How did you get into the shipping industry?
My entry into maritime was pure happenstance. I grew up in Nacogdoches, the oldest town in Texas, far from the water and with no family ties to the industry. I had friends in ship agency business who enjoyed the work and were making more money than I was, so I decided to give it a try. I started at a small agency called Fillette Green on Christmas Eve, 1996. I didn’t expect to still be doing this 30 years later.
Over your 25 years at Moran, how has your career evolved?
I started in operations and quickly moved into management. When I first joined Moran, I just wanted to handle my own ships without managing people, but that only lasted about a year before I began moving up the leadership structure. I spent a decade as an operations manager across Houston, Freeport, and Galveston before taking over our Data Quality Team.
I’ve always been tech-savvy, and that interest eventually led me to co-found a startup called FuelTrust in 2019. After three and a half years there, I was needed back at Moran following the passing of our CEO, Jim Black. Today, I focus on sales, strategy, and high-level operations, while also contributing thought leadership within the industry.
Shipping is eventful, what are some of your most memorable stories?
There is always a new challenge, which is why people stay in this industry – it’s never boring. Early in my career in 1997, I dealt with a significant oil spill after a barge ripped open the side of a ship. This was before we had modern cell phones. I spent hours in the office juggling two desk phones and a mobile unit until the situation stabilized. Over the years, I’ve also handled crew members absconding, multiple stowaway incidents, and even deaths at sea, which requires working closely with authorities to repatriate bodies. I’ve had crew members stuck in the U.S. for months due to injuries or pollution-related regulatory incidents. These experiences teach you things you would never otherwise consider.
How do you describe the role of a ship agent to someone outside the business?
I describe the agent as the "middleman of all middlemen". Whether you are the ship owner, the charterer, a bunker supplier, or the Coast Guard, everyone involved in a port call has to work through the agent to get the job done. Effectively, you become the agent for every stakeholder. You have a fiduciary obligation to the party paying you, but ultimately, you are working for the success of the entire port call. You have to be the most collaborative person in the room.
What sets a "great" agent apart from a "good" one?
A good agent can solve your problem at 2:00 AM. A great agent solves the problem at 6:00 PM the day before so it never happens in the first place. To reach that level, you need a mix of relationships, diplomacy, and credibility. You must be part lawyer and part executive.
Where do you see the industry heading in terms of technology?
Technology will certainly make things more automated and efficient, but I can’t imagine a future where agents aren’t relevant. You still need a human in the loop to handle complex problems and talk to customers. In 20 years, there will likely be fewer but better agencies. It will become like the auto industry – smaller firms that can’t invest in data quality or API integration won’t be able to compete against the economies of scale of the major players.
Can you expand on your quote - “alignment makes everything work and trust is the fuel”?
In any major port issue, all the players usually want the same outcome, but their needs differ. You must get everyone to the table to achieve alignment. That requires trust. No one will be transparent or "open their kimono" if they don't trust you to be smart with the sensitive information. The best agents are those who are trusted and invested in the ecosystem.
You are also a pastor – how does your faith shape your professional life?
We work in a very multicultural industry with people of all faiths – Christians, Buddhists, Sikhs, and Muslims. The principles I live by are universal: be good, be honest, and be trustworthy. I try to live a principled life so that my reputation acts as my business card. Business moves at the speed of trust. However, you must balance that with a lack of naivety. There are "pirates" in this business who carry laptops instead of swords, and you must be mindful of dishonesty while still trying to rise above it to do business better.
What advice do you have for young professionals entering the maritime world?
It is a great industry with immense opportunity. My main advice is to not just focus on the technical fundamentals. Invest in relationships and networking. Dig into the human side of the business as much as the commercial side. Spend time figuring out why someone who has been doing this for 50 years thinks the way they do.
