“If I were to summarise my DNA in one word, it would be compliance. But it’s compliance with a can-do attitude that drives everything we do.”
Leadership in the maritime industry is not merely about managing vessels — it is about establishing foundations that will support decades of growth and excellence. As we concluded our first-ever Management Review Meeting, I was reminded why we chose to build Maryam Shipmanagement differently, from the ground up.
The Power of Coming Together
This week marked a significant milestone for our organisation. Our team of 18 professionals — many working remotely across different continents — gathered for our inaugural two-day Management Review Meeting. For many, it was the first time meeting colleagues face-to-face after months of collaboration. The energy was palpable and the commitment was undeniable.
What struck me most was not just the quality of the discussions — though they exceeded all expectations for a first-time gathering — but the spirit our team embodied. We opened with a theme that defines our organisational DNA: the Can-Do Attitude.
The Five Pillars of Our Can-Do Culture
Our can-do attitude is not simply motivational rhetoric; it is structured around five fundamental principles that guide every decision and action:
Proactive Mindset: We seek solutions rather than dwell on problems. In an industry where challenges arise daily, this forward-thinking approach sets us apart.
Resilience: We persevere despite setbacks. Maritime operations demand persistence, and our team demonstrated this throughout our intensive sessions.
Optimism: We believe improvement is always possible, even in tough conditions. This is not naïve positivity — it is strategic confidence in our ability to evolve.
Willingness to Learn: We embrace new tasks and grow from our mistakes. In a rapidly changing industry, continuous learning is essential.
Team Spirit: We support one another and uplift the whole crew. Whether in the office or aboard our vessels, collective success drives individual achievement.
Small Team, Big Impact
One revelation from our discussions was the advantage of our size. Many of our team members have come from organisations with thousands of employees, where decisions move slowly through layers of hierarchy. Here, with 15 core team members (plus strategic guests from our wider group), we can reach agreements and move forward with remarkable speed.
This agility is no accident — it is by design. We are building foundations to support substantial growth, but with the precision and care that only a focused team can provide. As I told the team, “It is difficult to build a tower if you do not have the first and second floors right. You end up with a compromised structure.”
Compliance as Competitive Advantage
The maritime industry operates in a highly regulated environment, where compliance is not just good practice — it is essential for survival. Our team understands that a strong compliance culture starts in the office and extends to every vessel in our fleet. We have implemented rigorous KPI tracking through our new ERP system, launched in January, and are now focused on turning red indicators green through targeted action plans.
However, compliance alone is not enough. We must remain competitive. I reminded the team that being good today will not be good enough tomorrow. Even industry leaders such as BlackBerry, who pioneered smartphone technology, fell behind when they stopped innovating. We are committed to continuous improvement, staying ahead of the curve rather than simply keeping pace.
From Vision to Reality
Our recent Management Review Meeting was not just about internal alignment — it was about setting the stage for our next phase of growth. We have identified specific KPIs that require improvement, established clear targets, and, most importantly, created ownership at every level of the organisation.
The response has been overwhelmingly positive. Team members are energised, engaged, and eager for our next gathering in six months. They see the strong compliance culture emerging, feel the commitment from leadership, and understand that their individual success is tied to our collective excellence.
Building Tomorrow’s Maritime Leadership
What excites me most is that we are not just managing ships — we are shaping the future of maritime operations. Our diverse team brings experience from major industry players, sharing best practices while appreciating the speed and decisiveness our structure enables.
At the conclusion of the week we celebrated with a team-building party (complete with a barbecue for 45 people). The occasion reminded me that business success is not just about processes and procedures — it is about people. The relationships we are building, the culture we are establishing, and the foundation we are creating will determine our trajectory for years to come.
The Journey Continues
We are no longer just a start-up with ambitious plans — we are a focused team with clear objectives, strong values, and the determination to become a global leader in ship management. The can-do attitude that defined our first Management Review Meeting will continue to drive us forward, one milestone at a time.
The maritime industry needs leadership that combines compliance with innovation, structure with agility, and vision with execution. That is exactly what we are building at Maryam Shipmanagement.
Maurice Baker, Managing Director, Maryam Shipmanagement
