Malaz knew he had to find a different customer base — those who are true explorers, ready to venture far in search of an adventure that’s untouchable to most people. The Numarine XP series, with its recognizable knuckle bow and Transformer-style look, includes five vessels ranging between 72-feet to 150-feet in length. Numarine’s skilled in-house workforce spans all departments – from glass and cabinetry to hull and body production – which means the shipyard has the capability to produce up to 10 boats a year. “The Numarine shipyard is highly efficient in how they go about building their product,” says Clarke. “They don’t build a lot of boats per year, and that’s deliberate. It makes for a successful business model, whereby they keep a small number of boats available and give a lot of personal attention to the clients.”
This type of in-house production – also referred to as vertical integration – ensures consistent quality, perfect fitment and flexible customization for each model. It worked for Tesla, which implemented vertical integration to push the boundaries of innovation in-house. Numarine is no different. “I never think of boat building as a shipyard. I always imagine it more like a factory, where we can monitor our materials and workforce, and therefore our delivery periods,” says Malaz. “We also emphasize lean management, which means we have a 98% rate for on-time delivery.” While restructuring, re-branding and lean in-house production are effective business strategies to stay ahead, for Malaz, the key to success is simple: “I think making a great product, with a great service, and a great brand makes for a great success story.”
