Yet too often, the brokerage process feels outdated — transactional rather than strategic, guarded rather than transparent. That disconnect erodes trust.

If we want this industry to evolve, and if we want to attract the next generation of UHNW [ultra high net worth] clients, we need to demystify the process. That means raising the bar: more open communication, clearer value at every step, and a shared standard for how we show up as professionals. Transparency isn’t just good practice, it’s good business. Ultimately, it’s what will drive longevity and growth in this market.

Describe a hard decision you’ve had to make

As CEO, one of the most difficult decisions I have made was to pause aggressive expansion in order to reinforce our foundation — focusing on our people, processes, and systems.

Holding back on expansion wasn’t easy, but it taught me that leadership isn’t just about saying yes to growth — it’s about knowing when to say “not yet”.

Real scale isn’t about how fast you can grow; it’s about growing with purpose.

Now, in 2025, we’re seeing the impact: a stronger, more aligned team, improved performance across departments, and a company culture that’s not just preserved, but elevated. In hindsight, pressing pause was absolutely the right decision for the long-term health of the company.

Describe a mistake and how you’ve recovered

Earlier in my leadership journey, I made the mistake of not defining expectations clearly enough. I assumed that just because everyone on the team was ambitious and capable, we were automatically on the same page. I quickly learned that shared ambition doesn’t equal shared understanding.

Things fell through the cracks because I hadn’t explicitly outlined roles, responsibilities, or how we would measure success.

I definitely learned from that experience. Today, I’m very deliberate about communicating expectations up front, whether it’s how we serve a client, how our team collaborates, or what success looks like for a project. I’ve put more structure into onboarding new team members and more transparency into how we evaluate performance. The shift has been transformational. The team is more aligned and, importantly, more empowered. When people know exactly what’s expected and feel supported, they perform at a higher level. That lesson fundamentally reshaped how I lead.

What’s been your proudest moment?

The past year has been one of the most defining in FGI Yacht Group‘s history (and in my own career). We achieved roughly 25 per cent team growth, expanded into new markets, opened new offices, and forged strategic partnerships that boosted our global presence. I also stepped into the role of CEO during this period of momentum. It wasn’t a sudden pivot for the company, but rather the next natural step in our evolution, which made the transition feel seamless.

Each of those milestones is significant, but what I’m most proud of is how we accomplished them intentionally and without losing our identity.

We didn’t chase growth for vanity’s sake; we grew with vision and purpose.

The best part has been watching our team rise to the challenge and then surpass it. They took ownership of their roles, made smart decisions, and advanced the brand, all while staying true to who we are. That’s when I knew our culture was truly working. Anyone can grow in numbers, but growing in a way that preserves your company’s soul is something special. That, above all, makes me incredibly proud.

What needs to change in how the brokerage industry presents itself to the next generation?

I believe the next generation of yacht owners — and aspiring yacht professionals — want relevance over tradition. They expect transparency, efficiency, and advisors who understand their pace, values, and priorities.

Unfortunately, our industry is often still perceived as old-school: too transactional, too opaque, maybe even a bit inaccessible to newcomers. That image doesn’t resonate with younger clients or emerging talent.

To shift that perception, we as an industry need to modernise how we present ourselves, to both clients and potential team members. At FGI, this has become a core focus. It means being more digitally fluent, culturally inclusive, and generally more in tune with what younger generations value. We have to show that we can operate with the same transparency and innovation they’ve come to expect in other sectors.

Ultimately, it’s about building long-term trust over short-term gain.

The Future of Yacht Brokerage: Attracting the Next Generation

Yacht brokerage has long been viewed as a traditional industry, catering to an older, wealthier clientele. However, in order to ensure the continued success and growth of the sector, it is essential that we adapt to the changing times and appeal to a new generation of yacht owners. This means embracing innovation, embracing technology, and above all, putting the needs of the client first.

If we can do that — if we can demonstrate that yacht brokerage is as forward-thinking and client-friendly as any modern industry — we’ll not only attract the next generation of yacht owners, but also the next generation of brokers, marketeers, and innovators who will keep this sector thriving.

Embracing Innovation

In order to appeal to a younger, more tech-savvy audience, yacht brokerage firms must embrace innovation in all aspects of their business. This means utilizing the latest digital marketing techniques to reach potential clients, investing in cutting-edge technology to streamline the buying and selling process, and staying ahead of the curve when it comes to industry trends.

Putting the Client First

Gone are the days when yacht brokerage was solely focused on making a sale. Today’s clients expect a more personalized and customer-centric approach, with a focus on building long-term relationships rather than simply closing deals. By putting the needs of the client first, brokerage firms can not only attract new customers but also retain them for years to come.

Attracting the Next Generation

By embracing innovation and putting the client first, yacht brokerage firms can attract the next generation of yacht owners. Younger buyers are looking for a more modern and seamless buying experience, and by adapting to their needs, brokerage firms can ensure their continued success in the years to come.

It is clear that the future of yacht brokerage lies in appealing to a new generation of owners and brokers. By staying ahead of the curve, embracing innovation, and putting the client first, we can ensure that the industry remains vibrant and thriving for years to come.