Pierre Thomas, IMM Group Technical Director
Team Spotlight, Pierre Thomas
From the French Mediterranean coast to the Pacific and now to shipyards in the Caribbean, Pierre Thomas has followed a career path deeply rooted in the sea. Now based in Puerto Rico as IMM’s Group Technical Director, Pierre brings a wealth of experience, knowledge, expertise and passion to the company’s most ambitious projects.
A Global Journey in Marine Engineering
Pierre began his career as a certified unlimited officer of the French Merchant Marine, graduating from ENSM (formerly ENMM) in Marseille, France. Pierre sailed extensively and worked for the cruise line Compagnie du Ponant before transitioning ashore. His onshore journey included roles as superintendent at Codenor, project manager for superyacht owners in La Rochelle, and technical director of a shipyard in New Caledonia.
After the shipyard’s closure and a political shift in the region, Pierre moved to French Guyana, where he managed a hydrogen plant project at the space center before returning to his maritime roots with IMM. A job posting on LinkedIn brought him to IMM in Guadeloupe as the site technical director. After 7 months there, due to the Company’s growing expansion, Pierre transferred to IMM Sint Maarten and took on the role as General Manager of FKG Marine Rigging & Fabrication, IMM’s sister company, while also managing the start-up operations of IMM Sint Maarten. From that position, Pierre was named the Technical Director of the IMM Group (including IMM St. Maarten, IMM Guadeloupe, IMM Puerto Rico, FKG and Dockside Management), and then made a move to IMM Puerto Rico, where Pierre remains.
Pierre’s journey, while impressive, does not reveal the true extent of his knowledge and skill. Pierre grew up in a shipyard, and his technical skills are both broad and deep. Capable of creating electric drawings and troubleshooting the most complicated hydraulic or PLC issues, Pierre is one of those rare people who is equally skilled in his coveralls getting his hands dirty, sorting issues that seemed unsolvable, as he is sitting behind a desk calculating loads.
Talking about what brough him to join the company, Pierre states:
“When I joined IMM, I was drawn not just by the role, but by the energy of the team and the scope of the projects. It felt like the right place to bring all my past experiences together.”
Technical Leadership
As Group Technical Director, Pierre wears many hats. His day-to-day ranges from detailed engineering calculations and technical drawings to overseeing complex propulsion system operations and metalwork on-site. Whether in the planning phase or on the dock, Pierre is deeply involved in IMM’s most technical and specialized tasks.
“Here in Puerto Rico, I personally handle all special operations. Any time we have something particularly challenging—mechanical systems, structural fabrication—I’m there to lead the process.”
In addition to supervising Puerto Rico’s operations, Pierre provides technical guidance for all sites as well as FKG, being integral in finding and implementing solutions, as well as hiring for the Company’s future excellence and development.
The Dry Dock: IMM Puerto Rico
Pierre doesn’t hesitate when asked about the most rewarding project of his career: IMM’s shipyard development in Puerto Rico.
“This project is without a doubt the most exciting I have been a part of to date. I was there when we repaired the massive gravity dock door, and I’ve been hands-on every day since. There’s progress every single week, and with that, new challenges. It’s technically demanding but incredibly fulfilling. I continue to believe this ambitious project will be a game changer for naval repair through the Caribbean and US East Coast.”
What Sets IMM Apart?
Having worked across continents and industries, Pierre identifies two defining qualities that make IMM unique: passion and teamwork.
“What really stands out here is that almost everyone comes from a maritime background. There’s a shared love for the sea, for vessels, for craftsmanship. And we work like a family. That kind of dynamic is rare—and powerful.”
He also highlights the strength of the IMM Group structure, combining the family companies, rigging and fabrication with superyacht agency and project management across the Caribbean.
“We’re able to offer a complete service package to superyachts. Few companies can do that as seamlessly.”
Advice to Future Marine Engineers
For young professionals aspiring to enter the marine technical world, Pierre’s advice is clear:
“Get experience at sea before jumping into project management or technical work. Understanding the reality of yacht operations is essential. Once you’ve lived it, the rest makes much more sense.”
Life Beyond the Shipyard
Outside of work, Pierre keeps things grounded. He’s a dedicated family man, spending his free time with his partner and young son. Recently settling in Puerto Rico, he plans to stay long-term.
“Puerto Rico has everything. Great lifestyle, beautiful weather, and the opportunity to be part of something that’s growing from the ground up.”
IMM SXM 2024–2025 Project Highlights
Behind the Scenes in St. Maarten: IMM SXM 2024–2025 Project Highlights
The 2024–2025 Caribbean yachting season is winding down, and what a season it has been for the St. Maarten-based IMM team! Operating across marinas including Isle de Sol, Dock Maarten, Palapa, Skyport, Port De Plaisance, Simpson Bay Marina & Fort Louis, the IMM SXM team tackled dozens of projects—some time-sensitive, some instrumental in allowing guest trips to start with no delay, and some involving planned maintenance works.
From full generator rebuilds to shaft alignments, from structural composite repairs to yacht-quality paintwork, the scope, diversity and complexity of this season’s work highlights IMM’s value: our expert, local project managers allow you to undertake any project with confidence as they deliver top-quality results by any standard.
A Season of Engineering and Execution
Several multi-week projects stood out for several reasons. These were planned maintenance stops with technical complexity and delivered on time. One project involved a full rebuild of twin generators on a 100+-meter vessel. IMM collaborated with the visiting MTU technical team providing all logistics support, including designing lifting frames so effective that the yacht chose to keep an extra set onboard for future use.
“These works had been done before, and the vessel discarded those old frames to keep the new ones. It was a feather in our cap to create something superior to a European shipyard here in Sint Maarten.” says Stephen De Vooght, IMM Project Manager.
The project also included over 800 square meters of protection, covering interior floors, bulkheads, and staircases to preserve the vessel’s condition throughout.
“This was a huge job, and the result left a lasting impression.” – Stephen De Vooght
Rapid Response & Technicity
Some of the most rewarding work came from tackling unplanned emergencies between charters. One vessel came in with a list of 28 work requests. IMM delivered 20 of those on a tight schedule, including HVAC, carpentry, speaker installation, electronics repairs, and main engine alignment.
When traditional alignment methods didn’t solve the vibration issues, IMM encouraged FKG Marine, our sister Company, to invest in laser shaft alignment technology, which proved to be the key.
“This was a turning point. We saw an opportunity not only to solve the vessel’s problem but to introduce a service that would benefit the whole island. It was the right call— the vessel’s port engine required extensive realignment that likely prevented another failure.” says Stephen.
In another urgent case, the entire steering system of a vessel failed electronically while in Antigua. IMM coordinated repairs and sent a technician to restore full function in time for departure.
“Our subcontractor tested, diagnosed, and solved the issue under pressure. We left them with a working system and a spare circuit board onboard—exactly what they needed to feel secure continuing their program.” – Stephen
Precision Under Pressure
Throughout the season, IMM led heavy-lift technical operations requiring mechanical dismantling, crane coordination, and tight turnaround times.
One yacht required removal and replacement of a 450kg alternator, a project that required the dismantling of fire insulation, engine exhausts, and then reassembly of all components.
“The biggest challenge was the coordination. We had to plan every step around crane movements and internal systems to avoid delay. We delivered on time and to the full satisfaction of the client.” says Dominique.
Another vessel, known for its hybrid propulsion, needed a 400kg generator replaced in partnership with a renowned European shipyard.
“The collaboration with the shipyard and crew was exceptional, we took care of protection, crane work, and overall logistics, and everyone was pleased with how smoothly it went.” – Dominique adds.
Even collision damage didn’t stop IMM from meeting deadlines. A chase boat required structural composite repair and repainting within 10 days to meet its next charter obligation. This project demanded full focus—tight timing, project management, and hands-on execution. But the IMM Team delivered, and the vessel was ready on time.
Looking Ahead to 2025–2026
With growing demand for high-skill services in the Caribbean, IMM is expanding both its technical offerings and strategic partnerships.
As we close the season, we extend a heartfelt thank you to every captain, engineer, and crew member who trusted IMM this season.
We look forward to welcoming you back next season—stronger, faster, and even better equipped to support you.
A Word from Our Leadership
“We are extremely happy to see the continued development of IMM in St. Maarten. This development proves the importance of having a professional, reliable option in the Caribbean for both planned and emergency works. We see IMM as a partner to the vessel and crew – working together to plan works where and when it makes sense for the vessel schedule. We look forward to continuing our development in St. Maarten, and elsewhere, to provide efficient and effective solutions for our clients.” says Norina Edelman, CEO of IMM.
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Successful Operation - Lift of S/Y Foiling Baltic 111
Lift of S/Y Foiling Baltic 111
When the 111-foot sailing yacht arrived at IMM Guadeloupe, the Captain had requested alongside dock and storage of 7 x 40-foot containers. The IMM Guadeloupe team was prepared for a straightforward project.
A Shift in Scope, A Swift Response
Originally tasked with providing only dock access and on-site storage, the IMM Guadeloupe team received an unexpected request upon the vessel’s arrival:
Can you haul out the vessel?
With the yacht displacing approximately 50 tons, this was no small ask. What followed was a high-level display of coordination, engineering, and precision logistics, executed in record time.
IMM immediately initiated a technical review with a trusted crane operator to evaluate the feasibility of a haul-out.
The proposed solution: a fully equipped 400-ton crane, with a lifting capacity of 207 tons, which would be sufficient for this operation.
The challenge? The crane’s total lifting pressure would exert approximately 100 tons per leg—a ground load requiring meticulous structural planning.
Engineering Ground-Up Solutions
IMM engaged a geotechnical engineering firm to assess the site’s ground-bearing capacity. The report determined a maximum tolerance of 6 metric tons per square meter. To meet this safely, IMM built a custom support system using engineered sandpits—carefully designed to evenly distribute load and create a level, stable lift zone.
In parallel, two 20-foot containers were shipped from France to serve as a bespoke cradle for the vessel. These were assembled on-site and tailored to the hull specifications.
When the stage had been set, the 400T crane was transported to the facility over two to three days—requiring six trucks for its accessories, outriggers, and boom extensions. IMM’s team coordinated every stage with precision and foresight.
The Lift: Expertise in Action
With favourable weather and all preparations in place, lift day was a showcase of expert planning and seamless execution.
“This was an incredibly ambitious operation, and I couldn’t be prouder of how our team handled it,” said Olivier Vigoureux, Site Director at IMM Guadeloupe. “Every department contributed—engineering, logistics, operations. The teamwork, anticipation, and communication were flawless, and the result was a successful lift and project that reflected the very best of what IMM delivers.”
The vessel was safely hauled out, cradled, and secured—ready for the next phase of work.
A Standout in Caribbean Refit
This project is a testament to IMM Guadeloupe’s ability to adapt quickly, think strategically, and execute complex refit operations at the highest level. It also reinforces the Caribbean’s viability as a destination for major repair work—supported by world-class expertise and infrastructure.
Picture credit: SAS GDL
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The Refit Advisory Group - an independent think tank
BY NORINA EDELMAN, CEO & CO-FOUNDER, INTERNATIONAL MARINE MANAGEMENT
The mission of the Refit Advisory Group is to identify how refit centers can better serve the Superyacht Owner. IMM is driving this initiative, with the guidance and advice being provided primarily by experienced large yacht Captains, with other central stakeholders also having a voice.
During 2023, when the principals
of International Marine Manage-
ment were designing a new refit
facility in San Juan, Puerto Rico, this
raised the question: what would be the
ideal design and conception for a
modern-day shipyard?
Rather than relying solely on their
own knowledge and experience or the
opinion of consultants, it was quickly
decided that this exercise should be
extended; by seeking the input of large-
yacht captains and other end users, the
facility would serve the real needs of
today’s owners.
Therefore, the Refit Advisory Group
was born, and although a primary objec-
tive was to assist in the development and
design of the Puerto Rico facility, it was
quickly decided that the brief should
be extended to ask more generally how
refit can do better and to share the
conclusions publicly.
Data was gathered using three
distinct methods: in-depth and confi-
dential interviews with captains, round-
table discussions and panels, and two
independent market surveys. Here, we
present a brief summary of the clusions
and recommendations.
Key Insights:
The primary drivers for yard choice
vary significantly based on a vessel’s
characteristics and programme. A busy
charter yacht, for example, prioritises
convenience of location over many other
factors. Although price is important,
most participants note that the real
priority is value, not absolute dollars.
The right choice of facility depends on
the scope of works to be completed.
There’s also a marked trend for yachts
to complete works alongside locations
outside a shipyard. Some captains say
they see hauling out as increasingly
risky due to past experiences and so
aim to avoid haul-out wherever possible.
This can lead to higher costs,
but it allows works to be completed in
water.
The priorities expressed were quite
consistent: having the basic technical
areas handled on-site is critical. However,
using contractors (and even flying them
in) for more specialised tasks is not only
acceptable, but also expected.
Logistics and associated costs are
critical considerations for any refit works
because these items can drive up costs
significantly and can also create delays if
not well managed.
Conclusion:
There’s a disconnect between the views
of refit shipyards and those of captains
and owners’ representatives. However,
those representing ownership are very
enthusiastic about participating in mean-
ingful dialogue about how to improve
yacht refit.The current offering can
significantly benefit from better repre-
sentation of their perspective.
Processes such as contracts, pricing,
safety protocols and reporting often
appear to be structured primarily from
the yard’s viewpoint. By taking a more
balanced approach that includes the
owner’s voice, the overall refit experience
could be enhanced, leading to better
outcomes and stronger relationships
between all parties.
In short, the Refit Advisory
Group confirmed both the
need for representation of the owner’s
perspective in refit and the willingness
of all parties to participate in the process.
Recommendations:
Upon review and reflection of the overall feedback received, we’ve identified six areas ripe for improvement:
1. Safety and security
Although existing safety and security
records are considered a critical factor
in yard choice by captains, these are not
easily accessible.
Shipyards should provide a compre-
hensive security briefing, clearly out-
lining shipyard protocols, crew proce-
dures and on-site safety measures which
should also include a complete summary
of do’s and don’ts for crew in the local
area. It’s critical that captains and crew
are given local knowledge such as flagging
up any areas that should be avoided.
Making safety and security records
more transparent, easily comparable and
readily available will enable stake-
holders to fairly consider this factor
in the decision-making process. There
should be a consideration to set up a
standardised way of reporting safety
and security through external audit or
similar.
Cybersecurity and data protection is a
significant concern, and stronger protec-
tion measures are essential.
2. Quotations, change orders
and invoicing
Invoicing has become incredibly com-
plicated and hard to understand. Clear
and simple invoicing, transparent and
understandable, is critical. Consider
following the yacht’s nomenclature and
numbering system rather than forcing
the vessel to adapt to the yard system.
Providing a detailed and accurate
quote is time-consuming and requires
significant investment by the yard.
Consider having paid quotes on the
most significant jobs to ensure that the
potential client is seriously considering
the yard as an option (a portion of the
amount can be deducted from the
eventual invoice if the vessel does come
to the facility).
This will give the shipyard
confidence that they are not wasting
their time. In turn, it will lead to better
and more accurate quoting, which will
generate more confidence in the market.
The majority of captains continue
to experience a marked
divergence between quotes and invoicing.
Although all parties understand there may be
newly discovered works, refit yards
must do better with quoting. Exclusions,
although helpful to delineate scope, have
become – in the eyes of our clients – a
way to obfuscate real costs. This must
change.
Efficient and effective communica-
tion is key. Additional works must be
priced and conveyed quickly. Any sche-
dule changes must be communicated at
the same time.
Captains and owners’ representatives
are looking for increased transparency
in pricing. If there’s agreement on time
and materials, clients are looking for
time sheets with hours clearly tracked.
Consider working more on an open-book
basis. There’s a clear demand for trans-
parency and openness in pricing. If ship-
yards and the client could make reason-
able provisions for profitability, open
books may be a positive way to move
forward with certain refit periods.
The majority of captains continue to experience a marked divergence between quotes and invoicing. Although all parties understand there may be newly discovered works, refit yards must do better with quoting.
3. Contracts
A number of respondents currently report
that a yard choice has been derailed due
to contract negotiations. Some of the
agreed contract templates are perceived
by some owners’ representatives as
having excluded the owner viewpoint.
A more balanced contract structure,
developed through a working group
that includes owners’ representatives,
yards, insurers, attorneys and other
stakeholders could help to address this
imbalance.
There are some areas in which
responsibility is unclear; this negatively
affects safety and security. Clearer delin-
eation of all responsibilities while at
a yard facility is critical not only for
contractual purposes, but also to ensure
that sufficient safety procedures are put
in place and followed by the responsible
party.
4. Regulations and Class societies
Owners’ representatives expressed an
interest in exploring whether there can
be different relationships between refit
shipyards and Class. As a build yard can
be approved for a build, might there be
similar ways to proceed with refit yards?
Are there ways to use regulations, Class
or other bodies to set standards that
are measurable for more transparency?
This could be for security, sustainability,
aftersales and a variety of other things.
5. Crew facilities
There’s a growing focus on health and
mental health for crew. A focus is on
providing options to keep crew healthy
and active such as fitness classes and
padel courts. Having affordable housing
options is a priority, and site development
should generally include a plan for
affordable crew/contractor housing. A
focus on wellness naturally shifts the
crew’s attention from less healthy activities
and supports long-term health as well as crew
retention.
6. Skilled labour and talent
Facilities are increasing in size and
capacity at the same time that many
skilled project managers and labourers
are retiring because of age. Clients report
experiencing a decrease in quality overall,
especially in project management. Clients
report not having sufficient labourers to
cater to their needs and having project
managers without the necessary time to
devote to the vessel.
A serious commitment and investment
must be made into robust training
programmes at all levels. Shipyards should
collaborate and cooperate on such
programmes to raise the overall offering
internationally.
These recommendations aim to
address key challenges and, therefore,
strengthen the overall refit experience
for clients. This summary is just the start
of the conversation. The Refit Advisory
Group will continue to engage in action
on these points
A serious commitment and investment must be made into robust training programmes at all levels. Shipyards should collaborate and cooperate on such programmes to raise the overall offering internationally.
Emergency Rigging - Guadeloupe
On December 24th, our team in Guadeloupe showcased their expertise and dedication during an emergency rigging operation. Following a rig failure on a 28-meter mast, we were called in to resolve the issue swiftly.
Thanks to the exceptional skill and quick action of Olivier Vigoureux, our site director, the salvage operation went smoothly, and the rig was safely back in place before Christmas dinner.
This moment highlights our commitment to safety, reliability, and professionalism—even under the tightest deadlines. Whether it’s planned maintenance or an emergency repair, our team is always ready to deliver outstanding results.
At International Marine Management, we understand the importance of reliable rigging, whether during planned maintenance or unexpected emergencies. With a presence across the Caribbean, including Guadeloupe, St. Barths, and Sint Maarten, our experienced team is always ready to assist.
Announcing the Refit Advisory Group
The mission of the Refit Advisory Group is to identify how refit centers can better serve the Superyacht Owner. IMM is driving this initiative, with the guidance and advice being provided primarily by experienced large yacht Captains, with other central stakeholders also having a voice.
In its first year, the Refit Advisory Group has investigated how the global large yacht refit & repair offer can be improved. The results of this initial phase will be privately presented to a group of Captains and Owners Representatives in Monaco.
The Refit Advisory Group 2024 Report will look at both facilities and services. The Captains interviewed in this first phase have provided insight into key factors that affect yard selection, as well as the technical facilities deemed essential onsite. The report will detail thoughts on haul-out options, the evolving demand of security and the importance of crew facilities.
The Refit Advisory Group intends to make its findings, conclusions and recommendations open to the industry for the betterment of all stakeholders, with the ultimate aim of better catering to the Owner.
Norina Edelman, IMM CEO, explained: “As superyacht professionals, we have a duty to always put the Owner first and to work towards making our offer more tailored to the Owner’s true needs in the changing market. It is an interesting and important exercise to circle back to the Captains of large yachts and ask how we are doing collectively as Refit Centers around the world and where we need to improve”
We look forward to future phases of the Refit Advisory Group, where we continue to delve into a variety of questions about large-yacht refit and how we can do better.
Introducing our Redesigned Website
IMM has grown significantly in recent years, and we thought it important to have a fresh online presence that more accurately represents IMM today. The new website allows easy navigation across our multiple locations and services.
Since the inception of IMM, our goal has always been to provide service to superyacht owners, offering something different, somewhere different. Of course, we can only bring this service to those who know where we are, what we do, and how we do it. Our hope is that the new site gives you easy access to this information.
When you browse our different locations, you’ll find services provided in each location as well as projects associated with each facility. And you will also discover our values – values that infuse everything we do and how we have grown.
The founders of IMM, Fabrice Maitre and Norina Edelman, are well-known faces to many in the superyacht industry. Our new website will allow you to get to know more people in our highly-skilled team.
Finally, our news section will allow you to stay informed on all the latest and greatest news and developments.
We hope you find this new website accessible and helpful.
Olivier Vigoureux, IMM Guadeloupe Site Director
Olivier has been based in Guadeloupe overseeing the IMM Guadeloupe refit facility for 8 years. Prior to joining IMM, Olivier was an America’s Cup boat captain as well as a talented skipper of multihull race boats. Having trained in La Ciotat, he is technically proficient and is recognized as a hardware and rig specialist.
Oliver is originally from Brittany, France. Sailing is such an integral part of his life, he can’t recall a time in his life before sailing. By age 5, he was sailing and windsurfing on his own; and by 22, Olivier was an established, professional. Olivier noted that the most valuable insight he was offered was that there were plenty of good sailors in the world, but not many that also had strong technical skills.
So, having become a respected sailor, Olivier went to work in La Ciotat, France, where he had the opportunity to learn the shipyard side of sailing. Two years later, the sea called Olivier back, and he had the opportunity to race with Team China in the 2007 America’s Cup in Valencia, Spain.
Fast forward to 2014: Olivier is the Captain of SY Paradox and opted to undertake maintenance at IMM’s facility in Guadeloupe. Fabrice and Olivier met at this time, and the rest is history!
Captain Brendan O’Shannassy and the Octopus Refit
Back in 2008, Fabrice Maitre, founder and COO at IMM, embarked on the significant refit of Octopus in a commercial dry dock on the Atlantic Coast of France. This project broke the mold and, even still, remains an important job in the world of superyacht refit. We caught up with Captain Brendan O’Shannassy about this iconic project undertaken16 years ago at the genesis of IMM.
Firstly, can you please set the scene – tell us a bit about Octopus, your command and the refit that was required.
It was a five-year survey/refit, significant in time and investment and included a full bridge build, full hull paint, full servicing on diesel generators and removal and replacement of a 90-ton fixed fitting to the hull.
When the other captain and I were told that the consideration was to go to literally a dry dock on the west coast of Atlantic France with shipping containers next to it instead of one of the major yachting hubs, the two of us were not supporters! The project conclusion, however, proved our indignation misguided.
All said and done, it awakened me to a different way of undertaking large projects. It finished on time, on budget and with top quality and it was an amazing time for everyone involved.
What was your experience working with Fabrice and his team?
Fabrice and his team quickly changed my mind about this as a refit strategy. Firstly, they were nimble, able to respond quickly, they did not have the legacy infrastructure and operating behaviors of an established shipyard. This was reflected not only in time, but also cost.
In addition, by working away from the hub, our project received the full attention from the labor force. When you go to a large facility, you find you’ll get a good project manager on the first few days and then they will be taken away to other projects. We did not have that problem.
Furthermore, because it was a team put together for a project, they brought in diversity. It wasn’t a Dutch team or a Northern German team or an Italian team. There was a New Zealander responsible for paint, a German doing engineering, Fabrice the Frenchman, and another French engineer. So they brought different shipyard knowledge to the project management.
It was a bit like having a fantasy football team of project management. You get the best from each environment.
You do need to have the conductor of the orchestra and that was Fabrice because all of that good energy requires stronger leadership than your usual, big department-led approach.
Fabrice’s leadership of a highly skilled 10-person team that oversaw the works of 46-companies and up to 700-site workers helped make the refit a success across all the key metrics of time, quality, and cost. Indeed, whilst I was not responsible for the performance, it remains a highlight of my career to have been associated with such an achievement.
What lessons did you learn from this refit?
Keep your mind open.
It has guided me in future periods where we lifted in Sembawang, Singapore. That’s a long way from yachting, but with clever project management we did a very efficient refit.
To use an analogy here. Don’t go into the hospital ER with a cut finger. If you’re not being wheeled in on a trolley, don’t go there. Don’t go to a large refit hub unless you really need to.
Things can easily get done a long way from the refit hub. Keep things light and nimble. Don’t put infrastructure where it is not needed. If I could get three containers on an alongside dock and put a Fabrice Maître in one of them, I will get a lot more done than I would with 60 people in a large facility
So, my lesson is to keep your eyes open for other options. It really taught me that you don’t need to go to the department store all the time. You can go to the boutique specialist.
Any parting words about Fabrice/IMM or refit in general?
Fabrice is still in the game so that tells me everything!
Our conversation here is about a refit a long time ago that is still measured by today’s standards – complicated, successful and audacious in its scope. Fabrice has only improved since then with more experience and more depth of knowledge. So, all of what I experienced, if I went and did it again with that similar team, it would just be better.
I’ve not made it there yet, but I would love to check out his set up in the Caribbean!
