“You’ve spearheaded Columbia’s expansion into key regions like Italy, Turkey, and the Middle East. What are the main strategic factors you consider when establishing a presence in a new maritime market?”
When we look at new markets, we assess long-term potential—not just in terms of commercial growth, but in our ability to contribute value through operational excellence, local partnerships, and cultural alignment. It’s not just about establishing offices; it’s about embedding ourselves in the fabric of the local industry. Our growth is always guided by local demand and the ability to deliver our platform approach—offering integrated maritime services from technical management to crewing, training, and digital solutions. This is a ‘plug and play’ model, tailored to clients needs and which can be adjusted to different regions. We don’t just manage fleets—we build long-term, strategic partnerships with the people behind them. That’s what makes our model scalable, sustainable, and personal.
“Having managed both commercial operations and regional offices, how do you approach building effective leadership teams across culturally diverse regions in the shipping industry?”
At Columbia, we look for individuals who not only understand the unique dynamics of their local markets, but who also embody our values and global culture. Our role is to provide the vision, tools, and support needed so that regional teams can operate with agility and confidence while staying connected to our broader strategy. We’ve also partnered with FranklinCovey to roll out a dedicated leadership development programme across the Group, designed to equip our people with the mindset and capabilities needed to lead in a complex, fast-changing maritime industry.
“Columbia has partnered with universities in different regions. In your view, how critical are academic partnerships for addressing the shipping industry’s talent pipeline and skills gap?”
We sponsor students and collaborate with many academic institutions across the world, to support curriculum development, mentorship, and hands-on training opportunities. Investing in future generations of maritime professionals ensures a more prepared and engaged workforce. At Columbia, we’re also proud of initiatives like our Female Cadetship Programme, which actively supports and encourages women to pursue careers at sea. The industry must shift from reactive recruitment to proactive talent development, and that’s where academia plays a central role.
“With digital solutions becoming integral to modern shipmanagement, how do you see technologies like AI, IoT, and data analytics transforming fleet performance and decision-making over the next few years?”
Technology is only as powerful as the people behind it. At Columbia, we see digitalisation not as a replacement for human expertise, but as a tool to enhance it. Platforms like SmartSea and OneLink—our partners in creating a unified digital ecosystem—are transforming real-time decision-making, compliance, and vessel performance. But it’s our people who turn insights into action. That’s why we prioritise training, upskilling, and a culture of continuous learning across our fleet. We believe digital transformation should be driven by people, not imposed on them—and empowering our teams to lead this change is how we ensure sustainable, long-term impact.
“As crew welfare becomes increasingly vital, how is Columbia integrating technology into crew training, safety, and retention strategies—especially with remote training and simulation tools?”
We’re leveraging advanced tools like simulation-based training, remote learning, and even hologram-based sessions to deliver more engaging, effective education for our crew. We’ve also integrated digital twin technology through our POCR, allowing crew to interact with real-time vessel data for enhanced situational awareness and decision-making. But training isn’t just about technical skills—wellbeing matters too. Through our partnership with OneCare Group, we provide 24/7 mental health support, resilience training, and a dedicated health line to ensure our seafarers feel supported at every stage of their journey. At Columbia, retention starts with engagement, and engagement comes from care—clear career paths, ongoing development, and a genuine commitment to crew welfare both onboard and ashore.
“With ever-evolving regulations like EEXI and CII, how do you ensure Columbia’s fleet stays ahead of compliance requirements without compromising operational efficiency?”
Staying ahead of evolving regulations is a key priority for us. We have robust systems in place to ensure compliance with frameworks such as the EU MRV, UK MRV, IMO DCS, and CII regulations, which require the monitoring, analysis, and reporting of all GHG emissions. Our POCR and tools like EmissionLink help streamline this process in real time. Additionally, we adhere to the Hong Kong Convention and EU Ship Recycling Regulation, maintaining accurate inventories of hazardous materials onboard. Compliance for us isn’t just about ticking boxes—it’s about operational integrity and sustainability at every level.
