From shipyard to strategy: HanseYachts plots bold course under new ownership

You have stated that you now have ‘entrepreneurial flexibility’. How will that practically help the company develop? Does the industry need more entrepreneurial spirit?

Andreas Müller: Absolutely. As a family-owned business, we now move faster, decide quicker, and invest more directly in what matters – whether it’s product innovation, digital tools, or expanding into strategic markets. Entrepreneurial thinking also means staying close to the customer, listening to partners, and taking calculated risks. And yes – our industry does need more of that.

Can you outline the strategy that will grow your business – what are the top 3 priorities?

Hanjo Runde: First, product innovation – we’ve launched several new models across our Hanse, Moody, Fjord, and Sealine brands, and more is coming. Second, international market expansion – with a strong focus on the US. Third, operational focus – we’ve streamlined our structure, strengthened our capital base, and are investing in production, quality, and customer support.

One of the takeaways from the IBI Summit was the call for greater collaboration in our industry. Do you agree? How can builders work together more?

Hanjo Runde: I fully agree. Collaboration is often underestimated in this industry. There are opportunities to align better – not just commercially, but on things like sustainability standards, digital platforms, and even modular production approaches. At HanseYachts, we’re open to deeper partnerships – with suppliers, service providers, and even peer builders, where it creates mutual value.

US expansion is a top priority. How do you see that market developing, and which brands are best placed to grow there?

Hanjo Runde: The US remains the single most important growth market globally. We’ve already launched outboard variants specifically for American needs. Fjord and Sealine are both strong candidates for US expansion – thanks to their design, versatility, and powertrain configurations. But Hanse, Dehler and Moody also have growing fanbases in the US, especially with the latest models. We’re strengthening dealer networks and planning for long-term brand presence there.

Are you looking at the charter sector? What potential do you see, and how does it affect the Hanse brand?

Hanjo Runde: Charter is a relatively small share of our business today – we’re strongly focused on the end-customer market. But yes, we see potential in selective growth through premium charter operators. If done right, charter creates visibility and long-term customer conversion. For Hanse, it’s not about fleet volume – it’s about brand experience in the right setting.

You are now an investor, which suggests confidence in the marine sector. What makes you optimistic about this space?

Hanjo Runde: The fundamentals are strong. Globally, more people have the means – and the mindset – to invest in boating. The market is becoming more lifestyle-driven, with clear long-term potential. I’m not just investing in a company – I’m investing in a shift in how people want to live, travel, and enjoy their free time. And HanseYachts is well positioned to serve that.

What would be your message to other yards that may be struggling right now?

Andreas Müller: Don’t lose sight of the opportunity. The market will come back – as it always does. But those who focus on their customers, protect their core, and stay agile in their decision-making will come out stronger. Also: don’t be afraid to rethink old assumptions. Resilience comes from clarity and courage.

Tell us about how you’re improving the customer journey.

Hanjo Runde: We’ve already taken concrete steps – from digital configuration tools to streamlining service and delivery processes with our dealer network. What we’re really working on is consistency: customers expect the same HanseYachts quality across product, communication, and aftersales. That’s where we are investing. And we’re listening – user feedback from launch events and owner communities now flows directly into product development.

At the IBI Summit there was strong focus on builders expanding beyond production — into services, refit, marinas, etc. What’s your take? Will HanseYachts look to broaden its role?

Andreas Müller: That thinking is absolutely right. The value chain doesn’t end at delivery. We’re exploring how to strengthen our ecosystem – through partnerships, smarter digital integration, and better lifecycle services. That doesn’t mean we’ll build marinas ourselves, but we are looking at ways to keep customers closer to the brand. Long-term, success will go to those who master the full experience – not just the boat.