b'With over 270 vessels across more than 40 cities in threeportunities to make data driven decisions, and wasting FOGHORN FOCUS countries, our operations are complex by nature. We need- valuable time.ed one system to bring it all together, not just for efficiency, but to make sure our crews had the tools they needed toThis diagnostic step allowed us to identify operational si-succeed.TheIMShashelpedusmovefrompatchworklos, inefficiencies, and critical gaps in standardization. Just tracking to real-time visibility, and from reactive manage- as importantly, it revealed opportunities to unify our ap-ment to proactive decision-making. proach and implement system-wide improvements. Keep what was working, and change what wasnt. WHY OPERATORS NEED TO THINK DIFFERENTLY GETTING ORGANIZED: STANDARDIZATION Maritime operators have long relied on local spreadsheets,AND INTEGRATIONpaperchecklists,andsiloedsoftwaretomanagecertifi- From the audit, we built a clear roadmap. Our goals: unify cations, drills, and fleet maintenance. But that approachsystems, simplify roles, and use automation to take manual doesntscaleanditcantdelivertheoversighttodaystracking off our crews plates. One of our first steps was regulatory and operational environments demand. Fleet- cleaning up job titles. Across the company, a captain might wide reporting, real-time compliance, and consistent crewbe listed as PT captain, annual captain, or something else. readiness require integration and transparency. These inconsistencies made it hard to assign permissions or track certifications.We introduced role-based identifiers: CAPT for all cap-tains, DECK for deckhands, and so on. The same went for We started with an honestequipment naming across our fleet. A port main engine might be listed as PME in one operations existing system internal audit. What techand main-engine-port in anothers. Aligning these names waskeytoensuringwehadastandardizedsystemthat were we using? What datawould deliver the reporting we needed.were we capturing? HowOnce the structure was set, we connected our core systems throughAPIs(applicationprogramminginterface)our were our crews actuallyHR platform, Learning Management System (Hornblower logging drills, maintenance,University), and identity manager, all linked up with our IMS.HERES HOW IT WORKS:or training? The results When a crew member is hired, their data flows from HRwerent surprisingbutinto the IMS and our learning management system. Based on their role, the system assigns required training, they were eye-opening.requests certifications, and sets up access permissions.Astheycompletee-learningcourses,on-the-jobprofi-ciency booklets, or drills, records automatically update across systems.Westartedwithanhonestinternalaudit.Whattech wereweusing?Whatdatawerewecapturing?HowTheres no duplicate entry or paperworkit all happens were our crews actually logging drills, maintenance, orbehind the scenes, and updates in real time. training? The results werent surprisingbut they were eye-opening. While every division was working hard toIts not flashy, but this automation is what makes a scalable, stay compliant, we were duplicating efforts, missing op- safe, and reliable operation possible.FOGHORN 10'