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Motoryacht, superyacht, sailing yacht, yacht show, boat show, Superyacht Australia, David Good, Sydney Charter Show, Australian Superyacht Conference, Asia-Pacific, ASMEX, Sanctuary Cove International Boat Show

Superyacht Australia: setting a good example

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Superyacht Australia: setting a good example

March 26, 2026
3:21 am

David Good, CEO of Superyacht Australia, reflects on an exceptional summer for Australia’s superyacht industry, with Sanctuary Cove events to come and a Summer Olympics on the horizon.

Sydney Charter Show 2026, Jones Bay Superyacht Marina; Photo: Salty Dingo

As CEO of Superyacht Australia, I often describe our industry as one defined by momentum – constant, powerful and always moving forward. This past summer season has embodied exactly that.

From the energy of the inaugural Sydney Charter Show to the strategic insights shared at the Australian Superyacht Conference, we showcased the strength of our sector. We also demonstrated the unity, professionalism and world-class standards that position Australia as a leader within Asia-Pacific, encouraging the global superyacht industry to consider this fast-growing, maturing region.

Standing on the dock at Jones Bay Superyacht Marina during the Sydney Charter Show, I was struck by just how far we’ve come. In the years before the Australian Government approved foreign superyacht charter in 2019, Australia hosted a modest gathering of vessels. Now, the country has matured into a leader, hosting the largest fleet in Asia-Pacific.

Sydney Charter Show 2026, Jones Bay Superyacht Marina; Photo: Salty Dingo

At the first Sydney Charter Show, our charter operators, brokers, captains, crew and service providers presented an extraordinary fleet, each vessel a testament to our industry’s craftsmanship, professionalism, operational excellence and the unmistakable character of our cruising grounds.

More importantly, the show reaffirmed the growing appetite for Asia-Pacific based charters, from both domestic clients and an expanding international market now seeking unique, experience-driven itineraries in our waters.

One of my personal highlights was meeting with the next generation of crew, including last year’s Superyacht Crew Scholarship recipient Bryce Lawrence. Their passion, professionalism and commitment to delivering five-star experiences were inspiring.

Sydney Charter Show 2026, Jones Bay Superyacht Marina; Photo: Salty Dingo

These young professionals represent the future of our industry, and it was reassuring to see how deeply they value sustainability, training and safety, as the three pillars that define our long-term reputation.

SYDNEY CONFERENCE

Immediately following the Sydney Charter Show, we shifted into one of the most important knowledge-sharing opportunities of the year – the Australian Superyacht Conference. This conference has always served as a barometer for industry sentiment and a catalyst for forward-thinking discussions.

This year, it was held in Sydney for the first time, which added to the attraction for overseas visitors, some of whom included the Rolex SailGP in Sydney and the Formula 1 Grand Prix in Melbourne in their travel itinerary.

Australian Superyacht Conference 2026, Doltone House, Jones Bay Wharf; Photo: Salty Dingo

During the conference, leaders from across the nation tackled the issues that shape our operating environment, from global economics and forward vessel orders to AI-driven charter-client interactions, regulatory frameworks and environmental stewardship.

Our industry thrives on collaboration and nowhere was that more evident than in the conference sessions as shipyards, surveyors, marina operators, captains and fleet managers sat together, challenged assumptions and worked collectively to strengthen the sector.

GLOBAL PERSPECTIVE

Our increasingly global perspective was noticeable. We’re no longer content simply observing trends overseas; we’re helping to set them. Australian yards are delivering world-leading refit and maintenance programmes.

Our survey and compliance standards, while sometimes complex, are internationally respected. And our cruising regions, from the Great Barrier Reef to the Kimberley, are capturing the attention of owners seeking adventure beyond the Mediterranean and Caribbean.

David Good (centre) and Superyacht Australia colleagues with Flying Roos skipper Tom Slingsby (third right), the three-time Rolex World Sailor of the Year; Photo: Salty Dingo

This global lens is top of mind as we now look outward toward the next major events on the calendar. First among them is the Palm Beach International Boat Show in Florida where we will be exhibiting as a South Pacific Region at one of the most influential showcases in the global superyacht circuit.

Palm Beach presents an invaluable opportunity for Australia. It’s a stage where we can reinforce our capabilities not only as a premier cruising destination but as a world-class refit, maintenance, training and service hub. Internationally, there’s heightened awareness of Australia’s workmanship and technical capability, and our presence at Palm Beach strengthens relationships with North American owners, captains and project managers.

It’s also a chance to highlight the advantages of the charter legislation available in Tahiti, Fiji, New Zealand, Thailand, Papua New Guinea and Australia, which continues to open pathways for foreign-flagged vessels to charter in our waters, bringing significant economic value to our coastal communities.

AUSTRALIA IN SPOTLIGHT

Barely weeks after Palm Beach, we turn our attention back home to two cornerstone events in our annual calendar: ASMEX and the Sanctuary Cove International Boat Show in May.

David Good, CEO of Superyacht Australia, AIMEX and ACMG

ASMEX – the Australian Superyacht, Marine Export & Commercial Marine Industry Conference – remains one of the most respected industry conferences in the southern hemisphere. For me, ASMEX represents the intellectual engine of our industry. It’s where global market intelligence meets domestic capability; where importers, exporters, manufacturers and service providers gather not simply to share information but to set strategic direction.

What I appreciate most about ASMEX is the candour. It’s a space where we address challenges head-on, whether they relate to workforce shortages, infrastructure pressures, insurance complexities or international competition.

The insights from ASMEX inevitably fuel the excitement that follows at the four-day Sanctuary Cove show, an event that grows more dynamic every year. Sanctuary Cove embodies everything that makes the Australian marine industry exceptional – innovation, diversity, professionalism and the unmistakable lifestyle culture that draws people to the water in the first place.

Sanctuary Cove International Boat Show

Not only is Sanctuary Cove the most important boat show in Australia but it’s also set in one of the most casual and relaxed holiday settings on the Gold Coast. As we head into this next sequence of global and domestic events, I feel an immense sense of optimism.

Looking further ahead, our superyacht industry is entering a new era as Brisbane prepares to host the 2032 Summer Olympics. With the world watching and visiting in just six years’ time, there will be deeper investment in infrastructure, increasingly international visibility and an industry-wide commitment to excellence. The collaborative spirit I witnessed at both the Sydney Charter Show and the Australian Superyacht Conference gives me confidence that we are ready for this next phase.

We are no longer simply participating in the global superyacht ecosystem; we are helping to shape it. Our challenge now is to maintain the momentum, continue elevating our standards, embrace innovation and ensure that the world sees what we already know to be true – Australia is one of the world’s most professional, capable and desirable superyacht destinations and service hubs.

I look forward to representing our region proudly at Palm Beach, deepening our insights at ASMEX and celebrating our collective achievements at Sanctuary Cove. Together, we are building something extraordinary – and the best is yet to come.

superyacht-australia.com

DAVID GOOD

Based in Sydney, Good has been CEO of Australian International Marine Export Group (AIMEX), Superyacht Australia (SYA) and Australian Commercial Marine Group (ACMG) since July 2018, as well as Vice President of the International Superyacht Society (ISS) since January 2026. A graduate of the Royal Military College, Duntroon, Good served as an Infantry Officer in the Australian Army before working in Cairns for Ports North for almost 13 years (2005-18), as Security and Emergency Manager then as Operations Manager.

dgood@aimex.asn.au

From Hong Kong to the world

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From Hong Kong to the world

March 12, 2026
5:07 am

May Choi, Simpson Marine’s Yacht Management & Charter Manager, explains the exciting expansion and progress across both sectors in Asia and beyond in her Column for Yacht Style.

May Choi, Simpson Marine

The last 12 months have been among the most dynamic we have ever seen at Simpson Marine. Demand for charter and yacht management services across the region is rising. In Hong Kong, southern China, Thailand and Indonesia, quality yacht charter availability is increasing, and manufacturers and service providers are building structures to support an increasingly international client base.

Asia-Pacific has experienced sustained growth in superyacht charter activity. Recent regional reports show a material year-on-year increase in active superyachts and overall activity across major hubs in the region.

This growth is driven by a mix of rising lifestyle interest, increasing travel within the region, and more professionalised charter supply chains that make operating a yacht in Asia easier for both local and international owners and charterers.

Hong Kong’s yachting market remains an important node for charter, brokerage and aftersales support in Greater China, with Thailand and Indonesia as Southeast Asia’s main hubs. Our Hong Kong office continues to be a busy base for private and event charters, bespoke day trips around the islands, and as a gateway for clients transiting to other Asia destinations.

We’re now able to facilitate charters across to the Philippines, Taiwan and, very soon, efficient access to the Greater Bay Area. At the same time, macro factors – notably regulatory and geopolitical pressures that have affected broader shipping and maritime services in the territory – are prompting some operators and owners to re-examine flagging, basing and logistics strategies.

Those considerations are increasingly factored into how we advise clients on where to base and operate their yachts in Asia.

HONG KONG AS A HUB

In Hong Kong, with the support of local institutions such as HKBIA (Hong Kong Boating Industry Association) and APSA (Asia-Pacific Superyacht Association), the government has now pledged support to the industry and is improving the arrival process for foreign-flagged yachts entering Hong Kong waters.

Quicker online registration and an online platform for all immigration and duty procedures are expected. This will eventually lead to the ability for foreign-flagged yachts in Hong Kong to be able to operate local and cross-border charters.

At Simpson Marine, we operate a diverse fleet of quality Central Agency yachts to serve the full range of client needs in Hong Kong and broader in Asia. Our fleet includes sailing boats and luxury catamarans, larger crewed motoryachts and a selection of superyachts available through our broader network.

Worth mentioning are our fleet highlights, with the Sanlorenzo SL90A J and a Sanlorenzo SL86 available for bespoke charters in Hong Kong.

This variety of yachts caters to the two-tier nature of demand in Hong Kong – short, high-frequency

day and half-day charters for Hong Kong private clients and corporates, as well as longer, crewed charters for inbound and regional guests.

Operationally, the fleet mix is deliberate. The smaller yachts are ideal for short harbour and island cruises, which require fast turnarounds due to high demand. The larger motoryachts and crewed vessels are suitable for clients wanting overnight capability, more amenities and the capacity to cruise for longer and in more comfort.

SANLORENZO CHARTER FLEET

A significant structural development in the international charter industry – relevant to owners and operators in Asia and globally – is the emergence of mono-brand, professionally managed charter programmes.

The Sanlorenzo Charter Fleet is a high-profile example. This turnkey, mono-brand charter programme pairs Sanlorenzo’s yacht-building heritage with the operational know-how of Equinoxe, the Mediterranean charter specialist acquired by Sanlorenzo as part of the shipyard’s growing services portfolio.

The resulting product is designed to deliver standardised, premium charter experiences and predictable operational back-office processes across global regions where Sanlorenzo yachts operate.

Managed by Equinoxe, the Sanlorenzo Charter Fleet now includes over 60 Sanlorenzo yachts ranging in size from 24-62m, with more to come. Almost 60 per cent of yachts in the fleet have been delivered within the last four years.

The yachts’ locations cover most popular charter destinations worldwide including all the Med hotspots, the Indian Ocean, Southern Pacific, Australia, the Caribbean and Bahamas, and Hong Kong.

I’m proud to share that we’ve already supported several customers with these memorable yachting holidays in the Mediterranean, and are now planning several charters around the Formula 1 Monaco Grand Prix in early June.

Equinoxe brings decades of charter expertise and hundreds of completed charter contracts to the table. That operational depth was a key reason Sanlorenzo integrated Equinoxe, enabling the shipyard to move beyond yacht construction into integrated services: charter sales, operational management and a branded fleet presence.

From an Asia-Pacific perspective, programme models like this matter because they reduce onboarding friction for owners who want to place a yacht into charter while preserving asset value and service standards.

It’s also what we have been progressively expanding in the region and that remains our focus for 2026 and beyond, together with a tailored Sanlorenzo Yacht Management programme.

YACHT MANAGEMENT

Alongside branded charter programmes, the growth of a dedicated yacht-management scheme is an important business stream at Simpson Marine.

Yacht management that combines technical after-sales, local service networks and standardised operational manuals helps lower the barrier for European builders and international owners to base yachts in Asia. Reliable service and warranty support are crucial in markets that historically required bespoke, on-the-ground solutions.

Sanlorenzo’s APAC service network and Yacht Management initiatives are explicitly designed to add that support layer. In Hong Kong, our Yacht Management team is currently servicing 17 large yachts and is growing, while the service will expand into Southeast Asia and Australia.

Asia-Pacific’s yacht charter market is maturing quickly and provides a natural access point to future yacht ownership and yachting lifestyle discovery.

For Simpson Marine, the combination of a diverse local charter fleet, expanding management capabilities and strong partnerships with the Sanlorenzo Group companies – the shipyard for yachts, and Equinoxe for charter operations and logistics – positions us to support owners and charterers in a comprehensive manner.

The region offers bright commercial opportunities. However, the winners will be those who combine global standards of operations and management with local expertise, customer access and logistical capability to execute complex itineraries and projects reliably.

apac.sanlorenzoyacht.com

simpsonmarine.com

MAY CHOI

Holding degrees in accounting and finance, and a certificate in superyacht operations, Choi is Yacht Management & Charter Manager at Simpson Marine. Her career started outside the yacht industry, first as a Finance Director at an electronics company and then as Office Manager at a wine importer that expanded into the yacht charter business. In 2011, she joined Hong Kong Yachting as Operations Manager before moving to NextWave Yachting in 2015 as Charter Manager, focusing on sales and business development. After moving to Simpson Marine in May 2019, she spent three years as Charter Sales Manager – Hong Kong before being promoted to her current role in 2022.

charter@simpsonmarine.com

Note: This Column first appeared in Yacht Style Issue 87

Sunseeker appoints permanent CEO

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Sunseeker appoints permanent CEO

March 5, 2026
6:33 am

The British shipyard has announced the successor of its interim CEO, while also announcing a new Chairman.

Andrés Rubio, CEO, Sunseeker

Sunseeker has appointed Andrés Rubio as its permanent CEO after confirming that the British shipyard has secured new owners. A debt purchase from the existing lenders by a consortium led by KCP, in partnership with Lionheart Capital, is expected to be completed this week, with the KCP group also set to enter into an agreement to purchase 100 per cent of the shares in Sunseeker.

The transaction is subject to customary regulatory approvals, expected in the coming weeks, during which period the business will continue to operate as normal. Founded in 1952, KCP has teams in New York, Washington, London and Singapore.

Antony Sheriff, who has been a Board Member of Sunseeker since November 2024, will become Non-Executive Chairman. Sheriff was CEO of McLaren Automotive before becoming CEO and Executive Chairman of Princess Yachts, leaving the Plymouth shipyard in 2023.

Rubio succeeds Interim CEO Scott Millar of Teneo Financial Advisory, who took over the position in early December after the resignation of Andrea Frabetti. The Italian had been CEO since July 2019 after joining Sunseeker the previous year as Chief Technical Officer.

Rubio has a 30-year track record in commercial leadership and business transformation across the US, Europe and Asia. He was most recently the CEO of Intrum AB, a publicly listed pan-European credit management business, and prior to that served as a Senior Partner at Apollo Management International.

“I have long admired Sunseeker as the pinnacle of luxury yacht building, and its heritage genuinely sets it apart. It is an honour to be leading the business at such an exciting time and with a clear path to transformative growth,” Rubio said.

“I am also privileged to be joining a highly experienced leadership team and a dedicated workforce who are the heart and soul of the Sunseeker brand. We now have committed owners, an established leadership team, an industry-leading Chairman, and a clear plan. With the backing of KCP and Lionheart, and an accelerated focus on delivering our ambitions, I look forward to the opportunities ahead.”

sunseeker.com

Sunreef Yachts appoints Commercial Director

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Sunreef Yachts appoints Commercial Director

February 26, 2026
9:06 am

The luxury catamaran builder has appointed experienced multihull specialist Yvan Eymieu as its Global Commercial Director.

Yvan Eymieu, Global Commercial Director, Sunreef Yachts

Sunreef Yachts has appointed Yvan Eymieu as Global Commercial Director of the luxury catamaran builder, which has shipyards in Gdansk in northern Poland and Ras Al Khaimah in the UAE. Based in Asia since 2005, Eymieu now lives in the UAE and works primarily at Sunreef’s commercial office in Dubai.

A multihull specialist for almost two decades, Eymieu worked for Leopard Catamarans as Asia Sales Director for six years before spending almost eight years with Aquila as Global Sales Director (ex-America), helping internationalise the brand. He has a strong background in sales operations, dealers and distribution, market growth and brand positioning.

In his new role at Sunreef, Eymieu will oversee international commercial strategy, support regional sales structures and align global distribution channels to reinforce the brand’s market leadership.

“Yvan shares Sunreef’s forward-thinking vision, particularly in the evolution of performance multihulls and sustainable yachting solutions,” Sunreef stated.

“As the luxury multihull market continues to mature, he sees increasing demand for innovation, efficiency and environmentally responsible design, areas where Sunreef remains at the forefront. His leadership marks an important step in strengthening Sunreef’s global commerce strategy as the company continues its international expansion.”

sunreef-yachts.com

From Africa to Asia: The story of UX Marine

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From Africa to Asia: The story of UX Marine

February 26, 2026
7:17 am

UX Marine owners Eugene Mercado, Mike Johnston and Captain David Romeril tell the story of their shipyard, known for its rugged line of Noordic adventure yachts.
Words: Robert Stedman; Photos: Leonard Teo Photography & UX Marine

Singapore-based Captain David Romeril and fellow skipper Eugene Mercado, two of the three owners of UX Marine

Eugene Mercado’s journey to founding UX Marine reads like a tale from an adventure novel. Born in Mexico, his travels took him to Canada, where he worked as a designer and operated a furniture business, crafting chairs from recycled materials.

New Zealand was his next base. Working as a user interface designer, he was in his mid-20s when he met a sailing enthusiast who opened his eyes to life on the water, sparking a passion that would eventually change his entire career path. “That was the first time I actually went sailing properly,” says Mercado, now 37.

He later headed to Thailand, where he spent two years as a scuba diving instructor on Phi Phi Island. “I loved it and dived a lot, but I only made US$20 a day,” he smiles, admitting that the lifestyle in the Kingdom was fun if not sustainable, leading to his return to New Zealand.

Back in Auckland, Mercado trained as a marine electrician in his spare time. He also met Mike Johnston, the long-time Chief Technical Officer of the digital banking company that Mercado was working for.

Australia-based CEO Mike Johnston is also an owner of UX Marine

BRIDGING CONTINENTS

Johnston was working between New Zealand and Singapore, which is where Mercado was transferred in 2019 and took on the role as Head of User Experience or ‘UX’. Now a certified dive instructor, yacht skipper and marine electrician, he immersed himself in the local marine industry. Within three years, Mercado and Johnston established UX Habitat and UX Marine.

The pair made the decision to establish their boat-building operation in South Africa rather than Singapore. Within a month, they had formed a team in Simon’s Town on the coast of False Bay, south of Cape Town, with General Manager Jean ‘JP’ Le Roux, formerly of Robertson and Caine. In late October 2023, they were presenting their first boat at the Cape Town International Boat Show.

Captain David Romeril, a Singapore-based superyacht skipper, later joined Mercado and Johnston as the company’s third partner.

ASIAN PIVOT

In late 2025, UX Marine opened a new shipyard in China, near Qingdao in Shandong province, replacing its Cape Town facility as the main production centre. The move marks a strategic shift towards the company’s primary market. “Manufacturing in China provides the precision, infrastructure and speed we need, without losing what makes our boats so distinct,” Mercado says.

Noordic boats at UX Marine’s new shipyard in China

Captain Romeril, who oversees operations from Singapore, is enthusiastic about the recent relocation. “Asia is the new Mecca of marine innovation. From smart materials to automation, the quality and capability here are remarkable. We’re blending South African craftsmanship with Asian efficiency to build faster, better and closer to where our boats will live.”

Johnston, who’s based in Melbourne, views the China facility as crucial to the company’s growth plan. “This move keeps our DNA intact but expands our reach. We’re not just building boats; we’re building a bridge between continents of craftsmanship.”

NOORDIC COLLECTION

UX Marine’s Noordic line – comprising the 23, 26 and 28 models – represents what the company calls its ‘luxury adventure’ collection. Inspired by Nordic brands like Axopar, Saxdor and Nimbus, the Noordic boats target thrill-seekers and explorers aged from 24 to 45 who want quality without the price tag of a traditional luxury yacht.

Romeril articulates the design philosophy. “From the 23 to the 28, the Noordic Line is all about combining clean Nordic style with the practical features and durability that UX Marine is known for. These boats aren’t just for show. They’re made to be used, loved and shared.”

At the Singapore Yachting Festival in April 2025, the Noordic 28 attracted considerable attention during the four-day event at ONE°15 Marina Sentosa Cove.

Mercado at the wheel of a Noordic 28 in ONE°15 Marina Sentosa Cove in Singapore

Romeril recalls: “She looked an absolute treat sitting alongside some of the world’s finest yachts. The reception was even better than we’d hoped, and we secured a sale. There’s nothing like shaking hands and sealing the deal while the excitement’s still in the air.”

The following month, the Noordic 23 debuted at Australia’s Sanctuary Cove International Boat Show, underlining UX Marine’s presence on three continents.

Johnston notes: “The Noordic 23 has been turning heads in both the Australian and South African markets, proving that great design and comfort don’t need to come in a big package. Compact, classy and more than capable, she’s perfect for day trips and coastal hops.”

STANDING OUT FROM THE CROWD

UX Marine stands out with bold designs and integrated technology. The shipyard uses pastel shades on hulls, paired with bright, contrasting upholstery colours. “The colour options are bold and fresh, and the response so far has been amazing,” Mercado says. “People can’t stop talking about how these boats stand out in the marina and on the water.”

He also emphasises that the ‘UX’ in the company’s name stands for ‘user experience’, which embodies what the boat builder is all about.

UX Marine is installing its Neptune’s Chest on all new models

Beyond aesthetics, UX Marine integrates advanced automation and the latest oceangoing technology. For example, owners can control lighting, showers and various boat systems remotely via their phones – whether docked at the marina or miles away. The company has introduced the Neptune’s Chest monitoring system on the Noordic 26 and will integrate it across its fleet.

Significantly, UX Marine built its first electric boat in Singapore, which has travelled to Indonesia and Malaysia, demonstrating its capabilities and the company’s commitment to innovation.

ACCESSIBLE LUXURY

While Mercado says competitors sell similarly sized boats for over S$350,000, UX Marine is targeting the S$200,000 (US$150,000) market in Singapore.

UX Marine’s customer is, according to Mercado, “anyone millennial or older who wants to get into boating and desires fine craftsmanship and advanced features; someone who wants high quality and all the toys on board without having to pay a crazy amount of money”.

The new Noordic 26 exemplifies this approach. Designed with customer input, it features a larger, extendable T-top for more shade, a new rainfall shower on deck, a more spacious cabin and refined details throughout. Fitted with a 250hp Mercury Verado and assistive docking technology, it balances luxury and functionality.

A recent arrival in Singapore, the Noordic 26 features a 250hp Mercury Verado outboard engine and assistive docking technology

Like the entire range, “the Nordic 26 is designed for entertainment and luxury, and she’ll feel right at home cruising, partying or simply relaxing with family and friends,” Mercado explains.

UX Marine boats hold Class B certification, meaning they’re capable of travelling 60 miles offshore. These are genuine oceangoing vessels, not what Mercado dismissively calls “expensive floating bathtubs” offered by other manufacturers.

ROAD AHEAD

The team are positive and now in a good place, having overcome substantial financial challenges, with Mercado admitting “we earlier lost money getting things right”.

With boats now operating on three continents, strong agent networks across Southeast Asia, and the new China facility expected to speed up regional deliveries, UX Marine has established itself as an international operation, and is gaining a notable reputation.

Romeril and Mercado proudly wearing UX Marine shirts and caps – UX stands for ‘user experience’

The company is further refining its Noordic 28, with plans to add a second head and increase capacity to host 12 people across two separate areas. If all goes to plan, the upgraded version should be available later this year.

Mercado operates his personal boat as a mobile entertainment venue at the marina. “People want to come and see me from overseas,” he says, noting that industry apprentices regularly visit to observe what UX Marine has created.

For Mercado, Romeril and Johnston, success isn’t measured solely in sales figures but in the experiences that they enable and the boundaries they push. Their boats represent a new chapter in Asian boat building, where rugged adventure, advanced technology, super accessibility and luxury come together.

In broadening access to quality recreational boating, UX Marine is setting a course that challenges established industry norms while remaining true to its core mission: creating unforgettable experiences on the water.

uxmarine.com

Daniele Lucà: Dream team believer

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Daniele Lucà: Dream team believer

February 19, 2026
10:03 am

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

Daniele Lucà

When asked about his responsibilities as CEO of both Sanlorenzo Asia Pacific and Simpson Marine, Daniele Lucà explains: “Following Sanlorenzo’s acquisition of a majority stake in Simpson Marine, my role now encompasses full regional responsibility for the Group’s activities in Asia Pacific, overseeing both the development of the Group’s yacht brands and the continued evolution of the Simpson Marine business in this new phase.”

From a corporate standpoint, Simpson Marine Limited is the legal entity controlling all Group companies operating in the region. From a business and communication perspective, the Group’s activities in Asia Pacific are conducted under the umbrella of Sanlorenzo Asia Pacific, which serves as the main regional platform and brand architecture for the yacht business across APAC markets, reflecting the structure adopted in the Americas with Sanlorenzo of the Americas and in the Mediterranean with Sanlorenzo Med.

Within this framework, Sanlorenzo Asia Pacific brings together the Group’s yacht brands Sanlorenzo, Bluegame and Nautor Swan alongside the Simpson Marine brand, which continues to operate as a key commercial and services platform, representing Axopar and delivering brokerage, charter, after-sales, yacht management and yacht care services across all brands.

Lucà reports directly to Massimo Perotti, Executive Chairman of Sanlorenzo, having formerly served as Sales Director of Sanlorenzo’s Yacht Business Unit from 2023, a role in which he led commercial operations in the EMEA, APAC, NAFTA and LATAM markets, and oversaw development of the sales and distribution network.

What led you to accept the role of CEO of Sanlorenzo Asia Pacific and Simpson Marine?

Three reasons guided my decision. Firstly, I’m motivated by missions that require depth, courage and long-term vision. This role is about guiding the integration of a company (Simpson Marine) with more than 40 years of history and more than 100 professionals across 10 countries and cultures, accompanying them into a new chapter within a global, publicly-listed organisation (Sanlorenzo). Inspiring a diverse team through such a transformation is a meaningful challenge for a leader.

The second reason was the region’s potential. APAC is one of the most compelling luxury markets in the world. The people at Simpson Marine possess extraordinary market knowledge. When combined with Sanlorenzo’s product excellence and brand philosophy, the growth opportunity is remarkable. One of our missions is to absorb and translate the deep market intelligence of APAC into the broader Sanlorenzo strategy, contributing to the evolution of our Group into a truly global organisation.

In 2025, Lucà participated in a lively Axopar Adventure Day in Hong Kong

The last factor was personal. Moving to Hong Kong with my family meant stepping outside our comfort zone, embracing uncertainty and expanding our horizon of experiences.

How well did you know the Asia-Pacific region before moving to Hong Kong?

When I was Sales Director of Sanlorenzo’s Yacht Division, Asia Pacific was already part of my global scope. However, it’s not a region to truly understand from afar. Its constellation of cultures, expectations and dynamics requires immersion.

With your Executive MBA and banking, automotive and energy background, what strengths do you bring to this role?

My EMBA and my career outside the yachting industry have shaped skills I consider valuable for this early chapter of Sanlorenzo Asia Pacific. My leadership philosophy results from experiences across industries, continents and cultures.

Early in my career, investment banking in New York taught me discipline, analytical precision and performance under pressure. Years in the automotive sector at FCA (Fiat Chrysler Automobiles) and Volkswagen were an exceptional managerial school, exposing me to complexity, scale, global product development, transformation processes and multicultural leadership.

Working in the energy transition sector strengthened my strategic sensitivity toward sustainability, innovation and long-term value creation. In these roles, I led global business development initiatives, managed M&As, joint ventures and strategic partnerships, and navigated organisational ecosystems.

The ability to integrate perspectives, build trust and harmonise cultures is most relevant as Simpson Marine evolves within the Sanlorenzo Group and as we strengthen our presence in APAC. My EMBA adds another dimension. Studying and working alongside professionals from 27 countries taught me humility, adaptability and resilience.

At Sanlorenzo, working directly with Mr Perotti has exposed me to a unique blend of entrepreneurial instinct, creative vision and long-term perspective. For the first time, I could bring my international experience into an entrepreneurial context that values intuition as much as analysis, craftsmanship and innovation.

Founded in 1984, Simpson Marine – pictured exhibiting outside its Singapore office – has been representing Sanlorenzo since 2015 and was acquired by the Italian shipyard in 2024

The strengths I bring to Sanlorenzo Asia Pacific include strategic clarity, human leadership, global sensitivity and an unwavering focus on client experience as we enter a phase of accelerated growth and integration in the region.

Consistent with this vision, Sanlorenzo Asia Pacific will become the first region in the Group to introduce a component entirely dedicated to Customer Experience. We expect this new forward-looking journey of ownership to be a unique model not only within Sanlorenzo but also in the entire yachting industry.

Last year, Sanlorenzo celebrated 20 years under Massimo Perotti’s ownership. Can you outline the change he has orchestrated?

It was an extraordinary milestone. It was also the recognition of a profound organisational and cultural transformation.

In 2005, Sanlorenzo generated about €40 million, producing a handful of yachts each year with a commercial presence limited to a few countries. For 2025, we approached the threshold for the whole Group of €1 billion, organically. This is the affirmation of an identity built on timeless design, artisanal mastery and a philosophy of meaningful scarcity.

Every Sanlorenzo yacht is uniquely customised through its layout, structural decor, soft decor and furniture, and technically, as an expression of its owner. Looking forward, our direction is clear: to continue to embrace controlled production volumes, iconic designs intended to stand the test of decades and a strengthened global footprint. APAC plays a central role in this strategy.

In 2025, Sanlorenzo also celebrated 10 years of presence in APAC through our partnership with Simpson Marine. I am convinced that APAC can double its relevance within three years, and reach levels comparable to EMEA sales in five to 10 years. It’s an ambitious vision but entirely attainable given the momentum of the region and the extraordinary calibre of our local teams.

How well does the Sanlorenzo Asia Pacific team understand the brands?

The team truly understands our brands and embodies their essence. Representing Sanlorenzo, Bluegame and Swan is not simply a commercial responsibility. It requires sophistication, discipline and a cultural alignment consistent with operating at the very top of the industry. Our role now is to guide the organisation through a refined evolution of focus, as these three brands are our strategic priority and platform for growth.

After the Sanlorenzo 50Steel won the Superyacht 40-60m category at the 2025 Yacht Style Awards in Singapore, Daniele Lucà held the trophy with, from left, Harvey Brewin (Country Manager Singapore), Ewa Stachurska (Chief Marketing and Sustainability Officer), Nick Stratton (Chief Sales Officer), Jeanette Teo (Regional Marketing Manager, SEA) and Paul Whelan (Country Manager Indonesia)

As any organisation evolves, it becomes evident who is fully aligned with its standards and long-term direction. Representing a brand like Sanlorenzo requires coherence, depth and a refined sensitivity to the expectations in operating at the pinnacle of the industry. As the bar rises, not every path continues – a healthy part of refining an organisation that aspires to excellence.

Ensuring that the team reflects the ambition, identity and values of the Group is essential for building a stronger future and one of the most strategic levers in this new chapter. A leader has the responsibility to confirm and elevate the people aligned with the future vision of the company.

We also place great emphasis on nurturing the next generation of talent. Excellence is not only something we expect but also something we cultivate. We invest in young professionals, guiding them through exposure to high standards and disciplined development so they can become the leaders of tomorrow within the Sanlorenzo ecosystem.

Today, the team in place is cohesive, focused and profoundly aligned with the Sanlorenzo ethos. The momentum achieved in 2025 was significantly ahead of 2024.

What’s your impression of Australia’s potential for Sanlorenzo?

It’s one of the most sophisticated yachting markets in APAC. Owners understand the product, value quality and make informed choices grounded in deep maritime culture.

For Sanlorenzo, Bluegame and Swan, the potential is significant. It’s a market where credibility must be earned, competition is established and visibility is high. Success requires humility, consistency and long-term commitment.

Last year, Lucà was in Australia for the Sanctuary Cove International Boat Show (above) and Sydney International On-Water Boat Show (below)

We are expanding our team in Sydney, Perth, the Gold Coast and Melbourne and deepening our service network. Our early owners are extremely satisfied and our first ambassadors. Trust, once established, is exceptionally powerful. Australia remains a strategic priority for us in the next two years.

Beyond Hong Kong, Singapore and Thailand, which APAC markets have the most potential?

Australia, Japan and Indonesia stand out. We also see opportunities at a more gradual pace in Malaysia, Taiwan and Vietnam.

Historically, Hong Kong represents our most important market in Asia, and benefits from mainland China having 20 per cent of the world’s high-net-worth individuals [according to the Hong Kong Monetary Authority report in August 2025], an established culture of cruising, infrastructure for yachting, and popularity with mainland China buyers and users.

What are your hopes for Nautor Swan in APAC?

Swan is a central pillar of our 2026 strategy. The brand’s identity is grounded in elegance, performance, innovation and reliability, resonating deeply with the values of the Sanlorenzo universe.

The brand’s presence in APAC is uneven, but we see strong potential in markets with established yachting cultures such as Australia, Taiwan, Hong Kong and Japan. In November [2025], we hosted the first Swan Asian Regatta in Japan, supported by an exceptional local dealer (Riviera Group).

In 2025, Lucà participated in the first Swan Asian Regatta in Japan

A key part of our strategy is to bring the Swan sailing experience directly to clients in APAC, through new local events and by involving them in Swan regattas around the world. Experiencing the spirit, heritage and competitive elegance of Swan firsthand is the most powerful way to understand the brand’s magic.

What are your thoughts on Axopar?

It plays a meaningful, intelligent role in our ecosystem. Its range fits naturally within the lifestyle of many of our owners. It’s often used as a support vessel for larger yachts, and offers a refined, accessible entry point for those starting their journey in boating.

What else should readers know about you and Sanlorenzo APAC?

Firstly, our momentum. Our 2025 order intake accelerated with a strength and scale that significantly exceeded 2024’s performance – a signal of the successful combination of the Group’s strategy and regional execution.

APAC is becoming an increasingly relevant contributor to the Group’s global performance. Compared to some competitors in the region, we are experiencing double-digit growth year-on-year.

This is due to new models being released, the further opening of our APAC market, and the quality of customer satisfaction as the circle of people who own Sanlorenzo yachts recommend our yachts and our service. Today, our after-sales service is incomparably elevated. The team we have [across the region] is what has made APAC’s year-on-year growth possible.

The Sanlorenzo Asia Pacific team at the 2025 Singapore Yachting Festival in ONE°15 Marina Sentosa Cove

The second is our commitment to people. We will continue to grow in 2026, but never at the expense of wellbeing. I believe that this is a foundational driver of performance, clarity and endurance. A company stands on the quality and resilience of its people.

In 2026, we launch one of the first comprehensive corporate wellbeing programmes in the yachting industry, here in APAC. Leadership today is not only about guiding but also caring. The future belongs to organisations where people can thrive, not simply deliver. Wellbeing is the responsibility of every modern CEO.

apac.sanlorenzoyacht.com

simpsonmarine.com

Princess CEO learning from the King

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Princess CEO learning from the King

February 12, 2026
4:48 am

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

Will Green, CEO, Princess Yachts

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

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

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

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

David King, who founded Princess in 1965

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

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

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

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

David King at the Princess headquarters in Plymouth

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

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

Do you still lean on him for advice?

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

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

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

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

How have you handled being CEO?

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

The Princess F58 debuted in 2025

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

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

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

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

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

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

Princess’s headquarters at Newport Street in Plymouth

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

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

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

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

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

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

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

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

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

Princess display at Cannes Yachting Festival 2025

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

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

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

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

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

Princess display at Boot Dusseldorf 2026

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

Which aspects of being CEO came more naturally to you?

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

CGI of the C48 Open with outboard engines

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

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

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

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

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

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

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

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

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

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

A Princess X95 at the Phuket Rendezvous in 2024

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

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

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

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

Princess revealed plans to build the 106 Odyssey

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

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

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

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

A Princess Y72 arrived in Hong Kong in late 2025

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

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

princessyachts.com

Greenline: From power management to design philosophy

Leaders / yachtstyle2020

Greenline: From power management to design philosophy

February 5, 2026
2:41 am

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

Alessandro Lorenzon

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

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

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

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

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

And is this technology mature?

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

Greenline 58 Fly

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

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

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

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

What is the advantage of Hybrid Propulsion?

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

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

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

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

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

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

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

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

Does hybrid require a change in yachting philosophy?

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

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

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

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

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

How is the design language at Greenline Yachts evolving?

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

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

Where will Greenline Yachts be in 10 years’ time?

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

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

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

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

greenlinehybrid.com

Bill Barry-Cotter: How Australia launched unique boating brands

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Bill Barry-Cotter: How Australia launched unique boating brands

January 23, 2026
11:27 am

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

Bill Barry-Cotter

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

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

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

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

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

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

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

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

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

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

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

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

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

The M75 is the present flagship of the Maritimo fleet

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

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

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

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

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

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

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

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

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

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

The M50’s air-conditioned flybridge

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Finally, how would you summarise such a life?

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

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

maritimo.com.au

Dreamer Marine: Cruising from dream to reality

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Dreamer Marine: Cruising from dream to reality

January 8, 2026
11:00 am

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

Interview: Andrew Dembina; Photos: Rati Ironside

Araya Banlang, founder & CEO, Dreamer Marine

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

How do you define Dreamer Marine?

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

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

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

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

Jeanneau DB/37

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

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

What kind of fleet are you offering?

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

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

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

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

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

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

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

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

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

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

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

What corporate yacht programmes do you offer?

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

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

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

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

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

How will the fleet be maintained?

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

For investment enquiries, email founder@dreamermarine.com

dreamermarine.com

ICOMIA Market Insights: Pathways in Asia

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ICOMIA Market Insights: Pathways in Asia

January 1, 2026
6:15 pm

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

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

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

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

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

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

HOME TO GLOBAL ECONOMIC POWERHOUSES

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

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

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

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

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

BOATING IN ASIA’S BLUE ECONOMY

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

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

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

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

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

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

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

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

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

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

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

icomia.org

SU LIN CHEAH

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

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

info@icomia.com

Erwin Bamps on Gulf Craft’s brand focus

Leaders / yachtstyle2020

Erwin Bamps on Gulf Craft’s brand focus

December 11, 2025
6:56 am

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

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

Erwin Bamps, CEO, Gulf Craft Group

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

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

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

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

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

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

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

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

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

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

The enclosed 47LX led Oryx world premieres in 2025

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

gulfcraftgroup.com

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