“British Marine is people’s insurance policy” – new CEO sets out strategy

In April 2026, Earle Stanner took over at the helm of British Marine as CEO. All ready well versed in the organisation (he joined in 2020) he describes the move into his current role as “quite a step out into the open”. MIN sits down with Stanner to understand his strategy for the future of the organisation.

From his initial position as temporary head of finance six years ago, Earle Stanner’s watched the ups and downs of the effects of covid on the marine sector and the resultant struggle of companies within it.

“We’ve got to be realistic and say that this is not the market that it was two years ago,” he notes.

Now he’s the man tasked with leading SIBS into the future in a difficult market among his wide swathe of other priorities.

But it’s quite clear where he’s starting. And that’s highlighting the role of British Marine.

British Marine is people’s insurance policy

“The overarching thing is that we’re people’s insurance policy,” says Stanner, describing British Marine as the industry’s support network when members face problems. He says the organisation provides crisis support, can connect businesses with the right expertise when issues arise, and will make changes where necessary to ensure it remains fit for the future.

But with all these facets – training, events organisation, technical support and more – and with the range in membership (superyacht builders, electronics, sailmakers etc) making sure the organisation is lean, capable and servicing all will be quite the challenge.

There are key pressures which affect all members Stanner notes.

“We have to focus on the key issues, which are people and skills, industry events because everybody needs to sell things, technical support (which is invaluable to so many people), and representation with government.”

Delivering those areas exceptionally well will define British Marine’s success.

“We’re looking at what makes us fit for purpose and keeps us relevant for the next ten, twenty and thirty years,” he says.

With this in mind, British Marine is currently reviewing its structure to focus the association more closely on its core priorities.

The structure review will help the organisation to grow its value proposition. It already has a loyal membership base but Stanner wants to demonstrate its relevance to a wider section of the industry so more businesses choose to join.

“I think a revised offering and value proposition will do that.

“What we have is strong. What we can build is stronger.”

Technical support at the heart of trade association’s offering

However one thing that won’t be changing is British Marine’s technical offering.

Stanner believes that the organisation’s current standout achievement is its technical support. While much of the work happens behind the scenes, it remains a crucial service for members – like sitting on ISO standards committees to ensure the voice of the marine industry is heard.

“Regulation is changing all the time,” he says and there is a continuous responsibility to be on top of it. One of the trade association’s roles is influencing how regulations develop so they remain practical and beneficial.

Tackling the skills crisis

A key priority is people and skills. Training, recruitment and retention all fall under his “passion project”.

Describing the industry’s skills shortage as urgent, Stanner says the organisation wants to build on the work already being carried out by Superyacht UK to become the leading provider of the training and support the sector needs.

While apprenticeships remain an important route into the industry, he argues they should be complemented by shorter, more flexible learning opportunities. With this in mind, British Marine is expanding digital and practical training, including marina management, electric propulsion and lithium-ion battery courses, while working with partners to broaden skills provision.

The organisation is working with universities and other institutions ahead of launching a digital training academy later this year with the platform intended to provide an accessible first step into the marine industry. The idea is to reduce the amount of staff time needed to onboard new employees. The digital academy will be available for members to use, with companies able to brand sections for their own businesses as part of their membership.

Building the future workforce

There’ll also be a push for partnerships to help attract new talent.

“We have to be visible and partner with big brands and other people to say; ‘This is a viable career’.”

The intention is to make marine careers more visible by supporting volunteers already visiting schools and providing resources they can use. While the organisation cannot reach every school itself, it can make it easier to promote careers.

Openness to underpin leadership

Stanner says openness will underpin his leadership of British Marine.

“Through the whole of this I’m just going to tell everybody what’s going on. That’s the only way we’ll do this is with transparency.

“The key message from me is that as an industry we will get through this together.”