Leveraging Vanity Metrics to Drive Positive Change in Maritime Industry Behavior

In the course of implementing sustainability features for a maritime operational software serving 38,000+ users, my focus was on understanding user needs to deliver the most valuable MVP feature set. This journey led me to engaging with chartering departments of maritime shipping companies in London and Singapore. Surprisingly, my interactions often involved technical operations teams and vessel operators rather than charterers, the primary users of the features crucial for business decisions.

In an unexpected turn, when I questioned charterers about their views on upcoming environmental regulations and their impact on their roles, laughter was their initial response. Their primary concern wasn't reducing CO2 emissions but rather understanding the latest possible date to operate under existing practices before incurring financial penalties and the severity of these fines. Faced with the possibility of extending regulatory compliance, they planned to delegate the task of filing requests until it was no longer feasible, provided the fines didn't outweigh their profits.

This moment could have been disheartening for someone passionate about sustainability and positive industry impact. However, rather than giving up, I chose to delve deeper into understanding charterers as user personas. Let's explore "Josh, the Maritime Industry Charterer":

  • Age: 38

    Job Title: Chartering Manager

    Industry: Maritime/Shipping

    Education: Degree in International Maritime Business

    Experience: 10 years in maritime operations and chartering

  • Gender: Male

    Location: Coastal city with a prominent maritime hub

    Income: Competitive within the maritime industry

    Tech Savvy: Proficient, but prefers traditional methods over new technologies

  • Profit-Driven: Driven by financial success and individual performance bonuses.

    Sustainability: Views sustainability as a minimal consideration, prioritizing profit over environmental concerns.

    Team Dynamics: Enjoys the camaraderie of a fast-paced, competitive, and somewhat cutthroat work environment. Appreciates the 'boys club' atmosphere.

  • Maximize profit through successful chartering deals and bonus attainment.

    Maintain a competitive edge within the office hierarchy.

    Ensure team success in a fast-paced and dynamic work environment.

  • Communication Style: Professional, direct, and results-oriented. Values efficiency in communication.

    Motivation: Driven primarily by profit and individual performance bonuses in a highly competitive environment.

    Tech Usage: Prefers traditional methods for chartering processes, skeptical of new technologies.

  • Decision-Making: Focuses on profit maximization and bonus attainment, often at the expense of adopting new technologies or sustainable practices.

    Industry Knowledge: Strong understanding of market dynamics, particularly in relation to profit generation.

    Negotiation Skills: Highly skilled negotiator with a focus on securing the most lucrative chartering deals.

    Risk Management: Primarily concerned with mitigating risks that directly impact profitability.

  • Resistance to change and skepticism toward the perceived benefits of new technologies.

    May prioritize immediate financial gains over long-term sustainability considerations.

  • Resistance to Change: Unwilling to adapt to new technologies or modern chartering practices unless proven to significantly increase profits.

    Cutthroat Competition: Navigating a highly competitive office environment where bonuses are tied directly to individual performance.

  • Highlight how new tools or practices directly contribute to profit maximization.

    Provide clear data on the financial benefits of adopting specific technologies.

    Foster team-building activities and maintain a fun, competitive atmosphere within the office.

Recognizing the competitive nature of charterers, I introduced vanity metric features, simple fields calculating CO2 emissions for estimated voyages, comparing them to colleagues and industry averages. While the impact was not tangible, it ignited a sense of competition among charterers. This seemingly superficial feature evolved into a sought-after tool, demonstrating the potential of software features to influence user behavior and the profound impact of human psychology in my role as a product manager. This experience remains a source of pride in my career journey.

Valeria Surk