In the last decade or so, more and more port executives have come from major shipping lines. But tapping into human capital from outside the port or shipping industry requires flexibility, openness and creativity.<\/p>\n
By Meredith Martino<\/em><\/p>\n The port industry prides itself on its unique nature, and port executives and senior managers from ports throughout the hemisphere proudly state the unofficial industry motto: \u201cWhen you\u2019ve seen one port, you\u2019ve seen one port.\u201d And it\u2019s true \u2013 an individual port may have some similarities with other ports (types of cargo, proximity to major population areas, constrained land, public accountability), but each one is a distinct mix of challenges and opportunities.<\/p>\n In the last decade or so, more and more port executives have come from outside the port industry, but the descriptor \u201coutside\u201d typically means years of experience at a major shipping line. While working for a shipping line is certainly different from working for a port, it\u2019s hard to deny that the two industries are closely linked and require familiarity with many of the same stakeholders and issues.<\/p>\n Tapping into human capital from outside the port or shipping industry requires flexibility, openness and creativity. Though they may be unique \u2013 both as an industry and as individual entities \u2013 ports can draw inspiration from modern-day technology companies, professional sports teams, airports and other industry associations by hiring port staff and working with port solution providers who come to the table with a wealth of experience from non-maritime backgrounds \u2013 redefining what it means to come from \u201coutside\u201d the port industry.<\/p>\n