In 2025, the maritime industry faces one of its toughest leadership challenges: who will take the next seat at the top table? Succession gaps are widening, the skills required of leaders are evolving, and global talent competition is intensifying. For boards and executive teams, securing the right senior talent has never been more complex.
So, what has changed, or have we been spoilt for choice in the past?
A shifting leadership landscape
Many long-serving executives are stepping back from their careers, with 9% telling us in our recent Senior Maritime Survey (out soon) that they plan to retire within the next two years.
Yet only 17% of maritime executives feel very confident that their business has a clearly defined and active succession plan.
This combination is leaving boards with critical leadership gaps.
The expanding skills gap
The profile of a maritime leader is shifting. Executives are now expected to bring knowledge of decarbonisation, digitalisation, ESG, and geopolitics, alongside operational and commercial strength. These are technical and strategic demands rolled into one.
Leaders themselves are aware of the gap: improving AI was ranked as the top skill executives want to develop in the next 12 months. The speed of change is outpacing the development of skills within the pipeline, and it is creating fierce competition for those with the right expertise.
Mobility and location challenges
Maritime continues to operate across international hubs such as Singapore, Dubai, London, and Houston. Deciding where to base senior executives has become a strategic issue, influenced by cost of living, taxation, and the expense of running operations in different locations.
At the same time, fewer leaders are open to relocating. Lifestyle choices, family commitments, and regional complexities are keeping talent rooted. These combined pressures are making mobility one of the biggest barriers in 2025.
Compensation pressures
Executive pay has become a decisive factor in senior hiring. Packages must reflect both the global responsibilities of these roles and the realities of the hubs in which they are based.
We are frequently asked for advice and compensation intelligence by businesses that want to understand what a competitive package looks like in today’s market. Executives are paying closer attention to the total reward, from long-term incentives and performance bonuses to housing, schooling, and healthcare allowances.
At the same time, compensation is under greater scrutiny. Boards want to see clear links between pay and performance. Employees and shareholders are increasingly vocal about fairness and transparency. Even the press is paying attention to how executive pay aligns with business results. Every offer must therefore be competitive, defensible, and grounded in robust market data.
The role of relationships
Senior hires are rarely the result of an advert. They begin with conversations built on trust and credibility. The best opportunities are often shared through long-standing networks, where a search partner can uncover motivations, ambitions, and timing long before an executive becomes visible on the market.
Relationships also create insight. They allow search partners to understand what truly drives an executive, what might prompt them to consider a move, and which roles align with their long-term aspirations. This means conversations can happen at the right time and with the right context, making them far more meaningful and effective.
Without access to these relationships, opportunities often never reach the leaders who could make the greatest impact.
A lack of structured search
Many businesses still approach executive hiring on a contingent or ad-hoc basis. Without structure, searches lack depth, consistency, and confidentiality. Vacancies stay open longer, costs increase, and reputations can suffer if outreach is poorly handled. In some cases, the strongest candidates are never even approached.
When search partners lack industry expertise
Maritime leadership hiring is unlike other sectors. Without an understanding of the industry’s culture, networks, and technical demands, search partners risk overlooking the right candidates or misunderstanding what the role truly requires.
The result is longer timelines, misaligned shortlists, and placements that may not last.
A strategic approach to senior hiring in maritime
The challenges of senior hiring in maritime are significant. But they are not insurmountable. Retained executive search brings structure, confidentiality, and depth. It ensures thorough market mapping, discreet outreach, and robust evaluation, all delivered by specialists who understand the sector.
At Faststream Executive Search, we focus solely on maritime and shipping. Our global networks, compensation intelligence, and senior-led delivery give organisations access to leaders they cannot reach alone.
And we are seeing businesses increasingly open to new models of leadership, yet only 13% currently use fractional executives, despite this being a way to secure expertise flexibly and cost-effectively.
Real-world success stories
Our track record demonstrates how this approach delivers results:
Chief Financial Officer – Large diverse shipowner: A senior-led search identified a world-class CFO with shipowning and operating experience in the Gulf region, strengthening the client’s leadership team in a key market.
Director of Ship Management - Global ship management company: A tailored process, including relocation support and structured assessments, led to the successful appointment of a senior leader with the right skills mix in the UK.
Network Design & Planning Director - Feeder and shortsea shipping company: A highly confidential search delivered a Mandarin-fluent specialist with deep network-planning expertise in Singapore.
Looking ahead
Hiring senior maritime talent in 2025 is complex, from shifting skills and succession gaps to mobility, pay, and credibility. But with the right partner, these challenges become opportunities to secure leaders who will shape the industry’s future.
Faststream Executive Search continues to work with organisations worldwide to identify, engage, and appoint senior executives.
