Harry Doze

Harry Doze - Marstrat

Marstrat driving force behind Groningen Maritime Board

Harry Doze |

During a well attended meeting on 17 March, Patrick Brouns, member of the Provincial Executive of the Province of Groningen installed the Groningen Maritime Board. Egbert Vuursteen, CEO of Royal Wagenborg was presented as chairman of the Board. The installation of the Groningen Maritime Board  is one of the measures the provincial government is taking  to support the Northern shipbuilding cluster. The main tasks of the Board are to initiate projects to reinforce the regional maritime cluster such as cooperation and facilitating innovation within the Northern region. Marstrats partner, Harry Doze has been appointed as secretary to the Board, to act as driving force behind the Board and to assist with implementation. During the meeting several ongoing initiatives were presented.

Shipping fund

Next to installing the Board the province invests 15 million Euro into the Nesec Shipping Debt Fund. This 250 million Euro fund provides an alternative for traditional ship finance since traditional banks are hesitant to finance newbuilding programmes. Apart from the investment by the province, the fund is supported by 200 million Euro form the Dutch government. The remaining 35 million Euro has to be provided by insurance companies, pension funds and other institutional investors. The fund aims to boost the Northern shipbuilding cluster.


One of the aims of the Groningen Maritime Board is to improve the competitiveness of the shipbuilding cluster. The Northern shipyards have an international reputation for delivering high quality and innovative products. But Dutch shipbuilders are facing loss of  orders to low-cost production countries for quite some time now.  The Province of Groningen has assigned Conoship in close cooperation with  Marstrat  to conduct a feasibility study with regard to robotization for shipyards. Resulting in a possible sound business case to improve efficiency in the shipbuilding process by lowering labour costs via robotised welding.

Regional cooperation

Last year Marstrat performed a market study on the Northern Dutch shipbuilding cluster. The cluster generates 1.3 billion Euro in revenues and provides 4,300 regional jobs (opposed to 7,000 two decades ago). Harry Doze: “Without support and cooperation  it is questionable what the position of  the maritime cluster in five years will be.” The increased need for sustainability, the energy transition, and changes in class rules provide opportunities. Examples of previous joint initiatives such as Conoship and Centraalstaal demonstrate that regional cooperation and innovation prove to be a formula for (regional) success.

Because of his track record and the unique combination of business, financial and operational experience within Marstrat, Doze ,resident of Groningen, is confident about bringing added value to the Groningen Maritime Board, and help the Northern shipbuilding cluster capitalise opportunities.

It is lonely at the top - Harry Doze - Martin Bloem - Marstrat

It’s lonely at the top

Harry Doze, Martin Bloem |

Decision making at C-level can be a lonely affair. Often the most important decisions owner or board makes, are done by a small number of people. The reason for this is that it is just impossible to share information in public. Tall because of NDA’s with future partners, a public listing, personnel issues or competitive reasons. Consequently, only the majority shareholder or board members carry the burden of crucial decisions for the company’s future.

But what to do when crucial information is needed on maritime markets, or a second opinion is being asked? This is where the partners of Marstrat come in. The partners of Marstrat provide objective feedback with regard to strategic plans or executive decisions on a strictly confidential basis. Thanks to long time experience in executive positions in maritime business, Marstrat has the knowledge to assess or discuss strategic and executive discussions. Not in order to tell what you want to hear. But to give their own opinion, like it or not.

Our forte is in strategic decisions, road maps, and feedback based on knowledge, feeling and experience in marine and offshore markets. Investors, shipowners, shipyards and maritime suppliers lean on this expertise. This is the portal to a healthy discussion, which results in a balanced decision. Both in the past as in the present.

Marstrat also fills in supervisory board positions, and gives special attention to the organisation, legal department and knowledge of the shipbuilding and shipping markets.

It will always be lonely at the top, but it can be comfortable as well – when a Marstrat partner backs up your decision.

MARSTRAT R&D open hull

Fix the roof when the sun shines?

Harry Doze |

A pro-active approach to operational management

Are you poised to harvest the next upswing? Can you quickly expand capacity? Can you flexibly adjust to shifting geopolitics, changing wages or new technologies? And adjust when the downturn comes? If you said yes to all of these questions, you are truly in control. Wherever the work takes place. Even when you rapidly gear up capacity by outsourcing key operations.

More than ever, being in control means you have your data and processes in order. In such a way that you can rapidly mobilise people and companies to work according to your standards. Wherever they are located. In that case you are really the master of your value chain. You know what is going on continuously. You take rapid decisions and outshine your competitors. Through sound insights obtained from data, harvested through your state-of-the-art ICT systems. If you look hard in the mirror: are you that company? If yes, congratulations! But if you are not quite there yet, can you afford to wait for the sun to fix the roof?

I say: fix the roof now! And incidentally, when you have your data in order, you might as well get more bang for your buck. Do some serious data mining to improve your products and processes. Develop new business by harnessing the power of good data and turn it into a valuable asset for your customers. That way you are not only superior in how you do things, you also provide surpassing value to your customers.

Harry Doze - Marstrat

What we can learn from the Norwegians

Harry Doze |

The present situation of the shipbuilding sector compels a further reflection of the way of cooperating especially in the Netherlands. Some time ago our partner Harry Doze has been looking closely at the way the Norwegian maritime sector is structured.

Main question: What makes the Norwegian maritime companies so successful?

A few findings were remarkable and are in contradiction with the Dutch way of operating.

Live and let live

First of all, in Norway local maritime area’s are working closely together; their motto “live and let live”. It is obvious that local area’s like Bergen, Stavanger and Kristiansand see the necessity to uphold the maritime business in their area and are prepared, as a local community, to invest in it. Companies within these local area’s support each other and make sure that their employment and knowledge is kept and strengthened. Outsourcing is limited and only acceptable as long as their own area are not affected.

Strong owners community

Secondly a strong owners community, supported by a wide range of financing possibilities, drag along shipyards and suppliers. Norwegian technical innovations are supported by a solid financial system. Maker lists are predominated by Norwegian suppliers. This is the basis for a strong continuation of the maritime sector.

Financing and export (promotion)

Thirdly, in close cooperation with established financial centres in Oslo, financing and export (promotion) are important instruments for the maritime sector. The public sector as well as strategic alliances between public sector and the business community are the basis for a strong worldwide status. All Norwegian maritime exporters benefit from this strong support.

In practice

Since the 90’s of last century discussion about integral cooperation within the Dutch maritime sector are conducted. Integral cooperation expects cultivation of sincerity, trust, mutual respect, understanding and support. In fact, the Dutch are still discussing  integral cooperation within the maritime sector, the Norwegians already put it into practice.

One last remark has to be made. As the Norwegians maritime sector is depending on oil and gas, the recent situation in Norway is difficult and might require a restructuring. However the initial cooperation model is one of the best in the world.

Harry Doze - Marstrat

What kind of management does a company need?

Harry Doze |

During their existence companies undergo different stadia where different types of management is needed. And it is important to recognize that each one has its unique characteristics which require a different approach, hence management style. Unfortunately few managers possess knowledge and skills of all required styles, and most important have difficulty distinguishing these shortcomings.


For example, during growth, vision and creativity are needed, changes have to be made, and organizational structures have to be tailored. In a short period of time additional staff has to be acquired and fitted into the organization. Managing this stadium calls for a different management style (an analytic approach of the organization, cutting costs, positioning the company in the market for the future and restructuring the organization; if necessary go to surviving mode. Often you don’t only have to concentrate on the company, but investors and banks have their own areas of tension) and personality compared to the consolidation or reorganization stadium for example.

Especially management of the latter has to concentrate on timely interfering in sales, production organization and managing external contacts (clients, suppliers, and/or financial institution). Cost reduction, optimizing the organization and surviving are key words in this stadium. In order to achieve this, management has to understand and analyze processes, efficiency, organization and not to forget have eye for the human content of the organization.

Unfortunately a lot of managers do not recognize these differences and as a consequence act too late on changes in the market or organization, resulting in missing opportunities or low performance. Marstrat partner and specialist Harry Doze states: ‘Necessary changes in organizations are often postponed, which leads to unnecessary decline.’

Harry Doze - Marstrat

Harry Doze joins management team Marstrat BV

Harry Doze |

Harry Doze LLM (1959) joins the management team of Marstrat BV. As a lawyer he has a track record in the shipbuilding industry, as a board member, member of supervisory boards and turn around manager. Harry Doze is already a shareholder of the company. ‘I feel it is the right time to join the management team. The company made a rapid and successful start earlier this year. I will support the team with my legal and management expertise, and look forward to further expansion of activities’. He is specialized in contract management, (strategic) turn around management and legal support.

Doze made his announcement during Marstrat’s annual strategy party in Hotel New York, Rotterdam. The management team now consists of four members: Martin Bloem, Harry Doze, Meindert van Genderen, and Diederik Legger.

Marstrat BV is a Rotterdam based consultancy firm, which provides a unique combination of technological, business and legal expertise to the maritime sector. Senior experts from the Dutch maritime sector power it. The company provides new insights at a strategic level. Marstrat operates at decision making level, where legal meets technology, public meets private, and ICT meets daily business processes.’