Triton Fall/Winter 2020 Vol. 17 No. 2 by Triton News Network

2020 FALL/WINTER

What the FLIBS? How and why Fort Lauderdale chose to buck the ‘cancel culture’

Captains offer new crew direction

Bulletproofing A/C systems

Crew wellness is everyone’s concern

Why we are not at the Ft. Lauderdale Show. Because there is one thing we care more about than our clients’ boats and our business: The health of our employees, customers, colleagues and friends.

WE LOOK FORWARD TO IT EVERY YEAR.

And that’s why, despite our unwavering support of the show and industry, we have decided to stay home at our yards this year. This is no criticism of the show itself, or any who choose to attend or exhibit.

COUNT ON IT TO SEE CLIENTS, COLLEAGUES AND FRIENDS.

Indeed, we may be showing an overabundance of caution. It’s simply what we believe is best for us.

AND CONSIDER IT TO BE OUR “HOME” SHOW.

So here is to a safe, productive and fun show to everyone. And know that we are ready as always to serve you at our Dania Beach yard and look forward to commencing hauling operations at our new Fort Pierce facility in Spring 2021 (with our 1500 ton lift - the largest mobile hoist in the U.S.).

So why is Derecktor absent from FLIBS this year?

Stay well and see you soon.

775 Taylor Lane, Dania Beach, FL 33004 | 1+954.920.5756

101 Port Avenue, Fort Pierce, FL 349509 | 1+772.595.9326

www.derecktor.com

From Ship to Shore, Youâ&#x20AC;&#x2122;re Protected

Work-filled days and exploring new sights require world-class GeoBlue healthcare.

The GeoBlue Navigator health plan is designed to meet a crew memberâ&#x20AC;&#x2122;s need for comprehensive worldwide benefits, including COVID-19 coverage. From working on high seas to enjoying beachside views, GeoBlue has you covered. Navigate around the world knowing that with GeoBlue, you can keep more cash in your pocket. We arrange direct payment and waive deductibles for office visits. No matter where you travel, access quality medical care using our mobile app to schedule appointments, file claims and search for doctors. It can get rough out there. Before embarking on your adventure, review your healthcare coverage needs with a specialized crew agent: crewsales@geo-blue.com.

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All insurance policies and group benefit plans contain exclusions and limitations. We recommend you consult the policy for coverage and benefit details. GeoBlue is the trade name of Worldwide Insurance Services, LLC (Worldwide Services Insurance Agency, LLC in California and New York), an independent licensee of the Blue Cross and Blue Shield Association. GeoBlue is the administrator of coverage provided under insurance policies issued by 4 Ever Life International Limited, Bermuda, an independent licensee of the Blue Cross Blue Shield Association. INDV1818-MEM-10/20

CAREER

WHAT’S INSIDE

8 9

Captains offer advice In our From the Bridge captains roundtable discussion, eight captains offer tips and advice for new crew, newly serious crew, and crew looking to work their way into the wheelhouse. Much of their advice applies to all crew. Job search starts with strong CV Former yacht chef Gavin McMichael has made a business of helping crew look good on paper. Here are his tips for a strong CV.

11 14 15 16

What an owner notices

Yacht owner Melvyn Miller shares his perspective on what makes good crew and how to nagivate the tricky crew-owner relationship.

Rules of the Road

Capt. Jake DesVergers, a flag state chief surveyor, points out the rules and laws about termination and repatriation.

COVID and your SEA

The pandemic – and owner’s reactions to it – brought many parts of a seafarer employment agreement into focus, and raised some questions.

Building an interior

Former Chief Stew Alene Keenan helps new interior crew get ready for work.

18,20

Leaders face challenges in a crisis

Capt. Paul Ferdais walks onboard leaders through the keys to surviving a crisis, and how to be successful in a new yachting job.

Good to see you

The Triton’s popular monthly networking events go virtual.

REFIT & TECHNOLOGY 22 26 30 32

Publisher/Editor Lucy Chabot Reed lucy@the-triton.com

COO/Advertising Robin Meagher robin@the-triton.com

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Cornwall’s big league shipyard

Pendennis Shipyard embraces its Cornwall roots as it blossoms on the world stage of new build and refit services.

Understanding gyros

Mismatched gyro systems on a new build teach some valuable lessons in roll reduction.

One captain’s mission to ‘bullet proof’ his A/C system

The last time his A/C system failed on charter, this captain swore it would be the last time. He’s systematically replacing the parts that traditionally fail with titanium.

Machinery Matters

Larry D. Rumbol brings 40 years experience building and rebuilding boats to the lifeblood in engine rooms in this new column.

Contributors

Christine Abbott, Capt. Graham Barnes, Jamie Benoit, Dominic Bulfin, Lauren Coles, Capt. Jake DesVergers, Capt. Paul Ferdais, Suki Finnerty, Alene Keenan, Bosun Alex Kempin, Kitty McGowan, Gavin McMichael, Bob Meagher, Melvyn Miller, Larry D. Rumbol, Tom Serio, Rebecca Whitlocke

Mailing address: 757 SE 17th St., #1119 Fort Lauderdale, FL 33316 Visit us at: 1043 SE 17th St., Suite 201 Fort Lauderdale, FL 33316 Call us at: (954) 525-0029 Vol. 17, No. 1

www.the-triton.com tritonnews

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CREW LIFE

WHAT’S INSIDE

34 56

What the FLIBS?

How could Fort Lauderdale go ahead with its 61st annual boat show?

Will you attend?

Most who took our survey said they would not.

42 44 46

Everyone in yachting can protect crew wellness

The Captains Committee of the International Superyacht Society urges all sectors of the yachting industry – fellow captains, crew, managers and owners alike – to be aware and protect the mental health of working crew.

Showing you how its done

Capt. Tristan Mortlock has become The Superyacht Captain on YouTube, promoting the positive sides of an industry that has given him so much.

Turning quarantine craziness into fun

Chef Brennan Dates made daily cooking videos during a 50-plus-day charter during which neither the guests nor crew could touch land.

Living and traveling with a submarine

Capt. Les Annan starts a Facebook page to share his daily travails with the personal submarine he carries around on the yacht.

Crew take a little bit of the Bahamas with them

The crew of M/Y Equinox take advantage of a quiet marina to dive down and pick up debris, welcoming back sea life as they go.

Girl power

Capt. Kelly Gordon and Mate Gianna Mesi took two yachts up the U.S. inland river system this summer, turning heads everywhere they went.

Yes you can take it with you

Bosun Alex Kempin advises crew how to make their yacht money last a lifetime.

Putting yachting to good use

Former cook/stew Patience Cohn honored for putting her experience to good use.

CRUISING GROUNDS 64 68 70

73 74 76

Canadian Maritimes offer secluded cruising

Two captains share their experiences cruising Nova Scotia, Prince Edward Island and the surrounding islands.

Childhood memories drive Walker’s Cay renovation

Yacht owner Carl Allen will not be detered by hurricanes or pandemics to bring Walker’s Cay back as a base for fishing tournaments.

Cruising in Northern Europe offers history, natural wonders

The coastlines of the North and Baltic seas showcase a different side of yachting in the Europe.

A catch up with USSA’s Kitty McGowan Open Day in Monaco shows 19 boats A list of Bahamas dockmasters

SAYING GOODBYE 48 50 51 52 54 55

The industry lost several veteran captains and crew as well as industry icons and legends in the past six months. Here are the stories of some of them.

Capt. Alex Greenson Capt. Christopher Hezelgrave Chef Thierry Goulard Capt. Alan Shepherd Bob Roscioli, Joe Rubano, Fred Kirtland Don Ehrlich, Joseph Zeno, Gary Mills

52 The-Triton.com

FALL/WINTER 2020

A Triton transition, rebirth in the time of a pandemic Publisher’s Point Lucy Chabot Reed

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You hold in your hands the first Triton published since March. COVID-19 hit our small business hard, but unlike many others, we could pivot to the digital world and continue covering and providing important news to our readers. But our old-fashioned business model relies on advertising, and many of our most time-weathered partners had to close for weeks, maybe lay off some staff, certainly trim budgets. Marketing budgets always come first. You can run a business without marketing; you can’t without power and a roof. I’m sorry to say that we, too, had to lay off our staff, including our editor, Dorie Cox. Many of you know Dorie, forever with a smile as she trudged around innumerable boat shows, cajoling and convincing even the toughest seamen to soften and pose for a crew shot. It was heartbreaking to lose my sister-at-arms in the newsroom after working together for 11 years. We lost our production manager, Patty Wienert, as well. Patty held the whole physical thing together as Dorie and I gathered the news. For 14 years, I never had to worry that the pages would miss their mark to the printer or come out less than perfectly, unless Dorie or I had made a mistake. It was like magic, it seemed. Certainly effortless. After putting this issue together without her, I now know it was not magic, but skill and dedication. And I miss her even more having had to do this beautiful new issue without her. Without them, The Triton is different. But the whole world is different. So my new business partner, Robin Meagher, and I dusted ourselves off and set off for the future where yacht crew still value strong and reliable reporting and sponsors still support our efforts digitally. Robin’s marketing expertise brings a freshness to The Triton, our structure and our events we sorely needed. We were set in old ways for too many years. It took COVID to give us that reluctant shove and challenge us to think new thoughts. So let us know what you think of this new book (lucy@the-triton. com; robin@the-triton.com), our makeup of stories and our vision for reimagined networking (see page 21).

We are planning seasonal issues to coincide with the yachting calendar. And maybe something more. In the meantime, there’s lots to digest in here, and I recommend reading a section depending on your mood. The first section is full of careerspecific information for crew, including advice for new crew (pages 8-9, 16, 18), insightful perspective on yacht crew from an owner (page 11), and the rules surrounding termination and repatriation (pages 14-15). The next section is technical. Read about a lesson learned about gyros (page 26), how one charter captain plans to bullet-proof his A/C system (page 28) and some tutorials on all the oily bits in the engine room (page 32). The third section looks at crew life and highlights the important work the industry is doing to care for crew mental health (page 34). We also look at a few of the creative and dynamic crew who have adjusted during COVID to do fun things (starting on page 38). A new Triton contributor shares his thoughts on how yacht crew can make their earnings last a lifetime (page 46). And we unfortunately close out that section with obituaries from the past few months that remind us how short life can be (starting on page 48). Their passings and their lives deserve to be noticed. Our cover story, What the FLIBS?, starts on page 56 and includes details from our two-month, industry-wide survey. And we close out this issue with some stories of off-the-beaten-path cruising grounds, which have gotten more attention since COVID. Check out Nova Scotia through the eyes of two captains (page 64), the efforts to rebuild Walker’s Cay in the Bahamas (page 68) and Northern Europe (page 70). We have an update from the U.S. Superyacht Association as well as some images from Open Day in Monaco, held in early October with 19 boats and a turnout of brokers and industry. And there’s a gem on page 76 for anyone cruising the Bahamas this winter. You’ll want to keep this list with you. Thank you for reading, and for sharing your thoughts on how we can continue to make The Triton important for yacht crew. Lucy Chabot Reed is founding editor and now publisher of The Triton. Comments are welcome at lucy@the-triton.com.

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FALL/WINTER 2020

CAREER

Captains offer tips on how to start, grow and make it in yachting From the Bridge Lucy Chabot Reed

COVID has changed everything about yachting. Cruising grounds closed; cruising itself was severely limited. Onboard operations changed in multiple ways, the least of which is a new schedule for cleaning and sanitizing nearly everything nearly constantly. And that includes the deck and engineering departments, not just interior. COVID has also changed what it means to join the yachting industry. New crew -- many of whom are attracted to the travel and social

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aspect of working with like-minded people -- must reconsider their reasons for getting a job on a yacht. But if it still fits them, the rewards for taking a job on a yacht are numerous. Eight captains joined The Triton in a new virtual format in our not-sonew From the Bridge roundtable discussion in September to offer advice to new crew joining yachting in the age of COVID. “Junior crew like to go out and have a good time,” one captain said. “God bless them; I was there once. But that social life now has to be reconsidered. You’ve got to figure out if it’s important to socialize, on every single aspect. It used to be you get in from being away for six

months and you reach out to your friends and say let’s get together for a drink, or you have a party on the back deck. Those have to be on hold for the foreseeable future.” “The industry has changed; each boat has changed,” another captain said. “Crew coming in now have got to realize it’s not like ‘Below Deck’, if it ever was. They are not going to go out and party every night.” Comments are not attributed to any one captain in particular in order to encourage frank and open discussion. The captains in attendance for this discussion were: Alan Brown, Kelly Esser, Paul Ferdais, Kelly Gordon, Bill Hipple, Dave Johnson, Herb Magney and Steve Steinberg.

New crew

To new crew specifically, these captains offered this advice: 1. Be patient. 2. Find a mentor, someone who is going to push you. I got lucky. You’ve got to be pretty social and willing to talk to people. 3. Learn to live without your phone and computer. “Realize you don’t need to push that button to find out what’s going to happen next,” one captain said. “Read more, enjoy the view of the boats going by in the harbor.” Satellite internet connections are expensive, several captains agreed. If the boat has it, it might only be for the owner and work issues. “It used to be special to have

internet,” another said. “It’s not a given; it’s a privilege if you get it. Don’t expect it to be there.” “Turn the computer off,” another captain said. “Go dockwalking and be face-to-face with people. And remember, just because we said no on Monday doesn’t mean we will say no on Wednesday. I know who shows up early and walks the docks. I know they want to work.” 4. Never underestimate the captain’s ability to find stuff out. 5. Be ready to work. “A lot of crew come in with the impression that this will be the best time of their life – and it can be – but they forget that first, it’s a job,” one captain noted. “Get into all facets of boats, power and sail,” another said. “Do as many deliveries as you can, power and sail. I recommend to new people to try sailing and get as many deliveries under your belt as possible. Spread your wings.” “The thing about deliveries, I’ve hired permanent crew just off delivery,” said a third. “I’ve hired a lot of people that way. They did their delivery and instead of flying home, they wanted to keep working, so they walked the dock.” “Say yes to all of it and you’ll be amazed at the amount of information you collect,” another captain said. 6. No job is too dirty, too small, or too insignificant. “Never say no,” one captain said. “Do what you are told. If you show up with a smile on your face, you rise to the top. There’s not a lot of those people around.” “Put in 100% effort to do whatever

job you need to do,” another captain said. “Focus on the results. When we see you doing the dirty jobs and see you helping others, that’s how we recognize who is going to be a leader, who is willing to invest in.” “You can’t pick and choose which tasks you want to do and don’t want to do,” said a third. “Do what you’ve got to do to get the job done. Those who do have potential.” 7. Protect your reputation. “Yachting is not as big an industry as you think,” a captain said. “The cream rises to the top, and captains share information. You develop your reputation every day you are in this business. And know that other people are always watching and taking notice.” 8. Networking is key. “In the maritime industry, no matter what part you are in, it’s a very small industry,” a captain said. “Everybody knows everybody. Keep your connections. If you want to grow in this industry, you have to grow your network.” “If you don’t like networking, this is not the business for you,” another said. “You have to learn how to get along with people, and how to get to know people quickly. Be friendly. If you’re an introvert, be an outgoing introvert.” “Your vendors can be your lifesavers,” said a third. “Once in the shipyard, you are now a project manager. Without those relationships, your tasks become very hard.”

Newly serious

For crew who are newly serious to making yachting a career, the captains had this advice:

Gavin McMichael

Editor’s note: Gavin McMichael of SuperyachtResume.com offered these CV tips to yacht crew during a seminar at a previous Fort Lauderdale International Boat Show. He was a yacht chef for 10 years before starting SuperyachtResume.com.

Common myths about yachting resumes:

1. Myth: Your CV should be 1 page. That’s just wrong. The industry accepts two pages. And you should use them! Do not sell yourself short.

2. Myth: Don’t include non-yachting-related jobs. Having no gaps in

your work history is more important. You can make anything relate to yachting. Did you get promoted? Did you have responsibility? Were you in a team and met your goals? I don’t care what business it is, if you put that on your CV, that’s something they can build on. They’re looking for a type.

3. Myth: Talk about yourself in the objective. It’s your job objective, not

your bio. Casting a big net in the objective is fine, but specific is better. Captains often avoid the big net because they figure you’ll come onboard, take my training, and decide it’s not what you want and leave.

4. Myth: Wear a white shirt in your headshot. A light-colored solid polo gives the best contrast and pop. Twenty years ago, yachting was all khaki and white. Now, there are lots of fun colors and uniforms.

5. Myth: Stews should pull their hair back and tie it tight. We recommend

wearing your hair in the photo as you would for a nice dinner. Tied back tight looks severe.

6. Myth: Only use blue on your CV. Lots of color schemes work as long as they are clean and easy to read.

Other tips:

7. Don’t put your full home address, passport number or visa number on your CV

8. Put your work history in order from newest to oldest 9. Don’t use “I” in your work history. Third-person is more professional, more punchy

10. Use bullet points vs. narrative. It’s easier to read and understand. 11. If you list all your daywork or freelance work, you are going to run out of real estate real fast. Group this by month or season.

12. Couples should do two CVs, not one. Make reference to each other in the objectives and profiles.

13. When you are new, you’ll be taught everything. Captains are looking

for base skills. Half the decision is the roommate factor. Leverage the roommate factor for new crew in the About Me section. What are you passionate about? Downhill skiing, powerboat racing? Did you take six months off to surf big waves? Do you have a fear of heights but bungee jumped anyway?

14. Use a professional-looking headshot. It makes a huge difference.

You can take it yourself. Go outside early or late in the day for the best light. Portraits taken on your phone work great. Take the photo from waist up to allow room for edits and cropping. Any background should be 10-30m behind you with a little color. Green bushes bring out the red in your face. A plain background is boring. No sunglasses or hat, no big jewelry. Dress like a crew member. Be clean shaven.

15. Large photo files make your CV file huge and slow to open. Keep your CV document under 500KB. Save and send as a PDF so it looks like you want. A PDF also keeps agents from changing anything on it.

16. Any time at all is worth a reference, including even one day of

daywork. Send three or four references when you send your email.

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FALL/WINTER 2020

1. Discuss with the captain or someone experienced in the industry your intentions and let them help you build a path. “Don’t just listen to what the schools tell you,” a captain said. 2. Be ready to put in the time. “Six months of taking courses and driving the tender don’t make you ready to be a captain,” another captain said. “When I work with a kid and the next day he doesn’t know any more than he did the day before, it’s clear the only training he’s getting is what we did onboard. You’ve got to put in some effort in your off time to learn more. And come back the next day asking questions.” 3. Collect sea time and keep track of your records properly. “I was not diligent about collecting certifications and licenses,” one captain said. “I never kept my sea time. I wish I had captured all that info.” 4. Pick a place to start but keep your vision open that that path might not last forever. Learn as much as you can. Don’t pigeon-hole yourself. Keep your ears and eyes open. 5. Don’t miss an opportunity when the door opens. Speak up when you know something that could be helpful

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to your superiors. 6. Keep your head down, do what you are told and more responsibility will be given to you. 7. Learn to drive a variety of boats. Learn something from every opportunity. “Not everybody gets to be an astronaut,” one captain said. “It’s a lot of work and takes a lot of dedication to get to sit in the wheelhouse. We might make it look easy, but don’t try this at home without experience.”

Path to the wheelhouse

For crew who want to work their way up to captain, the captains had this advice: 1. Find a mentor. 2. Help out in other departments. “You’ve got to be willing to do it all because you need to know a bit about every department to be an effective manager,,” a captain said. “The boys all want to be captains, but they have to do heads and beds,

too, and change the blackwater pump,” another captain said. “To be a good captain, you have to have a breadth of knowledge.” 3. Don’t waste time. “If I could speak to my younger self, I would commit sooner,” one captain said. “My path was working well. I stayed a year and moved on, moved up, until I got to mate. Then I was hesitant to commit to full responsibility. I guess I was intimidated about driving the 160-footer.” “Advancing your career is something you have to manage and think about,” another captain said. “I got on one boat and stayed eight years,” said a third. “While it’s good to have longevity, I could have gained experience on other boats and learned more things if I had moved up. I could have gotten farther faster.” “I’ve seen more ambition from people coming into the industry lately,

kids that are carefully managing their careers,” another captain said. “If things don’t go their way, they move along faster. I see these kids carefully managing the progress of their careers.” 4. Don’t be afraid to ask. “I’ve done all the boat driving I need to last a lifetime,” a captain said. “If they are interested, I can teach them. But you have to indicate that you want to learn.” These captains all agreed that they enjoy helping to coach and mentor anpther generation of yacht captains and crew, and take pride in seeing their former deckhands run boats of their own. To get there, though, young crew must take initiative, with a smile. “At 22 years old, you just don’t know enough to know if you’re going to like something or not,” one captain said. “Try everything. I can make anybody do the work. It really comes down to their attitude.” Lucy Chabot Reed is editor/publisher of The Triton. Comments are welcome at lucy@the-triton.com.

Owner shares views on roles of captains, crew in yachting Editor’s note: Melvyn Miller began writing for The Triton this spring soon after COVID hit. Below are snippets of a few of his columns. To read them all, visit www.the-triton.com and search “Owner’s View”.

Owner’s View Melvyn Miller

Owners not all alike I have found it difficult to describe an average owner of a crewed yacht, but I understand the temptation to stereotype minorities. There are approximately 7.8 billion people on this globe, of which only approximately 275,000 (an exceedingly small minority) have Ultra High Net Worth and are thus able to afford the cost of a crewed yacht. There are only approximately 10,000 yachts over 24m that employ crew, so the 10,000 owners are only 4% (a small minority of an exceedingly small minority) of those who could afford a crewed yachting program. Many of the 10,000 yachts are 3540m, so a typical annual cost might be $1 million-$2 million, including cost of money. The vast majority of the UHNW do not see this as a justifiable cost, noting that it is possible to spend every night of the year in a five-star hotel, eating five-star meals, at a lower cost. Further, since very few owners spend every night on their yacht, the annual cost divided by the nights on board can be more than the cost for chartering an equivalent yacht for those nights. The strange 4% understand fully that they support all those boats, and all the crew, and all the yards, and all the builders, and all the brokers. These owners are an unusual breed, especially those that stay in the game longer than the many who stay for only a few years. The strangest part of this strange tiny minority is how much they differ from each other, to the consternation of production yard marketing managers, some captains, and

some brokers. This uniqueness seems to be a problem for the many captains and yard project managers who believe that they should follow standards and recommended procedures, and who feel the need to lecture owners against unique ideas. Balancing uniqueness against necessary standards is not easy, which may partially explain the unusual turnover in the tiny 4%. Although far too many in the industry do not, some captains, chefs, engineers, chief stews, yard managers and brokers understand that owner uniqueness is the thread that runs through a small and unique industry, which implies that they must listen carefully for the differences, and find some way to accommodate enough of them.

Neither are captains As is the case with owners of yachts, I have found it difficult to describe an average captain of a crewed yacht, but I do understand the temptation to stereotype minorities. Since there are only 10,000 yachts on the planet over 24m that employ crew, the captains of those yachts are a tiny minority of the drivers, but there are very significant differences among this tiny minority. Some commonality is provided by considering certain sub-classifications within this tiny minority, one of which is the path that led to command. Deckhand to bosun to mate to command, all on yachts of 40m or larger, is a common path, as is progress from a 50-ton to a 100-ton to a 200-ton ticket to a larger ticket and command. These two paths can produce very different captains, but far too few owners note such differences when reviewing a CV. Another useful sub-classification is

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the communication style of the captain, which is not described in a CV and rarely divulged fully in an interview. Some captains speak only when spoken to and some are more social. Some captains resist conversations about operational or crew details, some use such conversations to demonstrate their expertise, and some engage the owner as an equal on such matters. A third useful sub-classification is the delegation style of the captain, which is rarely described in a CV but sometimes discernable in an interview. Very few captains have sufficient galley skills to manage a chef, so most captains fully delegate that function and hope for an acceptable result. Many captains have served as a bosun, and some may prefer to give specific orders about exterior appearance or use of the toys. Some captains may have served as a captain/ engineer on a smaller yacht and may give specific engine room orders instead of delegating fully to an engineer. Licensing authorities and insurance underwriters do not care very much about these sub-classifications, but my observation is that the satisfaction of an owner with a captain, or the satisfaction of a captain with an owner or a program is determined primarily by where the captain fits on the broad distribution of captains and where the owner fits on the

equally broad distribution of owners. Long-term owners already know if they want the broader management experience of the captain who came up on tri-decks, or the broader engineering experience of the captain who came up from smaller vessels, and those owners will pre-qualify applicants from their CV. When speaking to a less experienced potential employer, an experienced captain might try to ascertain if the owner prefers a captain/engineer or a captain/hotel manager. Long-term owners already know if they want a captain who speaks only when spoken to, and the amount of information detail they expect. It is difficult to change one’s conversation style, and the wrong style can lead to owner annoyance that amplifies other issues. Therefore, captains might ask potential employers about typical conversations the employer had with previous captains, or with subordinate managers in the boss’s business. The issue of delegation is more complex. An owner of a flush deck Hatteras, run by a couple, understands the separation of responsibilities, but the owner of a tri-deck with 11 crew does not. The hierarchy of command on the larger vessel implies that the captain is ultimately responsible for the continuation of the owner’s

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unique motivation that permits the continuation of the program, and so the captain may be blamed if any crew member does something to decrease that motivation. Far too often, the captain just wants a job that meets a specific combination of compensation and free time, and is reluctant to ask many questions; far too many owners do not know what to ask. Long-term owners understand and accept the need to work a little harder in the hiring process. Many shorter-term owners did not.

The essence of command The hardest thing to teach new managers is that the essence of management is to convince or coerce subordinates to do that which they would not do if they were not paid to do so. In tight labor markets, and consistent with current common wisdom, managers prefer to convince because the extent of coercion is limited by the ability of the subordinate to quit. The essence of command is to give authoritative orders, which implies that a commander may have powers of coercion beyond the denial of compensation. It does not seem to work that way on crewed yachts, where the captain’s word is not always law. The captain of a 50m yacht is often paid more than the captain of a 40m yacht, who is usually paid more than the captain of a 30m boat. Modern boats almost self-navigate and bow thrusters and big props with big pitch allow a big tri-deck to back into a slip quite easily. It is not more difficult to drive a larger yacht, but it apparently is much more difficult to manage a larger crew. Insurance underwriters and licensing jurisdictions judge captains by the risk they pose when operating or maintaining the vessel. Experienced yacht owners may be more concerned with the captain’s ability to manage in the crazy yachting dichotomy, as indicated by the relative turnover of owners and crew. I have heard far too many chefs, chief stews, engineers, and even bosuns complain that the captain should just steer the damn boat and leave the galley, interior, engine room, and brightwork to experts. Aside from the problem that many of these self-proclaimed experts may lack some expertise, their attitude makes it almost impossible.

Not recommended procedure Decades ago, I was berthed in Cape May, New Jersey, next to a flush-deck motoryacht run by a mature delivery

captain and a new owner. In describing their run down the Delaware, the captain said that the owner, while at the helm, had decided to cut all the major markers, starting at Ship John. The captain’s advice to the owner: “It can be done but is not the recommended procedure.” Although most folks understand that just because it can be done does not mean it should be done, over the ensuing decades I have repeated that old captain’s advice about the additional importance of recommended procedures. Unfortunately, I find myself saying that more often as captains and crew increasingly try to differentiate themselves by showing that they are capable of doing the unusual. This emphasis on uniqueness by pushing boundaries is evident in the majority of CVs I now read, which is clear evidence of the increase in charter and charter-like programs. Insurance underwriters and very long-term owners (the authors and defenders of recommended procedures) are not fans of uniqueness. The hallmark of professionalism is the knowledge of, and performance to, the standards that almost always overlay recommended procedures. This is a business, best populated by serious, credentialed and professional individuals who are more like the old captain than the new owner on that trip down the Delaware long ago.

The perfect bosun Although few yachts carry sufficient deck crew to justify a mate who supervises multiple bosuns who each supervise multiple deckhands, I still prefer the term bosun to identify a paygrade between deckhand and mate. I believe that paygrade is justified sufficiently by the absence of the need for supervision. That is, owners should pay more to the person who saves the cost of being supervised. Lines and fenders are relatively easily taught and performed, so significant continued supervision of that function is rarely needed, but the exterior appearance duties of the deck crew are both more subjective and more complex, so effective self-supervision to the needed level of appearance is valuable. This leads to the interesting question as to who specifies the needed level, and for how long (such as after a passage) a lower appearance level can be tolerated. A perfect bosun would understand my preferred balance between cost, minimum and maximum appearance levels, and response time, and would accomplish that balance during normal working hours.

I am not the only yacht owner and purchaser who notices, on almost every crewed yacht we observe, the appearance level and the apparent number and competence of the exterior crew. Every once in a while, I see someone on a safety line bringing up a sail panel with the process and efficiency I think proper, and I try to remember that date and that yacht so I can hire that perfect bosun if I see that engagement on a CV. Conversely, I try to remember if that sail panel is coming up brighter or duller than the apparent standard on that vessel or if that less-than-perfect bosun seems to be stretching out the job. The program can go on without a perfect bosun, but a perfect bosun, like a perfect passage, is a pleasure to behold.

I caution my less experienced fellow owners to do the same. I have found that convincing a captain that it is useful to make a delivery with 8-foot seas on the beam will eventually cause that condition on a leg with owners aboard. That old skipper would have us remember that cruising boats are for folks who understand the benefits of patience. Melvyn Miller is an American yacht owner from the U.S. East Coast. He has owned and operated yachts for six decades and employed crew for more than 30 years. Comments are welcome at editor@the-triton.com.

The benefits of patience Far too many years ago, I was lying to a mooring in Scituate, Massachusetts, on a modest sloop. Not yet knowing the full extent of what I did not yet know, I decided to sail off the mooring, out the inlet, and thence to Marblehead, perhaps to achieve another racing victory. Raising the main, I noticed an older captain on the next mooring enjoying his first coffee while silently observing me. He observed that I walked forward to drop the mooring pennant, pushed the boom out to back the sloop off the mooring and bring the wind on one side, raised the jib, and gave a reasonable demonstration of singlehanded sailing as I made for the inlet. Once outside the inlet I found that the North Atlantic did not agree with my sail plan, and it took some time to beat back, even with the ignominious use of my auxiliary engine, which I continued to use as I returned to the same mooring. The old captain was still sitting in his cockpit. He waited until I had lowered my sails and then said, “Sail boats are for folks who have nowhere to go and plenty of time to get there.” I had raced that sloop rather successfully, so my initial thought was that sailboats are for those who want to get to a turning buoy as fast as possible, but I soon realized he was talking about cruising, and not just on rag boats or even small power boats. Although a 45m is a wonderful floating condo for those who just wish to fly in to use the toys, those expensive engines imply the vessel is intended for the journey, not just the destination, and the journey can be miserable. In all the decades since, whenever I discuss a sail plan with a captain, marina or guests, I always say “depending upon weather, especially sea state,” and

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Surveyor delves into rules of running yachts Editor’s note: Capt. Jake DesVergers has written a monthly column for The Triton more than 14 years. Below are snippets of a few of his columns that haven’t been printed due to COVID. To read these full columns and find all his previous ones, visit www.the-triton.com and search “Rules of the Road”.

Rules of the Road Capt. Jake DesVergers

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If an owner decides a yacht’s crew must be downsized, it is important for the owner, captain and crew to remember certain requirements. In particular, when working on yachts that require crew agreements, the contents of those contracts are critical. For most non-U.S.-flagged yachts, especially those that charter, the crew will be employed under a Seafarer Employment Agreement (SEA) or similar document. It is within this document that the exact terms for termination will be outlined. Details may differ based upon the flagstate of the yacht, but in general, the requirements are nearly the same. Notice Period: The standard notice period in yachting is a minimum of two weeks. Senior crew members, such as the captain or chief engineer, may have as much as four weeks’ notice. However, other than in certain instances of gross negligence, a crew member cannot be terminated with less than seven days’ notice. Wages: Each crew member is entitled to wages up to the end of the notice period. If an owner determines that crew shall leave the yacht before the end of the notice period, wages shall include that period of time. Any unused and earned vacation shall also be paid. Gratuities from charter guests, unless specifically stated in the contract, are discretionary funds and not guaranteed. Repatriation: The owner must repatriate a crew member to his country of residence or other mutually accepted location. It is not permissible for crew to be kicked ashore and left to fend for themselves. The SEA does not end until the crew member has safely reached the location stated in the agreement.

How do I get home? In Regulation 2.5 of the Maritime

Labour Convention (MLC), repatriation is discussed at length. However, there is a certain amount of interpretation left to the parties involved. Here are the most common questions owners, captains, and crew ask about repatriation. What is the entitlement to repatriation? MLC provides for the basic right of seafarers to repatriation. The specific entitlements are a matter for Flag State implementation. Can a crew member be charged for repatriation? MLC prohibits owners from requiring that seafarers make an advance payment toward the cost of repatriation at the beginning of their employment. It also prohibits recovering the cost of repatriation from the seafarers’ wages or other entitlements except where the seafarer has been found to be in serious default of the seafarer’s employment obligations. While it was attempted in one specific situation, the COVID-19 pandemic is not a valid reason for crew to be removed from a vessel and left to their own for housing, sustenance, and repatriation. Can a crew member decide not to be repatriated? Unless a Flag State law prohibits it, a seafarer could choose not to exercise this entitlement. Provided that the owner and seafarer are in agreement, alternatives may be used. For example, a crew member plans to holiday in Brazil versus returning home to Australia. In agreement with the owner, transportation to an alternative location may be provided. Can a crew member agree to be paid instead of taking paid annual leave? MLC states that any agreement to forgo the minimum annual leave with pay must be prohibited. In yachting, there are instances where this can happen with agreement by the Flag State.

Don’t add to MOB crisis

On a recent holiday, I decided to chase the swell being produced by offshore Hurricane Isaias. The waves were decent, but nothing spectacular.As I sat on the outside waiting for the next set, I heard a faint “Help.” I scanned the inside section and there he was, a lone swimmer with no surfboard or anything else. He was caught in the rip current, looking directly at me, and yelling. I paddled to him. As I got closer, he went under the water, and stayed under. I slid off my board, reached out into the rough water, and got lucky when I found his arm. Pulling him to the surface, the

young man began to panic. I put my surfboard between us, instructing him to calm down. Thankfully, he did. We then began to swim to shore, more my pulling than his kicking. This guy was big, and I was exhausted. Suddenly, I was met by a new face. It was my victim’s friend. He saw the distress and decided to swim out and help. He was an extremely poor swimmer and in no shape to be out in those conditions. He needed help. I now had two victims hanging off my surfboard as I swam them in, towing with my board’s leash. The waves were relentless. Twenty minutes before, I was complaining that the waves could be bigger. Of course, now I think back at them as tsunamis. As we trudged toward shore, I exited the water and collapsed in the sand. Under the first version of the Large Yacht Code, there was a widely approved allowance for the use of a rescue swimmer. It is no longer an option. On some yachts, we occasionally see this practice still in use. The crew has set up a pair of swim fins, inflatable lifejacket, approximately 25 meters of floating line, and maybe a mask with snorkel. Upon each discovery of this rescue package, our surveyors’ instructions to the crew are to deactivate this emergency procedure immediately. With rare exception, no yacht crew should enter the water to recover another person. Even the most fit and strongest swimmer cannot guarantee their own safety and those of the victim. At worst, you will have a similar situation as experienced for my original victim’s friend. He had good intentions, responded to the call for help, but found himself in trouble, too. For a captain, putting a rescue swimmer in the water doubles-down on the emergency. There are now two people overboard versus one. Crew safety is equally as important as those of the guests. No exception. Capt. Jake DesVergers serves as chief surveyor for the International Yacht Bureau (IYB), which provides flagstate inspection services to private and commercial yachts on behalf of several flag-state administrations. A deck officer graduate of the US Merchant Marine Academy at Kings Point, he previously sailed as master on merchant ships, acted as designated person for a shipping company, and served as regional manager for an international classification society. Comment at editor@the-triton.com.

COVID pandemic brings pros, cons of SEAs into focus By Dominic Bulfin With the prospect of limited or no use of their yachts for much of 2020 because of the COVID-19 pandemic, the temptation for many yacht owners was to reduce their overheads by reducing the size of their crews until the pandemic was over. Whilst this approach is understandable, it was not without several issues, not least whether it was even worthwhile in the first place. Many Seafarer Employment Agreements (SEAs) provide for unilateral termination upon service of 30 days’ written notice by the owner. In the context of the pandemic, this was only worth considering if the owner knew he did not need his crew for several months. At the time, nobody knew how long their yachts would be out of action. If the disruption only lasted a few weeks, owners risked dismissing a large proportion of their staff, only to have to rehire them a couple of weeks later. The benefits of keeping a good crew together and supporting them through a difficult time far outweigh the more tangible saving on wages and living expenses. (That said, we did see isolated examples of crew members failing to reciprocate their employer’s good faith, which I will address later.) Just as the pandemic has shown us all the strengths and weaknesses of life as we knew it, so it has also shone a light on the various contracts that are in use across the superyacht sector, be that a build contract, sale and purchase agreement, or SEA. While SEAs are generally well drafted for the world we knew, many were not as well prepared for the unknown of a pandemic that, overnight, left yachts stranded all over the world, with crew members due to come on and off duty but without flights to get them home. The past few months has been an unprecedented opportunity to really look at SEAs in a new light and consider their strengths and weaknesses. When working out what best to do with crew members, we had to consider not only the wishes of the owner and the individual crew members, but also the regulatory and contractual environment in which they work. We have already considered the owners’ perspective, but what about crew members? As one would expect, the response was varied. Many, being

young and fit, were not concerned about the virus themselves, but worried about bringing it home when they went off duty – particularly relevant to those working in Italy at the time of the outbreak in Europe. Many appreciated that they worked in about as safe an environment as there was at the time of the outbreak – a yacht is a highly controlled environment and it is possible, in extreme circumstances, to isolate an entire crew onboard for extended periods of time. Finally, there were those who simply wanted to go home. Those were the most difficult cases because peoples’ responses to the outbreak were so subjective. With limited knowledge at the start about how the virus worked, it left owners and yacht managers alike in a difficult position. At the end of the day, the employer is obliged to take reasonable precautions to prevent the spread of infectious disease onboard. It was this obligation that gave many owners, and their yacht managers, the biggest headache. Whose advice does one follow? What are reasonable measures? Who decides whether the measures taken are reasonable? What happens if an owner has done everything to protect the crew and COVID-19 still makes its way onto the yacht? Can an owner force a crew member to remain onboard? The managers we work with were proactive in ensuring that hand sanitation stations, masks, and thermometers were available for anyone onboard, with increased cleaning schedules implemented to ensure the most commonly touched surfaces were cleaned regularly. Nonetheless, in most cases, the decision was taken to send as many crew home as possible so that they could remain within their family groups until the worst of the pandemic had passed – no mean feat considering that we were dealing with individuals from every corner of the globe at a time where flights were scarce. When looking to operate a yacht short-handed, the first thing to consider is whether it is authorized by the flag state. We found flag state authorities to be particularly receptive during this time, and short-handing yachts in appropriate circumstances did not prove to be problematic. The next thing to work out is on what basis are those crew members at home. Some will still be on annual leave, others would need to be placed

on some other form of leave permissible under their SEA – garden leave (paid leave), unpaid leave, sick leave even. Then there are questions of who is responsible for the living costs of those crew members if they would otherwise be on duty but for the pandemic. The most sensible option for most crew members was to place them on garden leave until it became clear just how things would pan out. This option is available under most SEAs, but clearly never designed as a means of placing the majority of crew off duty for a prolonged period of time. Of course, much like with the measures introduced in the UK to combat COVID-19, the question is how to unwind those measures. Who decides that it is safe to return? Can individuals refuse to return to duty? Under what circumstances can a crew member be dismissed for refusing to return to duty? There are too many variables to go into here, but these are the sorts of problems we worked through with our clients to ensure the balance was struck between looking after the health and well-being of their crew, protecting

each owner’s interests, and ensuring disingenuous individuals did not take advantage of the owner’s good will in keeping them employed throughout the pandemic. We have seen isolated examples of crew members refusing, without reasonable grounds, to return to duty and the position in these instances must be unequivocal – refusal to accept a reasonable order of the master is grounds (subject to SEA) for dismissal, and owners should not be afraid to take such action where appropriate. Every crew needs individuals who can be relied upon and willing to work hard for the cause; disruptive individuals have never had a place onboard, and the silver lining of the disruption caused this year might be that those negative influences stand out more than ever before. Dominic Bulfin is associate director of Bargate Murray’s superyacht group based in London. He advises owners and their representatives on all aspects of superyacht ownership and management. Comments are welcome at editor@ the-triton.com.

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sUPerYaCHT servICes

Alene Keenan

It’s that time of year again. Boats are returning to Fort Lauderdale after the summer season and prepping for the next round. November to April is the winter season, and the Caribbean and the Bahamas are the heart of the traditional cruising itinerary. Current crew will get some much-deserved R & R, and newbies will be heading to town to get the courses they need and then look for work. Yachting offers an exciting opportunity for travel and adventure. With more than 15,000 yachts that need qualified crew, the possibilities are endless. Getting into yachting is definitely a process, and it’s a confusing, overwhelming sequence when starting out. With so much bewildering information out there, new crew must spend some time to determine what they really need to know to get started. Assuming everyone is on a tight budget, consider which basic qualifications are mandatory and which other ones would be nice to get certificates for, but which won’t affect the odds of landing a job too much. Yachting’s minimum standard requirements are STCW Basic Safety Training, Food Safety and Hygiene, a security awareness course that covers your designated security duties, and the ENG1 medical exam. Every qualified school will offer versions of the same courses. Now comes the fun part: courses. Choosing a school, getting registered into the courses before they fill up, and then finding a place to stay nearby is the first step. Don’t wait too long. Pick the school

first and get confirmed into the courses before they fill up, then investigate and confirm lodging options. Crew houses are the standard route for accommodations for new crew coming to town for courses. They are affordable and offer opportunities to hang out and network with other crew. It’s a chance to make friends with kindred spirits and sometimes hear about jobs that are available as soon as coursework is complete. Budget finances carefully, though, because it could be awhile before those paychecks start coming in. It’s not uncommon to get hired before all the courses are complete, so plan ahead. Learn how to write an appropriate CV and start looking for work. Look to reputable services for help, such as www.superyachtresume. com (see tips on page 9), and accept recommendations from industry professionals and crew agents who know what it takes to get a job. Discover any transferable skills and use the CV to communicate them. Have business cards made to use for networking and communicating to prospective employers. Don’t be shy. Fine dining and hospitality skills are great, but a love for making people happy is just as valuable. Wine knowledge, cocktail experience, customer service, good organizational skills and floral arranging are valuable skills for interior staff. If you’ve got them, flaunt them. Yachting is all about group effort. There are many moving parts that constitute teamwork on board. For stews, food and beverage service, laundry, and housekeeping are the bare minimum. Light cooking and basic deck work such as handling lines and fenders may also be expected. Successful stews are hard-working, self-motivated and able to take direction well and work long hours without

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complaining. There are general standards and routines that nearly every yacht follows, but every boat and every chief stew is different in terms of specific interior preferences and expectations. All want the same outcome though: a winning team that consistently gives the owners and guests the best experience possible. Attitude is important. You will be expected to learn very quickly how to do your job correctly and energetically. It’s great if new stews can take interior courses, however most will work under a chief stew who will train her team to do things the way they are done on that particular vessel. For those looking to take courses, consider exploring what’s available online. They are a great option and offer an edge advancing your career. Look for courses by qualified instructors and take the initiative to gain a solid base of knowledge that can be applied to any yacht. Investigate Facebook groups such as Start Yachting, Yacht Stew Solutions, and the Crew Coach, to name a few. “The Insider’s Guide to Becoming a

Yacht Stewardess” by Julie Perry and my book, “The Yacht Guru’s Bible”, are two books that have stood the test of time and offer lots of advice on how to get a job, and subsequently, what to know to keep that job once hired. For more information and for a limited time, visit www.alenekeenan. com to get a free digital copy of my book. While you’re there, check out the online wine course and other options for training. Take advantage of this exciting opportunity for travel and adventure. Best of luck with your new career. Alene Keenan spent more than 20 years working on yachts, 15 of them as chief stew. She has been sharing her expertise in the monthly Stew Cues column for more than 12 years on The-Triton. com as well as in her book, “The Yacht Guru’s Bible: The Service Manual for Every Yacht”. Shore-side, she created the interior department curriculum for MPT in Fort Lauderdale. She now teaches subject-specific interior courses online through alenekeenan.com. Comments are welcome at editor@the-triton.com. The-Triton.com

FALL/WINTER 2020

Being a strong leader takes time, patience and practice Editor’s note: Capt. Paul Ferdais has written a monthly column for The Triton more than six years, Below are snippets of a few of his columns that haven’t been printed due to COVID. To read these full columns and find all his previous ones, visit www.the-triton.com and search “Taking the Helm”.

Taking the Helm Paul Ferdais

Leading in times of crisis Here are three steps to help navigate the increased uncertainty we all face. Anticipate. Predict what lies ahead. First and foremost, people need to feel safe before they can be expected to perform. In team meetings, discuss the “unknown” of the current crisis against the “known” of previous ones. We all gain some perspective when we identify patterns, connect the dots, and determine appropriate responses to the challenges we face. Communicate. Constantly. As the leader, announce that your door is open and anyone can come to ask anything. Keep the gossiping to a minimum, or stop it through team communication. Pick a time when everyone is gathered to announce updates and changes as required. Lead. Be seen out front. Leaders can build confidence in others by seeking input, and by doing what they ask others to do – for example, washing their hands more often. Encourage everyone to contribute solutions to the new, and hopefully temporary, world we’re in. Set a goal to anticipate, communicate and lead to make it through these troubling times.

Build resiliency There are three good predictors for how resilient we’ll be at work and in life: high levels of confidence in our abilities, disciplined routines for our work, and social and family support. To make it through a crisis, a yacht team will more than ever need to rely on being resilient. Fortunately, leaders can help create the conditions that make this possible. The key is to focus on two things: people and perspective. People: Focus on Positive Control Very resilient people are action 18 FALL/WINTER 2020

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oriented and can sometimes “panicwork” on the things they can control, which can lead to burn out. Encourage crew members to focus on what’s in their control, but not to overdo it. They can control what they do when they have an evening off, how committed they are to the job, and their attitude toward the people they work with. Remind crew members of what they can control. Encourage them to focus on healthy eating, daily activity and a good night’s sleep. Perspective: Keeping in touch outside yachting Even in normal times, working on a yacht can feel like we’re quarantined. The loneliness we can experience on a yacht can be a big stressor mentally. Virtual contact through FaceTime or Skype is the solution in this digital age. And don’t forget the good old-fashioned phone call. Something leaders can do to help build resilience is check in with crew members and ask how they’re doing. With this simple question, a conversation might follow that will help team members accept and face any realities they may be ignoring. Accepting things as they are instead of how we’d like them to be is key to building resilience.

Learn to listen Something more and more common today is an inability or unwillingness to listen to others. Sure, there are lots of people talking, but that doesn’t mean the message is received. This lack of listening often leads to a disconnection between individuals and difficulties in the workplace. When there’s a disconnection between leaders and team members due to a lack of listening, trust gets eroded, employee engagement decreases, collaboration sours, turnover increases and a general decrease in productivity occurs. A good first step leaders can take is to gain a thorough understanding of issues team members experience by listening to what others have to say. Even though a leader may see the solution one way doesn’t mean a different viewpoint may not be equally good or better. If the goal is to improve and develop a crew into a tight unit, become known as a leader who understands that delivering strong results first requires building

strong professional relationships. For those interested in becoming a better listener, here are a few tips: Don’t defend behavior, debate the accuracy of feedback, or respond in any way other than to thank the person for sharing their viewpoint. If we say anything else, we look defensive and an argument can ensue. When in conversation, absorb comments with as much objectivity as possible. Understand what’s at stake. All voices should be heard, and the job of a leader is to make sure this happens. Be available. By actively listening, a leader takes the first step toward making change a reality.

Protect trust One of the side effects this pandemic has produced is a huge amount of distrust between people. The safety protocols now in place treat everyone with suspicion, as though we are each infected with the virus and thus, potential threats. The challenge for leaders onboard is to remember that we will need to interact with society again after this crisis ends. How we maintain the trust we have with our colleagues – and rebuild any trust lost – will go far in reestablishing relationships after the

crisis ends. Trust is generally unconscious, but it’s critical to everything we do. The sudden onset of a worldwide pandemic has revealed an honest truth: most leaders fail when it comes to building trusting work relationships. Controlling behavior signals to crew members that the default attitude on the vessel isn’t positive, which then filters down into all levels of the organization and creates the culture in which we work. As the leader, focus on developing trust with the team. Put into action behaviors to build trust. For owners and guests, let them know crew members understand the circumstances at play and spell out any and all steps being taken to keep the ship COVID-free as well as the plan and steps that will be taken should anyone fall sick. Struggle against the breakdown of trust. Continue to extend trust as a signal that onboard department heads are taking ownership of the situation. Keep the transition from pandemic mindset back into normal operations front and center to keep things seamless and unchanged. Capt. Paul Ferdais has a master’s degree in leadership and previously ran a leadership training company for yacht crew. Comment at editor@the-triton.com.

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To be successful, new crew must commit and be all in Taking the Helm Paul Ferdais

At a recent Triton captains meeting (see story on page 8), we were asked what suggestions we’d recommend to new crew starting out in the yachting industry. I saw three main points come out of the discussion. 1. Commit New crew need to commit to their role. Don’t get distracted thinking about plan B, or moving on to a new gig. Part of truly succeeding at any challenge is to go in with the mindset to commit fully to what’s in front of us. With a committed mindset, we work harder to overcome any challenge we face to get to the next challenge and the next and so on. Only with commitment will the challenges be overcome. Things won’t always work out as we expect. When we commit, it becomes easier to deal with hardship since we’re mentally prepared to overcome what comes our way. Without it, we might quit when the challenge seems too hard.

When Cortez first landed in the Americas, he burned the boats they arrived in. He knew that only with no retreat available would he and his men succeed at whatever came their way. They had to. New crew may not have to burn their boats getting into their position, but they still need to commit like there’s no turning back. 2. No job is too menial Everyone watches us all the time. This includes not only our team mates, but also captains or team leaders from other boats. When we’re seen doing what is known to be a crappy job – needle gunning rust; sanding / scraping dried seaweed off the bottom of a hauled-out boat; removing bottom paint; working in a tented space in the Florida summer heat – our reputation develops. Of course, it’s not the job people watch, but rather how we handle the task and the attitude we have while doing it. Others see this outward display of our inner feelings. While doing the job, do we behave with patience and attention to detail or are we doing the minimum required? There’s no telling what the job will

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teach us a lifelong skill or attitude. It’s often menial jobs that teach us qualities such as perseverance, endurance and humility. Never shy away from any task. We never know who’s watching or what we’ll gain from the experience. 3. Culture There’s a feeling we get when we step on a boat. This feeling is the invisible force known as culture, and it influences the actions and behaviors of everyone onboard. Every vessel has a different culture created by the people on the team. Everyone onboard will influence the culture to some degree. If we find ourselves on a boat with a culture we don’t care for, or if we don’t like something that is considered an accepted behavior, we do have it within our power to effect change, no matter how small the change might be. New crew who haven’t committed to their new life and come upon a boat with a culture not to their temperament could turn to the captain and say “I quit”. Those who have made a commitment to themselves will figure out how to live and work in the new situation. There are a couple of things to know

about culture. Firstly, culture is created by what actually happens, not what’s stated in a crew manual or listed on a poster in the crew mess. Culture is what we do, not what we say. If we don’t like the way things are, we can bring about change by influencing those around us. New crew members might not have much influence to begin with, but that will change over time. As people get to know us, we slowly develop influence. It’s when we have influence that we can impact the culture on a boat. The suggestions to new crew to commit to their role, do any job no matter how small or menial, and understand a vessel’s culture and how to influence it are just a couple of a long list of suggestions captains had for new crew. Take these as food for thought when embarking on your journey in the new world of yachting. Capt. Paul Ferdais, skipper of a motoryacht, has a master’s degree in leadership and previously ran a leadership training company for yacht crew. Comments are welcome at editor@ the-triton.com.

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Triton Networking goes virtual Editor’s Notebook Lucy Chabot Reed

Since COVID-19 set in, we have been unable to host our regular monthly in-person networking events. And while the Zoom platform is perfect for presentations and panel discussions, we were looking for something that would better facilitate our popular small-group interactions. We were presented with a new platform called Remo that offers “tables” or chat rooms of six seats, providing small networking opportunities, much like a trade show. We thought this might fill the gap in our events and gave it a trial run in September. Sixteen captains “walked” through the exhibit floor, checking in on a few of the 11 exhibitors, at that trial run. The feedback was promising. “This new format makes it much easier to attend these events,” one captain said. “While the lunch [inperson] meetings were fun, time and other constraints make this much better. I think this is the wave of the future. Congrats to The Triton for continuing to

innovate for our industry.” Everyone who took our post-event survey said the digital platform was either easy to use or took just a little time to get used to. “I was really impressed with how easy it was to navigate,” an exhibitor from Fort Lauderdale said. “I’m not one for technology so that was a highlight for me. I loved seeing some faces I haven’t seen in months due to the pandemic. Well done Triton.” All the exhibitors who took the survey said they would participate in the event again. “Glad to have participated in this first-time effort,” another said. “It showed us new and exciting ways to interact, while keeping everyone safe. This will surely be a new way to meet new people, grow business and maintain relationships while providing significant cost savings from the old way of doing things.” “I’d like to commend The Triton for trying something bold and different that provides value for captains, crew and exhibitors alike,” said a third. We did it again on Oct. 7 and opened it up to everyone. About 40 people attended and had fun mingling and

catching up with each other. “This is how a virtual event should be done,” one attendee said. “I actually felt I was there engaging with people.” One of the coolest parts was that attendees and exhibitors could participate from all over the world, and they did, checking in from the UK, Canada, Connecticut, New Hampshire, Massachusetts, New Jersey, Michigan, Wisconsin, Tennessee and South Florida. “For a COVID-era networking event, I felt this was a brilliant use of time and resources in getting the industry teams back together again,” another said. “It was so nice to see familiar faces and catch up with the various parts of our awesome maritime community. Looking forward to the next one.” Save the date: the first Wednesday of every month, just like regular Triton Networking used to be. We may continue to tweak the time and timing, so check our online event calendar for the exact time (U.S. East Coast time) and the link to join us. All are welcome. Lucy Chabot Reed is founding editor/ publisher of The Triton. Comments are welcome at lucy@the-triton.com.

REFIT CAPITAL frontstreetshipyard.com Photos by Billy Black.

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REFIT & TECHNOLOGY

A look at and inside Pendennis By Larry D. Rumbol Let us first set the scene, as the location of this shipyard is very much a part of its DNA. Cornwall is a county in England, right at the southwestern tip of the British Isles, an area steeped in ancient history, industrial heritage, folklore, tradition, and natural beauty (achieving UNESCO Heritage Site status in 2006). Cornwall played a major part in shaping the world we live in today, at one time producing 40% of the world’s copper. Mining began here around 2150BC and ended in 1998. A new source of copper was identified in April, so mining in Cornwall may well rise again. Cornwall was also rich in tin and by the 1870s produced half the world’s arsenic as a by-product of tin production. At its height, there were 600 large steam engines pumping sea water from

Pendennis Shipyard, Falmouth Cornwall, England (50.1508 N 5.0558 W) 2222 FALL/WINTER FALL/WINTER 2020 2020 The-Triton.com The-Triton.com

subterranean tin mines and 600 chimneys standing sentinel around the wild countryside – many existing today as historic landmarks. Cornwall’s heritage is not only about mining; it is also very much about fishing. It has two coasts, north and south, 45 miles apart, and 422 miles of coastline. The village of Newlyn is the biggest fishing port in England and has survived the ebb and flow of fish-stock and quota politics to remain thriving. Successful fishing goes hand-in-hand with boat building skills, equally producing the finest of seamen. Fast and weatherly fishing boats can survive the worst weather when so manned, can fish when others cannot, and can be the first to market to get the best prices. Historically, many fishermen crewed the great yachts of the golden 1920s and ’30s as they knew how to wring the most out of a sailing vessel.

That tradition spawned some of the UK’s finest boat builders in Cornwall. The Cornish port of Falmouth is the first deep-water port of refuge from the prevailing southwesterly gales after a rough Atlantic crossing. Competition to be the first to get a pilot on board a transAtlantic arrival was strong; the fastest sailing pilot cutters won the business, which could be lucrative if the ship in question was headed to Liverpool up in the northwest of UK. As ships became bigger and went farther, these time-honed maritime skills organically grew into a major ship repair industry as the Port of Falmouth prospered. Indeed, there is a thriving commercial ship repair business there today. Where commercial ship repair bounces along and survives, sharing the same Fal Estuary view in Falmouth is a flourishing world-class superyacht repair and refit business, Pendennis Shipyard.

A question-and-answer conversation between Larry D. Rumbol and Toby Allies, joint managing director of Pendennis Shipyard. Enjoying consistent growth with major investment for over 32 years and a proud boast of being one of largest private sector employers in Cornwall and certainly the largest superyacht employer in the UK, Pendennis is both a new build as well as a refit and restoration yard. This yard competes on a world stage and can be seen at all the major shows, conferences and exhibitions around the world. Pendennis Shipyard and its story is as worthy and as rich as its Cornish roots. How it all began Let us wind the clock back a bit and look at the history of Pendennis Shipyard. At one time, Falmouth had the biggest dry dock in England, which was completed in 1958. As is the way with commercial ship repair, there are always outside influences preying on their fortunes and

Q. Do you think Pendennis Shipyard occupies a niche sector that has been at the root of its success? A. We are active in multiple segments across the entire market, so I’d say perhaps not a particular niche, but there are segments where we perform particularly well as a company. Examples include custom sailboat construction and the restoration, rebuilding and re-engineering of both sail and motoryacht vessels in the 30-90m range. It does mean that we have to ensure we market the company on many levels so that customers can see that diversity. That’s sometimes a challenge that we do not get pigeon-holed as specialists in just this or that kind of yacht.

Q. How do you see the refit sector developing in the next few years? A. I think if you had asked me 12 months ago, I would have answered differently. Brokerage has certainly come back, but the refit market is still difficult to forecast. We do see pressure to undertake work quickly post brokerage sale, and we are working hard to accommodate that. I see a strong market for people to buy a vessel and put their own mark on it, and we notice that project completion in one season in a timely manner is as important as ever as owners just want to get out there. The attractiveness to get out on the water and spend quality family time has never been stronger. I see that growing.

Q. Do you see the explorer market expanding? A. From what we have seen, the demand for the explorer-style yacht has remained fairly constant over the past few years. This style of yacht is always going to appeal to a certain type of client who wishes to go farther afield for longer periods of time, and the systems and technology within the industry to enable this to be achieved is forever evolving to allow them. We saw this firsthand during the build of M/Y Steel, our first-ever ice class motoryacht project. As for visiting the UK and Europe, despite the difficult conditions, we have had more than 30 yachts here in the past six months, actual visits to this coast and to Ireland and Scotland. More and more yachts are tending to explore beyond the typical Med/Caribbean areas, and that’s a good thing.

Q. Do you see the market expanding with new owners coming through, or are past owners refitting and upgrading? Is there a shift? A. Yes, the industry is still attracting new owners to the market in quite a high ratio via the brokerage or charter routes. But I think as a collective, the industry can do more to attract additional clients and make ourselves more accessible.

Q. Are you able to find the right skills in the UK? A. We have worked very hard over the past 20 years with an award-winning apprentice scheme and recently celebrated our 250th apprentice. Our fantastic facility here would not be what it is without the people we have in the company, and we are one of the few shipyards that train and develop our own staff. We are rightly proud of that both here and in our Vilanova Spain development. So finding skills? Yes, we took the challenge to create those ourselves and have had tremendous support from owners and captains alike. In fact despite a 90% absorption rate here of apprentices after training, there are many Pendennis apprentices out there working on yachts today.

Q. Are there still classic projects out there waiting for dedicated and visionary owners to take them on as a classic rebuild? A. Yes there are, and there are many plans and projects out there to rebuild some true classics. We are always discussing such projects. Q. What plans for the future can you share? A. We recently invested heavily in Vilanova Grand Marina (Spain) and that is coming into its second winter now. We have lots of plans for that yard, having recently relocated our 620-ton hoist there and putting an 800-ton replacement hoist into Falmouth. We are very excited about the reception we have received there and how owners who have visited like the link with Pendennis Falmouth.

Q. What has been the most satisfying contract to date? A. Impossible question Larry. You are asking me to choose a favorite child. I just can’t. Q. Who is your superyacht industry icon, past or present? A. It would have to be William Fife III. I had the opportunity to be part of Mariquita’s race team for a couple of seasons and she participated in the inaugural Pendennis Cup. Beautiful yachts, beautiful lines and a heritage we should all be proud of.

Q. The speak-easy question: If you had the choice of a question in a short interview like this, what would that question be and what would be your answer?

A. What has been the key to the success of Pendennis over the last 30 years? And my answer would be that it is the people, without a doubt, whether it be the clients, the designers, the brokers, the management companies or the wonderful people we have in the yard, we have been very fortunate. To have such visionary people from the start and mentors like Mike Carr and Henk Wiekens who have driven the company, and around them the non-execs we have had over the years. They have all made this company what it is today. All of them “realising the dreams of the clients”.

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Falmouth Dry-Dock was no exception. Its workforce fluctuated from thousands to a few score and vice versa as its fortunes changed. It was bought in a doldrum period by UK entrepreneur Peter de Savary in the late 1980s. PdeS, as he is universally known, had a weather eye on the potential for waterfront development and also as a base for his 1989 America’s Cup challenge with the infamous Blue Arrow brand (I had the pleasure of sailing on her; memorable). And so Pendennis Shipyard was born in 1988. Its first contract was to build the 125foot (38m) ketch S/Y Taramber, designed by the much-missed Ed Dubois. She was completed in 1991 and is sailing today as S/Y La Cattiva, proof that this was not going to be just another yard. This project was soon followed by a refit of the 228-foot (65m) three-masted schooner S/Y Adix, one of the largest sailing yachts built since the 1930s. This was no end-of-season refit either. With a 6m extension and a full interior strip out, this classic yacht put Pendennis on the map. (And I am told she has enjoyed her fourth refit there, too.) In 1993, the management team took control of the yard with Mike Carr and Henk Wiekens continuing at Pendennis today as directors of the only owner-led superyacht builder in the UK. So is it a builder or refit yard, classic or modern? This is the question I put to Toby Allies, Pendennis’s joint managing director. As evidenced by its reference list, the yard can rightly say it has a diverse offering delivering refit, re-build, classic and modern projects for both sail and motor yachts alongside each other. As experts in building and refitting 30m to 90m motoryachts, 2016 saw the yard breathe new life into M/Y Aquila, which was the yard’s largest volume refit to date and the largest privately owned yacht to be refit in the UK. This one-year project involved revitalization of all five deck levels, subsequently awarded Best Refit at the World Superyacht Awards and Best Refit at the International Superyacht Society Awards in 2017. Having owned and restored 100-yearold yachts over the past 40 years (and modern versions of the same), I would say any yard that has a foot in both camps and truly embraces modern technology and classic design has to be Nirvana for an owner who wants to put their mark on a yacht. Am I overblowing that? I don’t think so, having listened to their equal enthusiasm for both. I pressed Allies for a favorite project but he couldn’t help. “It’s like choosing a favorite child,” he said. “I just can’t.” [See the full Q-and-A with Allies on page 23]. 24 FALL/WINTER 2020

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Investment sprouts I first visited a fledgling Pendennis in 1988 and, apart from the eyewatering vista into the Fal Estuary, I would recognize little today had I not been since, all credit to a yard that has continually invested in equipment (£22m alone in 2015). A quick resume of what has been achieved: 2004. 150m covered wet dock, a floating dock gate added to allow one 150m dock or two 75m docks. 2006. A 400-ton travel hoist installed 2013. The singular construction hall was replaced with two 90m halls alongside a 45m double-width hall, as well as new project offices, workshops, a hospitality suite, a 85m mast shed, and the arrival of a 640-ton travel hoist. The 14-acre site also boasts a 7,500-squaremeter wet basin. 2019. New 800-ton travel hoist begins operation, When the business was founded, the average yacht that came for refit was 100 feet (30m). It is now 180 feet (55m). Past projects of note include Leander, Northern Star, Haida 1929, G2, Malahne and Lady E. Currently in the yard is M/Y Marala for a major restoration due for completion in 2021. This 1931 Camper and Nicholson yacht has had few owners in the past 50 years, retaining much of her original character and even machinery. London-based design house Muza Lab has been commissioned to

Pendennis recently graduated its 250th apprentice. PHOTO COURTESY OF PENDENNIS

bring a new look to the décor that both respects and celebrates the 1930s spirit of the vessel. I understand that there will be superstructure modifications to restore her original lines. M/Y Lady E is nearing the end of a sympathetic refit, creating an additional 120 square meters of guest space. A refit period of about a year is no mean feat in today’s conditions. No matter the size of the business, people buy from people, and not always one person either, but an amalgam. Cornwall has a 2020 population of 569,243; Pendennis Shipyard employs more than 400. (It hardly needs saying that that is 400 skilled people, whatever their trade.) I asked Allies how that skill level is maintained. Very intelligently, I would say. Pendennis has been running an award-winning (2019 Excellence

M/Y Aquila is Pendennis’s largest volume yacht refit to date.

in Business Training Awards - Best Apprenticeship in a Large Company, and the ultimate accolade of Best Company to work for in the Marine Industry, to name two of its 20 major awards) general apprenticeship scheme since 1998 and a Surface Finishing scheme since 2005, recruiting 12 young people at a time onto each scheme. Allies said nothing makes him prouder than to see a young person take off his red hard hat and put on a white one after four years of training. The yard just graduated its 250th apprentice and boasts over a 90% retention rate after graduation with many former apprentices eventually moving into senior management positions. There is a mantra at the yard the team calls the Pendennis Way – namely

PHOTO COURTESY PENDENNIS SHIPYARD

“Perfection is Personal”. Cornwall is a close-knit community. For employers to succeed, they need the workforce and the town behind them all the way. That the yard is revered in the town amongst all folk -- whether they work there or not -- is an indication of Pendennis’s moral compass. In recent years, the company has focused heavily on the health and well-being of its workforce with an on-site gym, health and well-being classes, and a subsidized canteen providing healthyeating options. All this gained them gold awards in the Cornwall & Isles of Scilly Healthy Workplace contest the past three years.

Expansion overseas Pendennis made an investment in 2018 in Vilanova Grand Marina in Barcelona, Spain. Its Technical Service Centre opened in 2019 and there are plans to deelop a second phase to increase the services offered to clients in the Med. The marina has 48 superyacht berths, each serviced by a pedestal with decalcified water, electricity supply and a telephone line. The marina is ISPScertified and has 24-hour security and surveillance services. Crew are well catered to with a gym, on-site bar and

restaurant, and, of course, all the on-shore facilities including a hospitality team. The facility includes 30,000 square meters of hardstanding, a 620-ton travel hoist and the majority of the workforce on loan from Pendennis Falmouth with their attendant skill set and attention to detail. Pendennis possesses the necessary skills and technology to complete the work they undertake, and its reference list is due testimony. The fact that many vessels return for multiple refits speaks volumes. But is there something more? It’s hard to define: Cornishness? Pride? They are all weak superlatives Pendennis is expanding its services into Vilanova Grand Marina near Barcelona. PHOTO COURTESY PENDENNIS SHIPYARD when you look at the whole package. It is definitely that field. A sailor since childhood, and using this yard should just go there and about the people -- and yes, I think I am drink it in. a builder and restorer of many yachts, he able to say that. I was in the ship repair is marine business development manager business in Falmouth for some years and Larry D. Rumbol has more than 40 with the oil/fuel and hydraulic laboratory you get to understand what that is, even group Spectro | Jet-Care in the United years experience in marine engineering, if you can’t describe it fully. Kingdom, United States and Switzerland. specializing in condition monitoring, I suggest that anyone considering Comment at editor@the-triton.com. and is the recipient of industry awards in

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M/Y Utopia IV offers case study in roll reduction equipment

By Jamie Benoit Gyrostabilizers have made an industry resurgence in the past 15 years, now becoming near standard equipment on vessels under 80 feet (24.4m), particularly as their price point, power requirements and overall size have become more manageable. In this regard, they have provided the option of roll reduction equipment in a market sector previously untouched. Active fin stabilizer systems, however, continue to dominate the larger boat space – well into the 328 feet (100m) and larger class. For most new construction projects, fin stabilizers with the capability of roll reduction both underway and with zero speed of advance are fairly common. There are, however, a few new construction projects that deviate from this convention by offering both gyrostabilizer and fin stabilizers. This 26 FALL/WINTER 2020

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trend has also been seen in existing vessels - whereupon gyrostabilizers are added to the vessel to augment an older “underway fin stabilizer system”, as opposed to a fin stabilizer system retrofit. For these vessels, the operating designation is to use fin stabilizers whilst underway and the gyrostabilizer for anchor or dockside comfort. Despite these industry practices, there are some unspoken recent launches within the megayacht category for which the builder opted to provide a gyrostabilizer(s) as the exclusive roll reduction device for roll reduction across the entire operating envelope. In such cases, criteria such as distinctive design, specific contract or performance measures are generally prioritized over vessel motions. One public example includes the 207-foot (63m) M/Y Utopia IV, launched in 2018 by Rossinavi. Touted for being best in class for her speed,

shallow draft, magnificent drivetrain, sleek lines and designer interior, Utopia IV has earned countless industry accolades. Unfortunately, her overall openwater seakeeping under certain conditions raised serious doubt and often kept this thoroughbred in the barn. While initially led to believe that the gyrostabilizer – by itself – would perform satisfactorily for all encounters, critical limitations were quickly found with open-water seakeeping abilities. Thankfully, the determined and optimistic owners were not deterred and pursued the expensive process of adding fin stabilizers to restore predictable and reliable comfort to Utopia IV’s guests and crew. By retaining the gyrostabilizer primarily for zero speed use, the inherent benefits of both systems are now able to be maximized. The theory and science of gyrostabilizers are proven and their

usefulness in certain conditions and applications is not disputed. Gyrostabilizers require precession to produce a roll reducing moment. An underway fin stabilizer, on the other hand, produces the roll reducing moment by a coupling of relative water velocity and fin angle of attack. The precession requirement of gyrostabilizers, however, becomes a critical limitation underway, for example when the precession angle has been exceeded or is too slow to be of use. Further, the speed of the precession is influential in attaining the rated output of the machine. The direction and timing of precession motion must be further controlled and synchronized, all while constrained within less than 180 degrees of rotation. As nearly all vessels are considered “weight sensitive,” there also comes practical balance between the portions

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IN LOVING MEMORY OF

BOB ROSCIOLI Bob’s mantra “Today’s the Day” is the way he started every day at the yard. He could be seen walking the shipyard every morning, preparing for the day ahead. A true friend to first responders and veterans, Bob was an advocate of providing jobs and teaching those who have served or needed a chance.

A TRUE ICON IN THE MARINE INDUSTRY.

of roll reduction energy attained by the rotor mass in the gyrostabilizer versus that contributed by its dynamic factors. In a gyrostabilizer, the rotor mass, rate of rotor rotation and rate of angular rotor precession are design variables and become performance-resulting factors â&#x20AC;&#x201C; each with secondary implications. As an example, for a given rated output, a gyrostabilizer can be designed with a larger rotating mass with rotating velocity and thereby utilize a lower precession rate. Alternatively, it can be designed with a smaller rotating mass with a higher rotation velocity and precession rate. Nearly all stabilization devices are sized with consideration of the vesselâ&#x20AC;&#x2122;s natural roll period and sufficient bandwidth for variations in load, free surface effects, etc. In this respect and for vessels with short roll periods, the gyrostabilizer can respond well as its precession metrics are in better alignment with the vessel motion. As the roll period increases and as encounter frequencies decrease, however, the precession dynamics are challenged, if not in cases fully limited. Operationally speaking, conditions include following seas, quartering seas, wind heel, long radius turning and list where the roll period is extended. In this

regard, the underway vessel motions exceed the precession range whereupon roll reduction moment is intermittently or perhaps fully lost. In summary, the industryâ&#x20AC;&#x2122;s expectations and passenger experience aboard a luxury motoryacht demand limited roll amplitudes, low roll rates, reliability and limited accelerations for the purpose of personal comfort, safety, health and damage mitigation. Where these objectives dictate vessel operations, a balance of equipment can be successfully deployed to best serve the entire operating envelope. Lesson learned: At present, gyrostabilizers in megayachts have a role but not as the sole stabilizing mechanism. Jamie Benoit is a licensed professional engineer and holds a dual degree in Naval Architecture and Marine Engineering. He currently serves as the engineering manager for Murray & Associates based in Fort Lauderdale. He has been practicing for 19 years, and has been involved in retrofit and new construction projects ranging from 26 feet to 585 feet. He continues to provide active support to Utopia IV and her owners. Comments on this article are welcome at editor@ the-triton.com.

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One captain’s mission to ‘bullet proof ’ his A/C system By Lucy Chabot Reed After more than 30 years playing with, working on and running boats in several sectors of the maritime industry, one thing about yachting made Capt. Herb Magney nuts: how the air conditioning only breaks when guests are aboard. The last time it happened to him, thankfully his crew was dynamic – stews distracting the guests with shoreside activities, engineers applying band-aids, deck officers calling in reinforcements – so the guests didn’t really know what had happened. But he did, and he was determined 30 FALL/WINTER 2020

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that that last time would be the last time. “The last condenser I had didn’t last six months; It was supposed to last a couple years,” Magney said. “I want it bullet proof. I know it’s out there. I’ve used it in industrial applications. So I was calling around for a replacement and I notice they are all calling the same guy in San Diego. So I called him.” Tim Mournian, owner of Texasbased Titanium Marine Technologies, has spent decades working in the offshore commercial fishing industry. Those mariners and boats depend on their refrigeration systems and ice chests to hold their catch until they get ashore. When a condenser breaks out

there, weeks of work and hundreds of thousands of dollars are lost. So they were keen to consider a fail-safe method, even at triple the cost. “I can safely say we changed the way the tuna fishing industry keeps their catch,” Mournian said. “But it’s a declining market. Once it [a titanium condenser] goes in, it never goes away. So we’re always in search of new markets.” He has expanded to working with the fishing vessels in South America and Mexico and other parts of the world. And then Capt. Magney found his website in July 2019. “The yachting market is exciting to us

because they respect quality,” Mournian said. He offers a warranty of 10 years on his heat exchangers. “By then, the boat has changed hands. They never fail.”

It’s all about the chemistry The failure in these traditional systems is a simple matter of chemistry. The metals that most condensers are made of – copper and nickel – tend to corrode when in contact with seawater. Zincs can keep that at bay, and will work when preventative maintenance is followed rigorously. Let it lapse, even a little, and the results can be unforgiving. Over time, failure is inevitable.

Capt. Herb Magney receives the new titamium part for his next bullet-proofing project on M/Y Ocean Club, the generator. PHOTO/LUCY REED

“Anything we have a failure on, we’re pushing titanium,” said Jeff Wells, service manager with Elite Marine Air Conditioning in Fort Lauderdale, which is working on its ninth vessel installing titanium heat exchangers. “From our standpoint, it’s a liability. When the metal fails and fills the circuit with seawater, it’s worthless. It could be tens of thousands to repair. We’re pushing titanium for anyone who wants to change.” He noted the delivery time for custom titanium units has been faster than traditional custom cupro-nickel units, about four weeks versus eight weeks, but often faster. On M/Y Ocean Club, the 161-foot (50m) Trinity Capt. Magney runs through the charter seasons in the Med and Caribbean, the standard set of condensing equipment historically lasted two years. “Four years ago, I got on, and they were replacing them then and they were already going bad a year later when the new boss had a survey done,” he said. “We replaced it all two years ago in July, in the middle of the Med season with lots of stress and a huge amount of cost.” After about six months, one of the condensers began to fail again, so he sent it for analysis. It was determined there was a factory defect. When he asked the factory about it, “they said, no, you must have done something wrong. But the other one was running just fine. This was less than a year.” That’s when he started looking around for a better solution. “I said this is ridiculous, let’s take it up a notch,” Capt. Magney said. “We can find another manufacturer, coat it, something. I found titanium

when I researched industrial and other commercial shipboard applications. Fishing boats will lose everything without ice, so I’m looking to them. They’ve all gone with titanium.” At first, he thought titanium was out of reach. The first couple estimates came back at $25,000-$30,000, even $40,000, with six month deliveries. Then he found Mournian. “We’re putting it in for about $16,000, in the U.S., direct from Tim,” Capt. Magney said.

What took so long? So why hasn’t the industry embraced this panacea before now? Primarily the cost. Titanium parts can be up to three times the price of their copper-nickel cousins. Mostly that’s because the metal is hard to work with. Welding titanium takes an argon gas environment and usually cannot be done at sea. It’s for that reason the U.S. Navy uses titanium in its non-critical applications, but not on the systems on a destroyer, where atsea repairs are critical. “But yachting is an interesting market because it’s not quite so cost sensitive,” Mournian said. Of course, long-term yacht owners would consider the total cost of ownership, he said. “If you are replacing these things every two-to-five years, how much is that over the life of the boat?” he said. Still, it’s a big nut up front, one perhaps more easily digested after a mid-charter crisis. Here’s the story that broke Capt. Magney’s A/C condenser back: “Two years ago, I had a Colorado family onboard. He was the owner of a

50m Christensen charter boat for three years. He knows the business.” This was when the A/C was about to fail. “We’re hustling all over, collecting bits and pieces. We had the condenser shipped to Naples. Other parts to other places. It was like herding cats, in Europe, in the middle of the Med season, at the end of June/beginning of July. I’m just praying to God this A/C system, please, makes it one more week. “We get down to Sicily and we’re all good. We’re moving to Syracuse on Friday night. Three-quarters of the way down the coast, the engineer calls up, the whole engine room is in a fog, there’s sprayed oil mist everywhere. The A/C has sprung a hole. “Great. Can we bandage it? I tell the girls to control the heat, don’t open doors, yada yada. I do what charter captains do. We get to Syracuse and I tell the guests, here’s what’s going on. We send them ashore and, many hours later, the repair is made. By 2:30 am, we’re starting to cool down. “We had a great time in Syracuse, then a couple hours out of Capri, we got another leak. We divert to Ischia. We get tours set up and send the guests ashore. Got an A/C repair man. The agent had gear and guy there fast and had the repair made. “Then we head to Sardinia to have the whole thing replaced. It took a lot of technical welding in a cramped space. That part alone, just the tech, was 3200 euros. I had to put all the crew in houses ashore. It was an $18,000 job.” Mournian said he is excited to begin working in the yachting industry. He’s delivered about 10 units to large yachts thus far, and he’s begun calling on builders as well as packagers of A/C units to include titanium condensers as an option. “The value is in the fact that it won’t wear out or corrode or erode with fast water,” Magney said. “Titanium doesn't care how fast you put the water through. And we don’t have to change out the zincs every two weeks. We’ll never have to replace it. It’ll last longer than the boat.” His second condenser is on order and he’s working with Mournian to manufacture and replace other parts that tend to corrode and fail. Next up, replacing the expansion tank and engine cooler on his electical generator. Pretty soon, he’ll only have the key worry all charter captains and crew have – how to keep the guests engaged when the weather turns.

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Lucy Chabot Reed is editor/publisher of The Triton. Comments are welcome at lucy@the-triton.com. The-Triton.com

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Machinery’s blood test tells plenty, if we listen Editor’s note: Larry D. Rumbol has written several columns for The Triton since COVID struck. Below are snippets of a few of them. To read these full columns and find his previous ones, visit www.the-triton.com and search “Machinery Matters”.

Machinery Matters Larry D. Rumbol

Condition monitoring best practice “Condition monitoring” is one of those phrases one hears in conferences and learned corners of the dock. Those really familiar with it call it “ConMon.” The fact is that we all practice condition monitoring without knowing it, every day. Casting an eye over the heel or sole of our shoes or considering the chafe on a warp or sail is condition monitoring. Classification societies such as Lloyds and the American Bureau of Shipping and insurance companies call condition monitoring “best practice” and have done so for years, yet many engineers (and humans) run equipment (and shoes) to failure. They suffer the consequences of machinery failure, expense, collateral damage, lost time and, of course, wet feet. It’s a human condition to prevaricate. How often do we say things like “It’ll be alright”, “it’s only warm”, “let’s wait until the next trip”, “it always squeaks,” and so on. As an engineer, one can and should rise above these outdated methods. No screwdriver handle should ever come close to an ear to identify a strange noise, nor any bare hand touch a motor to see if it is hot. We have the technology and we have had it for many years. Think of machinery as a human; if you want a health check, you have a blood test. For blood, think oil. Blood touches everything in a human as does oil in machinery, or at least, all the parts that have an interface and could potentially wear or fail. Blood rarely gets sick; it’s a carrier, as is hydraulic and lube oil, and through this wonderful dynamic of touching everything, it will pick up telltale signs of what is going on with the machinery it touches and protects. Through analysis of the oil’s chemical elements and physical properties and analysis of their precise values against well-known norms, machinery condition can be precisely monitored and/or anomalies investigated. Oil and hydraulic samples are regularly taken (100ml is typical and undertaken via the 32 FALL/WINTER 2020

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dipstick hole with a special hand pump) and sent via a courier system to the lab. Here it is logged, decanted and processed. Elemental analysis is looking for wear metals, oil additive depletions and contaminants. The lab report is not a diagnosis or a cure; it is vital information that allows an engineer to go straight to the heart of a potential problem -- note, potential problem. This is advance information that allows simple intervention in slow time to prevent an anomaly becoming a costly mechanical breakdown with all that involves in cost, time and often reputation (personal and vessel).

Reading the lab report Oil analysis is one of those tasks that should be de rigueur on a superyacht. Like brushing one’s teeth, there is no immediate benefit yet the consequence of not doing it will be painful with the (often very short) passage of time. To continue with the analogy, if a dentist shared the x-rays and a lot of

dental code on a clipboard, one would be in possession of important information yet be bewildered as to what to do with it. So it is with oil analysis lab reports. Despite the cost benefit, often only the color code (green = OK, file it; red = ring someone) is regarded by too many. Not only is this a waste of money but it seriously misses the point. The purpose of an oil analysis report is to decide what action, if any, should be taken to maintain the mechanical integrity of the equipment. The report will not pinpoint specific problems but it will identify where to start looking to find the cause of an anomaly. Surveys say that between 33% and 50% of marine professionals struggle to understand a lab report fully. That is no criticism as it is a complex subject, and that is why there are highly qualified laboratories to deal with it. Not every doctor can read an x-ray. Specialists specialize; generalists keep the thing going until they need a specialist.

Don’t let fuel FAME live forever The words from the musical “Fame” could almost have been written as a biodiesel mantra: “Fame! We’re gonna live forever”. That’s a reality if operators don’t take precautions as microbial growth can exponentially double in size, living forever and, in the briefest instant, grow to triffids in the tank if left unchecked. FAME is also an acronym for Fatty Acid Methyl Esters. In layman’s language, biodiesel, which under current regulations can be present in regular hydrocarbon diesel fuel from 7% to 30%. Inevitably, whether diesel is specified as FAME-free or not, FAME will and does creep into the supply chain. It is impossible to spot FAME visu-

ally as there is no difference between a pure hydrocarbon diesel and a FAME blend except maybe a slight haziness. Ignition and lubricity properties are unhindered. Yet there are real challenges associated with all levels of FAME in fuel and that is related to its affinity to water. Due to this hygroscopic nature, these FAME diesel blends can contain more water than regular hydrocarbon-only diesel, which reaches water saturation at levels greater than 1,000ppm, whilst biodiesel fuels can reach saturation at less than 100ppm. Due to its hygroscopic nature, FAME diesel blends are more susceptible to biological attack by microorganisms. These organisms grow in the interface between fuel and water in the fuel tanks and are aerobic in nature, consuming hydrocarbons and producing fungi and yeasts that are sludge forming, resulting in filter blockage and ultimately sudden unexpected engine stoppage. Anaerobic species also form, which can cause rapid tank corrosion as they produce sulphurforming acids with attendant pungent aromas. Left unchecked, the damage can be considerable and irreversible. Laboratory testing immediately upon bunkering is the best practice whilst keeping a sealed, tamper-proof sample that both vendor and recipient have witnessed and recorded. Two samples are best; one from mid-tank and one from the bottom at the fuel/water interface (if contamination is suspected) as only this will give a true indication of the severity of the problem. Condensation in fuel tanks can also introduce water and the attendant

problems so it is not only poor fuel husbandry by a supplier that is always the root cause. Again, regular testing is the key, identifying water, FAME, microbial growth and, of recent importance, sulphur content to ensure the level is within IMO 2020 Sulphur Cap regulations.

How Straight How Reliable Is Your YourIsMachinery? Driveline?

Hydraulics without histrionics On yachts, hydraulic systems play a vital role in myriad equipment and can be a ship stopper when failure occurs: stabilizers, cranes, winches, hatches, ramps, lifts, thrusters, gearboxes, to name only a few. For each of those pieces of equipment, a manufacturer will have precisely decided upon a hydraulic oil to match the work required of it in the conditions expected to be encountered. Use the wrong oil at your peril. There is no one generic grade. When troubleshooting a system failure, look for obvious mechanical defects. At the same time, check fluid levels, then check fluid condition, and go through the circuit schematic. What is vital and oft overlooked is the fluid condition. Like blood, it is a vital indicator as to why failure could have occurred, especially if it is contaminated. Hydraulic fluid cleanliness is far more important than lubricating oil cleanliness. Lubricating oil is meant to carry impurities in suspension. Hydraulic fluid is primarily an actuating fluid with lubrication a secondary consideration. Consequently, there are cleanliness reporting codes applied to hydraulic fluids by the equipment manufacturers to ensure ultimate reliability. It is all about fluid cleanliness and the very high pressures these systems work under where the presence of contamination in the fluid spells failure. Once contaminant particles are identified, further analysis can be undertaken to establish their source. It cannot be over emphasized that fluid cleanliness and freedom from contamination are paramount. Larry D. Rumbol has 40 years of expertise in marine condition monitoring and is marine business development manager with Spectro | Jet-Care in the United Kingdom, United States and Switzerland. Comments are welcome at editor@the-triton.com.

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CREW LIFE

How captains see mental health in yachting

By ISS Captains Committee The Captain’s Committee of the International Superyacht Society (ISS) is a collective of current seafaring captains from varying backgrounds and locations that work together to represent the concerns of yacht crew and captains. Projects include support for ISWAN and the launch of the yacht crew helpline yachtcrewhelp.org and the publishing of issues of wide industry concern. In this second article from the ISS Captains [find the first one about fatigue at the-triton.com], we confront an issue that cannot be ignored. It is not generational, not gender specific nor culturally targeted. Mental health of seafarers poses a threat and risk to all crew. It manifests in seemingly innocuous behavioral changes and can have devastating consequences. This article was in draft well before COVID-19 changed the fabric of our global community. We will not provide any commentary on the crisis as there is 34 FALL/WINTER 2020

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enough already. All it does is heighten the need to be aware of our seafarers and their mental health challenges.

The problem

Crewing on a yacht is characterized by a unique set of features that sets it apart from other occupations. This includes: 1. Living in an environment that must appear to be “perfect” at all times, 2. A lack of empathy from shore support network (i.e. misdirected envy from family and friends with no understanding of yachting environment or pressures), 3. Demanding physical and mental working conditions, 4. Long hours of work creating high levels of stress and fatigue, and 5. Employment insecurity where the slightest perceived failure can result in being let go on a whim with all the attendant stress. It can also be a lonely life. Not only are

yacht crew away from family and friends for long periods of time – for some at a young age – many seafarers live isolated lives while onboard. An increasing degree of automation onboard ships has led to smaller crews, and crew members may have different cultural and ethnic backgrounds. Of course, cultural diversity is also a positive, depending on how it is approached. The lonely life in seafaring is not new, of course. What is new is that society’s expectations have moved incredibly quickly. This cannot be ascribed to any generation; in a time of constant connectivity, nobody expects to be out of contact for an extended [time] from loved ones, family and friends ashore. Technology, for all its wonders, can also not be ignored. It has become clear that the use of technology, especially social media, has made the individual more isolated, with face-to-face interactions diminished. Crew are goaded into presenting an alternative reality online. This “reality”

often presents a life that is carefully curated and full of joy, whereas the lived experience of the crew member is long working hours, little recognition and restricted living quarters, all the while traveling to beautiful locations but being unable to step ashore to enjoy them. This may be the true reality, though the picture shown on social media by the crew member is very different, all smiles, and beach parties. The incongruence and tension between these two realities creates tremendous stress on the individual. It can have a devastating impact and was cited as a contributing factor to the loss of a member of our yachting community who could not reconcile the online reality with the yacht’s true reality. As we captains did in our first article, we also look to other industry sectors for guidance to define and understand the problem. The commercial marine sector is aware and concerned for seafarers’ mental health, so much so that Cardiff

Captains discuss mental health, raise money for online support By Lucy Chabot Reed

Small crew cabins are the only private space a crew member has onboard, and it is often shared. TRITON FILE PHOTO

University was supported to conduct a study into cause and effect (published Gard Nov. 26, 2019). In the commercial sector, 55% of companies had not introduced policies or practices to address seafarers’ mental health. The ISS captains read this as 45% positively responded. It would be frightening to conduct the survey in the yachting sphere. “The study concludes that ‘it is appropriate for industry stakeholders to be concerned about seafarers’ mental health and wellbeing and that such worries may be somewhat overdue. In fact, 55% of employer respondents stated that their companies had not introduced any policies or practices aimed at addressing issues of seafarers’ mental health in the last 10 years. Going forward, there needs to be much more emphasis placed on proactive measures aimed at improving the conditions of work and life onboard for seafarers and less placed on reactive and self-help strategies for employers and seafarers.”

Shortcomings The captains in their shared and lived experience do not know of a cohesive policy that recognizes or provides support strategies for crew experiencing mental health problems. With many yacht medical policies excluding cover for mental health or stress injury, it is almost structurally denied as being a medical issue. With this being so, the seafarer must make the decision whether to stay and try to “work through it” or lose their income. Would we do the same with a broken limb? MLC [the Maritime Labour Convention] requires there to be a policy on bullying and harassment, but how is this supported beyond a document? We are a long way from a solution when an ISS captain reports: “… On the last trip, my owner said that psychology has nothing to do with

More than 80 yacht captains and industry professionals gathered in a webinar during “An Hour with Colin Squire” on May 6 to discuss mental health issues among yacht crew and ended up raising enough money to create a yacht-specific portal to provide online access to free mental health information and support, www.yachtcrewhelp.org. That portal will offer 24/7 live support in multiple languages through various modes including computer and phone to help yacht crew navigating the stresses and pressures of yachting, to help families of crew dealing with issues, to help captains deal with emergencies or handle mental health issues, and provide wellness tools for all crew. The site mirrors another that ISWAN (International Seafarers Welfare Assistance Network) has created for commercial seafarers. “We exist to promote the welfare of seafarers worldwide,” said Caitlin Vaughan of ISWAN. “MHG came to us a couple years ago and asked us to do research to see how we might provide this same help to yacht crew. … One of the biggest surprises was learning that crew didn’t know where to go when they needed support. So what can we do first? Provide access to support.” But after conducting a survey, it was clear yacht crew would not use the commercial site, which set ISWAN and several industry players to task raising the money needed to create a yachting-specific site. “For better or worse, we are a unique culture in yachting,” said Capt. Brendan O’Shannassy, moderator and host of the webinar. Capt. Mike Mclean of S/Y Andromeda has gone through a few

“critical incidents” during his time in yachting, and noted that the lack of training in how to handle mental health issues and in support when they happen made the situations (everything from substance use and abuse to suicide) harder than they had to be. “Where do you go for support when you are the rock people lean against?” he said. “The lesson I’ve learned is we create the environment in which we live and work for the crew. It’s quite frustrating when something happens and you don’t have a clear avenue for support. “We need to navigate the sense of loss, the depression, the whole scale of issues,” he said. “The size of the [audience today] for this conversation shows it’s a real issue people are dealing with.” He noted that he’s got a strong network of professional colleagues to call upon, but said that doesn’t usually exist for junior crew. “Another thing to navigate in a critical situation is how various players play their role and how to communicate that to junior crew,” he said, especially flag state, the DPA, and the owner. “It’s hard to understand everyone’s perspectives at times. Everyone is dealing in their own way at their own pace. We’ve got to communicate that to crew. “How you do it is by making it an everyday topic,” he said, quoting Rumi: “Yesterday, I was clever so I wanted to change the world. Today, I am wise so I am changing myself.” “We create that in how we communicate with each other, how we interact with each other, and how we resolve conflict.” So yachting is trying to implement See WEBINAR, Page 37

See CAPTAINS, Page 36 The-Triton.com

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CAPTAINS, from Page 35

FIRST LOOK

leading a bunch of yacht crew in tight quarters. It made me laugh because it is actually the biggest and most important part of my job.” The senior captains of the ISS understand their roles and the responsibility given to them, and contrary to some this is not for manoeuvring the wonderful yachts. It is for delivering consistent leadership and effectively communicating.

The power of leadership (an ISS captain’s story)

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After taking command of a large yacht from another captain, it was apparent one of the deck department was drinking too much, overweight, and quick to anger. Looking to find a cause over just dealing with the problem, I discovered the past captain would scream, yell and micromanage. With this known, it was a conscious shift to show the deck crew kindness, leadership, and encouragement to take ownership of their department. The team completed more in less time, and the beat-down crew member started training, drank less, lost weight, and told his fellow crew that he was happier with his job and now wanted to stay. I can teach my young nephew how to correctly dock a boat or fill out paperwork, but it is only through our education and lived experience that we develop into the leaders that can psychologically help a crew member in need, whether it is a professional or personal issue. We are all without our loved ones at sea and crew rely on the captain and department heads to have developed emotional skill sets to support them. Never underestimate how much influence you can have on some people with positive interaction over time.

The solution(s)

As with every article the ISS captains present, we acknowledge, simple solutions would be in place and there is no single “silver bullet”. Nevertheless, we say there is a way to go in the yachting community and some of the changes are not beyond taking steps toward today. Yachting is a wonderful community and profession to be involved in. It presents great opportunities for personal growth, education, life experiences, and friendships. It broadens most people’s horizons through travel and contact with different cultures, both through journeys and also via co-workers. These are opportunities that should be cherished and taken advantage of. Additionally, in challenging economic

times, yacht crew can gain an advantage with their at-sea salary helping them gain a financial foothold not available to many of their shore-based peers. As captains, it is our moral responsibility to make sure that these opportunities are taken by crew. This support and constant communication can help having a crew that is stimulated and has tolerable levels of stress. Remember captains: “lead the people, manage the process”. Captains. Leaders are not born, nor are they created with a certificate of maritime competency. Captains need experience to lead and to acknowledge they do not have all the answers. Mentoring/coaching is common in the corporate and military spheres. It is beginning to be available in yachting. Captains, owners and managers of yachts are encouraged to seek this. The ISS can provide referrals for mentoring services. Crew. Captains all try their best with the tools they have at their disposal. They make errors, and some (regardless of certificate) are just not suited to lead a team and can, through their own sense of self-preservation, be incredibly damaging. Crew must speak up using their respective pathways (DPA/owner’s representative) if this is the case. It is a serious step but one that, at times, is essential. Structure of operations. There must be systems in place to handle stressed crew, but again ask if the stress is actually a symptom of the real problem that never gets acknowledged. This could be one or more things such as a guest-on schedule that does not acknowledge the humanity of those delivering it, one person with power in the organization that has no leadership skills and does more damage than good, or someone who is far more interested in job self-preservation than helping the team to solve the issues that are crippling the organization. The challenge to a yacht is to identify and rectify this structural flaw. Three Cs: Communication, Communication, Communication. Having the old-fashioned ownercaptain relationship can go a long way to helping with crew morale and their mental health. All ISS captains wish every owner asked the open-ended question of what suggestions the captain has in regard to solving the problem of crew. A prepared captain can discuss how the past few years of the guest usage schedule has been a benefit or a detriment.

To help build the team of people from all over the world, confirm that you are having the appropriate number of quick and to-the-point meetings, as most crew complain of the “mushroom” scenario.

From little things, big things grow

There are many small changes that, when aligned, can make a difference. Use of recreational areas and the gym when guests are not onboard helps immensely as does having the time in the program to actually provide clear unencumbered days off to crew. The captain needs to feel supported by their management and yacht owner to think as far outside the box with creative ideas that are minimal impact for the owner, but a great benefit to the crew. Also, while crew are eating lunch or dinner, ask them to not be looking at their phones, but instead engage with the other people at the table and turn off the TV at mealtimes and breaks. These steps will not solve anything quickly, but over months and months, you will see a difference in how the team comes together. By only looking at our phones, I would never know that one of my fellow crew has a brother with the same physical handicap my cousin has. Talking about it makes us much closer.

Summary

The awareness of mental health is critical in all aspects of our community living, professionally and personally. One ISS captain observed that “mental health concerns are so prevalent I am dealing with them daily. This should not be the case; something needs to change.” If we were to do a stress/mental health risk analysis as we may do for other hazardous operations, would our yachting work environments pass? If they wouldn’t, what do we need to change? For the love of yachting, the ISS captains ask that we all become stakeholders in supporting our captains and crew in this most critical aspect of their safety and performance. We also ask that you do more than nod in acknowledgement. We ask that you join us in supporting ISWAN and donate to the development of their support portal (www.justgiving.com/campaign/ yachtcrewhelp). Now more than ever this is needed. The International Superyacht Society (ISS) is the representative organization of the large yacht industry with a mission to “promote excellence and ensure sustainability in the global yachting industry”. The Captains Committee is a committee of eight yacht captains; info@ superyachtsociety.org.

WEBINAR, from Page 35 the same sort of Employee Assistance Programs (EAPs) that the corporate world has offered its employees for decades. “Whatever more than 50% of an industry would have done becomes the norm, and that develops over time,” said Tony Nicholson, directory of the luxury yacht/new builds division of MedAire, a rglobal emote medical and security company based in Arizona. “It’s unusual now for corporations not to have an EAP, particularly if they have employees traveling overseas,” he said. “It leads to a happier workforce, less absenteeism, and more productivity.” “We are far behind most corporations that run businesses to the caliber we are doing,” said Capt. Rafael Cervantes Mataix, noting that hiring practices should include things such as psychometric testing. “It’s relatively easy to instigate, low cost, and has a high yield. The more

access to support. It’s an investment you hire people, the more savvy you in crew.” get, but you have limited tools.” Fort Lauderdale-based MHG He also noted that in the past Insurance company was “on ground few years, he’s used drug testing to zero on this”, Capt. O’Shanassy isolate behavioral issues before they said, noting the company has been turned into “critical incidents”. working to get crew health policies “For many years, I never did unless to include mental health support. I had reason to,” he said of drug “When crew testing. “In the last Yesterday, I was are able to reach few years, I had abuse that I never in clever so I wanted to support, it prevents what potentially can a million years would change the world. be a worse medical have seen coming. Today, I am wise scenario,” said Mark That might point to so I am changing Bononi of MHG. problems in mental “By providing this health. Something is myself. pushing crew to self – Rumi, a 13th-century benefit, insurers can medicate. There’s a Persian poet improve the success of coverage overall.” line here. Maybe this The webinar person shouldn’t be was organized by the Captain’s in this environment [on yachts]. It Committee of the International will be detrimental to him/her.” Superyacht Society. A questionCapt. O’Shannassy agreed. and-answer session extended the “That investment in the start discussion another hour after the to help crew understand the five panelists spoke. environment is valuable,” he said. The next day, Squire released “Substance abuse is not the cause; this statement: “It is with pride and it’s the result, hence the need for

pleasure that I am able to announce that following the live donations during the call and pledges made, the www.yachtcrewhelp.org site has funding to be established and pathways for continuing funding are also known. The ability to donate remains open via the JustGiving page that can be reached via www. yachtcrewhelp.org.” The portal was expected to be live by mid-summer but COVID has impacted progress and it had still not been activated by mid-September. “The vision is to have a sticker with a QR code to the portal on the back of every cabin door in every yacht,” ISS stated in a press release about the webinar. “It is completely independent of managers and employers, and training providers could also hand the stickers to STCW graduates. It is non-commercial / non-branded and for all crew.” Lucy Chabot Reed is editor/publisher of The Triton. Comments are welcome at lucy@the-triton.com.

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FALL/WINTER 2020

Since COVID struck in the spring, yacht crew around the world made the most of their quarantines and isolation. Many turned to social media to share their expertise. On the following pages are stories about a few of them.

Yacht captain social media star shares life onboard By Lauren Coles Capt. Tristan Mortlock, fondly known on social media as the “Super Yacht Captain,” has built a following through sharing a positive spin on what it’s like living and working on a superyacht through his YouTube channel and Instagram page. With nearly 120,000 subscribers on his YouTube channel, he wasn’t always a star of the digital screen. He started his career in the yachting industry at the age of 16, working for Marina Marbella in the south of Spain. In the winter months, he was an assistant marine engineer. In the summer months, he was working boat deliveries, client boat handovers, client boat rescues, and working as skipper for hire. Being at sea is in Capt. Mortlock’s heritage. His great-great-grandfather and two great uncles on his father’s side were all ship pilots on the River Thames. Their duties included assisting masters and their vessels safely navigate the river. On his mother’s side, his grandfather was a keen sailor who loved sharing beautiful old paper charts and showing the young Mortlock the areas where he had cruised. “When I started my career, he loved teaching me the symbols and basic navigation,” recalled Mortlock. But being a captain wasn’t something he always knew he wanted to be. “It took me two years of working in the industry before deciding I wanted to make my way to captain,” he said. “I made that decision based on the knowledge and love of the industry that I had acquired over the years.” Capt. Mortlock got his first command in 2007. The owner of M/Y AWOL (A Way of Life) took a gamble on the then-21-year-old, and 13 years later, he runs a successful charter yacht in the business. Passionate about his career, Capt. Mortlock started his YouTube channel when he noticed negative opinions about the industry. 38 FALL/WINTER 2020

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Capt. Tristan Mortlock, far right, and his crew on M/Y AWOL.

“I decided I’d had enough of it,” he said. “The industry has been great to me. Because of it I met my fiance and lovely friends, have a very comfortable income and the opportunity to travel to places that most of us can only dream of.” What started out as a channel showing what life working on a yacht is really like has progressed to exploring other areas of the industry. He has featured boat shows, and also created educational videos with the chief engineer, chef, and other crew members. He’s witnessed a rapid growth of the channel. “What really stands out about being the ‘Super Yacht Captain’ is how many messages I get from fans inspired to pursue their dreams both in yachting and in other industries,” he said. “It's extremely rewarding knowing that it’s having a positive impact, and I can only hope that it continues to inspire people from all walks of life.” Capt. Mortlock, who recently got his MCA Master 3000 certification, shared the process: “Like the majority of the superyacht captains in the industry, I went down the MCA Yacht certification route. This basically involves acquiring a minimum amount of sea time, attending courses and passing written exams. “It takes a good number of years

PHOTO PROVIDED

before getting to the MCA Master 3000 level as you have to first become an OOW/Chief Mate, acquire more sea time, pass all the masters modules before finally applying for your NOE (Notice of Eligibility) to sit the final masters oral exam with an MCA examiner.” But the new certification doesn’t mean he’s looking to jump ship from AWOL anytime soon. “A question I get all the time from the followers is why I don't move to a bigger boat and my answer is always the same: It's not about the size of the boat,” he said. “For me it’s all about the people you work with. I’m very fortunate in that I work with the best team, I've been with our central agent Anna Granlund from IYC for well over a decade.” When describing life onboard, the crew of AWOL has a strong sense of camaraderie, and even family. “My chef has been with us since the beginning. Our chase boat driver, Harry Morgan, is making a return to AWOL this summer. He runs the AWOL (A Winter Of Luxury) chalet in Verbier over the winter months and has been with us for five years. “The Chief Officer Jason Lambert and 2nd Stew Michaela Letley are also

a great couple and are working with us full time. My fiance, Chief Stew Giverny Jade, and I have been working together for over eight years and we all get on really well. “Finally, the person that makes this all possible is the owner,” Capt. Mortlock said. “The man is an absolute diamond, loves his crew, will do anything for them and is nothing but a pleasure to work for. I can't thank him enough for believing in us and giving us a canvas to create something special with AWOL.” With such a pleasurable life at work and at sea, it is clear why Capt. Mortlock has chosen to share it with the public through social media. His advice for yachties looking to make it on the digital screen: When filming, be yourself and use your experience to teach the viewers; Be consistent with uploading content; and Be extremely thick skinned, because as you grow bigger and bigger, you're going to attract internet trolls and some nasty people saying nasty things. Learn not to take it onboard, or even worry about it. The content on his channel has changed since COVID-19. He is doing live streams at least once a week, where followers can ask questions. He’s also been expanding on crew stories, including a recent story about a piracy scare on the East African coast. He is currently editing a video about how to become a captain on a superyacht. His advice for people new to the industry seeking to become a captain: “I would highly recommend going down the MCA Unlimited route. As the industry is growing, more and more yachts that are being built are greater than 3000GT.” Lauren Coles is a freelance writer and founder of Yoga Yacht living in Port Hercule, Monaco. She holds a master's degree in education. Comments are welcome at editor@the-triton.com.

Yacht chef shares skills, humor in daily quarantine videos By Lucy Chabot Reed Chef Brennan Dates has created Quarantine Kitchen, short videos of anything food related that he feels like discussing – except recipes – while riding out a 50-plus-day charter in which neither the yacht’s crew nor guests will touch land. While yacht chefs likely already know much of what Dates emparts, plenty of crew and normal people who want to learn from a chef can find humorous and useful advice. “I realized that I had an opportunity to help friends and family cook that might not have any idea how to,” he said mid charter earlier this summer. “What I had no idea of was how fun it would be to connect with everyone in a lockdown.” The videos are short, somewhat sassy, and often call on Dates’ sidekick, Patrick, the yacht’s second chef. A recent video discussed how to use a steel to hone knife edges. “This is a steel,” Dates says, holding the steel up to the camera. “This is not a sharpener. I know you want it to be a sharpener, but it's not. It doesn't sharpen your knife, it hones your knife.” Quarantine Kitchen, Stuck on a Superyacht, includes more than 30 videos, and they ended when the charter ended. Several focused on his sourdough

starter, comparing it to one Patrick had also begun. Through the course of those videos, the viewer can follow as the starter grows, is fed, and ultimately creates several beautiful loaves of sourdough bread. Dates was one of three finalists for the 2020 Acrew Best Chef award, which was scheduled to be announced Nov. 28 in Barcelona. Find the links to Dates’ Quarantine Kitchen videos on his social media channels on Facebook and Instagram under “Olive Oil and Gasoline”.

Chef Brennan Dates. created and shared daily videos from a 50-plus-day charter where neither the yacht‘s crew nor guests touched land. PHOTO PROVIDED

Lucy Chabot Reed is editor/publisher of The Triton. Comments are welcome at lucy@the-triton.com.

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Living and traveling with a sub A yacht captain’s reflections as a pilot

By Lucy Chabot Reed Capt. Les Annan didn’t think his musings about working and living with a submarine would generate much interest. His family and friends asked lots of questions, so in an effort to avoid having to repeat himself, he started posting updates about his job as pilot of a personal Triton 3300/3 submersible on his Facebook page. But beyond that? “There was no reason or rationale to why I started it,” he said, noting that the first submarine post went up this summer. “It’s just nice to post something that’s apolitical. It’s kind of hard to get upset about subs.” But only his friends and family could see his blog posts there, along with posts of his sons’ accomplishments and other personal thoughts. So Capt. Annan launched a public page in late June, and after just a few days, it had already got more than 160 members. By mid-September, it was

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nearly 400. The first thing to know about the blog is that it’s pretty technical. Capt. Annan – in addition to being 3000-ton all oceans master – is also a chief engineer of unlimited tonnage and unlimited horsepower. (He’s also been diving since he was 12 and is a PADI master dive instructor.) So his posts are full of technical interactions with the sub, detailing its systems, its batteries, ABS certification, even polishing the props. But there’s more, including videos of the sub in action, on the surface and underwater. Capt. Annan also shares personal thoughts. Here’s a snippet from Les’s Submarine Blog No. 7: “What goes through the mind of a sub pilot? “I can only speak of what I think about, but I am sure that other pilots have the same thoughts. “Driving the sub is easy and very intuitive but there is a lot on the mind of the pilot. The system information

Capt. Les Annan applies his knowledge as a captain, chief engineer and now sub pilot to his Facebook blog. At right, he is driven to the sub his crew just launched. TRITON FILE PHOTOS

given to the pilot is clear and easy to understand. The waterproof, wifi, wireless tablet is monitoring and recording the sub systems and will alert the pilot if something needs attention. The pilot has the best seat in the sub and has a huge range of unblocked vision and comfort. Most systems have a backup and some have a backup to the backup. “This is what I am thinking in the sub:”, which is followed by more than 25 questions he asks himself, such as Is there a current? and Am I close enough to the wall? And after scuba diving for most of his life, here are his thoughts from Blog #11: “One of the first things that changed for me is what deep means underwater. For a scuba diver on air, 40m is very deep. For a Navy submarine, 300m is deep. For me, now 900m is deep and 75m is shallow. I have been told less than 500 people in the world have been below 500m. “There is a theory that the giant squid (up to 13m) travel the world below 500m. So far, two giant squid have been seen underwater from a Triton sub. Most places we go with the sub, we are

the first ones to sub dive there so once you are below 40m you are the first human to see whatever you see.” Capt. Annan has more than 30 years working on what he calls “white boats”, and a stint working as chief engineer of a 320-foot offshore support vessel in the oil and gas field when the yachting industry slowed down during the Great Recession. When he came back to yachting about four years ago, he helped a broker and took a temporary assignment as chief engineer on M/V Axis, the 182foot Damen support vessel to M/Y Gigi, a 164-foot (50m) Westport. “They liked me and I liked them and they asked me to stay,” he said. When the captain hired for Axis fell through, Capt. Annan took the post. When it came time to outfit the vessel with a sub, the owner asked what sort of person would make a good sub pilot. The sub maker said the pilot should be a captain, be a diver, and know a bit about engineering. “Well, that’s Les,” the owner said. So Capt. Annan and the captain of Gigi were both trained as sub pilots.

And he’s been enjoying it ever since. One day last week, he went down on three dives of 200m. His deepest has been 1000m. “That’s the limit of the sub,” he said, as if to leave the door open for even deeper dives. He has noted that exploration of the deep ocean is all being done by private funding. And the government-created charts aren’t accurate. “But do they really care where the

100m drop-off is?” he said. “But me, I’m looking for the wall. That’s where the sea life is. There’s a lot of life and a lot of color there. “That’s what we do, go down and look at fish. You can’t get out, but the boss and his guests love it.” Lucy Chabot Reed is publisher of The Triton. Comments are welcome at lucy@ the-triton.com.

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Crew use COVID downtime to make a difference By Lucy Chabot Reed In the Bahamas, Mate/Engr. Paul Nelson and Stew Fiona Last of the 81-foot (24.5m) M/Y Equinox started diving on their marina home in April to pick up litter. Based year-round at Bay Street Marina in Nassau, they have removed heaps of debris and watched fish and wildlife flourish.

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“The marina is usually a very busy place, and this has been a really unique time to get in the water to clean it up,” said Nelson, who is also the 81-foot (24m) charter yacht’s dive instructor. “If you walk around a marina in the Bahamas, you can see the bottom, and it doesn’t take long to pick up the very visible debris and make a difference.”

The 81-foot Cheoy Lee is available for charter and the crew are used to doing spontaneous and unusual things. So as soon as the boating traffic stopped in the marina, they knew they had to do something to support their marina home. “We started off by picking up big bits, and then we’ve gone back and picked up crates and crates of smaller bits, and pretty soon we

FAR RIGHT: Mate/Engr. Paul Nelson and Stew Fiona Lastor stand with some of the debris they removed from the marina floor this spring. ABOVE: Capt. FC Lubbe also participated picking up trash, and many of the marina staff helped dispose of it all. PHOTOS PROVIDED

don’t see those odd shapes under the sand,” Nelson said. “When you’ve been around the water a while, you notice the unnatural shapes.” The marina staff have helped bring the debris up onto the dock and disposed of properly, they said. “The marina is a lot cleaner simply because of the lack of boats moving around,” Last said. “We wanted to share the photos of the sealife to remind everyone that they are down there. Even when you think a marina is a commercial place and it’s OK to dump your trash, there’s lots of sea life below the surface.” And although they snapped some photos of troublesome lionfish in the marina, both Nelson and Last were quick to point out that because of the current, lionfish don’t find much food in the marina, and the locals have been active in harvesting adult fish in the surrounding waters. “Our ocean environment is a subject very close to our hearts and as this is really the first time no boats have been

moving, we wanted to take advantage,” Last wrote in an email, sharing these photos. “We have photographed most weeks, and as the lockdown has continued other crew members have joined us and helped.” Lucy Chabot Reed is editor/publisher of The Triton. Comments are welcome at lucy@the-triton.com.

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Girl power: Back-to-back river trips leave their mark By Lucy Chabot Reed Capt. Kelly Gordon and her crew aboard the 75-Sunseeker M/Y Corporate Retreat had just come the long way around from Florida to Chicago. Thanks to COVID-19, closed borders and closed locks, the traditional run to the Great Lakes for a boat that size instead took weeks around the tip of Florida, through the Gulf of Mexico and nine days up the inland river system of America’s heartland. The trip was full of emotions: the highs of a good crew that clicked, the pride of compliments and smiling faces at every port, the tension of navigating alongside enormous river barges, the stress of dodging floating debris in the swift spring current. Capt. Gordon, First Mate Gianna Mesi and delivery crew Shane Hughes made the trip without incident, and then were asked to immediately do it again. “We ran the rivers twice this season, once to bring this boat, and again to help a broker deliver his boat,” Capt. Gordon said. “It was pretty amazing.” Capt. Gordon and Mesi are in the second year with the owner of M/Y Corporate Retreat. This vessel was delivered to South Florida in January and needed to get to its cruising grounds for the start of the season, COVID or not. “With COVID, can you believe they ABOVE: Capt. Kelly Gordon, left, and Gianna Mesi delivered two yachts up America’s river system this summer. BELOW: Huge barges and their cargo worked the rivers day and night, making radio calls and communication critical. PHOTOS PROVIDED

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deemed the Erie Canal and its workers non-essential?” Capt. Gordon said. Necessary work on eight locks was halted when the pandemic hit. Usually open in mid-Spring, the locks weren’t expected to open until July 4, and even that was questionable. The St. Lawrence route was out when Canada closed its borders, so the only way to salvage the summer cruising season was down, around and up. “I’ve spent all my time on the East Coast, New England and Florida, and the Bahamas and Cuba, when that was still allowed,” said Capt. Gordon, who has earned her USCG 500-ton ticket working on yachts up to 132 feet for the past 10 years as a mate, engineer and captain. “My first fresh water was last summer up here in the Great Lakes.” First Mate Mesi has spent her whole life in the Great Lakes. When she was about 12, she helped her dad take delivery of his new 60-foot Sunseeker in New Jersey and they drove it to Detroit. Her yacht captain brother helped her land her first yachting job about four years ago, which ended up being a perfect beginning. “That first boat was a great experience,” Mesi said. “I had never done anything so official before.” The yacht had a chef and ran trips with 20 guests who were served seven-course meals. “I definitely learned how to do things right, right off the bat.”

This year’s trips up the rivers with Capt. Gordon have left an impression. “They were amazing,” she said. “I learned so much in such a short amount of time.” They waited until mid-May for the spring rains to die down a bit before setting off. “When you hit the Mississippi, you gotta put your big boy pants on,” Capt. Gordon said. “It’s definitely bucket-list worthy. I did all my research so I knew where I was going and where I was staying, but I didn’t know what to expect in terms of what I’d see.” Most notable was the amount of commercial traffic, especially tugs and barges. Her best piece of advice for anyone running that route: be polite. “The big thing is be respectful of commercial traffic,” she said “Don’t do a fly by. Call them on the radio, request a pass, and ask when is a good time and what side. If you are nice to them, they will help you. They’ll tell you there’s a shallow coming up or there’s more water on this side. Then give them a nice, slow pass.” She noted that though recreational boaters stop at night, much of the commercial traffic doesn’t, “so the next morning, you see them again.” And that will go much better if yesterday’s encounter didn’t leave them with a wet deck. While she was prepared for the trip operationally, she wasn’t prepared for how often people were surprised to find a woman at the helm. “On the trip, pulling in, the marina people or people walking the dock would automatically go to him,” she said of Hughes, who joined the vessel for the delivery. “He’d always laugh and say, I’m third in line; those two girls run it. You have to ask them.” People were always surprised to find two women running the boat. “For me and her, it’s something we never think about,” Mesi said of working with a female captain. “But no matter where we stopped, someone would always have a comment about it, either surprised and supportive or questioning if we could do it. I always like to prove the doubters wrong.” In Chicago last summer, they quickly became known as “the girl-run boat.” “Women are underrepresented in yachting, especially captains,” Capt. Gordon said. “Day to day, it’s just me and my female mate. It’s cool that we get the job done.” Being a woman in yachting has helped her, but it’s also hindered her, she said. She knows she’s missed out on jobs because she was a woman, but also acknowledges that it likely had less to do with her abilities than it did with the

owner’s wife or girlfriend. This job and her previous one – where she worked with the owners eight years – she said her bosses preferred a woman. “Both said to me, if you want to get something done, ask a woman,” she said. “But I’ve also not gotten jobs because of it. On one job, when the wife met me, she said no. That had nothing to do with me, I know. But it still happens.” Her advice to women working their way through yachting on deck: stay determined, don't doubt your ability and what you know, and find a mentor. “My mentor is Dan Meggitt,” Capt. Gordon said. “He provided me with such a good foundation to build upon and was/is instrumental in me achieving the success that I have in this industry. Almost every day when handing a boat or making a decision, I think back to all of what I learned through him. If it wasn’t for him, I wouldn’t be where I am today. He was always teaching me and pushing me to grow. He was an amazing support and still is.” She didn’t really intend for M/Y Corporate Retreat to be the girl-run yacht. “When I got to Chicago last summer and needed a mate, I asked around and heard about her, that she was really good,” Capt. Gordon said of Mesi. “It just happened. I never thought anything about it. I’m just doing my job and getting it done for the owner.” Mesi, too, admits it shouldn’t be so unusual. What she likes best about the arrangement is being able to learn from Capt. Gordon. “She’s been a huge influence on me,” Mesi said. “She has been doing this a while and has a lot of knowledge. She’s been all over the East Coast and the Bahamas, places I hope to get to someday. And she’s shared a lot of her knowledge with me. … “Working with guys, sometimes they kind of, like, put me down for asking questions,” she said. “With Kelly, she brings herself down to my level to make sure I understand.” Both women agreed that their first trip up the river system was one of those memorable trips that stays with a mariner. The high point was the trip itself: the tough navigating and newness of the place combined with a drama-free crew made. The low point: when it all ended. “When we tied up in Chicago and they left, I cried, because I had such an amazing time with them,” Capt. Gordon said. “There were no ego issues, there was no ‘this is my job, that’s your job’. We were all doing the delivery together. Yes, I was the captain, but that never had to

be said. We all just worked together and we never had any drama. Going through that for a week, and then we get there and they scram. Yeah, that was the low point.” “It was very clear that the end was a low point for her,” Mesi said. “She was crying 15 minutes before we got to the dock. But that first trip couldn’t have gone any better. It was a low point, certainly, having it all end. But it was a high point, too. It was so accomplishing.” And then they turned around and did it all again when Ron Silvia, a broker and vice president of sales at Michiganbased Jefferson Beach Yacht Sales, called. He runs the Chicago office and needed a yacht delivered from New Jersey for a client. He has known Mesi for years and met Capt. Gordon last summer. “She just has a calm, cool, collected, confident personality about her that's really special,” he said of Capt. Gordon. “She works well with any client. Gianna is the same way. I love them. They’re outstanding. They can hold [my clients’] hands in a way no other captain and crew can.” The boss gave them the time to make that second delivery, and this time, they were prepared for the surprised looks as they pulled into ports along the way. “That’s when we smile and are proud

One of the largest locks they encountered on the passage. PHOTO/ PROVIDED

of what we do,” Capt. Gordon said. “I love my job.” Lucy Chabot Reed is editor and publisher of The Triton. Comments are welcome at lucy@the-triton.com.

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Yachting can set you up for life financially, if you do it right Editor’s note: Bosun Alex Kempin has written about finances for yacht crew for The Triton since May. Below are snippets of a few of his columns. To read these full columns, visit www.the-triton.com and search “The Money Dock”.

The Money Dock Bosun Alex Kempin

The way crew deal with money Think about what money allows you to do, how much money you have, how much you have spent in the last month (be honest) and how much you earn. I remember questioning the typical yacht crew narrative that suggests we should spend money and that somehow working for the wealthy elite creates a desire to spend like them. The only way I was going to get anywhere near the level of wealth that yacht owners possess is if I begin to think like them. How do I cut costs? How do I maximize my income? How do I get my money working for me? These thoughts helped me differentiate between spending like I’m already wealthy versus spending so I can be wealthy. This doesn’t mean I never leave the boat or that I always volunteer for weekend watches. No, I just make small adjustments that eventually lead to bigger changes. For example, instead of eating dinner out, I will eat onboard and then meet the crew out for drinks. Or I’ll learn to fix my surfboard myself to avoid high

labor charges. I don’t consider myself to be giving anything up or missing out on events. I simply create a balance between using the benefits of the industry and my social life. Initially, I kept this information mostly to myself as I know most people don’t particularly enjoy talking about money or personal finance. However, I remember becoming frustrated by the lack of accessible information available, especially for the yachting industry. So I created a personal finance dialogue within the industry, a forum where crew can discuss, learn and share. Themoneydock, my website and Facebook page, provides this space for crew. There are forums in which all of my learned information is available for free. My intention is to change the way yacht crew deal with money and personal finance.

Know what you spend July was a crazy month for my partner and I. After 3.6 years on board and 4.5 months of straight lockdown, we quit our jobs and were off to sunny Turkey. As yachties do, we traveled with two suitcases, a 7-foot surfboard bag, and two kitesurfing bags totaling about 100kg. At the airport desk, sweating and desperately hoping the baggage cost that flashed on the screen was in pesos and not U.S. dollars, I swiped my credit card for the first time since lockdown. (It was in USD and I was half tempted to leave the surfboards at the airport.) Sitting on the plane and thinking

back to the baggage cost, I thought “How many hours had I worked to pay for that extra baggage?” It’s not an exact science – especially for yachties – but I figured it cost me roughly two days of work, or 16 hours, to lug my surfboards with me to Turkey. But it was totally worth it. My girlfriend and I would happily work those hours again because these items give us such joy. A yachtie who earns $48,000 per year earns $4,000 a month, $1,000 a week, $200 per work day or $20 an hour. (This assumes a 50-hour work week, which I know isn’t typical in yachting but it makes for a nice example.) So $20 equals one working hour.

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If a big night out with crew mates costs $350, that’s 17.5 working hours. Is it worth it? That $600 handbag is equal to 30 hours of work. Is it worth it? A new $1,200 drone is about 60 hours. Is it worth it? I often use this formula to decide whether something is worth my time. And it depends. Does it bring pleasure? Does it meet some need I have decided for myself? Only I can answer those questions. The money in yachting comes fast and hard, and there is a correlation between how quickly money is made versus how quickly it’s spent. But the spending habits of some yacht crew damage their future financial security and can trap them in jobs they’d rather not be in. Each dollar we spend means giving up more of our time in the future to regain that dollar. To be financially successful and claw back our personal time, our perspective of spending needs to change. Yachting is known for being lucrative yet typically short-lived, and it would be a tragedy to not take advantage of these few lucrative years. I implore all yachties to use the “money equals time” formula to discover what is worth spending on, and then to find balance between spending and saving so they can ensure financial stability.

What if you lost your job? Given the volatile nature of yachting jobs, I would expect crew to be able

to absorb a job loss and remain unemployed for several months without experiencing financial strain. However, it seems for the most part that I am wrong. For an industry to which so many are attracted by the money, there exists a gaping discrepancy between salaries and savings. It’s common for wannabe crew to live off their saved money whilst trying to secure a full-time gig. It’s clear then, that the savings mentality is there, yet it seems to disappear as soon as gainful employment is found. Now more than ever, an emergency fund is a powerful component of a crew member’s financial world. Depending on lifestyle and risk level, yacht crew would ideally have 6-12 months worth of realworld living expenses. This means the cost of rent, groceries, insurance, etc., basically the traditional expenses of a landlubber. An emergency fund is just that, it’s for emergencies. Losing a job, falling ill, prolonged unemployment, bills, hotel stays, last-minute flights or even posting bail. This is quite literally the first step toward financial freedom as it allows yacht crew to live, spend and invest how they choose, armed with the knowledge that they will always have backup if needed.

Waypoints to FI Here are the six basic steps involved in achieving financial independence (FI). Set up an emergency fund There is no standard rule but most finance fanatics use the 6-12 month rule: enough to support your living expenses for 6-12 months should something untoward happen. This can be difficult for yachties as we don’t incur the same expenses as landlubbers do. So consider spending habits, necessary expenses and tolerance for risk to come up with a number to cover those living expenses for 6-12 months. For example, I keep $10,000 in a quickly accessible term deposit should I need to cover an unexpected flight, rent for a few months or a hospital bill. Pay yourself first Set up automatic payments so that when a paycheck arrives, a certain percentage is immediately deposited into a savings account. This removes the temptation to spend and avoids the psychological struggle of manually transferring money into a savings account. Live below your financial means This is the financial version of weight loss. When we spend less money than

One of my clients took out a small we earn – eat less than we burn – we loan to cover the cost of his chief mate’s save money. ticket. This is good debt, although This requires an understanding of spending habits so look back over credit ideally, he should have saved separately for this, which he now does. card statements to see where money Spend consciously went over the past six Each dollar spent means months. For the majority We cannot save a dollar further away from of us yacht crew, living financial independence. below our means should be ourselves rich. Look back on expenses and relatively easy considering understand what is of value our lack of traditional and what is important. expenses and our high earning power. Spend freely on what you love; save Avoid bad debt ruthlessly on what you don’t. Generally speaking, good debt is a Invest wisely house mortgage or student loans, things Investing is a huge component of that have strong future earning benefit. Most other things are bad debt (vehicles, becoming financially independent. We cannot save ourselves rich. Our money jewelry, etc).

must make more money whilst we aren’t working. Most financially independent folk live off passive income, either in the form of rental properties or stocks, or both. Of course, you must work hard to be able to afford houses or large stock portfolios, and thankfully yachting is the perfect industry to do just that. Bosun Alex Kempin has worked on yachts for more than three years and combines his passion for personal finance and his degree in psychology to share personal finance information for yacht crew at themoneydock.com or themoneydock on social media. Comments are welcome at editor@the-triton.com.

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FALL/WINTER 2020

Capt. Alexander Damrell Greenson March 15, 1959 - Sept. 26, 2020

Friends surprised at sudden passing of veteran captain By Lucy Chabot Reed

week cruise with the owner and guests. He flew home to the United States in mid-September, and was Friends and colleagues mourned soon admitted to the hospital, where what seemed like the sudden passing of Capt. Alexander Damrell Greenson he died about a week later. Capt. Greenson got his start in earlier this week. He died in the early yachting aboard a small vessel in morning hours of Sept. 26 of cancer. Newport in the summer of 1989. In yachting more than 30 years, Industry veteran Norma Trease Capt. Greenson had just finished secured that post for him. managing the build and launch of “He walked into my office in M/Y EIV, a 165-foot (50m) Rossinavi formerly known as Project Vector. The Newport and said ‘I want to get into vessel launched in June, and one of his yachting and I’ll do whatever it takes’, ” Trease recalled. He had grown up social media posts from Aug. 6 shows sailing in Connecticut and had what him returning from sea trials. she called a prep school look, so she It was at about that time – after a found him a job that summer as chef/ few months of random pain – that a mate on the yacht of a friend. biopsy confirmed a mass on his liver He would work myriad jobs was cancer. over the ensuing decades, including Capt. Greenson remained skippering the presidential yacht committed to his job and boat, M/Y Sequoia in the late 1990s and according to his partner, Caroline helping build the 105-foot modern Dewey, on his Caring Bridge journal, schooner America 2.0. He spent and continued with a planned fiveabout seven years running M/Y Panthera, based in Ibiza. And he shared his experiences cruising in Greece during the 2004 Olympic Games in a Triton story. “His exemplary yachting career has inspired many crew to follow in his footsteps, and he is beloved and mourned by friends and family worldwide,” Trease wrote on her Facebook page this week. “It’s a big loss to me and many in yachting,” said Capt. Martyn Walker, who met Capt. Greenson in Palma when he was the stew on S/Y Aile Blanc, the 100-foot (30m) Camper & Nicholsons launched in 1939. Capt. Greenson would soon become her Capt. Greenson posted this photo on his social media captain. “On his channels on Aug. 6 with the caption “Heading into port recommendation in 2008, I after sea trial at sunset”. PHOTO/FACEBOOK

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hired his daughter, Seldon, on M/Y Pegasus II and she met her now husband, Mark Jones, and they went off to excel in yachting after sailing with me for a couple of years” Capt. Walker said. “One of the great distinguishing characteristics about Alex was his non-stop networking throughout his career,” said Trease. Being based in Ibiza meant he had the winters free, and he attended events, boat shows and parties regularly, she said. “His self education never stopped. He really worked hard on his career and personal growth.” Most recently, he had invested time learning to be a better photographer, she said. He also had a PHOTO/SUKI@YACHTINGTODAY.TV passion for cycling At the ISS awards gala last year. and painting. on a cruise and he inherited it. It fit The last time Trease saw Capt. him like a glove. Greenson in person was at last year’s “He was a really special person International Superyacht Society gala and brought out really great things in just before the Fort Lauderdale show. the people around him, not only in She interviewed him on the red carpet yachting, but as a human,” Trease said. wearing a “beautiful blue brocade “He was a great human being.” dinner jacket.” “I asked him ‘Who are you Lucy Chabot Reed is editor/publisher of wearing?’ and he said it was his The Triton. Comments are welcome at grandfather’s dinner jacket,” she said. lucy@the-triton.com. “His grandfather had bought it to go

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FALL/WINTER 2020

Capt. Christopher Hezelgrave March 11, 1960 - Aug. 10, 2020

Captain of M/Y Unforgettable dies of COVID By Lucy Chabot Reed Capt. Christopher Hezelgrave, skipper of the 137foot (42m) Royal Denship M/Y Unforgettable, died Aug. 10 of the COVID-19 virus. He was 60. Born in New Zealand and with a British passport, Capt. Hezelgrave had about 30 years experience in yachting and on commercial vessels, including motor and sailing vessels in charter, regatta and private use. Educated in Australia, he studied as a shipwright and marine engineer, and carried the MCA Master of Yachts 3000gt. He also raced sailboats professionally for 12 years, according to his LinkedIn profile. “He loved teaching,” Unforgettable First Mate Marco Stegmann said. “We have two newer guys on the crew, and he’s in the crew house with them, explaining charts, telling them what it’s like to be at sea. … He was really good; it was a pleasure working with him.” Capt. Hezelgrave always tried to fully understand a situation and think outside the box when it came to solutions, Stegmann said. “And he’d force us to do the same. Why are things happening the way they are happening?” In his most recent position with M/Y Unforgettable for the past seven years, Capt. Hezelgrave was also manager of the vessel, which has extensively cruised the U.S east coast, Caribbean south to Grenada, Panama, and Colombia. “I strive at all times to provide a professional, reliable and fully comprehensive service as captain and in all associated aspects of yacht and crew management,” he stated on his profile. The yacht is at Lauderdale Marine Center in Fort Lauderdale in the midst of a full paint job, mechanical maintenance including on the azipods and hydraulic system, teak deck refurbishing and other

Capt. Christopher Hezelgrave, third from left, took part in two of The Triton’s From the Bridge discussions, including this one from April 2017. TRTON FILE PHOTO

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mostly exterior projects, Stegmann said. The work has faced several delays since the yacht entered the yard in February, adding to the stress Capt. Hezelgrave was going through, he said. Capt. Hezelgrave went to a South Florida clinic a few weeks ago with back pain that wouldn’t go away after an incident onboard in early July. It was recommended he get an ultrasound, then he returned to the crew house where he and the crew lived while the yacht is in the shipyard. “Then he started coughing and feeling worse,” Stegmann said. “He called the clinic again and they told him to come in for a COVID test.” That was a Monday. That Wednesday night, July 15, he learned his test was positive. He continued to feel worse, Stegmann said, and on Saturday, July 18, he went to the hospital. Eventually Capt. Hezelgrave was placed on a ventilator. He died Aug. 10 in the hospital. “He was a little stubborn sometimes, but he was quite a fighter,” Stegmann said. “He was active and very fit; he loved sports. He was healthy. Everything went really quick.” Although they all lived together in the crew house, Stegmann said none of the other crew have contracted the virus. They tested immediately after Capt. Hezelgrave received his positive test, and again after he left the house. All negative. “We still don’t understand it, how he could get it,” Stegmann said. “The weird thing is, he had the most chance to get it from us. There are a lot of contractors on the boat, and they are all very strict with the guidelines. But we had much more interaction with people than he did. … He hardly left the house. He was working like crazy. The plan for the project is 30-40 pages. He was super busy, working seven days a week. “Even when he was in the hospital, he would an-

swer questions about the boat,” he said. “It’s all he thought about. He wanted to get the project done and get back to sea.” Capt. Hezelgrave spoke five languages: English, French, German, Italian and Spanish. And he loved mingling with the local cultures,trying his tongue with the regional dialects. “With this yacht, we cruise a lot,” Stegmann said. “Chris always loved to get with the locals, speak with the locals, the Patois, Creole. He enjoyed different cultures.” He gave back to the industry in numerous ways, by being a mentor to his crew, by attending at least two Triton From the Bridge captains lunches to share his knowledge, and being open and honest about an incident where the vessel lost control and hit a dock in the Bahamas. “We are dealing with it,” Stegmann said. “We’re staying busy and that’s keeping our minds busy. It’s a crazy yard period so it’s good that we are busy. … We don’t feel unsafe. It doesn’t matter where you are on this planet. You can catch it anywhere.” Capt. Hezelgrave is survived by his partner, Yvonne van Gemert, and two adult children, who all live in Europe. When home, he enjoyed family life, meeting friends, riding his motorcycle and paragliding, according to van Gemert. His funeral took place at his home in Southern Germany. Lucy Chabot Reed is editor/publisher of The Triton. Comments are welcome at lucy@the-triton.com.

Thierry Antoine Louis Goulard July 28, 1956 - Feb. 14, 2020

Chef dies over Valentine’s Day in St. Barts By Capt. Graham Barnes Thierry Goulard was a larger-thanlife character with a heart so kind and full of love. He appreciated every second of every day, always smiling and cracking jokes. Telling stories of his childhood and growing up were some of the best stories one could hear. Thierry – aka Pappi or El Magnifico – was born and raised in Lorient, France, a beautiful region of Brittany. He was also schooled in culinary in Paris. He later lived in the UK. From there, he worked and traveled around Europe. He then decided to travel across the pond to New York. Before landing any full time jobs in New York City, Thierry made some cash to pay the bills by boxing. He became a Golden Gloves boxer after a few years, and was able to put his gloves down when he got his chef opportunity at one of New York’s finest restaurants. A few good years later, Thierry migrated south to Charleston, South Carolina, and enjoyed success creating his own restaurant. After many years in South Carolina, Thierry found his way to South Florida and worked as executive chef for a number of restaurants. It was during this time that Thierry found his passion for the water again and mixed his culinary skills with his adventure for cruising. Thierry worked as freelance chef onboard a number of yachts,

including most recently M/Y Totally Nuts, M/Y Enterprise, and M/Y Mambo. He then went full time toward the end of last year on M/Y Silver Lining. When Thierry was not onboard creating wonderful food for guests and his fellow crew members, he would be in Mexico with his loving wife, Izitzel, and their two beautiful daughters, Celic and Erandi. When he was in Fort Lauderdale

between charters, he would ride around on his motorbike, which he called Rambler. He would often go on his excursions into the Everglades and cruise up to Lake Okeechobee, and then decide last minute to head to St. Augustine for a few days. Spur-of-themoment decisions were what Thierry loved. He often said that life was a wonderful adventure and that he was the luckiest man in the world. We were all deeply saddened and

heartbroken to hear of Thierry’s sudden passing onboard Silver Lining on Valentine’s Day on the French island of St. Barthélemy. It’s so hard to have to say goodbye to you, Thierry. Our lives have been enriched knowing you. You remain in our hearts forever. Godspeed brother. Capt. Graham Barnes was a friend of Chef Goulard. Comments are welcome at editor@the-triton.com.

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FALL/WINTER 2020

Capt. Alan Bradley Shepherd Nov. 17, 1969 - Aug. 15, 2020

Friends, colleagues remember captain

By Lucy Chabot Reed Capt. Alan Bradley Shepherd died Aug. 15 of lung cancer. He was 50. In yachting more than 25 years, Capt. Shepherd spent the past decade working freelance jobs, deliveries, and rotational and relief positions as captain, mate, engineer and project manager on yachts up to 140 feet in Florida, Bahamas, and along the U.S. Atlantic Coast. He also spent much of his time teaching those around him. “Without him, I wouldn’t be doing what I’m doing,” said Capt. Jason Jones, who got his first job working with Capt. Shepherd 15 years ago. “He helped me build my network, especially in the shipyard. He knew everything about everything boating.” Capt. Shepherd was one of the first captains Noah Netherton worked for when he joined the industry about six years ago. “From that point on, he became my mentor,” Netherton said. “He was

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always pushing me to do my licenses and move up.” Netherton was working on a yacht in Charleston when Capt. Shepherd’s sister Amy Albury called to tell him Capt. Shepherd’s health was deteriorating. When Netherton asked for time off and the owner said no, there was no question he would resign to spend time with his mentor at the end of his life. “The guy taught me almost everything I know in the industry.” Soon after Capt. Shepherd died, Netherton went to Fort Lauderdale and enrolled in courses. He recently finished his 100-ton tests – “with all As,” he said – and has begun two engineering courses this week as well as several courses for endorsements such as diving and first aid. “Alan is the reason for that,” he said. “He was on me every week: ‘Have you enrolled in classes yet? Did you take that test? You’ve got to go get your license.’ He’s right. So I took my savings and put it toward my

license.” A few months before he died, Capt. Shepherd shared his old study materials with Netherton. “He was in my corner from day 1, and it paid off.” Taking his exams, he said he could feel Capt. Shepherd sitting next to him. “It’s a feeling I’ll never forget.” It’s likely there are scores of current and former crew who could say the same. “The way he kept up with people used to surprise me,” Capt. Jones said. “He’d say ‘So-and-so just got her nursing degree.’ And I was like ‘She was a stew on your boat 12 years ago for like three months. You still keep up with her?’ “He helped a lot of people in their career,” he said. “And if he recognized that yachting wasn’t for you, he found ways to support you in other things you might want to do. That was the way he was.” More than book smart – he also held degrees in photography and business management – Capt. Shepherd was also operationally smart. “He was a hell of an engineer,” Netherton said. “He had the most intricate knowledge of so many boats. And he’d teach me everything. It was like he was doing it in his sleep. His knowledge was unreal.” His knowledge spread beyond yachting. “I called him Human Google,” Capt. Jones said. “You could ask him anything and he’d have an answer or could find out. Just about anything I had a question about, I could call Alan and get an answer. I’m really going to miss that. … He was always going into a shop or a store, and there might be something hanging on the wall, and he’d say ‘What a nice 1960 whatever’ and spark up an intelligent conversation about that model or era of rocket ship or whatever. He was amazing.” Prior to his freelance career, Capt. Shepherd was captain of the 118-foot Broward M/Y Indiscretion, which cruised New England in the summer

and Florida and Bahamas in winter with “very busy” owners, according to his resume. He served that owner as mate aboard two yachts at the same time – the 96-foot Broward M/Y Temptation and Indiscretion – for the father-and-son yachts. “I don’t think I’ve ever seen anyone who was always so happy,” Netherton said. “Even after an 18-hour day, he ended the day with a smile on his face. It was more than a pleasure to have the opportunity to work for him.” Capt. Shepherd earned his USCG 1,600-ton license just before being diagnosed with cancer two years ago, Albury said. He also rode and raced motorcycles as a hobby. A member of the Dixie Dual Motorsports Group, he was qualified to race at the Daytona International Speedway. “He considered motorcycles to be appropriate living room art pieces, and he loved riding fast on the track or on the Tail of the Dragon,” Albury said. “He even completed the Trans America Trail,” a seven-week, 5,000mile route through the center of the United States. Never a smoker, Capt. Shepherd’s lung cancer wasn’t diagnosed until it had metastasized into his bones, Albury said. “We will never know the cause of the cancer but Alan encourages everyone to utilize appropriate PPE such as gloves and breathing protection when handling chemicals,” she said. Netherton agreed. “The industry has tried to change and come up with chemicals that are not so hazardous to us crew, but a lot of older boats that people refit are comprised of certain things that can be detrimental to crew,” he said. “Whenever you are sanding or grinding anything, wear a respirator, because you don’t know what you are breathing in. When you use chemicals, wear gloves.” Lucy Chabot Reed is publisher/editor of The Triton. Comments are welcome at lucy@the-triton.com.

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Industry loses pioneers, legends, icons

Bob Roscioli, owner of Roscioli Yachting Center Bob Roscioli, a yacht painter who built one of the most well-known shipyards in South Florida, died July 27. He had tested positive for COVID-19. He was 78. Known as Mr. R by workers and friends alike, Mr. Roscioli, above, built his reputation painting boats and yachts with a paint brush, and was among the first to spray two-part paint in the marine industry. He walked his shipyard every day, greeting employees, correcting bad habits, and encouraging potential. He took seriously his role as a mentor and often gave troubled or problem employees a second chance in his shipyard. He had been battling health issues in recent years, but managed to return to the yard each time. A private memorial was held in early August. A more public remembrance of his life is still being planned. Read a full profile of his career online. – Lucy Chabot Reed

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Joe Rubano, owner of RPM Diesel Joe Rubano, owner of Fort Lauderdale-based RPM Diesel Engine Co. and Diesel Services of America, died June 30 of natural causes. He was 90. He had been in deteriorating health the previous few weeks and his family had gathered to be with him when he passed. Mr. Rubano, below, was chairman and owner of the company, which his brother-in-law started in 1956.

He joined in 1961 and took over the business side of the company, growing it carefully based on treating customers and employees like family. That approach came to be known as The Rubano Way. “I have been ignored in a business,” he explained in a Triton profile of him in 2017, “so we train our people to be this way: When customers walk into a strange place, let’s greet them, make them feel relaxed. Say, ‘Have a coffee, I’ll be right with you.' ” Mr. Rubano had structured his companies to continue without him, including establishing a board of directors and naming long-time employees Bryon MacDonald and Todd Barnes as president/CEO and vice president/ general manager, respectively, several years ago. “It’s business as usual for RPM,” Barnes said, “just the way he would have wanted it.” A memorial service is still being planned. Read a full profile of his career online. – Lucy Chabot Reed

Fred Kirtland, Merrill-Stevens GM Fred Kirtland, an icon of the South Florida shipyard and brokerage industry, died April 5. He was 91. Mr. Kirtland was previously president and general manager of MerrillStevens shipyard in Miami, where he was born and raised. He spent nearly 50 years at the shipyard on the Miami River. “Fred was an icon in the industry,” said Kevin Merrigan, CEO of Fort Lauderdale-based brokerage firm Northrop & Johnson. “He was the nicest, more honorable man you could ever know. At the time he was building up Merrill-Stevens, it was the yard where the wealthiest of the wealthy took their yachts. And Fred treated the owners just as he treated the varnisher, with a smile and respect.” In 1961, Merrill-Stevens owner Alex Balfe hired him as a broker and his

yachting career took root. “Dad had a real sense of fair play,” said Whit Kirtland, a long-time yacht broker with Merrill-Stevens and now with Northrop & Johnson. “He was always concerned that the industry not see him giving me a free ride. All our family friends were well-off, and my friends all went to work in air conditioned offices at the bank or the offices of their dads. I went to work on the docks, scrubbing fuel tanks. … Dad was a big believer in earning your way. And he appreciated hard work.” Although he was technically in charge of the main shipyard, Mr. Kirtland was officially given the title of president and general manager in 1965 or 1966, his son said. He would remain with the company until 2009 when Merrill-Stevens went into bankruptcy. But those nearly five decades under his command would be the modern glory days of yachting. He sold Malcolm Forbes, the millionaire entrepreneur and magazine editor, his last five boats, including the iconic Highlander yachts. Other regulars at the Miami shipyard included oceanographer Jacques Cousteau’s research ship Calypso, the Amway family’s Enterprise vessels, and M/Y Blackhawk, the 130-foot (37.5m) Feadship owned by the Wirtz family, which owns the Chicago Blackhawks hockey team. “As far as shipyard managers go, he was top shelf, no doubt,” said Capt. Sandy Broome, who ran the Blackhawk for 26 years. For most of that time, the yacht called Merrill-Stevens home. “Merrill Stevens was convenient for us,” Capt. Broome said. “You come out of the ocean and you’re in the shipyard in 30 minutes. But more than that, we were treated well. All of the big yacht programs were there, Forbes, Amway. Not for a short time, but for years. That was because of Fred.” Mr. Kirtland collapsed as he was retrieving his Sunday newspaper, likely

“Especially under these circumstances,” she said, referring to COVID. “He was doing great, and he went out to see some of his buddies. We’re not sure where he got it or when exactly. It’s such a sad time, to die from this stupid disease.” Condolences can be sent to Zeno Mattress at info@zenomattress.com. – Lucy Chabot Reed

Gary Mills, surveyor Mr. Kirtland, right, spent 50 years at the Merrill-Stevens shipyard on the Miami River. He is pictured here at the Yacht & Broerage Show in Miami in 2015 with his son, Whit. TRITON FILE PHOTO

from a heart attack, Whit Kirtland said. “It was a bit of a surprise,” he said. “Dad had some health issues, but the doctors told us we’d have him for two or three more years.” Mr. Kirtland is survived by his son, daughter Kindy, four grandchildren and a legion of yacht brokers and shipyard workers whose careers he helped forge. A ceremony of his life will be planned when restrictions over gatherings because of the COVID-19 pandemic are lifted. – Lucy Chabot Reed

Don Ehrlich, owner of Yachtronics Don Ehrlich, owner and president of Yachtronics in Fort Lauderdale, died on Aug. 11. He was 58.

According to an obituary in the local South Florida Sun-Sentinel, he died “doing one of the things he loved - hiking in Lake Tahoe, California.” Mr. Ehrlich built his marine electronics company with his business partners Eric Feenstra and Dave Deacle.

Joseph R. Zeno, owner of Zeno Mattress Joseph R. Zeno, the second-generation owner of Zeno Furniture and Mattress MFG. Co., died July 25 of COVID-19. He was 78. In the 1970s, Mr. Zeno and his brother took over the company from

his parents. Their foray into the boating business came about when a client of Chris-Craft boats, which had a dealership down the street from Mr. Zeno’s factory and showroom, requested an innerspring mattress instead of foam on his boat. They soon began making custom mattresses and would eventually work with Sea Ray, Broward Marine, Roscioli, and Trinity Yachts, according to Judi Ebbole, Mr. Zeno’s daughter and third-generation owner of the company. Ebbole took over day-to-day operations of the company in the late 1990s and worked with her dad until recently. The company will continue under her direction and includes the fourth-generation Zeno in her son, Ryan. A memorial service is being planned and will be announced at a later date, Ebbole said.

Gary Mills, a longtime marine surveyor based in Fort Lauderdale, died April 8 with family in St. Petersburg, Florida, after a short illness. He was 69. Born Feb. 26, 1951 in Ohio, Mr. Mills grew up in the St. Petersburg area. He was in the Merchant Marines during the Vietnam years. He was also a black belt in karate and used to judge students in karate tournaments.

The-Triton.com

FALL/WINTER 2020

What the FLIBS?

How and why Fort Lauderdale chose to buck the ‘cancel culture’

By Lucy Chabot Reed People across the global yachting industry were aghast when local government officials in Fort Lauderdale gave the owners and organizers of the Fort Lauderdale International Boat Show the green light to go forward, despite the COVID-19 pandemic. “Irresponsible,” some said. “Greedy,” said others.

But for the 61st time, whether to put the show on was never really in question. “No. 1, it was feasible,” said Jimmie Harrison, vice chairman of the board of the Marine Industries Association of South Florida, which owns the boat show. “Looking at the practicality of it, we could do it. That option was there.” Then the 13-member board looked at “Should we do it?” The

answer was yes. “The marine industry has fared well through this pandemic,” Harrison said. “It’s the one thing people can do. It’s funny; being an essential business, we’ve turned into an essential part of life. It’s the one way people are able to have some enjoyment and spend time with family.” So as long as they are able – See FLIBS, Page 57

Triton Survey: More say they won’t attend FLIBS By Lucy Chabot Reed

Will you attend FLIBS?

No – 58.2%

Yes exhibitor – 8.9%

Yes working crew – 1.4%

Yes attendee – 20%

Not sure yet – 11.4%

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Our industry-wide survey taken in August and September reveals that almost 60% of the 560 people who participated will not attend the Fort Lauderdale International Boat Show. According to comments left by almost 200 of our participants, the reasons range from fear of contracting COVID-19 to simply not being able to physically get there because of travel restrictions or quarantine rules. Exactly 20% of participants said they would attend, with an additional 8.9% attending as exhibitors. About 11% indicated they were not yet sure if they would attend. Just 1.4% indicated they would be attending as working crew. Compared to the first time we pulled the results from this survey on Sept. 8, more said they would not attend (58.2% on Oct. 4 vs. 51.84% on Sept. 8) and fewer said they would attend as attendees (20% vs. 24.47%). Nearly 200 participants left comments on our survey. They are shared unedited on our website.

(Three were deleted as being inappropriate.) They are edited here for space. Lucy Chabot Reed is editor/publisher of The Triton. Comments are welcome at lucy@the-triton.com. Though our yacht is up for sale, I feel that attendance will be sparse and those who do attend will be apprehensive about crowds. Thus, our yacht will not be displayed, nor do we plan to attend. l

I’d prefer not to as I think the crew are being put in harm’s way. We are there with the boat every year. Owner says no this year. It’s time to get back to business, even if it’s a new normal. Business life can’t stop, it must continue. Due to the lack of clarity over COVID-19 and whether it is or is not under control and the large See SURVEY, Page 60

FLIBS, from Page 56 with no state or local protocols to stop them – MIASF and Informa Markets, which produces the show, continued their plan to open the five-day show on Oct. 28. Yes, MIASF’s board members realize that most international visitors likely won’t be able to attend. And they know, too, that even domestic visitors from outside of Florida may choose not to come down. Yet they decided to do it anyway. “In its 61-year history, the Fort Lauderdale International Boat Show has never been cancelled, despite various threats from events like hurricanes and economic downturns,” Phil Purcell, CEO/president of MIASF, wrote in a message to the group’s members in October. “You’ve heard me say many times that we don’t know how long we will be living with COVID-19 in our midst so we must find ways in which we can safely and securely conduct business and get people back to work to save individual livelihoods and the overall economy. “We have learned over the past six months that enhanced hygiene in the form of hand washing, wearing a face covering, and maintaining social

distancing are the keys to stopping the spread of the virus and safeguarding the population.” His board supports the show, despite their own personal reservations and concerns. “The Informa group has put all the protocols in place to make the event safe and keep people as safe as possible,” said Doug West, chairman of the board of MIASF and president of Lauderdale Marine Center. “My biggest concern – and I deal with this at the yard every day – is making people follow the guidelines. It’s going to be tough to enforce. The association and Informa have done what they can do. Now it’s back to the individual participants – attendees and exhibitors – to make sure they follow all the guidelines.” West acknowledged that the board struggled with what he called the optics of hosting a boat show in the middle of a pandemic. And that’s the facet that most detractors seem to have a problem with. “I do not think at this time it is a good representation of our industry,” said one respondent to our industrywide survey in August and September. “Why should a large number of people be able to attend such a big event when children in South Florida are unable to attend school?”

“Throwing a huge event (while all other events are canceled) just for the elite seems a bit pompous and unfair to the other community members who can't afford the risk of a massive breakout,” said another survey respondent. (See survey results and more comments below.) The MIASF board discussed this concern, and still moved ahead. “It’s about supporting the industry that employs a lot of people,” West said.

Should we stay or should we go Among exhibitors, the struggle over whether to be part of the show pulls from many planes. There is first the matter of the virus and the health of employees working the show. There is concern about inviting clients to meet with them there – a huge reason to do a boat show in the first place. There is worry that the investment in booth space will not pay off if they exhibit. And there is fear of losing their place next year if they don’t. “At the end of the day really, as a businessman, what I look at is that the overseas people will not be there, around the country, only a fraction will See FLIBS, Page 58

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2020 FLIBS: COVID edition All attendees can expect: l a contactless ticketing system l multiple new entrances (14 total) l widened docks, including the face dock, which is 30 feet wide l thermo imaging systems for temperature checks l high velocity air purification system with HEPA filters and UV lighting will filter air in each tent every hour l face coverings required l customer lines maintain six-foot social distancing with floor markings l hand sanitizing stations throughout l deep cleaning with disinfection each hour on all high-touch points during show operating hours and after each day’s events l safety ambassadors throughout the show l extra cafes, and seating according to guidelines l contactless food delivery and service All exhibitors must: l wear masks throughout l keep a log of all ticket holders for contract tracing l supply hand sanitizer l disinfect high touchpoint surfaces frequently l have floor markings for social distancing l limit space to 36 square feet per person l prohibit meetings of 10 or more l limit handshakes and embraces l use digital materials instead of printed l host no after-hours events

FLIBS, from page 57 be there,” said Rick Thomas, partner in the crane manufacturer Nautical Structures. “I’m already doing business locally; I don’t need a boat show to do that. And I’m concerned about my employees. It just didn’t seem to be a good business decision on so many levels. For us, it was an easy decision” not to exhibit. MIASF knows that, too. But board members see it as their duty to support the show. “The boat show has benefited my business,” said Harrison, who owns Frank & Jimmie’s Propeller and is a partner in Neptune Boat Lifts in Fort Lauderdale. “By supporting the boat show itself, it’s a give back. What’s helped us through, we’re here to help it through.” MIASF member company Aere Docking Solutions, which does about 10 boat shows a year, large and small, will have a presence at the show, as it has for more than the past 15 years. It has cut back its booth space this year from 30 feet to 10 feet and will not have any employees there. “We are putting up a static exhibit to have a presence to support the industry,” said Vicki Abernathy, COO of Aere. “We’ll have a QR code for people to scan, driving them to my website with a boat show discount.” With no staff at the booth, she said she doesn’t expect the show to benefit her business as it has in the past. Still, Aere did not pull out. “It’s partially to support the industry, and partially to make sure I don’t lose my seniority next year,” she said. “Basically, it’s almost a donation. The ROI is not there. … I’m very sad, but I’m not putting any employees there.

I understand everyone wanting to get back to normal, I really do. But I don’t think the boat show is the way to do it. It’s very unfortunate. Nobody wanted this to happen.” Boat Owners Warehouse, known for handing out the bright orange BOW bags and coupons at boat shows, is setting up an unmanned, partial booth display this year. Because of restrictions on handing out literature and its telltale bags, its booth will offer a QR code that attendees can scan for coupons. “We feel we shouldn't put the employees at risk to work in the booth at this year's boat show,” the company said in our survey.

‘Local’ show sweet spot for some For some exhibitors, however, a smaller show with more local boaters just might be the right mix. “There’s some trepidation [about doing FLIBS] obviously, but we’re sort of seeing that this can come off if we all follow the rules, wear masks, and [do] social distancing,” said Frank Ferraro, marketing director with Nautical Ventures. “We’re forecasting more of a local dealer show than an international show. For us, the local smaller-boat boater will be there. That’s our sweet spot.” He noted that company revenue and units have both doubled year over year, and he credited COVID for much of that. “We’re seeing, in our market segment, that people have turned to boating now for quality family time, freedom and safety,” he said. “We see this boat show as an opportunity for boaters who couldn’t buy what they wanted before because inventory is down everywhere and who might be still

looking. … We don’t need a big crowd; we need the right crowd.” Nautical Ventures has 120 employees, and they are all used to working with the standard safety protocols of masks and hand sanitizing stations. “It’s second nature to us now,” Ferraro said. “We’re cautious, but everyone feels safe because we’ve been safe. … The safety aspect of this whole thing is paramount for us. But I think, I hope we can have a show, be safe, help out the industry, and sell some product. We’re conservatively optimistic.” Some companies that rely on the large yacht sector of the industry, however, are sitting this year out. In addition to the majority of builders that have created the SYBAss dock in recent years, others who will not exhibit this year include stalwart companies such as Thomas’ Nautical Structures, and Palladium Technologies, which creates integrated bridge systems. “COVID is the reason they aren’t going this year, but the last couple years, we’ve been debating doing FLIBS,” said Karen Dudden-Blake, owner of Palladium with her husband, Mike. “We see more activity in the office than at the show during that week.” When all the COVID dust settles, she said her company may well decide to sit out FLIBS in the future. “COVID was the driving force why we're not doing it this year,” Palladium’s Dudden-Blake said. “Now it’s an excuse why we might not do it next year.” COVID has nudged some in the industry to reconsider boat shows as a whole. If the industry can survive – and some would say thrive – in the middle of a pandemic without boat shows, how vital are they really? Heesen Yachts launched a video program called Yacht Talk in late September and discussed just that topic. Opening with the question “Will you attend FLIBS?”, the four panelists continued to discuss what they see as the future of boat shows. “We need to look at the boat show from the two different perspectives,” said Alessandra Nenci, CFO of Fraser. “If you look at them from a company perspective, there’s no doubt that they bring little or no return to the company. When you look at it from a client perspective, I think these yacht shows are really a social event. It’s part of the glamour and lifestyle of this industry that we cannot forget. They enjoy being there – it’s not necessarily the place that they decide to buy a yacht. This is why we need to re-think how to reach them and give them the experience and the glamour at the same time.” See FLIBS, Page 59

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FLIBS, from Page 58 Targeted micro-events may fill in for some yacht shows in the future, the panelists agreed. “If you look at traditional boat shows, it’s a show of showing the sterns of boats,” Heesen CEO Arthur Brouwer said. “You have no moment in time to display your boat in a way which looks best – looking at the side of the boat. “It’s very complex. You pay a lot of money to show off your products and talk to the clients and you show only a little part. It’s very hasty, very crowded and I would like to see a boat show where there can be attention paid to superyachts, working with a professional broker to make sure you can cater to your client’s wishes.” Nenci said Fraser’s European contingent will not attend FLIBS this year, but the company will be present with its US team. “It will be interesting because it [FLIBS] is the first real exercise on how to reformat or re-think a yacht show in these situations. Obviously, as a first exercise, it won’t be perfect but it’s a good start to move on for the next year.”

If Disney can... All eyes are on FLIBS, and both Informa and MIASF can feel the glare. They began working months ago to create practices and protocols to meet government guidelines for safety. “We proceed, but not dangerously,” MIASF’s Harrison said. “The same company was hired to help with the boat show as with Disney. Disney has been operating safely and without incident. We have a fifth the number of people in the same space. Can it be done safely? Yes.” In early October, the New York Times ran a story under the headline “At Disney World, ‘worst fears’ about virus have not come true." Disney’s Magic Kingdom park in central Florida reopened in mid-July to limited attendance. While it has to lay off 20% of its workforce, the doors remain open and its safety protocols appear to be working, according to the health officials and worker union leaders interviewed for the story. Detractors of Disney opening used words like “irresponsible” to describe that event as well. Yet in the three months since, there have been no reported coronavirus outbreaks among workers or guests, the article notes. According to the Times article, Florida had about 11,800 new coronavirus cases a day when Disney reopened. A month into operations, the number was about 6,400. In early

who say everything should be closed October, Florida added 2,908 cases. But until we have a vaccine,” Harrison said. it also quotes epidemiologists saying “In my business, we’ve been continuing that just because the virus hasn't been seen to spread yet, that doesn’t mean it’s since the beginning. We have PPE [personal protection equipment such not spreading. as masks] and hand sanitizing stations, “Just because we don’t have ample and we’ve operated every single day. I evidence of it happening – yet – doesn’t know my business can operate safely mean it’s not happening,” Dr. Anne W. through COVID. Is there zero risk? No. Rimoin, an epidemiology professor at But there wasn’t zero risk before. There’s the Fielding School of Public Health risk in everything. We mitigate that risk. at the University of California, Los … We’ve had people Angeles, told the who got COVID, but Times. “There is ‘We’ve had people we worked through simply no zeroNot everyone got risk scenario here. who got COVID, but it. COVID.” When you create we worked through “They are not opportunities for being irresponsible,” large numbers of it. Not everyone MIASF’s West said people to come got COVID.’ of Informa. “The together, you – Jimmie Harrison plan is well thought are providing MIASF vice chairman out. It’s got all the opportunities for the components it’s got virus to spread.” so the event can be It’s those safe. And it's not a greed issue. There opportunities that detractors are are contractual obligations. Unless the concerned about. government says you can’t do it, you “I don’t feel that COVID-19 is have to do it.” completely under control yet and So the show will go on – at least, that multiple days in a booth (as an exhibitor) is pushing my luck further than I’m was the plan as of press time in midOctober. comfortable with,” a respondent to our “Of course, there will be some survey said. “Both foreign companies we represent are not sending anybody from adjustments to be made that will require everyone to remain flexible as we the factory for the same reason. I may navigate this new environment, but we go one day but will leave immediately if know that by working together, finding people are not wearing masks or social practical solutions, and thoughtfully distancing is not possible.” communicating throughout the process, “It is not in the best interest of the we will deny the ‘cancel culture’ its industry or public health to be hosting stronghold and we will create a defining FLIBS this year,” another said. moment that helps turn the tide “People saying the boat show shouldn’t open, they are the same people toward safely getting back to business,”

MIASF CEO/President Purcell wrote to members. “The importance of FLIBS to the local and statewide economy cannot be overstated,” he said, noting the show’s $1.3 billion economic impact to the state of Florida. “Not only does the show have a bigger economic impact than any Super Bowl, FLIBS sustains the $12 billion South Florida marine industry and its 142,000 jobs for the remaining 360 days of the year, solidifying the region’s reputation as not just the yachting capital of the world, but the refit and repair capital of the world, as well.” As likely as some are to criticize MIASF for hosting the show, perhaps as many more just want to see what happens. Even Natucial Structures’ Thomas admitted he would likely hit the show one day, just to see. “There are a lot of people who want to go to the boat show, and some who want to come to see how it’s going to work,” Harrison said. “We know we’ll have a strong local draw. And knowing that the boat show is a very visible event, it’ll lift the spirits and confidence of people in general. We can go on. Life isn’t changed in a negative way forever.” Harrison races boats in his personal time, and he said he likes to remember what his racing partner says: “Champions adjust. You hit a wall, you figure out, how do you get around it? You don’t throw your hands up and give up. You persevere.” Lucy Chabot Reed is editor/publisher of The Triton. Comments are welcome at lucy@the-triton.com. The-Triton.com

FALL/WINTER 2020

SURVEY, from Page 56 crowds that FLIBS brings from all over the world, we will not be attending any large gatherings until a vaccine is available. Heartbroken to be saying that as we always look forward to the show and many of our friends and neighbors are in the industry. Pray for next year. l

Smart companies will not attend. What puts Florida in a better position than Monaco? l

I am looking forward to the show. I think the city of Fort Lauderdale and the people need it. I understand that measures are being taken to make sure the event is safe to attend by all. l

Statistics suggest there is a chance of COVID transmission. As a result, I will, sadly, be staying away from FLIBS and other large events for the time being. Not chancing catching and unknowingly passing COVID to elderly members of my family or friends. l

See no reason not to. COVID is a joke. Can’t wait to get back on the docks. Florida needs this show, Fort Lauderdale needs this show and the yachting industry definitely needs this show. The yachting industry should lead the way to responsible business events. l

Not just no, hell no. Are you crazy? We normally exhibit, but not this time. We do not believe there will be many visitors flying in. l

South Florida has been one of the few places, in my opinion, where the majority of the population is following the mask and distancing rules. I feel like everyone will do a decent enough job. l

I have attended this show since my early yachting days and unfortunately have chosen not to attend this year due to the circumstances. It will be impossible to adhere to social distancing, and holding the event will cause the virus to spread like wildfire. l

Nautical Structures does not plan to exhibit at this year’s FLIBS, should it be held. We believe it to be irresponsible under the current pandemic to invite our clients to a boat show in Broward County. We believe it unfair to ask our employees to participate and potentially expose themselves to this COVID virus. Further, with virtually none of our European, South American and Asian clients able to travel to the U.S., the ROI from this show this year will 60 FALL/WINTER 2020

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be non-existent. With Monaco, Cannes, IBEX and METS all cancelled, it is hard to believe Informa will actually put on FLIBS. My opinion, for what it’s worth, is that if more companies and industry leaders were open about their intentions, Informa may be more willing to make a hard decision for the best interest of our industry and the people that live, work and play in our industry. l

Allowing people to expose themselves and continue to spread the virus to our community is a bad decision. Understanding we will all lose out financially will humble us all to adapt business functions for the protection of our families. l

I shall mask up and wash my hands often, but I have no problem attending. I have worked in this industry for 43 years. FLIBS is important. I have only missed two shows. But this year, it’s not worth the risk or the irresponsible potential of having crews on boats get the virus and then pass it on to their owners, who keep this industry alive. l

It is too soon to open something like this up. I will not endanger the lives of crew, workers and clients. Don’t think it’s wise to encourage events at this time. With so many likeminded people in one place, larger gatherings are bound to happen and could lead to health problems. l

I will be attending the show from out of town, as we do every year. I know many people that are doing the same. I am in the market for a new boat and am hoping to get a good deal. Looking forward to another good Fort Lauderdale boat show. l

No way. America is the last place I would contemplate travelling right now. l

This year we are not attending any events with large gatherings of people. Not everyone will social distance the way that we feel we need to to keep ourselves and our family and our loved ones safe. l

The FLIBS team has always led the way in safely overcoming obstacles mother nature may present. Every other show has been responsibly cancelled or postponed. The fact that this one has not done the same is shameful and a clear indication of unscrupulous greed. As a broker, I have at least three

qualified clients to buy $2 million-plus yachts who will be with me at the show, if we have one. The show will be smaller and have less attendance, but the quality of attendance should be good. People are shopping for and buying yachts. l

I’m flying from out of state to attend FLIBS for the first time as a serious buyer. 2019 and 2020 have been good to me so hopefully it’s not cancelled. We can't afford to pay full price to exhibit to 50-80% less attendees and likely 100% less international attendees. I haven't missed a show in 35 years, but without a proven vaccine candidate the general population is still too complacent about the care needed to effectively stop the spread of the virus. I will skip the show for this year without the aforementioned. l

We used to exhibit in this show every year, but not this year. I won't feel safe going to the show. Better wait until it's safe for mass gatherings. Do not want to [exhibit] but we will lose our seniority points and lose our booth location in coming years if we don’t. Even with the “AllSecure” protocols in place, I just don't know how you can guarantee people's safety. I will follow all safety procedures and will to be greeting anyone with traditional handshakes or cheek kisses. As long as everyone gives 100% effort to follow guidelines, the show must go on. Only because I'm forced to as an exhibitor and mandated by my employer. This is the worst idea during current times. At this point in time, with protests/ riots, COVID and the election, FLIBS is the last place you would find me. The city and the show must be nuts. I have been working in yachting as crew for six years. I usually attend FLIBS as a crew member, and have been to the show most years. This year, I will purposefully be avoiding FLIBS as well as staying out of the area for a week before and after the show. You can have all the safety precautions you want, but the fact is that there is a significant deadly virus continuing to spread among the U.S. population and will likely see a massive increase in infection rate during flu season. The people of Florida have continually ignored science and flouted safety precautions; FLIBS is not going to

change that. The absolute No. 1 reason to not go to FLIBS: no one will be there. International travel will be heavily restricted, U.S. states will continue to impose strict quarantines on residents who travel to Florida, and fans with any high risk factor health conditions will stay home. More importantly, in my opinion, most yachts that are able to will avoid U.S. waters for much of the winter due to the extreme danger, cost, and inconvenience of a crew member getting COVID and the terrible U.S. response to the disease. l

Just outright greed on the part of the show organizers. As a captain and adviser to owners, I have told them to stay as far away as they can from Fort Lauderdale for the next three months. Seavision has cancelled and, although we support getting back to normal ASAP, we agree with the Nautical Structures statement regarding safety and responsibility. Continuing with FLIBS is a bad reflection on an industry that relies on good public perception. Normally, each year, the owner of the yacht schedules a trip to Fort Lauderdale on board his yacht (47m) during FLIBS. We secure dockage well in advance at Sunrise Harbor at a special pre-obligated, increased rate. This year, we have not committed to anything due to the current pandemic circumstances and we are treating FLIBS as if it will be canceled or not a good show due to the lack of interest or uncertainty. Our group has not been worried about the pandemic affecting us; usage is up and travel (local/east coast NE/international) has been busy. Personal use seems to be something we find acceptable, but throwing a huge event (while all other events are canceled) just for the elite seems a bit pompous and unfair to the other community members who can't afford the risk of a massive breakout. We realize that though there is good turnout to FLIBS, not everyone benefits from the risks. We have downsized our booth and will reduce our shop staff from 6 to 2, maybe only 1. This will be the first time in 30 years I have not attended FLIBS. Informa may be forgetting who pays for the show. It's not the people who walk the docks for entertainment; it's the yacht owners. When a yacht can be a COVID-free, safe environment for an owner and his/her family, it's difficult to recommend to an owner that he expose his/her yacht, crew and family.

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Boat show marinas began upgrades long before COVID Anyone who physically arrived at the Fort Lauderdale International Boat Show this year was in for a big surprise. Most of the five marinas (six, if we count the two ends of Pier 66) that normally touch the show as well as the convention center are in some state of construction or upgrade. Hereâ&#x20AC;&#x2122;s the story behind those cranes. Photos by Tom Serio

Pier Sixty-Six

At Pier South, the former Best Western/Sails property and now home to the Superyacht Village (below), the outside dock was replaced with a straight 20-foot-wide floating concrete docks that can accommodate vessels up to 400 feet, according to Marina Manager Megan Lagasse. The docks will have 36-inch-high freeboard, max draft of 30 feet, high-volume water and pump out, indock high volume transfer fueling, up to 1000-amp power pedestals, high-speed wi-fi, golf cart access, and 24/7 security. LAGASSE Pier 66 South is soon expected to be designated a foreign trade zone enabling foreign-flagged vessels to be shown to U.S. residents while in U.S. waters. Pier 66 North dredged the canal on the north side to the ICW, taking it to a depth of 16 feet (MLW). The new life of the hotel property broke ground on March 12, but construction and renovations are on hold due to permitting delays because of COVID.

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Hall of Fame Marina

Hall of Fame Marina, right, added five slips to its basin, adding 200 feet of 10-foot-wide finger piers, and replaced 400 feet of the original wooden docks with concrete floating docks. The marina can now also accommodate yachts up to 170 feet. “We listened to our captains and owners and moved forward to fill the market need for these larger vessels,” said Scott Salomon, marina manager at Hall of Fame for the past 19 years. Managed by Westrec Marinas, Hall of Fame also upgraded electrical service to include 240v single-phase, 208v 3-phase and 480v 3-phase, at each new slip. Horizon Yachts is a permanent tenant in the marina, taking advantage of the marina’s visibility, accessibility to its clients, and the ease of performing sea trials “from a very accommodating and pleasant environment,” Horizons Roger Sowerbutts said.

Greater Fort Lauderdale/ Broward County Convention Center

Closed this year and next for a $1 billion renovation. When finished, it will have 1.2 million square feet of space, including a 65,000-squarefoot ballroom facing the Intracoastal Waterway, and an 800-room hotel operated by Omni Hotels. It will also have a waterfront plaza with group event spaces. It is expected to open in October 2021.

Bahia Mar Yachting Center // Las Olas Marina

17th Street Yacht Basin The boat show has secured the east and north docks for the show, as usual. Once the show is over, plans are to refurbish the docks to make them four feet wider and fixed concrete, complete with 480v 3-phase electricity.

Suntex Marinas has taken over operations at Bahia Mar Yachting Center and Las Olas Marina. Since the fourth quarter of last year, Bahia Mar’s dockmaster’s office has been renovated, new security cameras installed, upgraded wi-fi and electrical systems have been put in place, all the pumps in the marina have been rebuilt for efficiency, and a new key card parking system was added. Larger improvements include the dredging of the waterway along the face dock to 15 feet and the ongoing repairs to the pedestrian walkway over A1A to the beach. At Las Olas, a city-owned marina, Suntex has plans to add eight slips to accommodate yachts up to 250 feet. Upland improvements are slated to include two low-level buildings of commercial space, restaurants, dockmaster’s office, gym and pool. The-Triton.com

FALL/WINTER 2020

CRUISING GROUNDS

Canadian Maritimes offer secluded cruising By Lucy Chabot Reed As the nations of the world began to close down this spring, many captains and charter managers began looking for alternative cruising grounds closer to home. In the U.S., one spot that got some early attention was the Canadian Maritimes. Owners, captains and charter managers were planning itineraries and making calls until Canada closed its borders for the season. Still, those cruising grounds remain a viable option when borders reopen and non-essential travel resumes. Capt. Scott Ellison has taken the owners of M/Y Time For Us, a 122-foot (37m) Delta, to the area twice before on two different boats, and was set to return this past summer. “We loved the area,” he said. “It’s beautiful, and the people are really 64 FALL/WINTER 2020

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friendly. … It’s still a little bit of a frontier, not an automated system like in a lot of places we cruise.” But they didn’t make it this summer. “I’m always excited to head up that way so I suppose there was some disappointment, but I think in light of everything going on it was for the best,” he said. “We were able to stay busy with charters in New England, which wouldn’t have happened in Canada, so it worked out for us in the end,” he said. “We’ll be happy to head there next summer if the opportunity presents itself.” Capt. Ellison’s command and her owners are well suited for the region. Older owners who enjoy gazing at stunning scenery coupled with a midsize yacht that can travel anywhere means many fulfilling days and memorable experiences.

“You need an owner who appreciates solitude and the quiet of yachting,” he said. Clearing in was typically straightforward, he said. Once cleared in, the yacht is issued a CanPass number, which allows it to enter and depart areas freely. Chartering is an option, too. While perhaps not as convenient to pickup and drop-off points as the Med or Caribbean, U.S.-built boats can apply for a Coastal Cruising Waiver through the NAFTA agreement and carry charter guests. “We went the summer before last to Halifax, Lunenburg and around to Quebec City,” said Capt. Bud Stein of M/Y Aspen Alternative, a 164-foot (50m) Trinity charter vessel set to head north this summer. Its previous trip was with the owner. “There are a lot of different, interesting places to see. It’s a

nice cruising grounds and the people are friendly. It’s an unchartered route, not the milk run we usually do.” The distances between destinations can be long and the speed zones are strict in summer because of all the whale activity – “mostly under 9 knots,” Capt. Stein said – so that adds to the travel time. “It’s definitely not for a client who wants shore-based tours and shops,” he said. “You can’t find much of that once you get past Halifax … It’s for people who want to anchor in a nice cove, maybe do some camping, paddleboarding, exploring. Clients want to go to Newfoundland with the fjords to anchor and go hiking. It’s more Alaska-like, where people want to be off the beaten path.” Aspen Alternative’s charter manager, Neil Emmott of Superyacht Sales and Charter in Fort Lauderdale, said the

MAGDALEN ISLANDS

Cabot Trail

PRINCE EDWARD ISLAND

yacht had received many inquiries for summer charters, but when the borders closed, those charters fell through. Though actively for sale, if it’s still in SYSAC’s charter fleet next summer, Emmott said he expects it will head north. The reason? “It’s absolutely spectacular,” said Les Savage, who runs Premier Marine Services, a yacht agent for the area based in Halifax. The Canadian Maritimes is the region of Eastern Canada consisting of three provinces: New Brunswick, Nova Scotia, and Prince Edward Island. Much of the cruising is around Nova Scotia, especially on Cape Breton on the eastern end. Warmer interior lakes make that area conducive to water sports as well as sightseeing. Capt. Ellison suggests expanding the cruising area to include the Magdalen

NEW BRUNSWICK

BAY

Y UND

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Much of the 185-mile Cabot Trail on Cape Breton Island, above, overlooks the sea. PHOTO/CAPT. SCOTT ELLISON CAPE BRETON ISLAND

Baddeck

NOVA SCOTIA Halifax Chester Lunenburg

NORTH ATLANTIC OCEAN

N GRAPHIC/CHRISTINE ABBOTT

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Islands to the north. But first, hit the highlights, including: Halifax “You can dock right downtown,” Capt. Ellison said. A bustling harbour and vibrant waterfront feature bars, restaurants, microbreweries, shops and several museums. It is also home to several jazz festivals and the Halifax Busker Festival, a six-day carnival that attracts some of the best street performers from around the world. Chester “They call Chester the Newport of the Canadian Maritimes, but that’s a bit of an exaggeration,” Capt. Ellison said. Still, he said, it’s a must-see stop. Dockage is via anchor, and there is a village area with a handful of blocks of shops and a playhouse. Like Newport, expect to see kids sailing in the bay in summer. Lunenburg A UNESCO World Heritage Site, Lunenburg is the home port for S/Y Bluenose II, a replica of the famous whaling and racing schooner Bluenose. Its working waterfront features restaurants with some of the best lobsters around. Dockage is on floating docks on city piers. Cape Breton Island The main attraction here is the Bras d’Or Lakes, rated as a UNESCO Biosphere Reserve. A lock on the south end makes it accessible to yachts. “We are one of the largest yachts that got in there,” Capt. Ellison said of the lock, noting the 150-foot (46m) yacht he captained on the owner’s second visit had a beam of 32 feet. “It was tight.” The north end is open for commercial boats and large yachts. “I’ve seen a 205-foot Lurssen up there,” he said. The area is “protected and a little warmer,” he said. “It’s got beautiful bays to nestle into and anchor in.” “People actually drove from miles away to watch the yacht go through,” Capt. Stein said. The island itself maintains a traditional Gaelic culture, along with the rolling green hills, granite cliff faces and golf courses. The Cabot Trail, just north of the lakes, is a 185-mile route for cycling, motorcycles and cars around the cliff tops, looking over the sea. It takes about eight hours to drive around it, Capt. Ellison said. “There are lots of little towns to explore, and the golf is great,” Capt. Ellison said. Baddeck At the north end of the lakes, Baddeck has a grocery store and some shops. It also has a new museum to Alexander Graham Bell, who had a house on the point across from town. Dockage is on concrete city piers – “Awkward to tie up but you can do it,” Capt. Stein said. “We’d come up from Halifax after a week or so,” Capt. Ellison explained, “do the 12-hour cruise to Cape Breton Island, hit the lakes, then go to Baddeck a couple days. It’s one of the prettiest cruises in the area, for sure.” Be sure to look for the puffins. 66 FALL/WINTER 2020

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Magdalen Islands Northwest of Cape Breton, the small island chain merges Ireland and Sweden. “It’s really unique geographically, with red clay and green grass,” Capt. Ellison said. His entry point was Havre-Aubert. “It’s a cool little French-speaking town with a newer commercial dock on the south end where you could easily dock a 200-footer.” Prince Edward Island Just north of Nova Scotia is another of the Canadian Maritime islands, Prince Edward Island, or PEI. It’s main port is Charlottetown, which has a small downtown and a little nightlife. Capt. Ellison docked at the yacht club there and rented a car for some day trips, including tours of the

local mussel factories, which he said was a highlight of the trip for his boss. Summerfield on the south coast has fuel. “Watch out for mussel farms,” he said. There is good bluefin tuna fishing in summer, but Capt. Ellison suggested hiring local guides to handle the permits required. M/Y Time for Us has been to the region twice in the recent past, both with the owners onboard throughout the summer, and also with them flying in and out. “We go every couple of years,” Capt. Ellison said. “The boss is in his 80s and they love to sit and watch the world go by. They loved it up there.” Lucy Chabot Reed is editor/publisher of The Triton. Comments are welcome at lucy@the-triton.com.

Progress at Walker’s stalled, but not the vision

By Lucy Chabot Reed Some things even a global pandemic can’t stop. Slow down, sure, but not stop. And when you combine the money of a multi-millionaire with the heart of a kid, joy is just bound to be the result. In 2018, yacht owner Carl Allen bought Walker’s Cay, the northernmost island in the Bahamas. An American by birth, the island and its people are the stuff of his childhood. “I’m 56 and I’ve been going there since I was 12,” he said. “When I was a kid, it was a magnificent place. In those days, it was just a hotel and restaurant, nothing fancy, but a gateway to the Bahamas where you could clear in and out. My stepdad was in love with the Abacos 68 FALL/WINTER 2020

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and Eleuthera, so we got to see Walker’s coming and going. We’d always head south, but I loved it. I always thought, ‘Why would you ever leave Walker’s’?” Abandoned and desolate for the previous 15 years, Allen has set out to revive it. He’s got a dream of Walker’s hosting fishing tournaments again, of bringing families together, of welcoming wedding parties, and of being the stuff of dreams for a new generation of kids. But life these days has presented plenty of challenges. “I have a glorious plan for bringing her back, but I didn’t have a clue what we were in for,” he said. Though he didn’t want to elaborate – he only graciously called it “red tape” – think government regulations, bureaucracy, permits and

permissions, all on island time. That was the first year. “Then Dorian hit and that set us back a full year,” he said, referring to the Category 5 hurricane that ran over the northern Bahamas, blurring Walker’s original May 2021 completion date. “Then here comes a pandemic, not once but twice. That’s put us back indefinitely.” Well, not exactly indefinitely, even though it’s hard to see the finish line. About 80% of the marina is done, he said. But those final 100 yards will take some time. “We used to have 40-50 workers on property; now we have 5,” he said in late August. When Hurricane Dorian came through the Abacos at Marsh Harbour

on Sept. 1, 2019, everything stopped. Though Walker’s was spared the worst of the storm, the island where those workers lived was upended. So Allen diverted his gaze and his resources to Little Grand Cay, resupplying the island, restoring power and water, and then rebuilding the majority of homes. “When we were hit by Dorian, everything was devastated,” Allen said. Four days after the storm – the soonest they were able – he set the captain and crew of his shadow boat, the 183-foot (55m) M/V Axis, to work transporting as much aid as it could carry. Eleven times. “It took us two months to deliver everything: generators, roofing, food, but we had the platform,” he said. “The

Living on the island since mid-May gives Carl Allen, center in peach shirt, a chance to keep an eye on progress. PHOTOS COURTESY ALLEN EXPLORATION

500 people on Little Grand Cay lost everything.” Water was back running in two weeks, power in three weeks, phone service in a month, he said. “We’re only as big as the island next to us,” he said. “There’s just no money here. Thank God no one was killed or got hurt.” Allen donated money, too. He seeded a matching fund with half a million dollars, and when it was matched, he put in half a million more. And he funded an on-the-ground stimulus package of sorts where everyone over age 21 got $300 cash. He helped in other ways, less visible ways, with local kids and families who needed help. “We were really obliged to do it,” he

said. “There are 60 people on that island that we need to hire to work at Walker’s.” This spring and summer was supposed to be when the Bahamas bounced back from Dorian. Then COVID hit. As soon as he had healed from a pre-COVID hip replacement surgery, Allen joined his boats in Walker’s in mid-May and hasn’t left. He lives on the mothership, the 164-foot (50m) Westport M/Y Gigi, and keeps his eye on the vision. “This is my home. I’m dedicated to it for the long haul.” The first thing to know about the revived Walker’s is that it is expected to be open to the public. The island itself is about 70 acres; one of Allen’s sons is developing about 20 acres for a private home. As for Allen, “My home is out in

the harbor; it floats.” The rest of the island will someday have all the upland amenities that make for a classic fishing resort: About 20 one- and two-bedroom “cottages”, a restaurant, a chapel for weddings, and a honeymoon suite. The marina, though, will be the focus. While there will be room for superyachts, the bulk of slips will be for smaller fishing boats. “We’re so close to South Florida, we can’t ignore the center console market,” he said. “I really have a vision of bringing back what they call the big shootouts, the big marlin tournaments. It’s a Mecca of fishing here.” The goal now is to have those docks, with fuel and water, open by the end of

the year. “People who haven’t seen it in a while are going to drop their jaw and go, ahhhhh,” he said. M/Y Gigi entered the harbor for the first time in mid-August, and a video posted on the Walker’s Cay website (walkerscay.com) marks the milestone. “We’re in the best place we can be,” he said. “We’ve got 26 crew on three yachts. We can fish, island build and treasure hunt. “It’s really a unique place, and it’s been sitting empty for 15 years. I pinch myself that I’m the guy that gets to do this.” Lucy Chabot Reed is editor/publisher of The Triton. Comments are welcome at lucy@the-triton.com. The-Triton.com

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Set a Course: Less explored areas of Northern Europe By Rebecca Whitlocke In recent years, countries in Scandinavia, the Baltic and the fringe of the Arctic have become more popular with yacht owners, charter companies and crew. While these coastlines may be less famous than their Mediterranean or Caribbean counterparts, they are nonetheless enticing with some of the best cruising grounds in Europe. Here are a few highlights:

Stockholm, Sweden

Amsterdam, The Netherlands

Stavanger, Norway

A formidable starting point for yachts, Amsterdam is easily accessible to major European cities and holds a firm reputation as a key destination for new build, maintenance and refit facilities. With berth options in the central city, Amsterdam showcases the best of Dutch heritage, art, design and gastronomy with attractions such as the National Maritime Museum, concert halls, trendy shopping and canal-side dining.

Hamburg, Germany

One of Germany’s dominant maritime cities, Hamburg has worldclass infrastructure including a seaport on the river Elbe that is one of the largest in Europe. Time can be spent discovering Hanseatic history at the Elbe Philharmonic Hall or the UNESCO World Heritage-listed Speicherstadt with its unique warehouses and canal networks. The German capital Berlin is 1.5 hours away by train.

Copenhagen, Denmark

The Danish capital will satisfy any guest’s wanderlust with lots to explore ashore such as Nyhavn’s gingerbreadstyle buildings, art galleries and antique shops along Bredgade street, and an ultra-hip restaurant scene that will rival the best of menus on board superyachts. Don’t miss checking out world-class

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design and art stores while there. Fusing historic architecture, waterfront attractions and a buzzing food culture, Sweden’s capital city is worth visiting. Cruising through the archipelago approaching Stockholm is fascinating in itself. There are more than 20,000 islands to enjoy a front-row seat. The long summer days makes them particularly beautiful during twilight hours. Rich in history, Stavanger is a good stopover to explore with pretty wooden houses in Gamle Stavanger and plenty of waterfront bars and restaurants. It’s well-known as a launching point for trips to the Lysefjord as many people want to see the famous Preikestolen cliff (Pulpit Rock) or hike to the Kjeragbolten boulder. Make room in the itinerary to roam the Flor & Fjære gardens, a mustsee when in the area.

Bergen, Norway

If the French Riviera’s glitz and glamor is too much, consider the appeal of Norway’s second-largest city. Known as the gateway to the fjords, Bergen is the yacht charter antidote to what is found in more traditional Mediterranean ports. Stroll around Bryggen with its colorful wooden buildings, take the Fløibanen funicular to the top of Mount Fløyen for a panoramic view over all of Bergen, eye up the daily catch at the Fisketorgetor fish market or drop into one of the city museums. “Bergen would have to be my pick for my favorite regional port as it covers the most bases: guest activities, history, museums, events, dining, a great market, bars, live music, provisioning and an airport,” Capt. Calin Bujgoi of the 120foot Benetti M/Y Pure Bliss, stated to his agent, Remie Kalloe of Dockside.ai

based in the Netherlands. “It’s a perfect location from which one can explore an amazing area with breathtaking views, high-end resorts, hiking and even World War II historic sights (Grimstadfjord).”

Norwegian Fjords

The Norwegian Fjords must be seen in person to understand their natural beauty. Deep in the heart of Mother Earth’s landscape, expect fairytale vistas of cascading waterfalls, charming coastal towns and glacial-carved mountains. “Nærøyfjord is one of the most beautiful places I’ve ever seen,” Capt. Bujgoi said. “A UNESCO World Heritage destination, it changes its light show every 10 minutes. We stopped there three times during our 2019 season and stayed overnight; both crew and guests were in awe every time. Great hiking ashore – rain or shine – and a wonderful place to go for an early-morning paddle and take in the scenery and peace (before the tourist boats appear).” Other highlights include: Sognefjord – the ‘King of Fjords’ Rosendal – a picturesque stop with a great local activities operator, historic castle tours and stunning backdrop Laukelandsfossen waterfalls Ona Island – one of several little coastal islands reminiscent of old fishing days If there is time, jump on the Flåmsbana – a rail journey from Flåm offering valley and waterfall views as it climbs to a station on the Hardangervidda plateau.

Nærøyfjord

Ona Island

“International enquiries from yachts keen to visit these regions are growing, which is exciting for us to be able to merge itinerary planning with full-service yacht support,” agent Kalloe said. “Northern Europe offers some incredible cruising grounds with adventure, scenic beauty and accessibility to top-notch shipyards and large hubs for marine trades.” Underpinned by vessels seeking fresh inspiration for life at sea, the Northern European cruising regions celebrate destinations that dare to be different from the usual yachting hotspots. Rebecca Whitlocke is a freelance writer based in France. Comments on this story are welcome at editor@ the-triton.com.

Bergen, Norway The-Triton.com

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USSA continues mission of speaking for large yacht sector By Kitty McGowan The year was 2006, in the epicenter of the superyacht industry in the United States – Fort Lauderdale, Florida. There was a lack of a unified voice in the U.S. for the unique needs of the large yacht segment of the marine industry. Twelve industry leaders pulled resources together to create the U.S. Superyacht Association (USSA). “A gap existed within our yachting community whereby we didn’t have suitable representation at the highest levels of government to fight for the rights of our community,” said Tim Davey, owner of Global Marine Travel and a past chairman. “Not only do we have a strong presence in the USA, but internationally the USSA has become a go-to resource for many companies and organizations.” When I was hired 10 years ago and later named president of the organization, the USSA was centered in South Florida and had about 100 members. The USSA has grown to nearly 400

members in 25 states and 29 countries. One of our most significant accomplishments since our association’s inception was our ability to work with superyacht owner Tilman J. Fertitta and his team to facilitate legislation of the first-ever large yacht flag registry in the United States in 2018. “For at least a half-century, ridiculous regulations prohibited American citizens from displaying their patriotism by flying an American flag on their yacht,” said Fertitta, a longtime yacht owner, star of the TV show “Billion Dollar Buyer” and sole owner of Landry’s Restaurants and the professional basketball team Houston Rockets. “With the passage of that legislation, that ended. American yacht owners can now proudly proclaim their citizenship on their yachts. It was a truly historic day for American yacht owners and the yachting industry.” Over the years, the association has also created a Refit America marketing campaign designed to promote the importance of the refit industry in the

U.S., created exhibitor pavilions at U.S. and international boat shows, conducted annual industry summits to educate members on a variety of industry topics, created captains educational programs in Sint Maarten about the ways to facilitate entry to the U.S., and a variety of social events around the world designed to provide members and industry with the opportunity to network and build strong relationships. “The U.S. Superyacht Association has been a great resource for me,” Capt. Anthony Nicholls said. “Their educational events and access to U.S. entry details have been extremely beneficial to me and my crew over the years.” Advocacy support for the industry and our members has been at the core of our mission since our inception. In addition to the U.S. Flag Registry, our team has worked tirelessly to assist with cruising license issues, participated in coalitions with other marine trade associations and the U.S. State Department to facilitate ease for yacht crew to obtain B1/B2 visas, educated legislators about

the economic impact and importance of the superyacht industry, worked with other sectors on global environmental initiatives, facilitated access for U.S. recreational shipyards to secure MARAD grants to support and revitalize the U.S. shipbuilding capacity, and much more. Fast forward to the year 2020. The start of a new decade … one filled with so much promise and optimism. Our American Pavilion at the Fort Lauderdale International Boat Show had grown in prominence, our Superyacht Summits attracted international attention, our pavilion at METS Trade had grown exponentially, and all of our events were setup to be successes. Then came COVID-19, a global pandemic that stopped nearly everything in its tracks. Thankfully, the board and my team quickly pivoted and moved to support the industry. We joined forces with other marine trade associations across the country with weekly calls to keep the marine industry considered “essential” See USSA, Page 75

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It’s no Monaco show, but yachts display at Open Day By Lauren Coles On Thursday, Oct. 8, Cluster Yachting Monaco organized Open Day for yacht charter and sales brokers to learn more about and visit yachts for sale or charter in the area. Part of the Monaco Yacht Club, Cluster Yachting Monaco is an association that brings together brokers and industry specialists in Monaco. Open Day was organized together with Young Professionals in Yachting (YPY), which promotes professionalism and education in the industry. The setup resembled a yacht show. Although not a replacement for the 2020 Monaco Yacht Show, the Open Day showed how the yachting industry in the Med is very much working, and supporting those within the industry. Marcella De Kern Royer, founding member of YPY Monaco and blogger of Onboard with Marcella, was onboard M/Y JoyMe for the event. She explained how the event was like a private yacht show for professionals. Although it was mostly business to business, some yacht brokers brought clients. De Kern Royer pointed out that brokers prefer these private events versus mass market events. She could be seen chatting with captains and learning about their plans for the winter. Capt. Zelijko Smolkan of M/Y JoyMe, a 164-foot (50m) custom yacht (below), joined the vessel two weeks before the show. He has been a captain professionally for 12 years, and described the day this way: “This show is just perfect. One of the best shows I’ve ever been in. Lots of the right people have passed through

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our boat.” Former Capt. Johannes Palm and Florian Garbaccio, a former water sports instructor on yachts, (below) now working for Awake electric surfboards.

Now working on land, they described their career switch. Palm was a competitive sailor who got his captain’s license to travel and grow his career in the industry. After seven years, he moved ashore and now represents Awake, an electric surfboard company, as a sales director. Garbaccio started as a water sports instructor on yachts, training crew, guests and owners how to use various water sports equipment. He switched to work with Awake because he wanted to be on the development side of the product, and now works as a brand and sales coordinator. Local industry was welcomed at the event. François Richard, founder of electric boat company Leneva Boats (below, right), attended. Lauren Coles is a freelance writer and founder of Yoga Yacht living in Port Hercule, Monaco. She holds a master's degree in education. Comments are welcome at editor@the-triton.com.

USSA, from Page 73 and keep our industry on the job. The most challenging aspect of the national response was the diversity of state COVID laws and restrictions that made navigating the maze difficult. “I was having tremendous difficulty being able to keep my workers on the job, and with one call to Kitty at the USSA on a Saturday, she helped solve my issues and get us back up and running,” said David Hole of Marina Mile Yachting Center in Fort Lauderdale. We also provided our members and the industry with details about federal support programs such as PPP, EIDL and others in partnership with our membership benefits team at T. Spencer Samuels, which was with us every step of the way through weekly webinars and online resources. In addition, we implemented new and improved health, 401(k) and disability benefits for our members and instituted a series of educational webinars designed to impact nearly every aspect of our industry. The ramifications of the pandemic have been felt globally and in nearly every sector of our industry. “COVID-19 has had an impact on both the operational and maintenance schedules of yachts worldwide,” said

Jim Berulis, vice president of Savannah Yacht Center in Georgia. “The prolonged uncertainty of positivity spikes will continue to challenge owners, yacht managers, and captains as to where to go next season or whether or not to continue to put off that maintenance project that has been on the list for 2020.” The trends do seem to be pointing to new and off-the-mainstream paths; the more remote, the better. “Maine did a great job of keeping our COVID rates low, and because of that, I’ve never seen so many large yachts up here in my life,” said JB Turner, president of Front Street Shipyard in Maine and co-owner of Cape Charles Yacht Center in Virginia. “There were 300+ footers in nearly every harbor along the coast. I saw customers that I hadn’t seen in years, and now they’re even looking for ways to keep their yachts here through the winter.” That upsurge in business wasn’t only in New England; his yard in the Chesapeake saw a similar business increase. “With many of the islands of the Caribbean and the Bahamas closing, the catamarans had no place to cruise,” Turner said. “Cape Charles Yachting Center is one of the few facilities with a wide lift. As a result, we had the busiest summer on record and have had to stop

taking new business several times to keep up with the workload.” There have been similar experiences with USSA members throughout the Southwest and up the coast through Washington and Alaska. The lack of cruise ships in the region due to COVID restrictions provided more resources for the increase in superyachts that flocked to the area in search of escape. Yacht owners worldwide realized there is no better way to socially distance than on their yacht. While this escape was great for owners, this type of seclusion did create some challenges and hardships for yacht crew who were often unable to come ashore or take any time away from the boats for extended periods of time due to owners’ concerns over infection. Luckily, as the positivity rates started to decline and more became known about preventing transmission, that issue has seemingly begun to relax. Despite everything we have personally faced this year, the industry continues to thrive. “I feel that we are all struggling with a bit of Zoom fatigue at this point as we navigate this new world,” said Kate Pearson, USSA’s current chairperson. “Boat shows and events are a critical part of what makes the yachting indus-

try so powerful, and I know that many of us look forward to getting together in person very soon. All of us at the USSA will be here to help facilitate those opportunities once again.” Through the changes and the vast unknown factors facing all of us in the coming year, the U.S. Superyacht Association will continue to work hard to provide all segments of our industry with the necessary resources they need to navigate any rough waters ahead, but we can’t do it alone. You have a voice through the USSA. We are individually strong but together a powerful force. Visit ussuperyacht. com/join to become part of the USSA. Kitty McGowan has more than 30 years experience in nearly every aspect of the industry. She started as a yacht chef on high-profile yachts including M/Y Octopussy, M/Y Thunderball and M/Y Moonraker. She then worked with the Marine Industries Association of South Florida. She later formed her own marketing, events, lobbying and PR company, Nauticom Communications, where she created and managed fishing tournaments around the world. She took over the reigns of the U.S. Superyacht Association in 2010. Comments are welcome at editor@the-triton.com.

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Bay Street Marina

Bahamas Marinas Directory Marine/Yacht Club

Island/Group

Dockmaster

DM Phone

Bimini Bay Marina

Bimni

Phil Doller

786-322-4440 x 101

Bimini Big Game Club Resort & Marina

Bimni

Robbie Smith

242-347-3391

Bimini Cove Resort and Marina

Bimni

Fritz or Rodney

242-347-3500

Albany Marina

New Providence

Derek Roderick

242-676-6020

Atlantis Marina

Nassau / PI

Cleo Stuart - asst dm

242-363-2000 x66080

Bay Street Marina

Nassau

Jackie or Erica

242-676-7000

Hurricand Hole

Nassau / PI

Raquel Dorsett - asst mgr

242-603-1950

Nassau Yacht Haven

Nassau

Oben Desir

242-393-8173

Palm Cay

New Providence

Demaro Demeritte

242-676-8554

Pointe Marina

Nassau

Howard Pinder

242-359-1790

Cape Eleuthera Resort & Marina

Eleuthera

Jermaine Rahming

242-334-8500

French Leave Harbour Village

Eleuthera

Aaron Thompson

242-332-3778

Romora Bay Resort & Marina

Harbour Island

Marc Tonis

242-333-2325

Spanish Wells Yacht Haven

Eleuthera

Leroy Kelly

242-333-4255

Valentines Residences, Resort & Marina

Harbour Island

Marcus Pinder

242-333-2142

Highbourne Cay & Marina

Exuma

Carolyn Cartwright

242-355-1008

Marina At Emerald Bay

Exuma

Ericka Munroe

242-357-0895

Safe Harbor Marina at Cave Cay

Exuma

Staniel Cay Yacht Club

Exuma

Tario Miller

242-355-2024

Hawks Nest Resort & Marina

Cat Island

Jerry Hunter

242-342-7050

Flying Fish Marina, Long Island

Long Island

Andrew Fox

242-337-3430

Old Bahama Bay Resort & Yacht Harbour

Grand Bahama

Kyle Wilchcombe

242-602-5172

Grand Bahama Yacht Club

Grand Bahama

Aaron Rolle

242-373-7618

Port Lucaya Marina

Grand Bahama

Ryan Knowles

561-290-4782

Running Mon Resort & Marina

Grand Bahama

Abaco Beach Resort

Abaco

Bertram

242-806-1538

Baker’s Bay Club - members only

Abaco

Cecil Ingraham

242-577-0635

Hope Town Inn & Marina

Abaco

Aaron Knowles - mgr

242-366-0003

242-357-0143

242-352-6834

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Albany Marina

Atlantis Marina

Bahamas Out Islands Until the northern Bahamas completely recover from Hurricane Dorian, tourism officials encourage yachts to explore the Out Islands. Kerry Fountain, executive director of the Bahamas Out Island Promotion Board, presented a 36-page PowerPoint presentation on the Out Islands during a webinar in August. His tips and itineraries focus on the Berry Islands (beginning on page 8), Eleuthera (page 11), Harbour Island (page 16), the Exumas (page 19), and other Out Island areas (page 36). To find the link to the presentation, visit www.the-triton.com and search “make yachting a priority”. Click on the first story and scroll down to the “Out Islands itineraries” section.

Acquisitions, new projects keep yachting underway Editor’s Note: Following are snippets of industry news items worth catching up on. Find the full stories of each on our website, www.The-Triton.com.

UMC gets FTZ designation

Universal Marine Center in Fort Lauderdale has received authorization from U.S. Customs and Border Protection to function as a foreign trade zone (FTZ) for yachts listed for sale.

The designation means that foreignflagged yachts listed for sale and docked at UMC can now be shown and sold to U.S. clients. The Marine Industries Association of South Florida helped create the nongeographical marine FTZ in 2017, and more than a dozen companies have achieved the designation since then, including Rybovich and Lauderdale Marine Center. “Originally, we were not interested; business was going well,” said Bernard Calot, yard manager at UMC. “But our customers put pressure on us to do it. When the boats are for sale, they didn’t want to leave.” – Lucy Chabot Reed

Pinmar starts trial of sprayable filler

Yacht finishing company Pinmar,

paint manufacturer AkzoNobel and surveyors Wrede Consulting have partnered on a research project to develop the application methodology for the new Awlfair SF spray filler product from AkzoNobel’s Awlgrip brand. Awlfair SF is a new superyacht fairing product applied by pressurized airless spray rather than by hand, which allows for wet-on-wet application and up to two coatings per day without the need for sanding between coats. Pinmar expects this new system will provide a step change both in terms of the quality of the fairing and the time taken to complete the process. “We’ve trialled the product in our test environment and now our master fairers and technical experts have the opportunity to evaluate its performance on an actual 30m hull,” said James Millott, Pinmar’s head of operations. “The introduction of advanced engineering to automate part of the fairing process is a transformational step.”

Sunrise harbor digs deep

Sunrise Harbor, a marina and residential development in Fort Lauderdale, has completed several upgrades to the basin and upland areas. The marina basin now has a depth of 11 feet. A new security system now controls all doors, elevators and garage access. Wi-fi reaches the entire marina with streamable, high-speed service. The fitness center now has men’s and women’s facilities with saunas and changing rooms. The marina office has been remodeled.

IPM Group takes over Ibiza marina

Spain-based IPM Group has taken

over concession and management of the former Ibiza Magna marina on Ibiza, southwest of Mallorca in the Balearic Islands. Now called Marina Port Ibiza, it has 85 moorings for yachts up to 60m. IPM Group also manages Marina Port de Mallorca and Marina Palma. For more information, visit www. marinaportibiza.com.

Companies bring hygiene to yachts

Fort Lauderdale-based MHG Insurance Brokers and Vikand Solutions, also of Fort Lauderdale, have partnered to bring Vikand’s health and hygiene program Pyure to the yachting industry. The program consists of a threepronged approach to reduce and potentially eliminate the threat of COVID-19 onboard, while also promoting the health and wellness of crew and guests through air purification technology, medical protocols, and around-the-clock medical support. Technologies such as Pyure are used to suppress COVID-19 and other contaminants that can stay in the air in aerosolized droplets and on surfaces. Pyure distributes disinfecting air to kill viruses, bacteria, mold, etc. Vikand offers COVID-19 protocols including support in their installation and management. It also offers advice, education, support and solutions for preemptive testing and tracking. “As owners return to their yachts and charters resume, we want to make sure our clients and the industry have access to as many tools as possible to combat COVID-19,” said Andrew Dudzinski, MHG chairman and CEO. “MHG’s primary concern has always

been the health and welfare of crew and guests onboard. The Vikand team is well known to us and we believe their solutions are in line with our initiatives to help clients face this new environment and to continue yachting with enhanced comfort and care.”

MarineMax acquires N&J

MarineMax has acquired Fort Lauderdale-based brokerage firm Northrop & Johnson, a 71-yearold company that offers yacht sales, charter, management, new construction management and crew placement. This follows MarineMax’s acquisition of Fraser in 2019. “With the acquisition, the overall customer experience will be enhanced through the ongoing development of the marketing capabilities, which leverage the latest technology,” MarineMax stated in a news release. “This should further enhance client retention and further stimulate lead generation and client referrals. Both Northrop & Johnson’s and Fraser Yachts’ insight and relationships with buyers, sellers and charterers are underlined by the world’s most comprehensive network of highly qualified individuals.” Kevin Merrigan, chairman and CEO of Northrop & Johnson (above), and the rest of the brokerage’s team will continue to operate and manage its activities. “MarineMax stands out as best in class for boats and yachts under 120 feet,” Merrigan stated in the release. “With the combination of the teams and resources of both Fraser Yachts and Northrop & Johnson, MarineMax can provide end-to-end global boating The-Triton.com

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solutions as we grow the superyacht services business.” Northrop & Johnson has offices in the Americas, Europe, Asia and Australia.

Broker launches firm, acquires Neptune

Fort Lauderdale-based yacht broker Frank Grzeszczak has launched FGI Yacht Group and acquired Neptune Group Yachting. Industry veteran DJ Parker, who launched NGY in 1997, will stay on and lead the charter division. Grzeszczak will head the brokerage division and oversee operations. “We look forward to working with DJ and being able to offer the best possible charter services to our clients,” Grzeszczak stated in a press release announcing the news.

Detroit firm acquires Luke Brown

Detroit, Michigan-based KAM Yacht Sales has acquired Fort Lauderdalebased brokerage firm Luke Brown Yachts. Founded in 2006, KAM Yacht Sales is a subsidiary of Lormax Stern, a commercial real estate development company based in Detroit. KAM Yacht Sales and KAM Marine own and operate three marinas and boatyards in Michigan, have three sister marina companies, and have brokerage offices in Michigan, Florida and Ohio. Acquiring Luke Brown expands the company's reach along the East Coast. Luke Brown has offices in six cities in Florida, Rhode Island and the Bahamas. The brokerage firm will retain its name, but owners Andrew Cilla and Jason Dunbar will no longer run the company. KAM Yacht Sales' Daniel Stern is now president, Nichole Sleiman is vice president of business operations and Max Brochert is vice president and sales manager. Cilla will serve as an ambassador promoting the company to clients along the East Coast and Dunbar will serve as a broker. "We are thrilled for this new chapter at Luke Brown Yachts," Cilla said. "We will be able to expand what we offer our clients while continuing to offer all of our current services and uphold our high customer service standards."

Transport company offers new sailing

Yacht transport company Peters & May and shipping company Oslo Bulk have created a new monthly sailing between the U.S. East Coast and the 78 FALL/WINTER 2020

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Caribbean. “Frequent and regular sailings are a first for the industry, and we are happy to be announcing this to the market,” Matt Penfold, managing director of Peters & May USA, stated in a press release. The service southbound will load from Newport, Savannah and Port Everglades and disembark in St. Thomas, Tortola, St. Maarten, Antigua and St. Lucia “By combining Peters & May's industrial expertise with Oslo Bulk’s committed Caribbean fleet of 11 fully owned vessels, we are creating both an exceptional service and flexibility that will ensure regular and on-time sailings to and from the Caribbean,” said Lars Paulsen, commercial director of Oslo Bulk. “With over 1,200 port calls annually within the Caribbean, Oslo Bulk together with Peters & May can create tailor-made sailings to virtually any destination in the Caribbean.”

Sanlorenzo to acquire Perini Navi

An Italian newspaper has reported that Italy-based Sanlorenzo is acquiring large sailing yacht builder Perini Navi. According to a report of that Italian story in the Robb Report, Sanlorenzo will invest about $33 million for a 70% share of the restructured company. Viareggio-based Perini Navi has launched a fleet of famous and technologically advanced sailing yachts, including the 88m S/Y Maltese Falcon.

Benetti names new CEO

Marco Valle, who remains in charge of the Azimut Division, will take on the role of Group CEO at Azimut Benetti SpA on Sept. 1, when current Group CEO Franco Fusignani will step down. “This decision will encourage an organic and unified approach to business management, benefiting effectiveness, rapid response and efficiency,” the company stated in a press release announcing the news. “The intention to preserve the specific characteristics and values of each brand, whose distinct identities form the basis of the Group’s success, will clearly remain a core target.” Fusignani, 75, will remain on

the company’s board of directors. “Marco Valle, who joined the company 25 years ago, has the full support of the Vitelli family and the Group’s Board of Directors in this new challenge, which he will no doubt rise to with the same spirit of success that has been a distinctive feature of his work, first as Azimut Yachts sales director and for the last four years as CEO of the Azimut division,” said Paolo Vitelli, Azimut Benetti Group chairman.

Veteran captain joins Derecktor

Capt. Glen Allen, who spent the past 13 years with Fleet Miami, has taken a position as sales manager with Derecktor Fort Pierce. Capt. Allen’s primary role will be to attract large motor yacht and sailing yacht business to the new shipyard. He began last week. “I’ve always been interested in advancing the industry and bringing along young crew members,” Capt. Allen said. “In Fort Pierce, this is a prime way to help develop an industry in a town that needs industry economically.” Derecktor Fort Pierce is expected to begin hauling vessels by the end of the year, but still await permits to construct the slipway for its 1,500-ton lift. It currently has dockage with power and water and can accommodate outside contractors for things like in-water paint jobs and dockside maintenance. Capt. Allen began running boats in 1987 when he was hired to run charters on M/Y Gypsy, a 65-foot pilothouse motorsailer based in St. Thomas. After three years, he went to work for an owner in Annapolis and eventually would oversee the build of a 95-foot Sparkman & Stephens-designed ketch at Derecktor shipyard in Mamaroneck, New York, in 1995. He ran other vessels, including the 125-foot (38m) Feadship M/Y Andiamo, and oversaw the build of the 220-foot (67m) Lurssen M/Y Apoise. After that project, the economic downturn slowed yachting and he met Michael Saylor, who hired him to finish the build of M/Y Harle, a 147-foot (44.6m) Feadship. “We didn’t want to stay,” Capt. Allen said of he and his wife, Suzan, who had worked with him on all the previous yachts and build projects. “But we found Mr. Saylor so intriguing and his

program so interesting that we stayed 13 years.” Capt. Allen stepped back from Fleet Miami on April 1 and continues to serve the company as a consultant. Capt. Carey Drake, who ran M/Y Harle for the past five years, has taken over as fleet captain. The fleet includes the 154-foot (47m) Delta M/Y Usher, the 87-foot (25m) Warren Mystique as well as several sportfish and cruising boats. Progress on the development of the yard in Fort Pierce is continuing, despite COVID-related delays, said Justin Beard, marketing manager for the 73-year-old company. The lift has been ordered and is in pre-assembly at the manufacturer in Italy. When complete, the lift will be loaded onto 42 shipping containers and shipped to Fort Lauderdale’s Port Everglades, then barged the 100 miles up to Fort Pierce where “by the end of the year, we hope to have it operational,” Beard said. Assembly of the lift once on site will take six weeks, he said. Derecktor signed a 30-year lease agreement with St. Lucie County in April 2019 to lease 12.3 acres of property and convert it into a megayacht repair facility, hiring local workers and eventually relocating its headquarters there from its yard in Dania Beach. The old packing house from the 1920s that was on the property that the shipyard is leasing from the county was demolished last October. The 50,000-square-foot metal building from the 1940s remains and will be converted into workshops. Other ideas are on the drawing table, “but first we need to bring in revenue,” Beard said. Key to that is hiring Capt. Allen, who will interact with his contacts throughout the industry to attract large yachts, their captains and crew, and their owners to Fort Pierce. Capt. Allen is also the current president of the International Superyacht Society, was recently elected to the board of the Marine Industries Association of South Florida (which owns the Fort Lauderdale International Boat Show) and serves on the board of directors of the International Seakeepers Society. “Overall, it’s an exciting thing in the development of the megayacht industry for South Florida,” Capt. Allen said said of his new job with Derecktor. “It’s an opportunity to expand the horizons, if you will, of what South Florida has to offer. We’re just an hour and 10 minutes from South Florida, and some vendors have talked about putting satellite offices here.” – Lucy Chabot Reed

Former cook/stew wins MIASF Golden Anchor award By Lucy Chabot Reed

nationwide. “My job is to manage our lobbyists and my passion has been yachting, so I’m acutely Former yacht crew member Patience Cohn aware what the impediments are when won the Golden Anchor Award for 2020, the we’re coming up against legislation or rules most prestigious award given by the 60-yearthat impact yachts,” she said. “Probably the old Fort Lauderdale-based Marine Industries biggest advantage I have is that I can argue Association of South Florida. The award our point from a knowledgeable position.” recognizes a lifetime achievement for work in For example, a recent marine advisory the marine industry. from the U.S. Coast Guard clarified that “I am humbled and stunned by it,” Cohn vessels over 500 tons must leave South said after receiving the award at the MIASF Florida within 48 hours of a hurricane. Cohn annual meeting, held virtually on June made officers understand that yachts that size 24. “I don’t see myself as doing anything have hurricane plans and are highly focused extraordinary. I love what I do.” on safety, as well as the reality that they Cohn is the industry liaison at MIASF, would be unlikely to move in the face of a standing up for crewed yachts when industry quickly approaching storm. issues intersect with the government and its The USCG acknowledged her point and rules. The role is a natural for her; she spent now requires vessels over 500 tons hunkering more than 20 years as a cook, chef and stew Cohn as cook/stew aboard the first of the Limitless line, circa 1987. on some of the most well-known yachts at the PHOTOS COURTESY OF PATIENE COHN down in South Florida facilities to let the Captain of the Port know they are there. time. M/Y Circus II, which became M/Y Big Eagle for a “I told them that if someone told us Cohn grew up in Nantucket and began few months while owner Bernie Little negotiated we had to leave, I would have said you’re going playing with boats as a child. She worked at another deal, and then M/Y Limitless, the first in a without me,” Cohn said. “No boat is going to Nantucket Boat Basin throughout high school and line of ever-growing yachts owned by Les Wexner depart with a hurricane coming. Now, they just fill college, and then, in the mid-1970s, she joined a of the Limited and Victoria’s Secret clothing stores. out a form and tell us how they are going to stay cousin moving a 42-foot Post to Fort Lauderdale. Cohn stayed involved in the yacht through all the safe. When they pulled into Pier 66, general manager ownership changes as stew and again back in the “If you can argue from a position of knowing, Ronnie Stroud pulled up on a golf cart and galley. you have a much better chance of recognized her from Nantucket. He had recently She also worked on the making your point,” she said. stopped there on his tour around the Northeast on ‘If you can argue Cohn has also been involved a yacht carrying a banner saying “Follow me to Fort 166-foot M/Y Coco (later M/Y Nadine) with Capt. Mark Elliott, from a position of in efforts to get the B1/B2 visa Lauderdale.” recognized in South Florida as The next day, he and she captained a 70-foot knowing, you have a Striker for owner Ted Aronson appropriate visa for yacht offered her a job, much better chance of the for a time. crew, getting yacht crew of all and Cohn became “Four of the owners I worked making your point.’ levels recognized as essential the first female for were in the top 10 of Forbes – Patience Cohn on how workers during the pandemic, dock attendant at wealthiest people at the time,” Pier 66. being crew helps her fight for and minimizing the impact of the Cohn noted. “It was a smaller “I had come the industry every day high-speed train bridge over the pool of owners then, and I guess I New River in Fort Lauderdale. down with just a was lucky.” Captains with issues arriving duffle bag,” she She came ashore in the mid-1990s and or staying in South Florida can contact Cohn for remembered. “It freelanced for a while before settling down and advice or help (patience@miasf.org). would be a year getting married. She found another marina “The association is here to help businesses do before I went back management job through Stroud in Hilton Head, business,” she said. “If boats can’t come here, to Nantucket.” South Carolina, and then came back to Miami to businesses can’t do business.” She worked manage the Jockey Club. Cohn joins an elite group of South Florida her way into the She began volunteering at MIASF on the marina marine industry professionals who have won the office and wound up managing the marina. But Golden Anchor award. then she started dating Capt. Craig Tafoya, and she and boatyard committee and was soon elected to the board. Eventually, she was called on more “It’s an amazing group,” she said. “I mean, joined him on the 70-foot Trumpy M/Y Doubloon and more to help then-President Frank Herhold Bob Roscioli [Roscioli Yachting Center] and Joe as cook/stew. They would work on that yacht five manage his schedule of meetings with politicians, Rubano [RPM Diesel Services] have won it. They years, cruising all over the U.S. East Coast, the built businesses. I’m just really grateful to be Great Lakes, the Caribbean and the Mediterranean. lobbyists and legislative staff working on issues recognized because I do put my heart into it.” “The pay was great and they treated us well, why related to the marine industry. She was officially hired by the association in 2005. would we leave?” she said. Cohn is the behind-the-scenes muscle on Cohn would go on to work on several legendary Lucy Chabot Reed is editor/pubisher of The Triton. most regulatory and legislative issues that touch yachts – and their legendary owners – of the Comments are welcome at lucy@the-triton.com. large yachts in South Florida and, increasingly, 1980s and ’90s, including the 139-foot Feadship

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Triton Fall/Winter 2020 Vol. 17 No. 2

Articles inside

Putting yachting to good use

A list of Bahamas dockmasters

Open Day in Monaco shows 19 boats

A catch up with USSA’s Kitty McGowan

Cruising in Northern Europe offers history, natural wonders

Childhood memories drive Walker’s Cay renovation

Canadian Maritimes offer secluded cruising

Chef Thierry Goulard

Living and traveling with a submarine

Yes you can take it with you

Crew take a little bit of the Bahamas with them

Girl power

Turning quarantine craziness into fun

Showing you how its done

Everyone in yachting can protect crew wellness