Marine spotlight: Navico Group’s EVP & president Aine Denari on adapting automotive solutions, open access and bold strategy

Aine Denari, Navico Group’s EVP & president, and also Brunswick’s chief technology officer, has been with Brunswick Corporation, which bills itself as the global leader in marine recreation, for five years. Navico Group, a division of Brunswick since October 2021, supplies integrated systems and products with brands in power management, digital control & monitoring, networked devices, and marine electronics.

Here, Denari discusses the lessons she’s utilised from her time in the automotive industry, and how Navico is pushing towards intuitive boating as technology moves rapidly forward.

What were the pivotal moments in your career?

Five years ago, I had the opportunity to make an industry shift from automotive to recreational marine by joining Brunswick. This transition has been incredibly rewarding for a variety of reasons.

It gave me the opportunity to join such an exciting and engaging industry and team, where everyone is truly passionate about what we do. It also allowed me the chance to bring some of the advancements that automotive has been investing in at scale for several decades to our industry.

For example, the automotive industry has significantly invested in all aspects of autonomous solutions, including sensors and algorithm development, enabled by the scale of the industry. In recreational marine, we have since been able to take advantage of the investments and learnings to adapt and apply them to our technologies. Additionally, the automotive industry has developed refined processes and tools for areas like programme management and quality, which we have also been able to adapt as our industry and technologies continue to evolve.

Earlier in my career, another key experience that helped advance my professional growth was the opportunity to lead a significant integration between ZF and TRW, two automotive suppliers with a combined revenue of $40bn and 150,000 employees.

This role provided broad exposure to all aspects of the business and allowed me to collaborate with teams across the globe. That experience not only deepened my understanding of how a complex, global organisation operates but also positioned me to step into my first significant P&L role, which was leading the Advanced Driver Assistance Systems (ADAS) business at ZF. This role gave me the chance to lead a rapidly evolving and growing space while managing global teams and customer relationships.

What’s driving Brunswick and Navico at the moment?

A key focus area for us is leveraging the breadth and expertise of our entire enterprise to transform the boating experience – making it more intuitive, accessible and enjoyable for everyone, and ultimately increasing participation in our industry. We are uniquely positioned to drive that, given our scale and breadth.

As the largest player in the global recreational marine industry, we participate in all components and aspects of the ecosystem: through our 18 leading boat brands globally, propulsion systems (Mercury Marine), electronics and other components (Navico Group), and our shared access solution, Freedom Boat Club. At the heart of this transformation is our focus on our ACES strategy (autonomy, connectivity, electrification, and shared access).

As an example, we are investing heavily in autonomous and integrated systems to simplify the boating experience and make it more reliable. We are removing traditional pain points by designing simple, intuitive user experiences, based on our deep understanding of recreational marine use cases, making boating less intimidating for newcomers and more seamless for seasoned boaters. Whether it’s our intuitive multifunction displays, fully integrated systems, advanced connectivity solutions, or premium propulsion technologies, we’re building a smarter, more connected future for boating.

Most importantly, none of this would be possible without our talented team. Their passion and commitment drive our innovation, brand building, and manufacturing excellence. We firmly believe we have the most passionate and committed team in the industry. Their drive is what fuels our innovation and keeps us moving forward.

How does that fit into the current climate?

In today’s climate, we’re focused on long-term resilience in parallel to bold, strategic actions, which we can do well given the breadth of our product offerings and channel access. With more than 100 years of experience, we understand that enduring companies invest through uncertainty, not just react to it. We’re doubling down on innovation, staying agile, and managing risk. At the same time, we see this as a moment to lead, making bold moves that reinforce our position as the technology leaders shaping the future of our industry.

Read all the latest news from Navico, and also articles about the Brunswick Group

What’s currently exciting in the marine market?

One of the most exciting developments in the marine market today is the rapid evolution of technology, particularly in the areas of autonomy and connectivity, as well as the rise of new business models, such as shared access models. These trends are making boating easier and more reliable and will therefore attract more people to participate in boating, in various ways. The level of ‘anytime, anywhere’ access is not just a convenience but is becoming an expectation. Boaters now want the same level of control and insight they have with their cars or smart homes. Integrated systems that allow users to monitor, manage, and even troubleshoot their vessels remotely via smartphone or tablet are becoming essential.

By aligning marine technology with the digital habits people already have, we’re lowering the barrier to entry and making boating feel less complex and more inviting.

The same principle applies to the shared access model. Rental and membership-based services offer a convenient and flexible way for more people to experience boating. By eliminating the need to manage logistics like maintenance, docking, or storage, these options make it easier for newcomers to get on the water. It’s an affordable and accessible entry point that complements traditional ownership and helps broaden participation in the boating lifestyle.

What’s happening with your workforce?

At Brunswick, we’re deeply committed to developing and growing our workforce. We recognise that our people are our greatest asset, and we’re investing in their success through a combination of professional development, mentorship, and cross-functional opportunities that empower employees at every stage of their careers.

We offer a variety of learning resources, including access to thousands of expert-led courses covering professional skills, leadership, technology, and more. Our tailored leadership development programs are designed to cultivate future leaders, while rotational programs provide early-career talent with diverse, hands-on experience across our organisation. Our wide range of development programs includes mentorship initiatives and employee resource groups that foster community, learning, and leadership. These programs not only support career growth but also help build a more inclusive and connected culture.

Given our global footprint and diverse portfolio of divisions, employees have access to a broad spectrum of career paths – from engineering and manufacturing to digital innovation and customer experience. We actively encourage internal mobility and cross-functional moves to help employees expand their skill sets and perspectives. We believe that by investing in our people today, we’re building the foundation for long-term success tomorrow.

What changes would you make to the market, if you had a magic wand?

If I had a magic wand, I would expand access to boating to unlock the full potential of the marine market. Meaningful change could drive significant growth in three key areas.

Infrastructure expansion: We need to work more closely with government and local partners to invest in physical infrastructure – more marinas, docks, and launch points.

Without accessible entry points, participation is limited, especially in high-demand or underserved areas.

Brunswick is actively engaged on this front. Our government affairs team is in regular dialogue with federal, state, and local stakeholders to advocate for investment and policy support that expands access to the water.

This expansion would directly increase physical access to waterways, enabling more people to get on the water regardless of geography. This would make a significant impact, reducing logistical barriers and foster equity in outdoor recreation, making boating a viable option for a broader population

Seamless, intuitive experiences: Boating should feel as natural and approachable as driving a car. We’re focused on removing barriers to entry by designing intuitive user experiences and interfaces that build confidence for new boaters. From smart technology to simplified controls, we’re making boating easier to learn, safer to enjoy, and more rewarding overall. These innovations enhance user confidence and satisfaction, making boating easier to learn and safer to enjoy. The result is a more welcoming environment that encourages first-time boaters to participate.

Affordability and flexible access: Cost is a major barrier, and we’re tackling that head-on. We’re committed to making boating more attainable by offering a range of affordable options across our portfolio. We’re also embracing innovative business models like shared access without the responsibilities of ownership. For those who value flexibility, Freedom Boat Club – the world’s largest and oldest boat club – provides access without the responsibilities of ownership. It’s a powerful way to democratise boating.

By lowering financial barriers and providing alternatives to traditional ownership, we expand access across income levels and lifestyles.

This would enable a more diverse and sustainable boating community, where participation is driven by passion and interest – not just financial means.

By improving infrastructure, simplifying the experience, and reducing cost barriers, recreational boating would become more inclusive and a more welcoming market. The ultimate goal is to drive participation by making recreational boating more accessible and approachable for everyone.

Describe a hard decision you’ve had to make

We always need to prioritise and make trade-offs – the same is true in any company and any industry. There are so many things we could invest in, but we must ensure we are making the best decisions for the long-term health of the organisation. That means balancing short-term and long-term decisions, considering the environment we are in today, and anticipating what is around the corner and how we can be best positioned to leverage whatever the situation is, and how we can maximise value creation.

One of the hardest decisions I’ve had to make in my current role centred around our commitment to the ‘lead and disrupt’ philosophy.

It required ring-fencing a portion of our resources and budget for innovative, disruptive product development – initiatives that wouldn’t deliver immediate returns and, in some cases, could even challenge or cannibalise our existing offerings.

This was a difficult call because it meant diverting investment from proven, revenue-generating areas to support long-term innovation. These projects could fundamentally reshape parts of our core business, and success wasn’t guaranteed. But the decision was necessary. In a fast-evolving industry like marine technology, staying ahead means being willing to disrupt ourselves before someone else does. That is how we create long-term value.

What made this decision possible, and ultimately successful, was our company culture. We operate under the mantra ‘next never rests’, which empowers us to think boldly and act decisively. That cultural foundation gave us the confidence to prioritise long-term value over short-term comfort.

We’ve seen early signs of success from these disruptive initiatives, including new technologies that are redefining the user experience and positioning us as a leader in the next wave of marine innovation. More importantly, we’ve reinforced a mindset across the organisation that embraces change, encourages experimentation, and supports strategic risk-taking.

Describe a mistake you’ve made and how you recovered from it

Earlier in my career, one of my biggest mistakes was not building and empowering the strengths of the entire team enough. I now know that leadership does not mean you have to be an expert in everything; it’s about trusting others, supporting their growth, and creating space for diverse approaches.

Another lesson came from how I viewed my career path. Early in my career, I thought a successful career should be linear and always upward. But growth isn’t always linear, especially as priorities shift at different stages of life, such as raising young kids. I have had the opportunity to work in many different industries, functions and countries, and I have learned a lot from each experience, which has enabled me to be a more well-rounded leader overall.

I’ve also learned that calculated risks are often worth taking. Of course, it is very important to prepare and plan appropriately, including ensuring you have the right support and team. But pushing yourself beyond your comfort zone often leads to the most meaningful growth.

What’s been your proudest moment?

About 10 months ago, I moved into my current role, leading a different division and simultaneously being Brunswick’s chief technology officer and it has been a whirlwind, in the best possible way — getting to know the new global teams, products, customers, and diving deep into understanding priorities, challenges and growth opportunities.

One of the most significant milestones has been completing a comprehensive strategic planning effort with our leadership team. Together, we defined our future vision, strategic priorities, and execution roadmap. I am so proud of the team for the really great analysis and comprehensive work – all while continuing to run the business and manage through the highly volatile and dynamic environment we are in right now. Even more impressive was how everyone came together and collaborated across functions and regions, aligning on goals and culture, and staying fully committed and engaged in delivering results.