Europort Industry Leaders - Josephine Le 

 

People, but seafarers in particular, are the lifeblood of our industry. However, with abandonment cases on the rise, it is once again seafarers that are being hit the hardest. They deserve better, and in this month’s #Europort2025 Industry Leader interview, we speak to Jospehine Le, Managing Director and Founder of The Hood Platform - an innovative digital hub for seafarers and industry professionals alike, that provides a community-driven social network tailored to the unique needs of industry professionals. 

 

1. What attracted you to the maritime industry and how did you get started? 

My decision to join the maritime industry is a story of randomness and luck. Being educated in finance and accounting, I was ready to join the world of accountancy when an opportunity opened up in the form of a simple question: "Would you consider working in the shipping industry instead?”  

 

My answer was, "I don’t know what it is about yet, but why not? It might be fun,” and that’s how, seven years ago, I turned down a job offer for an accountancy firm in Singapore and moved to Cyprus to become a crewing superintendent at a ship management company.  

Life is full of surprises, and I think I was attracted to the unknown, wanting to test myself in the unfamiliar territory because of the "if you don’t do it now, then when?” mentality. 

 

2. Over the last few years, there has been an industry wide drive focused on attracting the next generation. Is there anything else the maritime sector should be doing to attract new talent - in particular, to the profession of seafaring? 

The maritime industry keeps talking about attracting young talent, but let’s be real - seafaring still isn’t selling itself the way it should. It’s not that young people don’t want adventure or purpose, it’s that they don’t see a future in it.  

 

The problem? Maritime still markets itself like it’s 1980. Show them the cutting-edge tech, the career paths beyond the ship, and how this industry actually keeps the world moving. And stop making it sound like a sacrifice - sell the freedom, the global experiences, the fact that no other career lets you literally work on the ocean.  

 

But here’s the real issue: people don’t commit to jobs; they commit to lifestyles. If maritime wants Gen Z, it needs to offer connection, growth, and balance. Better internet connectivity, clearer career transitions, and workplaces that prioritise well-being. And finally, we have to meet young people where they are. They’re not flipping through trade magazines; they’re on TikTok, YouTube, and Instagram. They’re looking for authentic content, not corporate pitches. If the industry isn’t where young people are, it shouldn’t be surprised when they don’t show up. 

 

3. In your opinion, what is the biggest challenge for the industry at the moment?  How could this be overcome? 

The biggest challenge for the maritime industry right now isn’t just recruitment, decarbonisation, or digitalisation - it’s adaptability. The world is moving fast, but maritime still clings to old ways of working, from hiring to operations to mindset.  

 

The industry’s biggest threat isn’t external competition, it is its own resistance to change. Take recruitment, for example. There’s a massive crew shortage, yet the hiring process remains slow, outdated, and full of unnecessary roadblocks. If maritime wants to attract and retain talent, it needs to rethink everything—faster hiring, more transparent career paths, better conditions, and modern communication channels. Seafarers shouldn’t have to chase recruiters for updates when real-time hiring exists everywhere else.  

 

The fix? Break the cycle of slow decision-making and outdated structures. The industry needs to embrace speed, transparency, and innovation. Companies that modernise, digitise, and prioritise people will thrive. The ones that don’t? They’ll be left behind - because the world isn’t waiting for maritime to catch up. 

 

4. What is the most interesting trend you have seen over the last 12 months in maritime, and how has this impacted our seafarers (if it has)? 

This is not something interesting, I am afraid, but it’s a serious trend I have observed. Over the past year, the maritime industry has faced a significant and troubling trend: a surge in the abandonment of ships, leaving thousands of seafarers stranded without pay or basic provisions. In 2024 alone, over 3,000 seafarers were left aboard 230 vessels, often for months or even years, as shipowners cut costs or went out of business.  

 

This crisis has been particularly prevalent among smaller shipping companies operating on less profitable routes, with countries like the UAE, Turkey, Egypt, and Saudi Arabia reporting the highest numbers of such cases. Flag states frequently fail to intervene, exacerbating the situation. For those affected, the emotional toll is severe. Being stuck at sea with no way home and no income to send to their families leads to mental health struggles, stress, and desperation.  

 

This crisis also erodes trust in the industry. Many seafarers, especially those working for smaller or financially unstable companies, now fear that they, too, could be left behind. It makes recruitment even harder for an industry already struggling with a labour shortage. If left unaddressed, abandonment cases will push more skilled seafarers out of the industry, worsening the global crew supply crisis. 

 

5. New technology, digitalisation and AI continue to transform training, operations and ways of working. Clearly these advances offer benefits to those operating our ships - where is caution required and how can we best prepare crew for what’s to come? 

One of the biggest concerns is over-reliance on automation. While AI can optimise operations, it cannot fully replace human judgement, especially in high-risk or unpredictable situations like extreme weather, mechanical failures, or cybersecurity threats.  

 

Crews must remain actively engaged in decision-making rather than blindly following automated recommendations. Additionally, as vessels become more connected, cybersecurity risks grow, requiring seafarers to be trained in digital resilience and threat detection to prevent hacking, data breaches, or system failures.  

 

Training must evolve beyond traditional seafaring skills to prepare crews for this shift in approach, including digital literacy, AI-assisted navigation, and troubleshooting intelligent systems. Maritime academies and onboard training programmes must integrate hands-on experience with new technologies, ensuring seafarers can work alongside automation rather than be displaced by it.  

 

Finally, leadership in the industry must recognise that technology should enhance, not replace, human expertise. Investing in continuous learning, offering seafarers opportunities to upskill, and maintaining a balanced approach between automation and human oversight will ensure that technology strengthens - not weakens - maritime operations in the years ahead. 

 

6. Finally, what is the best piece of advice you have been given over the years, and what advice would you give to someone considering a career on land or at sea in maritime? 

The best advice I was given over the years was: "A career isn’t a straight line - stop expecting it to be. You’ll take detours, switch industries, or hit roadblocks. That’s normal. The goal isn’t a perfect path - it’s growth, learning, and finding what works for you.”  

 

For the people who are considering a career in the maritime industry, I would advise them that your network will open more doors than your CV ever will. Most opportunities come from who you know, not just what you know. Make meaningful connections, help others when you can, and don’t just reach out when you need something. 

 

Join us at Europort from 4-7 November 2025 as together we navigate some of the biggest challenges facing our industry, including the energy transition, sustainability, ship finance and human capital. Stay tuned to for more insights soon!