SMI Council Leadership Spotlight - Kevin Robertson

As part of our new spotlight series, we're shining a light on the people behind SMI's Councils — the maritime leaders whose experience and judgement help shape the direction of our industry. First up is Kevin Robertson, Chair of SMI's Commercial Marine Group for two consecutive terms and General Manager of HamiltonJet EMEA (UK) Ltd.

In this interview, Kevin reflects on the biggest shifts he's seen across five decades in maritime, the role of the CMG in turning industry challenges into practical outcomes and shares his advice for early career professionals looking to build a successful career in the maritime sector.

About you

Can you tell us about your current role and the work your company does within the maritime sector?

1. General Manager of HamiltonJet EMEA (UK) Ltd.
2. HamiltonJet are the world’s leading Waterjet manufacturer, based out of Christchurch, New Zealand, and have been in business since 1939. Our Jets are used across small to medium size vessels, focussed on Search & Rescue, Pilot vessels, Military and quasi-Military applications, Windfarm, Fisheries, Ferries and Offshore markets. With four regional hubs, in Singapore, Seattle, Perth and the UK, we are a team of 450 people, globally

What drew you to this particular area within the maritime sector as your area of focus and what keeps you passionate about it?

When I first met the HamiltonJet team, I sensed a pride and enthusiasm for the business, which became infectious.  The passion within the business, for putting the customer first and delivering the best possible product and outcome, for the customer, is something that compelled me to want to be a part of it.

What's the most significant shift you've seen in commercial maritime over the course of your career - and how has that changed the way the sector operates?

1. My maritime career spans more than 50 years, firstly as a navigating cadet, through sailing as an officer at sea, before coming ashore in a variety of market leading companies, across the world.  Imagine a life without email of GPS, that is how my career started. The adoption of technology, in what was a “laggard” industry, has accelerated greatly in the past 20 years, in my mind led by some of the world’s leading “liner” companies, such as Maersk.  Can you imagine managing a 20,000 TEU container vessel, with 6 port visits in Europe, ensuring the most efficient and effective turnaround at each port, with both hazardous and chilled/frozen cargo containers on board, making sure stability of the vessel is maintained and the right containers are discharged and loaded, at each port – without modern technology?
2. Can AI make this even more efficient?

About the Council

What are your priorities for the CMG Council right now?

After 22 years as part of the Council, my priority to make sure that the succession of the Chair is managed correctly and we select the right person to take things forward. I have seen a huge change in the professionalism of the Society, since Tom Chant joined and subsequently became CEO, bringing Helen into the CMG Director.  The new chair will be able to take the CMG to the next level, promoting the UK Commercial Marine Industry to the world, with greater Government involvement, hopefully.

Why is the kind of cross-industry collaboration that SMI facilitates so important - particularly at a time when maritime is facing challenges around sustainability, technology and skills?

One area of focus in the growing concern that the next generation is not engaging in the Commercial Maritime Industry.  We see youngsters in the Leisure and Military sectors, but very few coming through in the Commercial segment.  We must see more engagement across the sectors to develop ideas on how the Commercial sector can attract more talent

Can you share a project, initiative, or moment from your Council work that you're particularly proud of?

I have attended many Trade Missions, both outward and inward, but two I am particularly proud of were both “Cruise” sector related, helping the CMG organise and execute visits to the Cruise ship builders in Finland and Germany, where the Major yards engaged with the delegates and opened their facilities for tours of the vessels in build, as well as “one-to-one” meetings with the Technical and Purchasing teams

How does the Commercial Marine Group help turn industry challenges into practical outcomes - whether through engagement with government, shipowners, or international markets?

It is essential to be part of a project early, across all marine sectors, but when a “series” of vessels are being considered, it is critical that companies have product on the first of series, which pretty much guarantees the whole series for the company. Through Seminars, Conferences, Exhibitions and Missions, the CMG can expose the UK Membership to those yards and customers who are looking at future programmes, early enough to influence decision makers.

Looking ahead

Where do you see the biggest opportunities - and challenges - for the UK commercial maritime industry in the next five to ten years?

As previously mentioned, the next generation of talent, is our biggest challenge.  We all know cost is a challenge, but that is a global challenge and shop owners / operators generally think “long-term” when it comes to investing in equipment for their vessels – cost of ownership is key, which the UK Maritime Industry is good at.  But “who” will continue that global promotion, going forward? We need young people, who can learn the industry, learn their products, learn the “international” values and beliefs, which will make them “credible” when they meet the owners, operators, technical and purchasing teams. We need investment in that talent – whether it be by companies investing themselves, or by Government support

What would you say to a business considering getting more involved in SMI and more specifically the Commercial Marine Group?

Whilst it is always difficult to gauge “short term” benefits of attending Seminars, Conferences, Exhibitions and Missions, which SMI manage, the “long term” gains of being a member of the SMI, come from not only greater global exposure, to your company, but also the very strong networking opportunities, which help develop new ways of thinking, of doing business and understanding the market within which one operates

What advice would you give to the next generation of professionals entering the maritime sector and what qualities do you most value when you encounter them?

1. Think “long term”.  The Commercial Marine sector is not one of quick hits or weekly sales targets.  The average Cargo ship operates for between 15 and 20 years.  Equipment on board may change once or twice within that lifespan, but the ships will still be going.
2. Cruise vessels can operate for double that period – this is not a short-term business, it is a CAREER