THE INTERROGATION ROOM

What’s the one decision you made in the last 12 months that kept you up at night and would you make it again?

Back in November, I decided to start a new company in the US focused on disruptive technologies. One of the most exciting areas I’ve been exploring is applying VR and AR to the maritime sector – it’s been a fascinating journey. Of course, starting something completely from scratch at 41 has kept me awake many long nights, but that challenge has also made the experience even more unbelievable and rewarding. Of course, I would do it again.

What’s a hard truth about your company or sector that you think most of your peers are still avoiding?

A hard truth is that Starlink completely disrupted two of our key revenue streams: VSAT antenna installation and maintenance, as well as cellular airtime in the maritime sector. A lot of competitors have already given up, and the reality is that the market is still shifting. If you keep operating the way you did three years ago, you’re finished—it’s as simple as that.

What’s your actual plan if your main supplier, satellite, partner, or market access disappears tomorrow?

That’s actually a question I started asking myself several years ago. From the beginning, I knew that relying too heavily on a single supplier, satellite partner, or market channel would be too risky. So we made diversification a core principle of our strategy – structuring the business so that no single actor/market/vertical represents our main source of revenue. It forces us to stay adaptable, resilient, and ready for whatever disruption comes next.

Which buzzword do you pretend to understand in meetings but secretly don’t or wish would disappear forever?

Oh, that’s easy—“synergy.” Every time it pops up in a meeting, I nod like I’m in complete agreement, but honestly, half the time I’m just wondering if it’s code for “we have no idea what we’re doing, but it sounds impressive.” I sometimes wish we could just ban the word entirely and replace it with something more honest, like “let’s try not to step on each other’s toes.”

How often do you hear honest feedback from the lowest level of your organization and what was the last thing they told you that stung?

I actually get a lot of honest feedback—usually the kind that makes me wince. The last one that stung was when someone told me, “You know, for a CEO, you micromanage like it’s an Olympic sport.” I laughed… and then realized they weren’t exaggerating. It was a good reminder that sometimes stepping back is the best way to move forward.

If your main competitor hired away your top three people tomorrow, what’s the fi rst thing that breaks?

If our top three people got poached tomorrow? First thing to break would be the snack cupboard—everyone would be too busy panicking to remember lunch. After that, probably my carefully curated sense of calm… followed closely by my dignity when I start frantically Googling “how to clone employees legally.”

What’s one strategic bet you made that hasn’t worked but you’re still publicly defending?

One strategic bet I’ve made – and continue to defend – is investing heavily in our people, especially our field engineers. I’ve always believed that deep expertise is a lasting competitive advantage. Today, it may seem like the industry is willing to cut the human cost by relying on technology that’s very easy to deploy, underestimating the value of skilled professionals. I still believe that over time, the market will recognize that true satellite experts are irreplaceable, and our investment in people will prove its worth.

What’s your private prediction about your industry that you haven’t said out loud… yet?

My private prediction? Space is becoming a lot more… cluttered. With thousands of satellites being launched every year, we’re heading toward what scientists call the Kessler Syndrome – a chain reaction of collisions that could create even more debris and make certain orbits unusable. I haven’t said it out loud much because it sounds alarmist, but the truth is, our industry will soon need serious strategies for debris management, or we might fi nd ourselves literally navigating through a junkyard in orbit.

What’s the one thing you’ve said in interviews or panels that you didn’t actually believe?

I’m not the type to sugarcoat things. I always say what I feel, even when it’s uncomfortable, because I believe in being straightforward and honest. Sometimes it can sting, but I’d rather be clear than leave things unsaid.

You’ve just been given truth serum and 60 seconds on a live mic. What do you say to your board, your clients, or your rivals? Pick one.

With truth serum on a live mic to our rivals, I’d say: “Go ahead, sell your Starlink panels to survive (oh sorry I forgot your unbelievable Value Added Services i.e also known as Customer Portal). Meanwhile, we’re free, running the show, and the clients know it. They always come back to the real experts, the people they have been working with offshore since decades. Enjoy the appetizers while we serve the main course !”.