Four decades in the maritime industry

Do you remember your first day at Evac? 

I remember it very clearly. It was a new company, a new country, China, and everything was moving fast. 

I started my career at Zodiac, which later acquired Evac. After the acquisition, I became General Manager for Evac Shanghai, responsible for both the business and operations. 

I still remember the CEO telling me, “Everything will be fine.” In many ways, that set the tone. 

I originally moved into R&D because I’m a mechanical engineer by training, but my career quickly expanded far beyond engineering. 

Did you think you would still be here 40 years later?

Not at all. I’ve always liked change. I get bored easily and I’m constantly looking for something new. 

What kept me here was that the company kept changing. Through acquisitions, growth and new opportunities, I’ve probably had ten or twelve different roles. 

I’ve gone from managing a team of two people to leading an organization of 1,000. Every role brought bigger challenges, new perspectives and more responsibility. That continuous learning is what kept me motivated.

What has changed the most in the industry—and what hasn’t?

Technology, without question. When I started, email was just becoming common. Today we’re talking about IoT and AI. The pace of technological change has been remarkable, not only across the industry but also in our own solutions. 

Leadership has also evolved. Every generation brings different expectations, and you have to adapt your leadership style accordingly. 

At the same time, the maritime industry remains relatively conservative. That hasn’t changed as much as you might expect. 

You believe the industry should focus more on performance than products. What do you mean? 

Too often, customers specify exactly what they want, the size, the type, even the design, instead of defining the performance they need. 

When you specify the outcome instead of the solution, suppliers have room to innovate and create much more value. 

We recently experienced this in a major project where the customer focused on performance requirements rather than predefined solutions. It opened the process, made it more competitive and ultimately became Evac’s largest project to date. It was a great reminder of what’s possible when the mindset changes.

What do you think the industry still underestimates?

The creativity of suppliers and the real potential of sustainability. 

Sustainability has become a major focus over the past five years, but suppliers can contribute much more than many people realise. 

At Evac, sustainability isn’t just about how we operate. It’s built into the solutions we deliver and the way they help customers improve their own environmental performance. 

Was there a moment when things almost went wrong? 

The pandemic was probably the biggest test. 

The cruise and transportation markets stopped almost overnight. We couldn’t travel, meet customers or work the way we were used to. 

It showed how quickly markets can change and how important it is to stay flexible. Fortunately, the company adapted and came back stronger when the market recovered. 

What advice would you give someone starting in the maritime industry today?

Keep learning and stay ready for change. 

The future will require continuous innovation, adaptability and a deep understanding of customers’ challenges. That’s especially true as sustainability continues to shape our industry. 

What is the biggest lesson from your 40 years in the industry? 

Time flies, so enjoy the journey. 

Build relationships, keep learning and don’t postpone the things that matter. Because in the end, those are the things you’ll remember most.

What makes Evac special as a workplace?

It’s an international company, a leader in its market, and strongly positioned in sustainability.

But what really stands out is the culture. There’s a willingness to evolve, to take on challenges, and to create opportunities for people to grow.