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At Hellespont, we try to honour both traditions. We maintain a flat structure and encourage people to speak up, challenge assumptions, and take responsibility. At the same time, we operate with the governance, transparency, and discipline that modern technical management requires. The common thread is empowerment: creating an environment where people feel safe, respected, and able to contribute meaningfully.The Hellespont Group has developed a strong presence in third party ship management. Do you believe third party management is becoming more attractive due to regulatory complexity and ESG pressures?Yes %u2014 but the reasons run deeper than compliance. A growing share of the world fleet is owned by non shipping investors who view technical management as a cost centre. They want managers who can protect their assets, provide timely and transparent reporting, and stay ahead of increasingly complex regulations.But beyond that, owners want stability. They want peace of mind. They want to know that the people operating their vessels %u2014 ashore and at sea %u2014 are dedicated to their vessels, competent, supported, accessible, and aligned on safety and long-term value creation. Third-party management becomes attractive when it offers not just regulatory expertise but a culture of consistent care and empowerment. At Hellespont, we invest heavily in our people because we know that safe, reliable, and efficient operations depend on them. When people feel valued and trusted, they deliver better outcomes %u2014 that is the true return on our assets.Hellespont has chosen Hamburg as the centre of its ship management activities. What were the strategic considerations behind this decision, and how does Hamburg%u2019s maritime ecosystem complement or differ from that of Athens?Our presence in Hamburg was the result of deep, committed involvement in the German KG market, and over time, it evolved as the company grew and diversified. Hamburg and Athens are both established maritime hubs, each with its own strengths.We see the future seafarer as someone who can lead teams, navigate hybrid human%u2013machine environments, and maintain calm, structured decision-making under pressure. These are skills that can be taught, but they must also be supported by a culture that empowers people, values their judgment, and gives them the confidence to grow. Athens connects us to the Greek shipping tradition, to commercial and technical networks, and to the culture that has shaped our values. Hamburg, on the other hand, which is home to some of the largest shipping companies in the world, offers opportunities not just for the development of our business but also for access to financial and labour markets.Both cities attract highly skilled professionals and offer a quality of life that helps retain them. The two cities complement each other: both offer heritage, global networks, technical depth, and institutional strength. In ship management, access to these resources provides invaluable stability. We do not see them in competition %u2014 together, they form a balanced foundation for safe, reliable, and efficient operations.The global shortage of skilled seafarers is becoming a pressing issue. How serious is this challenge from your perspective? How does Hellespont approach crew retention and training in an era of increasing regulatory and technological demands?The shortage of skilled seafarers is one of the most serious structural challenges facing our industry. The demands placed on crews have increased dramatically %u2014 from regulatory compliance to digital systems to environmental requirements %u2014 yet the global talent pipeline has not kept pace. Younger generations have more career options than ever, so the life of a seafarer, with its long periods away from home, is not always an easy sell, despite the high salaries.For us, the response begins with a simple conviction: people are our most important asset, and retention is far more valuable than recruitment. When seafarers stay, safety improves, operational consistency increases, and the onboard culture becomes stronger and more resilient. Retention is not a cost; it is a form of value creation.It starts and ends with the seafarer, and our approach is built on three pillars: respect and psychological safety, by creating an environment where seafarers feel safe, valued, and heard, with empowerment at the core so they can raise concerns, ask questions, and contribute ideas without fear of blame; Shipping entrepreneurship64 NX