Digitalization Services
Helping maritime organizations evolve the systems they actually rely on
The reality of today’s digital landscape
Most shipowners and operators today run their businesses across a patchwork of systems:
Legacy internal tools that still matter
Third-party platforms with overlapping scope
Spreadsheets and manual workflows filling the gaps
At the same time, expectations on those systems are increasing. Digital platforms are now expected to support:
Regulatory compliance across multiple regimes
Fuel and carbon-related uncertainty
More complex commercial and operational decision-making
Coordination across technical, commercial, and sustainability teams
Many existing systems were never designed for this. They were built for reporting, narrow operational tasks, or historical analysis, not for integrated decision-making under uncertainty. As a result:
Conservative default assumptions replace informed decision-making, leaving value on the table
Capital decisions are delayed or made with incomplete information
Teams rely on workarounds that don’t scale or transfer knowledge
I focus on helping organizations make sense of their current digital landscape and evolve it in a controlled, practical way without forcing disruptive, high-risk transformations or abstract “digital transformation” programs.
In many cases, the real challenge is not deciding what to build next, but determining what to fix, connect, upgrade, or retire, and how to do so without disrupting operations.
How I approach digitalization
I do not operate as a software vendor or systems integrator. Instead, I provide embedded, outcome-oriented digital leadership, focused on helping organizations move from their current digital state to a clearly defined next one.
My work sits at the intersection of:
Maritime operations and engineering
Business and regulatory decision-making
Digital product and platform evolution
I focus less on tools themselves and more on:
What problems digital systems must solve
How users actually work across ship and shore
How platforms evolve over time without breaking trust or continuity
This often means working closely with internal teams and external vendors to align priorities, clarify roles, and drive progress through delivery—not theory.
A practical perspective on AI in maritime operations
AI is rapidly changing what digital systems can do, particularly in areas such as data reconciliation, pattern recognition, forecasting, and decision support. At the same time, most maritime organizations are still working through:
Fragmented or inconsistent data foundations
Legacy workflows not designed for AI-enabled tools
Unclear expectations of what AI can realistically deliver today
I approach AI as an enabling capability within a broader digital evolution, not as a standalone solution. In practice, I help organizations:
Identify where AI can add real, near-term value
Recognize where foundational digital work is still required
Avoid premature automation or over-engineered solutions
Introduce AI in ways that users can understand, trust, and adopt
This often includes experimentation, lightweight prototyping, and structured learning so that AI capabilities are introduced deliberately and in alignment with how the organization actually operates.
What I typically help with
While each engagement is tailored, Digitalization Services often focus on challenges such as:
Making sense of a fragmented digital landscape across vessels, fleets, and shore teams
Defining realistic evolution paths from legacy systems to modern, integrated platforms
Clarifying which capabilities should be owned internally versus sourced via partners or APIs
Translating regulatory, commercial, and operational requirements into usable digital workflows
Introducing advanced analytics or AI where they meaningfully support decision-making
Driving user adoption and change, not just delivery of new tools
The emphasis is always on practical progress, not abstract transformation.
Most digital engagements begin with platform evolution and product leadership—helping organizations modernize core systems without disrupting operations.
Who I work with
Shipowners, operators, and charterers
Organizations managing fleets, assets, and commercial exposure that need digital systems capable of supporting real operational and strategic decisions—not just reporting.
Maritime software and technology providers
Organizations with active development and go-to-market engines that need experienced product leadership to accelerate initiatives, cover gaps, or guide complex platform transitions.
How engagements are structured
Digitalization engagements are outcome-oriented, typically focused on a defined transition or capability build rather than open-ended advisory work.
Engagements may include:
Acting as interim or embedded product leadership
Defining and driving a specific platform evolution (e.g., “System 1.0 → 2.0”)
Supporting internal teams through major upgrades or capability expansions
Aligning users, management, and technical teams around a shared digital direction
The objective across engagements is consistent:
Leave the organization with a clearer platform, stronger internal capability, and systems that are actually used.
Available for collaboration
If you’re facing a meaningful digital transition and want experienced, hands-on leadership to help turn complexity into practical progress, I welcome an initial conversation.