Writing on aerospace engineering, maritime transformation, electric boating, yacht manufacturing, Lean Six Sigma, technical diligence, and acquisitions.
Aerospace teaches traceability and an honest tolerance stack. Maritime, especially in yacht manufacturing, often does not. The transferable discipline is more valuable than the transferable parts list.
Reliability is not a feature; it is the residue of a hundred small operational choices. Aerospace makes those choices visible; most marine programmes do not.
Electric is not a brochure decision; it is a programme decision. Battery, drivetrain, charging ecosystem, and service network all need to mature in step.
Lean is unhelpful as theatre and powerful as discipline. The difference is whether the operator believes the data.
Most turnarounds fail in the first ninety days because the new owner solves the wrong problem first. The right sequence is rarely the obvious one.
Financial diligence reads the past. Technical diligence reads the future cost of the past. Both are required.
Distress concentrates information. The discipline is to read the asset honestly before the narrative reasserts itself.
Walk the yard at the wrong time of day. Look at the work-in-progress. Read the rework board. Most of what you need to know is there.