media and publishing experience with Hearst Magazines, Time Inc and The Telegraph help you in your current role?

More than any single skill, my years in media and publishing – at Hearst, Time Inc and The Telegraph – made me someone who thinks in projects.

Lürssen announced that the 102.4m Nixie would be displayed at the 2026 Monaco Yacht Show

In that world you rarely begin with a blank page. You inherit strong, well-established titles and your task is to consolidate those foundations before building on them – extending what already works, launching new ventures alongside it and broadening what you can offer your audience.

The discipline translates directly. The Monaco Yacht Show rests on exceptionally solid foundations, and my instinct is not to disturb them but to build upon them – developing new initiatives that widen the range of opportunities open to our clients and grow the business for everyone involved. Solid foundations are not there simply to be maintained; they are the platform from which to extend further.

What recent changes to the Monaco Yacht Show do you think have been effective? And what improvements are still to be made?

Among the recent changes, the restructuring of our Prestige VIP programme has been especially effective. It gives serious prospects and new entrants a guided, immersive route through the Show rather than leaving them to navigate it alone. The expansion of the Adventure Area has also succeeded in capturing the growing appetite for experiential yachting – exploration and adventure rather than the marina alone.

As for what remains to be done, our focus is on the digital experience: a new MYS app and an interactive map that will allow real-time navigation of the event. We are also undertaking a complete redesign of the designers’ exhibition space to encourage richer, dialogue-led interactions. No edition is ever finished – each one teaches us where the next can be sharper.

What’s the most common complaint or challenge from exhibitors and how are you addressing this?

As I mentioned earlier, we carry a real responsibility towards our customers – towards every exhibitor. We are deeply grateful for their trust and for the investment they make in taking part, and we feel a genuine duty to help them achieve what they came for.

The Monaco Yacht Show typically hosts about 120 superyachts including about 50 global debuts

We see our B2B exhibitors as integral to the Show, not adjacent to it. Every yacht a client commissions ultimately draws on the expertise of the businesses gathered in Monaco, and our approach is a holistic one that places those companies at the heart of the event.

The decision to exhibit with us reflects a wish to stand among the leading references in the industry. Our role is to help each of them meet their commercial and marketing objectives over the course of the week.

This year we are doing more to bring the two sides together. Daily gatherings beneath the air conditioned tents will create regular, informal opportunities for exhibitors and visitors to meet. Visitors are now able to purchase a Wednesday pass giving access to the exhibition tents while the Dockside area – where the superyachts are berthed – remains reserved.

The Show’s most pressing challenges have included how to make it more focused on owners and prospects – realistic buyers – and how to appeal to the new generation of UHNWIs, who cut a different profile to traditional superyacht buyers. How is the Show addressing these concerns, and how can it improve in the coming years?

There are really two strands here. The first is ensuring the Show speaks to genuine owners and serious prospects rather than to spectators. Our answer is curation and qualification: the Prestige VIP programme exists precisely to identify and guide realistic buyers, giving them privileged, well-informed access rather than mere proximity to the fleet.

The Riva 54Metri is another world premiere scheduled for this year’s Monaco Yacht Show

By positioning the Show as a senior decision-making platform – where a project can move from conversation to commitment within a single perimeter – we keep the experience anchored in real intent rather than display.

The second strand is the changing profile of the buyer. We are seeing a marked rejuvenation of the market, with the average age moving towards 50. To engage these digitally native clients, we prioritise technical transparency and concrete data over brand rhetoric – they respond to evidence, not adjectives.

Areas such as the Adventure Area speak directly to their interest in water toys, tenders and luxury cars. And here, too, the Prestige VIP programme is essential, as it offers the personal introductions and expert context that no digital platform can replicate.

The Adventure Area has become a key part of the Monaco Yacht Show offering for visitors

Our task in the coming years is to keep refining that balance – combining the data and immediacy a younger client expects with the human guidance that has always defined the Show.

Is there anything else our readers should know about the Monaco Yacht Show 2026?

The 35th edition, in 2026, will be a significant one. On the infrastructure side, we are adding a further quay dedicated to berthing larger tenders – a reflection of the increasingly central part they now play in the superyacht experience.

On sustainability, we will continue to put the emphasis on concrete operational innovation rather than rhetoric. And we expect, once again, a record fleet: close to 120 superyachts, including some 50 world premieres. For a milestone edition, that’s a fitting statement – and a reminder of why Monaco remains the undisputed capital of yachting.

monacoyachtshow.com

Constance Brément: From Cannes Yachting Festival exhibitor to show organiser

Leaders / yachtstyle2020

Constance Brément: From Cannes Yachting Festival exhibitor to show organiser

July 23, 2026
1:50 pm

As the new Director of the Cannes Yachting Festival, Brément brings decades of management experience and a strong understanding of exhibitors’ needs, having formerly managed Groupe Beneteau’s participation in the show.
Interview: John Higginson; Photos: Cannes Yachting Festival

Constance Brément, Director, Cannes Yachting Festival

Constance, what led to RX France appointing you Deputy Director of the Cannes Yachting Festival in early 2025, with the plan of succeeding Sylvie Ernoult as Director after last year’s show?

My appointment was the result of a career built around marketing, digital, brand strategy and customer experience, combined with a deep knowledge of the boating industry and the luxury sector.

After an initial career in key account management, communications and marketing roles within luxury and industrial environments in France and the UK, I joined Groupe Beneteau in 2014 as Director of Communications and Operational Marketing. This experience gave me an in-depth understanding of the boating industry, the expectations of brands and boaters, product launch strategies, visibility challenges and international customer relations.

Because I managed Groupe Beneteau’s in-house team for boat shows and events, I took part in numerous editions of the Cannes Yachting Festival as an exhibitor. This provided me with a concrete understanding of what the show represents for a brand: the investment involved, organisational constraints, commercial objectives, launch preparations and the importance of the experience delivered to clients and visitors.

Joining the Cannes Yachting Festival team was an amazing opportunity and a good match with both my expertise and RX France’s expectations. The transition period with Sylvie Ernoult was extremely beneficial in understanding the organiser’s perspective and meeting with the key stakeholders.

Today, I approach the leadership of the Festival with this dual perspective: a deep understanding of the boating industry and a clear appreciation of exhibitors’ expectations. I believe this is a real asset when engaging with our clients, as I understand their logistical, financial, operational and commercial challenges, as well as the importance of participating in an event of such international significance.

Sylvie had such vast experience, having been Director of the show from 2013-25, so what type of successor was RX France looking for ahead of this year’s event, which will be held from September 8-13?

Succeeding Sylvie after she spent more than 10 years at the helm required a profile capable of respecting the show’s heritage while supporting it through a new phase of development. I believe RX France was looking for someone able to combine several key dimensions: an understanding of the boating industry, a strong brand vision, a customer experience mindset, an international outlook and a proven ability to bring people together.

Brément (fifth right) at the 2025 show with VIPs including Sylvie Ernoult (purple jacket) in her final year as Director

The Festival brings together a wide variety of stakeholders – shipyards, equipment manufacturers, brokers, service providers, partners, institutions, professional visitors and private buyers. It’s essential to create the right conditions for each of them to find value and opportunity within the event.

I believe my ability to connect these different worlds makes my profile particularly relevant. The Cannes Yachting Festival is not only a business platform but also a showcase for brands and a premium experience. My role is therefore to preserve its high standards, strengthen its appeal at an international level and support its evolution without losing what makes it unique.

On a personal level, I’d say this role requires a great deal of listening, rigour, agility and team spirit. It’s important to know how to make decisions but also how to bring people together; to have a clear vision while remaining closely connected to the reality of the market.

In your time working with Sylvie, how did she pass on her experience and knowledge?

The handover with Sylvie was gradual, strategic and operational. I had the opportunity to work alongside her for several months during a key period for the Cannes Yachting Festival, which allowed me to benefit directly from her experience and her deep understanding of the event’s key aspects and challenges.

We shared the main stakeholders’ expectations and met exhibitors, local partners and suppliers. Together, we prepared the show layout, managed the visitor experience improvements, and discussed all the operational decisions that need to be made throughout the year.

This gradual immersion allowed me to fully appreciate the scope of the role and the importance of anticipating challenges, listening, bringing people together and maintaining exceptionally high standards.

An event such as the Cannes Yachting Festival is not passed on through documents alone. It’s also important to understand the DNA of the show, feel its personality and understand its history to ensure continuity.

How has your time managing Groupe Beneteau’s activation at boat shows like the Cannes Yachting Festival helped you in your current role?

Having managed Groupe Beneteau’s participation as an exhibitor, I worked closely with the Festival’s team both before and during the event. I always appreciated their commitment, service mindset and determination to create the best-possible conditions for participating brands.

The Vieux Port, home to most of the show’s motoryachts

This experience gave me an understanding, from an exhibitor’s perspective, of the preparation involved, the visibility challenges, the business target, the client hospitality requirements and the logistical constraints. So, I was already familiar with part of the operational dimension of the Festival.

By joining the organisation, I discovered the entire behind-the-scenes operation that enables an event of this scale to function successfully: coordination between the ports, exhibitors, suppliers and partners, technical constraints, visitor flows, security requirements and the constant adjustments that are required.

This dual perspective is now a real asset. It allows me to understand exhibitors’ expectations while fully appreciating the complexity of the organiser’s role. What I had already perceived as an exhibitor, I can now confirm as an organiser: the Festival relies on extremely precise planning but also on a strong capacity to adapt, and an enthusiastic and amazing team of professionals.

This year, will the show keep the same basic layout as recent years, with Vieux Port hosting most motoryachts and equipment, and Port Canto home to sailboats, brokerage superyachts, water toys and, since 2024, the Power Boat Marina?

Yes, the 2026 edition will retain the same overall organisation across the Vieux Port and Port Canto, two iconic and complementary venues. The Vieux Port will remain primarily dedicated to motorboats from 12-50m, large yachts, flybridge yachts, open boats, trawlers, RIBs, tenders and multihulls, as well as marine-equipment suppliers, marinas, outfitting companies and service providers.

However, due to the ongoing redevelopment works in the Vieux Port, some areas have been reorganised. Large yachts will be partially relocated to Quai Max Laubeuf; the Power Cat Village (with more than 30 multihulls) will be located on the Pantiero; and engine manufacturers specialising in large yachts will return to the Jetée.

Thermal and electric outboard engines will be integrated into the Power Boat Marina at Port Canto, which will continue to also host the Sailing Area, featuring 120 new sailing yachts over 10m; the Yacht Brokerage Area, showcasing nearly 50 yachts over 25m; and the Toys Area. Our objective is to maintain a clear, easy-to-navigate and seamless layout despite the constraints associated with the Vieux Port works.

The renovation of Vieux Port has been ongoing since before the 2024 Cannes Yachting Festival, so what’s the timeline for the completion of this project?

From 2028 onwards, when the redevelopment works are expected to be completed, we will be able to fully benefit from the potential of the renovated Vieux Port, opening exciting new opportunities for the Festival.

The Vieux Port has been hosting renovation works since the 2024 Cannes Yachting Festival, resulting in changes to the show’s layout

For now, we’re working closely with the City of Cannes and Marina Vieux Port de Cannes, and holding regular meetings to assess the impact of the works on each area of the show and to adapt the layout as closely as possible to operational needs. We are already preparing the 2027 edition with this same spirit of flexibility and adaptation.

What is your number one focus in 2026, your first full year as Director of the Cannes Yachting Festival?

This year, my priority is to continuously elevate the quality of the experience for both exhibitors and visitors. The Cannes Yachting Festival is one of the major events of the international boating season. We must provide exhibitors with an environment that reflects their ambitions, product launches and brand image, while offering visitors a seamless, inspiring and premium experience.

This priority is particularly important in 2026, given the ongoing redevelopment works in the Vieux Port. Our objective is to maintain a clear, comfortable and high-quality experience across the entire Festival, while continuing to fulfil our role as a strategic platform for the international boating industry.

This means paying even greater attention to visitor flows, the quality of the welcome, the level of service provided and the overall way visitors experience the Festival. Notably, we’ve developed a new range of ticketing options including support from our concierge service, privileged access and, for certain visitors, the possibility of arriving directly at the Vieux Port by their own private tender.

Overall, what key aspects of the show do you plan to maintain?

The DNA of the Cannes Yachting Festival is first and foremost rooted in its unique positioning: Europe’s largest in-water boat show and the first major event of the international boating season. Its role as a platform for product launches, visibility, business opportunities and industry networking is fundamental, and I’m fully committed to preserving this.

It’s also defined by the quality and diversity of its offering. The Festival brings together 680 exhibitors, more than 700 boats ranging from 5-50m – sailing and motor yachts, monohulls and multihulls, new and pre-owned vessels – and a complete ecosystem of equipment suppliers, service providers, brokers, toys, marinas and luxury yachting brands.

Port Canto is home to the Sailing Area, Power Boat Marina, Yacht Brokerage Area and the Toys Area

This diversity reflects every way of experiencing life at sea, from dayboats to long-range cruising, from motor yachts to sailing yachts, and from new boats to brokerage.

Another essential element I’m keen to maintain is our commitment to quality: the quality of the welcome, the fluidity of the visitor journey, the clarity of the offering, the visibility given to exhibitors and the overall visitor experience. The Cannes Yachting Festival must remain a premium event, reflecting the standards of the brands it hosts and the expectations of its international audience.

Finally, the Festival’s identity is inseparable from Cannes itself. The French Riviera, the Vieux Port, Port Canto, the elegance of the city and the Mediterranean lifestyle create a truly unique atmosphere. It’s this combination of business opportunities, yachting excellence and the distinctive spirit of Cannes that makes the Festival so special, and that I’m committed to preserving.

What are the aspects of the show that will change or develop?

The Cannes Yachting Festival must continue to evolve alongside its market, the expectations of visitors, new generations of owners and boating enthusiasts, as well as the major challenges of innovation and sustainability.

The first area of development is the experience itself. An international boat show can no longer just be an exhibition venue. It must offer a seamless, easy-to-navigate, inspiring and high-quality journey. This applies not only to visitors but also to exhibitors, who expect a level of service and support that matches their ambitions.

The phone app we launched last year has been a great success. For visitors, it’s a great asset to enhance innovations and allow for a smooth circulation around the show.

The 2026 edition of the Cannes Yachting Festival will be held from September 8-13

We must also continue to strengthen the Festival’s international reach, attract increasingly qualified visitors and welcome new profiles – younger, more international audiences who are often more focused on usage, experience and flexibility.

Innovation is another key area. Through the Innovation Route and Innovation Route Awards, we aim to continue showcasing the solutions that represent the future of boating, whether in sustainability, propulsion, technology, services or new onboard experiences.

Finally, I’d like to further develop the ‘festival’ dimension of the event. This means delivering a more premium, personalised and service-oriented experience through initiatives such as our new VIP ticket packages, a dedicated concierge service, access to VIP Clubs at both ports, dedicated shuttle services and guided yacht tours.

The objective is not to transform the identity of the Cannes Yachting Festival but to help it evolve – becoming more seamless, more international, more experience-driven and more innovative, while preserving the high standards and premium positioning that define the Festival.

Will there be any changes to the Innovation Route introduced in 2024?

In 2026, the Innovation Route will continue to highlight the most innovative solutions in the boating industry, with a particular focus on sustainable initiatives as well as solutions facilitating navigation. Its objective is to provide visitors with a clear understanding of the transformations taking place across the sector.

Through a dedicated route across both ports and supported by specific signage, visitors can easily identify the selected innovations, whether they relate to propulsion, onboard technology, energy efficiency, materials, services or new onboard experiences.

The Innovation Route and Innovation Route Awards are important aspects of the show

This initiative is further strengthened by the Innovation Route Awards, launched in 2025 and renewed for 2026. The Awards recognise the most outstanding projects and celebrate exhibitors who are helping to make boating more sustainable and attractive.

The Innovation Route perfectly illustrates our ambition: to make the Cannes Yachting Festival not only a showcase for yachting excellence but also a place where visitors can see first-hand how the industry is preparing for the future.

What else can you tell us about the show’s ongoing commitment to being increasingly eco-friendly and sustainable?

Sustainability has become a central challenge for the entire boating industry. Manufacturers are developing electric, hybrid and hydrogen-powered solutions while also working on energy optimisation, new materials, energy efficiency and reducing environmental impact.

As organisers, we must also be consistent with this ambition, so we continue to implement initiatives aimed at reducing the Festival’s environmental footprint. These include reducing printed materials, selecting more sustainable or recyclable materials, working with committed suppliers, implementing waste-management programmes, offering catering options that include vegetarian dishes and seasonal, local or organic products, and collaborating with GreenBee Event Upcycling on the reuse of certain materials.

Is there anything else our readers should know about the 49th Cannes Yachting Festival?

The Cannes Yachting Festival is not simply an event where people come to see boats. It’s a place where visitors can understand the major trends shaping the boating industry, discover world premieres and innovations, meet the brands behind them, and experience the unique atmosphere of the sea, travel and the Mediterranean lifestyle.

The 49th edition fully reflects this spirit. It will retain the richness of the offering that has made Cannes such a success, with more than 680 exhibitors, over 700 boats and nearly 150 world premieres, while continuing to enhance the visitor experience.

The city of Cannes and the Côte d’Azur are also appealing attractions for visitors to the Cannes Yachting Festival

One of our key areas of focus is improving the readability of the Festival through a new signage system, which will be unveiled in September. It has been designed to make circulation more intuitive, clearly identify the different sectors of the show, and guide visitors throughout their journey. It’s a tangible evolution but one that says a great deal about our ambition: to make Cannes an experience that is increasingly seamless, premium and inspiring.

For me, the 2026 edition perfectly embodies what the Festival should be today: an international showcase for the boating industry, certainly, but also a place for experiences, encounters and inspiration.

cannesyachtingfestival.com

Giovanna Vitelli new Chair of Altagamma

Leaders / yachtstyle2020

Giovanna Vitelli new Chair of Altagamma

June 17, 2026
9:25 pm

The Chairwoman of Azimut|Benetti Group is now also Chairwoman of Altagamma, dedicated to strengthening “the economic, social and cultural impact of Italian excellence”.

Giovanna Vitelli

The Altagamma Members’ Assembly has officially appointed Giovanna Vitelli as Chairwoman of Fondazione Altagamma (Altagamma Foundation) for 2026-2029, a three-year term. Launched in 1992, the Altagamma Foundation represents ‘high-end Italian cultural and creative companies’ across fashion, design, food & beverage, hospitality, automotive, yachts, jewellery and wellness.

Vitelli is Chairwoman of the Azimut|Benetti Group, the world’s largest privately owned yachting group and the world’s leading producer of 24m-plus yachts in the Global Order Book for the past 26 years. A law graduate, she served for over 10 years as Vice President of the family-owned company founded by her father Paolo in 1969, before becoming Chairwoman in 2023.

Today, the Group operates five shipyards in Italy and one in Brazil, employs 2,500 direct staff, and is present in more than 80 countries with 138 showrooms. Following a doubling of turnover over the past five years, the Group now records revenues of €1.5 billion and has an order book extending through to 2029.

Vitelli has been a member of the Altagamma Board since 2020 and is formerly Vice President for the Yachting division. As Chairwoman, Vitelli succeeds Matteo Lunelli, Chairman and CEO of Ferrari Trento, who over the course of two terms strengthened the Association and its positioning, advanced its work on sustainability, and carried out numerous initiatives abroad.

“I am honoured to take on this mandate and would like to thank my predecessor, Matteo Lunelli, for the outstanding work carried out over the past years. I take on this role supported by a team of entrepreneurs and CEOs who are true ambassadors of our way of life around the world,” Vitelli said.

“Together, we will work to give greater visibility to the impact of our companies on the country, from an economic, social and cultural perspective. We will also be committed to protecting the skills and crafts that lie at the heart of Italian excellence – a truly cross-cutting issue for the continuity of Made in Italy.

“The high-end sector deserves to be recognised as a driving force for our country. The first findings of a study we are conducting with SDA Bocconi show that, compared with the average Italian company, our companies contribute three times more to GDP growth, hire five times as many people, and pay, on average, 300 times more in taxes.”

azimutyachts.com

benettiyachts.com

Martin Lo: Man of many hats

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Martin Lo: Man of many hats

June 4, 2026
3:36 am

The Director of Cheoy Lee Shipyards and CL Yachts discusses the CLB65 SUV and CLC115 powercat along with other current projects.
Interview: Andrew Dembina; Photos: Cheoy Lee Shipyards / CL Yachts

Martin Lo, Director, Cheoy Lee Shipyards & CL Yachts

As the affable Director of Cheoy Lee Shipyards and its 2018-launched motoryacht brand CL Yachts, Martin Lo mentions that his role sees him “wearing many hats” as he humbly describes his duties at the start of our interview.

“I balance my time at our Hong Kong and Zhuhai shipyards between strategically overseeing our shipbuilding operations and guiding the development of our luxury yacht division. This ensures our projects meet the highest standards of quality and innovation while staying aligned with market demands and client expectations,” says Lo, a fourth-generation member of the family-run shipyard, which was founded in Shanghai in 1870 and relocated to Hong Kong in the 1930s.

“From time to time, I’m required to travel, especially for boat shows. Also, the Hong Kong Chief Executive’s Office invited me to participate in the discussion of promoting the yachting industry within the Greater Bay Area.”

Cheoy Lee Shipyards’ main production facility is in the Doumen district of Zhuhai, west of Hong Kong

Another part of Lo’s remit is noting industry trends and technological advancements to help company growth in a competitive landscape, while maintaining signature Cheoy Lee heritage elements and driving both businesses toward sustainable, long-term success. Of timely interest for this Yacht Style interview, he shares thoughts and progress reports on two CL Yachts projects.

Since CLC115, the first model in CL Yachts’ upcoming C-Series of catamarans, was announced in late 2025, it has won a Platinum Muse Design Award and a Hainan International Yacht Design Bronze Award, and been shortlisted for the International Yacht and Aviation Awards 2026. How long had this model been in the planning, and what inspired a multihull line?

In 2025, we delivered a fleet of catamaran ferries in Hong Kong as part of a government initiative aimed at reducing harbour carbon emissions. We engaged the [Sydney-based] naval architecture firm Incat Crowther, which designed a fleet comprising four 40m and two 35m all-carbon passenger catamarans, and two hybrid 40m catamarans – one all-carbon and the other in aluminium.

Exterior rendering of CLC115, CL Yachts’ first catamaran design and based on a platform used for Cheoy Lee’s catamaran ferries

We noticed the hull forms were very efficient, being exceptionally low weight and easy to operate. This made me think that perhaps I could utilise this for yachting, especially as we had noticed a sudden influx in catamaran [motor]yachts, particularly under 100ft.

As we had our 35-40m catamaran moulds, I thought about trying to redevelop them. I worked with Incat to create a concept and then engaged Supertomato for the interiors. We have also been working with Supertomato on the new CLB65 SUV.

During this period, we gained invaluable insights into the complexities associated with constructing hybrid vessels, which are pivotal to the future of environmentally responsible marine travel. Our proficiency in advanced resin-infusion techniques enabled us to build a robust 35m catamaran hull in a single pass. Over about 12 months, we developed the first tri-deck catamaran, CLC115. It’s still at concept stage and we’re refining the details.

You mentioned the reasons for collaborating with Incat Crowther for hull design and aspects of the CLC115’s exterior. What drew you to the Shenzhen-based Supertomato Studio for the interiors?

We value collaboration with new designers to gain fresh perspectives. Supertomato is an award-winning design firm with extensive experience in creating custom projects including hotels, residences and a 98ft yacht for a private client.

Supertomato Studio’s vision of CLC115’s saloon, although many layout options are offered

Our initial collaboration on CLB65 SUV emphasises the design of a versatile living space. For CLC115, we aim to provide sophisticated interiors, with various layout options tailored for both private owners and the charter market. We are confident that Supertomato can craft style, comfort and a harmonious environment.

When revealing the C-Series last October, CL Yachts mentioned it will “bring eco-friendly technology, setting a new benchmark for what responsible yachting signifies in today’s world”. Please tell us more about this.

Because I have built two hybrid ferries, I have a better understanding of how this [propulsion] system works. Actually, the sky’s the limit – there are so many combinations. As I researched further, I noticed there are a lot of innovative hybrid and all-electric solution companies within my area in China.

CLC115 is a tri-deck design and features a beach club area with an overhanging sunbed, hydraulic aft platform and fold-down side doors

CLC115 offers options for hybrid propulsion systems and the integration of solar panels. Its Smart Home module enhances the living experience, intuitively managing climate control, lighting and other household systems to enhance energy efficiency. I’m also looking at possibilities with carbon-fibre and at what resin has to offer. There are reusable and renewable resin systems to consider.

What are the main options available for the CLC115?

The existing general arrangement has options for five or six staterooms. The main-deck guest stateroom can be converted into a gym, massage room or nursery room and nanny quarters. There’s an option to have a mid-deck master, occupying the aft. So, there’s certainly flexibility.

New layouts will be released soon and will include the option to choose a mid-deck master stateroom, as well as Jacuzzi or swimming pool options.

What range of lengths do you plan for subsequent C-Series models, and which markets do you expect this line will appeal to most?

There will likely be a 40m model, although it’s a little bit early to confirm. I’m still working with Incat Crowther to optimise the range before we know how much space engines and generators will need.

CGI of CLC115’s full-beam master suite forward on the main deck

CLC115 is targeting private owners and the charter market. I see it as being great for cruising coastlines and islands. When I introduced this boat to the market, we received encouraging feedback from both the US and Asian markets.

Moving on to CLB65 SUV. How was the technical launch of CL Yachts’ first coupe motoryacht?

We’ve completed several tests including inclination in mid-April and sea trials in May to test the systems, which include a conventional propeller-driven version, instead of using Volvo pod drive.

It’s a standard production model with one exception aft – a multifunctional storage room that can become a temporary crew cabin or used to store water toys or as a beach club area.

In early 2026, CL Yachts launched the first CLB65 SUV, the coupe version of the CLB65 flybridge motoryacht

I created this model primarily as a boat to be enjoyed easily for family use, with a large interior living space, protected from the environment in winter or summer – to provide a nice place to get in touch with nature.

As it doesn’t have a flybridge, will it feel like a more dynamic model?

We think that the top speed at half load is in the region of 29 knots. The first hull features a pair of 1,136hp Caterpillar C18 diesel engines. We offer the option of 1,000hp Volvo Penta D13 pods.

CLC115 and CLB65 SUV are very different models, but do they have any common technology and traits?

Yes, CLC115 and CLB65 SUV are very different in size and purpose, but they share a number of core CL Yachts factors that define the owner experience on board. Advanced technologies include the Smart Home system for climate control and lighting, and the CZone system for onboard functions and monitoring, ensuring ease of use in both models, when at anchor or underway.

CLB65 SUV sea trials in May

Both yachts have a strong focus on ergonomic design, layouts that are carefully conceived to maximise comfort and usability, with spacious interiors and living areas that enhance everyday onboard living. Expansive wraparound windows on the main decks bring a bright atmosphere and a strong connection with the surrounding environment.

Attention to detail has always been in our blood and remains the same with every model. That’s why the sailboats Cheoy Lee Shipyards built back in the 1950s and 1960s are still running and being enjoyed by owners.

After the premiere of the Cheoy Lee 130 Explorer superyacht at Fort Lauderdale International Boat Show 2025, are different Explorer models of this line in progress?

We are now collaborating with Nick Boksa (founder of Boksa Marine Design, Florida) to develop a new line of long-range, steel-hulled superyachts: the Discovery 115, Discovery 120 and Discovery 127.

The Cheoy Lee 130 Explorer had its world premiere at the 2025 Fort Lauderdale International Boat Show

Their high-volume layouts feature the same level of styling and luxury amenities typical of larger explorer yachts, from the bridge-deck master suite on the Discovery 115 to the spacious beach club on Discovery 120, to the generous sundeck with bar, grill, spa tub and multiple seating areas on Discovery 127.

Please tell us about current collaborations between Cheoy Lee and The Hong Kong Polytechnic University after you signed a Memorandum of Understanding to jointly promote research and innovation in artificial intelligence robotics, alternative-powered vessels and green materials.

We recognise that the key to sustainable growth lies in innovation and collaboration. In line with our commitment to continuous improvement, we began an exciting journey in 2024, engaging in productive discussions with Hong Kong and mainland China universities.

The signing of an MoU with the Hong Kong PolyU late last year examines AI-driven robotic systems not only to increase efficiency but also to enhance precision and safety in our shipbuilding operations.

Cheoy Lee Shipyards signed an MoU with The Hong Kong Polytechnic University in late 2025

As part of our commitment to sustainability, we are exploring alternative energy solutions for our vessels, aligning with global efforts to reduce carbon footprints and promote eco-friendly maritime practices.

So far, we are experimenting with robotic welding and ‘smart’ robots for other areas of production. We are finding that robots that cater for big steel ships are not suitable for medium or small shipyards like us. Other Hong Kong universities have been helping us research and test green solutions and materials.

Finally, what else should our readers know about your business?

We just put up a new building shed to gear up our aluminum production. Right now, we are building an aluminium crew transfer vessel in both monohull and multihull forms. We realise the true benefits of this lighter and strong metal, alongside steel and composite construction, so we are enhancing our expertise in this area. We fully embrace change, constantly.

cheoyleeyachts.com

clyachts.com

Asia Yachting Management appoints GM

Leaders, News / yachtstyle2020

Asia Yachting Management appoints GM

June 4, 2026
1:45 am

Andrew Chan is the new General Manager of the yacht management arm of regional dealer Asia Yachting.

Asia Yachting Management has announced the appointment of Andrew Chan as its General Manager. Chan will lead Asia Yachting’s yacht management operations across Hong Kong and Southeast Asia.

With over 16 years of experience in the marine industry, Chan brings a strong background in distributorship management, sales, aftersales service and client-relationship management. His practical experience and understanding of yacht owners’ needs position him well to lead Asia Yachting Management into its next phase.

In his new role, Chan will oversee the day-to-day operations of Asia Yachting Management, working closely with long-standing Operation Director Fung Wong and an experienced team of captains, crew and yacht management professionals.

Asia Yachting Management provides professional yacht management services for private yacht owners in Hong Kong and Southeast Asia, supporting a wide range of needs from full-service yacht care to more flexible management arrangements.

Its services include crew management, personalised itineraries, vessel cleaning and checks, maintenance records, paperwork assistance, financial management, and safety compliance.

For owners seeking a more flexible solution, the ‘FlexCrew Program’ offers a practical alternative to full-time crew, allowing owners to enjoy professional yacht management and vessel readiness while paying according to actual usage.

Asia Yachting Management also provides dedicated management for wake boats, with expertise in Nautique boats. Services include regular care, readiness checks, operational support, and hard stand storage to help preserve the boat’s condition.

asiayachting.net

Hong Kong’s leading role in Greater Bay Area

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Hong Kong’s leading role in Greater Bay Area

May 28, 2026
12:03 pm

In a Column for Yacht Style, Hong Kong Yachting Association Chairman Tommy Ho explains why the city should be a leader in developing a yachting ecosystem with Shenzhen, Guangzhou, Zhuhai and Macau.

Tommy Ho, Chairman, Hong Kong Yachting Association

Hong Kong has long been recognised as a leading international maritime centre. It’s backed by an extensive coastline, more than 180 years of yachting heritage, and a regulatory and professional ecosystem fully aligned with global standards.

Positioned at the heart of the Greater Bay Area (GBA), a market of over 70 million people, Hong Kong serves both as a premium gateway to mainland China and as a vital bridge linking the region to the wider Asian and global yachting landscape.

The establishment of the Hong Kong Yachting Association (HKYA) reflects a shared vision within the industry to seize emerging opportunities and address longstanding structural challenges.

CONNECTIVITY IS KEY

Our mission is clear: to unite yacht owners and industry stakeholders, strengthen communication between Hong Kong and mainland GBA cities, and advocate for practical, forward-looking policies, most notably the implementation of ‘GBA Yacht Free Travel’.

In March, HKYA hosted an industry forum entitled ‘Hong Kong and the Greater Bay Area: Powering the Future of Yacht Economies Together’. Association members, yacht owners and industry leaders from across the region convened to exchange insights on policy development, risk management, sustainability and cross-border industry collaboration.

A strong industry consensus was reached during the event. While the GBA possesses immense and complementary advantages in the yachting sector, the full potential of the industry is still restricted by fragmented regulatory frameworks, complicated customs clearance procedures, and insufficient mutual recognition of relevant licences and professional qualifications.

Yachting, by nature, is a mobile and integrative industry. A single voyage can activate an entire value chain, from marina operations and vessel maintenance to hospitality, retail and tourism. Each cross-border journey represents not just leisure but economic activity, job creation and regional connectivity. Unlocking this mobility is therefore fundamental to unlocking the industry itself.

The advancement of ‘Yacht Free Travel’ is a critical first step. By simplifying customs procedures, easing navigation restrictions and promoting mutual recognition frameworks, we can lay the foundation for a more dynamic and accessible yachting environment. From there, the focus must shift toward building a comprehensive and sustainable industry ecosystem.

HONG KONG AS A HUB

Hong Kong is uniquely positioned to lead in several key areas. As a premier logistics and maritime hub in Asia, and a gateway for trade between mainland China and the rest of the world, it can evolve into a regional centre for yacht asset management and transactions, supported by its robust legal, insurance and brokerage infrastructure.

Its status as a global financial centre also enables innovative solutions in yacht financing, leasing and wealth management, attracting international capital to the GBA market.

Equally important is Hong Kong’s strength in professional services. From maritime law and arbitration to training, branding and environmental consultancy, the city can serve as a platform for elevating industry standards and nurturing talent across the region. Collaboration with academic and vocational institutions will be essential in cultivating the next generation of marine professionals.

GREATER BAY BENEFITS

Tourism presents another powerful avenue for growth. By leveraging the ‘multi-destination’ model, the GBA can develop integrated yachting routes connecting Hong Kong with Shenzhen, Guangzhou, Zhuhai and Macau – creating a ‘golden circuit’ that enhances marine tourism while stimulating coastal economies.

At the same time, promoting sailing and cruising culture, and youth engagement will be key to broadening participation and fostering long-term industry vitality. Sustainability must also remain at the forefront. As global standards evolve, the GBA can lead in green marine innovation, from electric and hydrogen-powered vessels to smart navigation systems and eco-friendly marina development.

Aligning with international environmental benchmarks will not only future-proof the industry but also reinforce its social and ecological value. The HKYA forum was conceived as a platform for open, constructive dialogue – and it’s only the beginning. By bringing together policymakers, industry players and yacht owners, we aim to turn shared challenges into collective solutions.

The path forward requires coordination, trust and sustained effort, but the rewards – a more connected, competitive and sustainable GBA yachting ecosystem – are well within reach.

As we look ahead, Hong Kong’s role is not just to participate but to lead – to act as the connector, facilitator and innovator that will help shape the future of yachting in Asia.

hkya.org

TOMMY HO

With over two decades of experience in yacht insurance for high-net-worth clients, Ho is the founder and CEO of Voyager Risk Solutions, specialising in luxury yacht, private client and corporate insurance solutions. He also offers yacht investment services through Beagle Asset Management and represents Electrine’s electric and hybrid propulsion systems. A long-time boat owner and Royal Hong Kong Yacht Club member, he supports the development of sectors including repair and maintenance, and Hong Kong Sea School graduates. He serves as Chairman of the Hong Kong Yachting Association and Convener of the Marine Economic Professional Committee of the JSHK Innovative Collaboration Federation.

info@hkya.org

Benetti brand runs deep ‘Down Under’

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Benetti brand runs deep ‘Down Under’

May 21, 2026
3:38 pm

Matthew Walford, Benetti’s Area Manager for Australia and New Zealand, explains why the Italian shipyard’s superyachts and service are so suitable for the region.

Matthew Walford, Area Manager – Australia & New Zealand, Benetti

Now you’ve been in the role for about a year, what has surprised you most about working for Benetti?

While not entirely unsurprising, I’m continually astounded by just how strong the Benetti brand is around the world. Its relationship with Australians and New Zealanders runs far deeper than I had ever imagined, and at the same time, it remains an aspirational name for many others. The level of respect and recognition here is remarkable.

Can you clarify your roles and responsibilities?

I oversee Benetti’s business in Australia and New Zealand, managing all commercial activities across sales, marketing and client relationships. Although our clients reside in this region, their yachts are located around the world, so my role is inherently global in nature.

Benetti has traditionally been strong in Australia and New Zealand. What were the first things you needed to do in your role to build upon its strong reputation there?

Australia and New Zealand remain strong and growing markets for Benetti, and my role is centred on sustaining and accelerating our momentum here.

Benetti B.Yond 57M

Over the past year, our priority has been focused on connecting with owners, prospects, brokers and other industry players on the ground and this has been tremendously well received. For many, being able to meet a shipyard representative here at short notice is a big plus in terms of relationship building, support and progressing key priorities.

Why do you believe Benetti offers the right yachts and support for Oceania?

Benetti has an exceptional portfolio of yacht options that aligns well with preferences in Australia and New Zealand, while offering a compelling value proposition that resonates strongly with owners here.

Our yachts are designed for long-range cruising and varied conditions, along with a high degree of flexibility with layout – key considerations in Oceania. In addition, the strength of the Benetti brand, together with the distinctive features of our models also underpins strong resale and charter demand.

Benetti Oasis 42M

The Oasis range has been especially well received, and we already have strong interest in the new Oasis 42M. For those seeking steel construction and extended capability, the Motopanfilo 45M and the B.Yond 57M are particularly compelling fits for Oceania.

Motopanfilo 45M introduces the Veranda Deck® concept, which reinvents the main-deck saloon into an open panoramic living space by completely opening it on three sides to create a veranda overlooking the infinity pool. This is ideal for enjoying the region’s expansive seascapes, outdoor lifestyle and connection to the water.
benettiyachts.com

Note: This interview first appeared in Yacht Style Issue 88

New Ferretti Group CEO outlines Q1 results

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New Ferretti Group CEO outlines Q1 results

May 21, 2026
12:59 pm

Days after his appointment, Stassi Anastassov and the new Board of Directors reviewed the company’s first-quarter results.

Stassi Anastassov, CEO, Ferretti Group

Just days after Stassi Anastassov was appointed to succeed Alberto Galassi as Ferretti Group’s CEO, the Italian yacht-building group issued highlights of its Q1 2026 financials including €302.1 million net revenue for new yachts, 8.0 per cent down compared to the same period last year. Adjusted EBITDA was €48.7 million and net profit was €21.0 million, down 7.2 per cent and 12.1 per cent respectively from a year earlier.

Anastassov stated: “The first quarter reflected a softer commercial environment and slower order conversion than we would have liked, particularly on order intake. We approach this with realism, discipline and operational focus. Confidence should never be confused with complacency.

“At the same time, the underlying fundamentals of the business remain solid. Our brands remain exceptionally well positioned, margins resilient, and the quality and visibility embedded within our backlog continue to provide an important operational foundation moving forward.”

Ferretti Group’s net backlog stood at €722.3 million as of March 31, 2026, compared to €828.6 million at the end of December 2025. The company’s full-year guidance remains unchanged, with net revenue from new yachts expected to range between €1.25 billion and €1.265 billion.

“More than €400 million of net backlog is already expected to convert into 2026 revenues, providing meaningful visibility as we progress through the year,” Anastassov continued.

“In the current environment, our focus is not on short-term reactions but on disciplined execution, operational excellence and long-term value creation. We remain confident in the long-term strength, positioning and potential of the Ferretti Group ecosystem.”

Anastassov, 64, was appointed and announced as Ferretti Group’s new CEO on May 15. Born in Bulgaria, Anastassov is a Swedish and Swiss citizen who lived as a child in Bulgaria, Egypt, Iran and Sweden, where he studied at Uppsala University.

His extensive global leadership experience across consumer, industrial and manufacturing sectors includes 30 years at Procter & Gamble from 1985-2015. His three decades with the multinational consumer goods corporation included leadership positions across Europe, North America, Asia and the Middle East, plus four years as President and CEO of Duracell.

For the past 11 years, Anastassov has been an investor and held advisory and directorial roles. He currently holds Non-Executive Director roles at JS Global Lifestyle, Better Shelter and other companies.

Ferretti Group also confirmed ‘Tonny’ Tan Ning, 44, as Chairman of the Board of Directors, succeeding Hao Qinggui (2025-26), Jiang Kui (2024-25) and Tan Xuguang (2012-24). As well as Tonny Tan and Stassi Anastassov, the new nine-strong Board of Directors includes Patrick Sun, Zhang Xiaomei, Federica Marchionni, Jin Zhao, Zhu Yi, Donatella Sciuto and Katarína Kohlmayer.

Ferretti Group later announced Tan as director in charge of the Internal Control and Risk Management Systems, and Sun as Lead Independent Director (in compliance with recommendations 13 and 14 of the Corporate Governance Code).

ferrettigroup.com

Is methanol the fuel of the future?

Leaders / yachtstyle2020

Is methanol the fuel of the future?

May 14, 2026
5:38 am

Founder and CEO of Archipelago Yachts, Dr Stephen Weatherley explains in a Column for Yacht Style why he believes methanol is the yachting industry’s best option among alternative fuels.

As the marine industry faces growing pressure to decarbonise, methanol is emerging as a realistic, scalable solution, bridging today’s technology with tomorrow’s zero-carbon ambitions.

From container ships to superyachts, the maritime industry accounts for nearly 3 per cent of global greenhouse-gas emissions. Regulators are tightening standards, consumers are demanding cleaner alternatives, and the window for action is narrowing. For decades, diesel has dominated, but its reign is ending.

A fuel once overlooked, methanol is now surging to the forefront of the decarbonisation debate. Its appeal lies in practical versatility of cleaner combustion, relative safety and ease of storage, and renewable production potential. Recently, Archipelago Yachts was part a consortium of marine companies that secured UK Government funding to launch Methanol Pathfinder UK, a methanol range-extension project, signalling that innovation is accelerating from theory to reality.

For the leisure boating sector, methanol offers unique advantages. Unlike hydrogen, which requires high-pressure storage tanks or cryogenic systems, methanol remains liquid at ambient temperature and handles easily. Batteries offer zero local emissions, yet limited range makes them impractical for extended cruising. Methanol bridges these gaps, balancing performance, safety and environmental responsibility.

DECARBONISATION CHALLENGE

International shipping produces nearly 1 billion tonnes of CO2 annually. Beyond carbon dioxide, pollutants such as nitrogen oxides, sulphur compounds and particulate matter contribute to air pollution, while some of them also play a role in ocean acidification, leading to far-reaching consequences.

The International Maritime Organisation has mandated a 40 per cent reduction in carbon intensity by 2030 and a 50 per cent reduction in total emissions by 2050, both compared to 2008 levels. Upcoming regulations may impose carbon pricing and emission standards that make business-as-usual untenable. Even luxury yacht markets, once insulated from scrutiny, now face pressure.

As a result, high-net-worth individuals are increasingly demanding vessels that reflect their values, emphasising that sustainability credentials matter as much as performance. Marinas and ports are also introducing green berth incentives and, in some cases, restricting high-emission vessels.

Despite this, diesel remains entrenched in the industry. Its energy density, established infrastructure and proven reliability have made it the default choice. But beyond emissions, diesel carries a reputational burden. Plumes of black smoke and visible environmental impact have become increasingly difficult to justify in an era of heightened ecological awareness.

METHANOL’S RISING STAR

Methanol’s credentials are compelling. Liquid at room temperature and traded globally for decades as an industrial feedstock, it offers infrastructure familiarity that reduces adoption barriers.

What distinguishes methanol is its production pathway. While conventional methanol derives from natural gas, renewable e-methanol can be synthesised from captured CO2 and green hydrogen produced via electrolysis powered by renewable energy.

This circular approach means combustion CO2 emissions are balanced by the CO2 captured during production, achieving net-zero emissions over the full lifecycle. As renewable energy costs fall, e-methanol economics improve, making it genuinely scalable.

Methanol also delivers tangible combustion benefits: significantly lower nitrogen oxide and particulate emissions than diesel, zero sulphur emissions, and carbon dioxide reductions of up to 15 per cent even with fossil-derived methanol, approaching zero with renewable variants.

Crucially, methanol integrates with existing engine technologies. Modified internal combustion engines can run on methanol with minor adjustments, avoiding wholesale redesigns. It also works with fuel cells, where methanol reforms into hydrogen onboard, enabling zero-emission propulsion without pure hydrogen’s storage challenges.

All alternative fuels come with drawbacks, especially for the leisure yachting industry:

· Hydrogen requires storage at -253°C or extreme pressure, creating unsuitable safety and space challenges for leisure vessels

· Ammonia is highly toxic and corrosive, presenting risks difficult to mitigate in confined yacht spaces

· Battery-electric propulsion remains hobbled by limited range and lengthy charging times

· Liquefied natural gas (LNG), once a transitional fuel, is losing favour as methane leakage undermines climate credentials, and it remains a fossil fuel

· Bio-diesel and synthetic diesel face feedstock availability and lifecycle emission questions, alongside potential storage challenges at low temperatures

Methanol strikes a pragmatic balance: safe, scalable, available now, with a clear pathway to full decarbonisation as production matures. Commercial shipping has already taken notice, with Maersk now committing to methanol dual-fuelled vessels, with multiple containerships operational or under construction. This trickle-down effect is reaching the leisure market, where yacht builders explore how methanol technologies proven at commercial scale can adapt for private and charter vessels.

FACING HURDLES

Despite its promise, methanol faces its own challenge, with renewable e-methanol remaining in limited production. Scaling requires substantial investment in renewable energy, carbon capture and electrolyser facilities.

Equally, bio-methanol – where breakdown of organic matter produces methane gas, which can be converted to methanol – is in its infancy. Both current ‘green’ methanol prices are several times higher than fossil methanol, although costs are expected to fall.

Safety and regulatory frameworks also present various hurdles. Methanol is toxic if ingested and mildly corrosive, requiring robust handling procedures. Certification bodies are still developing comprehensive standards for methanol-fuelled vessels, particularly in leisure markets. Without clear guidelines, uncertainty slows adoption.

Infrastructure is perhaps the most immediate constraint. Methanol refuelling facilities are sparse outside industrial ports, and leisure marinas lack incentive to invest without critical mass. This creates a chicken-and-egg problem: owners hesitate without convenient refuelling, while operators won’t install infrastructure without guaranteed demand.

Integrating methanol systems within yacht confines also presents engineering challenges. Methanol has roughly half diesel’s energy density, requiring larger tanks for equivalent range. This impacts weight distribution, storage and interior layout. These trade-offs require careful management to preserve performance and comfort.

Government support is critical, with programmes like Innovate UK’s funding helping to de-risk early development, enabling prototyping that would otherwise be financially prohibitive. Grants, incentives and regulatory frameworks favouring low-carbon fuels can accelerate adoption.

COMMERCIAL TO LEISURE

The leap from commercial vessels to leisure yachts requires translating industrial robustness into elegance and comfort. Technologies proven in harsh commercial environments must be refined and integrated where aesthetics and user experience are paramount.

Archipelago zero.63

The Archipelago zero.63, designed in collaboration with Chartwell Marine, exemplifies this evolution. Designed as a methanol-hydrogen hybrid, it combines parallel hybrid propulsion with onboard reformers and fuel cells alongside a methanol combustion engine, enabling long-range, zero-carbon cruising.

The vessel’s design is centred on flexibility and resilience. The methanol engine provides reliable propulsion and range extension, while fuel cells offer silent, emission-free operation for coastal cruising and harbour manoeuvring. Reformers convert methanol into hydrogen on demand, eliminating high-pressure storage needs, an elegant solution prioritising practicality without sacrificing ambition.

With the Archipelago zero.63, we’re demonstrating what’s possible when you combine existing technologies innovatively. Methanol gives us the range and reliability clients expect, while the hybrid architecture allows zero emissions when it matters most.

BLUEPRINT FOR CHANGE

Methanol’s value lies in being a bridge. It’s practical enough to deploy today, while offering a clear pathway to full decarbonisation as renewable production scales. This dual character suits an industry in transition.

For yacht builders, methanol represents a differentiation opportunity. As regulations tighten and preferences shift, early adopters gain competitive advantage. Collaborations such as our work with Chartwell Marine are essential, combining expertise to cut risk and bring solutions to market faster.

Ports and marinas must evolve in tandem. Installing methanol infrastructure requires investment but positions facilities as leaders in the green transition.

Demonstration vessels are essential for building confidence in new maritime technologies. Projects like the Methanol Pathfinder UK provide empirical data on performance, reliability and emissions that inform both regulatory frameworks and commercial decisions. Each successful voyage strengthens the case for wider adoption.

ROAD AHEAD

Methanol’s journey is accelerating, but mainstream adoption requires coordinated action: expanding production, building infrastructure, refining safety standards and demonstrating real-world performance.

The yachting sector has an opportunity to rewrite its narrative. By embracing methanol and sustainable technologies, the industry can position itself as a leader where innovation and environmental stewardship coexist, where luxury is redefined not by conspicuous consumption but by responsible excellence.

archipelago-yachts.co.uk

DR STEPHEN WEATHERLEY

Weatherley is the founder of Archipelago Yachts, a British yacht builder specialising in innovative aluminium hybrid motor-catamarans. A lifelong sailor, he combines a deep passion for the sea with British engineering expertise to create capable, efficient and sustainable vessels designed for adventure seekers and long-range cruising.

info@archipelago-yachts.co.uk

Note: This Column first appeared in Yacht Style Issue 88

Nimbus Group’s dynamic new leadership

Leave a Comment / Leaders / yachtstyle2020

Nimbus Group’s dynamic new leadership

May 1, 2026
7:38 am

After a slowdown in sales, Sweden’s Nimbus Group is aiming
for a turnaround under two energetic, hands-on leaders.

Interview: John Higginson; Photos: Nimbus Group

Johan Inden, CEO, Nimbus Group

On September 1, 2025, Johan Inden began his role as CEO of Nimbus Group. Inden had previously spent over two decades within Volvo, initially across investment, technology and management consultancy then with Volvo Penta for 11 years, rising to President of the Marine Business Unit.

On October 1, he was joined by Christina Evans, Nimbus Group’s new CCO and Deputy CEO, who leads the company’s commercial operations, dealer operations, and aftermarket and marketing functions. Evans arrived from Axopar, where she was CCO for four years, having spent two decades at Volvo Trucks.

This January, Inden and Evans started the year in buoyant fashion by energetically fronting the eight-boat Nimbus display at Boot Dusseldorf, where the Swedish brand debuted the Tender, Weekender and Commuter models from its new 12 series.

However, in February, Nimbus Group presented its 2025 results, which underlined the task facing the pair. Net sales from January to December totalled SEK1.367 million (about US$150 million), which was down 16.6 per cent on 2024. The decline was primarily attributed to a continued weak North American market, where company sales dropped by 53 per cent.

Inden stated: “We continue to operate in a soft market and presented increased losses quarter over quarter, driven primarily by the finalised closing of operations in Finland and the low demand in North America. During the quarter (Q4 2025), we implemented several robust measures to sharpen our commercial capabilities, increase efficiency and reduce our costs. I’m confident these measures will have the intended impact and contribute to improved results.”

Christina Evans, CCO & Deputy CEO, Nimbus Group

Inden and Evans spoke to Yacht Style about the challenges of heading Nimbus Group, which is headquartered in Gothenburg. Aside from Nimbus, the company’s brands include Alukin, Aquador, EdgeWater, Falcon and Paragon, and it has operations in Sweden, Poland, UK, Norway and the US. Asiamarine is among Nimbus dealers in Asia.

Johan, why did Nimbus Group’s Board of Directors want you as CEO?

Inden: When I talked to the Board, they were looking for someone who knows the industry, and I had spent the last decade in the marine industry with Volvo Penta. They also wanted someone with an industrial background, and I’ve been the President of a venture business. I have a unique mix of understanding the investor perspective and technology perspective, plus a deep understanding of the industry.

I’ve known Nimbus for many years because it was a customer. Also, I’ve owned a Nimbus boat for 10 years, although that wasn’t one of the criteria for joining! They were also looking for a hands-on leader who was happy to be on the front line, because this is a front-line type of business. I was excited about the opportunity. Nimbus Group is a smaller business than I was managing before, but I like the entrepreneurship, the brand and the people. I was up for a good challenge.

Both of you had worked within the Volvo Group for many years, so how aware were you of each other’s appointments at Nimbus Group?

Evans: We never worked directly together at Volvo, but we knew each other as we had met at a lot at boat shows and industry functions, and we were on the same Board (of Humphree, a marine technology provider owned by Volvo). Before I joined Nimbus Group, Johan and I were in touch about me taking the role and we both agreed it was a good idea. To work so closely together, the way we are now, you need to have a very good relationship and understanding.

Inden: When I joined, Nimbus Group’s discussions with Christina were already ongoing and I was very happy about that. Because of my views on running the business, we’ve since made the management team much smaller. I want speed and experience and to be able to move fast.

Johan Inden and Christina Evans atop the Nimbus 495 Flybridge at Boot Dusseldorf

Christina’s appointment made it possible to consolidate the commercial side, so brand management, marketing, retail sales and commercial sales with the dealers are all under her management. This means we can work across the entire customer journey. We want to work with the customer from the awareness or dream phase, of starting to think about a Nimbus Group boat – this period can last a week or 20 years – through buying, owning, reselling and buying a new one.

Johan, what was your main remit as CEO?

Inden: To build a good business. Nimbus was created in 1968 and is a fantastic brand with deep roots. Nimbus Group is a portfolio of brands. These include Aquador, a strong brand that builds the 250, 300 and 400 Hard Tops, while in the US, we have a local presence in North America through EdgeWater fishing boats and the factory there.

Alukin is an aluminium boatbuilder and has started a long-term contract to build 11m workboats for the Swedish Armed Forces, while Falcon is an aluminium speedboat brand. However, everyone knows the market has been tough over the past few years. There was a strong sales surge in Covid, then the market has been turning. We’re here for the long term. The assignment is to build a strong company over time. We need to preserve the strength of the brand but be able to bring it forward and build a strong, long-term business. That’s also the expectation of our shareholders.

Christina, as you’re overseeing the commercial side, what are your priorities?

Evans: I need to focus on bringing the customer journey perspective into the organisation. Whether you sell a boat through retail or commercial, or whichever market the boat is sold into, we always need to understand this and be very sales focused.

We also need to focus on the brand identity and be confident in Nimbus. When we look at the heritage of the brand and the boat brands we offer, there’s a lot to embrace and emphasise. This will be a journey linked to sales. We also need to try to find the right identity for each brand in the portfolio. Each brand has its place, and we need to define this for ourselves, our dealers and our customers, then we will be more confident in all our markets. And, of course, there are sales targets!

Inden: On this note, the Nimbus brand is the stem or root system of the company (Nimbus Group). It’s like a strong tree that has roots dating to 1968. When that stands strong, the other brands can flourish as well. It’s one reason why our participation at Boot Dusseldorf this year was focused on the Nimbus brand and its experience and values.

The Nimbus team at Boot Dusseldorf, where the company debuted the Weekender 12, Tender 12 (left) and Commuter 12 (right)

For each of the other brands, it’s like a family with children. You don’t talk about them only as ‘the kids’. You talk about each brand individually, by name, with their own personality and traits. We want all our brands to shine, but they will do better when the Nimbus brand stands strong.

In the industry, there are much larger ‘groups’ that include brands more easily distinguished by the size and type of boats they produce. Is there a concern that Nimbus Group brands overlap and potentially target similar customers?

Inden: We sold and licenced the Bella and Flipper brands, and with that we closed the two factories in Finland. Each brand must be looked at as a business. Each brand must be able to deliver its own values. We can draw synergies as a group, but for it to work as a business, each brand much deliver. When you look at the businesses, they must be logical from a Group perspective and add different assets. They should work in different market cycles, have different use cases or customer profiles, work in different segments, like working with the government with Alukin.

It was a fresh start for the Nimbus brand this year with the debut of the three 12 models, which build on the platform and success of the 11 series. What’s your hope for the new line?

Inden: Compared to the 11 series, the 12 has more than 200 updates including some significant ones like the extended aft platform, new balconies, new helm arrangement, new T-Top for the Tender version and so on. We sold over 500 units of the 11 series, so we know that the customer loves them. They’re fantastic in the water. I think the 12 will be a continued success, help build the Nimbus brand and delight our customers.

You also announced the Nimbus 495 Coupe at Boot.

Inden: We’ve now opened the order book for the 495 Coupe, which is a very important boat for us. The [flagship] 495 Flybridge has been on the market for 1½ years and has been a success. The Coupe line is the centre of the Nimbus DNA. The customers for the Coupe line do the Great Loop in North America, and travel through the canal systems of Europe. They spend weeks or months on their boat.

Nimbus is taking orders for 495 Coupe, which debuts in 2027 and is suitable for North America’s Great Loop and Europe’s canal systems

The 495 Coupe has all the accommodation and storage to have a comfortable ride, but is low enough to have bridge clearance across all those popular routes. It’s a spectacular boat to take around Europe or North America. The first units will be in the water in 2027.

Christina, what do you bring to Nimbus Group from your time at Axopar, two companies that have a history of collaboration?

Evans: As with every strong brand, it’s very important to build on that and define it. All marketing and sales strategies start with understanding a brand. That was important, both at Volvo – a very strong brand – and with the growth journey at Axopar. It was an interesting journey. You can see the return on investing in your brand. This can be how you showcase yourselves in exhibitions but it’s also how you showcase yourself on your website, in personal interactions and so on.

At this stage, I’m still learning within Nimbus Group, so I’m trying to meet as many of our dealers as possible, as they’re our first point of contact with customers. I think we should increasingly emphasise our heritage, which distinguishes us from many other brands.

Inden: On this note, I met a customer in Sweden who was receiving his 32nd Nimbus boat, although not all were new. That says something about brand loyalty and underlines what this business is about. I hear stories from dealers who have served families with boats over a couple of generations.

As you’re both new to Nimbus Group, what have you learned from the likes of Jonas Göthberg (Commercial Director, Nimbus) and Joacim Gustavsson (Chief Designer, Nimbus Group), who have been with the company a long time?

Inden: We’ve learned a lot. A lot. We’ve combined well. Christina and I both bring very entrepreneurial, hands on-personalities, so we want to be out meeting the customers and that applies to Jonas, Joacim and others across the departments, and we’re knitting that team together tightly. However, Nimbus was my customer when I was at Volvo Penta and Christina also knew the company, so it’s not like we’re complete outsiders.

Nimbus Weekender 12

Evans: Axopar has a sales collaboration with Nimbus Group, so I knew the company well. Johan and I are very keen on being part of the team. We want to be at the shows and exhibitions, and close to the customers, so the whole team are together.

Inden: Nimbus Group is on the stock market. I work with the investors and the Board, and this is all very important for the company in the long term. But at the same time, they can’t be happier if we’re out selling the product.

It’s an industry that provides experiences and puts smiles on people’s faces. You don’t buy a boat because somebody gave you a spreadsheet and suggested this would be a good investment. People invest their time and their money in a boat because it’s something they love.

Johan, what can you tell us about your own Nimbus boat?

Inden: When I was young, I used a 5m outboard fishing boat at our summer house, then I worked and travelled a lot and didn’t have a boat. About 11 or 12 years ago, we bought a new house close to the water and wanted a boat to explore the islands nearby. I asked many people about which boat to buy, then did my own research and ended up buying a Nimbus 250 R Nova. I love the design. It was built in 2001 and I completely renovated it. I may even use it to go to the office when it’s warmer!

nimbusgroup.se

nimbusboats.com

Note: This interview first appeared in Yacht Style Issue 88