After time in the cruise sector, Nick moved to the ferry industry, serving on the busy Dover–Dunkerque route for four years. He then transitioned into the superyacht sector, where he worked his way up to Chief Engineer on yachts ranging from 70m to 100m. Over more than a decade in yachting, he gained first-hand insight into the challenges of leadership, communication and crew culture at sea.

As a leader, Nick always made it a priority to keep his team happy. He knew that when crew left, it meant experience lost, extra cost in recruitment, time spent training replacements, and often damage or mistakes by new crew that could have been avoided if retention had been stronger. His door was always open for crew to share their concerns, and many did. While he raised these issues with captains, he often saw them go no further. Not out of neglect, but because the communication link between crew, management and owners was not strong enough.

Nick came to realise that this breakdown in communication led directly to unnecessary crew turnover and preventable costs. He saw the same problems repeating without anyone asking the fundamental questions of why crew were leaving and how things could be improved.

Out of this experience, the idea for CrewArc was born. With a technical background, years of leadership at sea, and a clear vision for change, Nick now works to bridge the gap between onboard teams and shoreside decision makers. CrewArc helps owners and management companies strengthen leadership, improve culture and ultimately save money by reducing the costly cycle of crew turnover.