In conversation with CAPT. PRASHANTS RANGNEKAR

Managing Partner-Maritime Practice, Comaea Consulting Pte. Ltd

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Transitioning to a shore assignment can entail significant adjustments. What prompted your transition to a shore-based position at Fleet Management Ltd (FLEET), and in what ways have your seafaring experiences shaped your work on land?

I mostly sailed on older Cape Size vessels in senior ranks (Chief Officer, later as a Master), which had a lot of structural issues. Each day we would wake up to a new surprise, with breaches in the ship's hull either from the bottom or from the ship's side at welding seams. Our tenacity, ability to work as a team, and leadership in adverse situations were tested again and again. And this was the story in every contract as the ships were old. I always felt that as you rise up in ranks at sea, the role becomes more of a man manager, a PR man, a Team Leader, an Administrator, than just a Navigator. I thought these are the skills which could be best put to use ashore where one can manage bigger teams, whereas at sea your scope is limited to the operations of that one ship and guiding that one team on board.