Rebuilding the talent pipeline in Scotland’s maritime sector
Recruiting senior and executive-level leaders into Scotland’s public transport sector has never been simple, but for organisations operating in maritime and ferry services, the challenge has intensified. Limited candidate movement, increased public scrutiny and longstanding structural issues mean that the leadership talent pool is tighter than ever.
Yet. while the challenges are real, there is also a significant, and often overlooked, opportunity for organisations that adapt their approach.
A small talent market that’s getting smaller
Senior roles in Scotland’s transport sector don’t come up often. Many leaders stay in their roles for long periods, and with the ongoing economic uncertainty, even those who might consider moving are opting for stability. At the same time, a steady flow of experienced professionals have relocated out of Scotland, reducing the already-small pool of credible candidates.
For organisations looking to attract fresh leadership, this creates an immediate pressure with a high demand for strong candidates, but a limited supply.
A perception problem
Many public transport bodies, especially in maritime and ferry operations, face a reputational challenge. They are often seen as organisations where progress is slow, processes are rigid, and bureaucracy is abundant. This perception makes it harder to attract ambitious leaders who want to work at pace, influence change and deliver impact quickly.
Layered onto this is a broader sentiment that these organisations aren’t natural destinations for those seeking professional growth. The result we’re seeing is that talented people often overlook the sector entirely when considering their next career step.
Ageing assets and heightened scrutiny
Scotland’s ferry and maritime networks face well-documented issues around ageing fleets and under-investment. And for senior technical and operational leaders, this can be off-putting as many are used to environments where modernisation is resourced and prioritised.
And because these services are lifelines for island and rural communities, leaders often operate under intense political, media and public scrutiny. For some, that’s a compelling challenge but for others, it’s a risk they’re unwilling to take.
But there are opportunities - and they’re growing
Despite these pressures, the sector has a significant opportunity to reposition itself.
Reframe the narrative around Scottish transport
Transport in Scotland is evolving. From decarbonisation and community connectivity to long-term infrastructure investment, the sector plays a crucial role in Scotland’s future. Organisations that can clearly communicate this shifting strategic purpose will attract leaders motivated by impact and innovation.
Build a strong pipeline of home-grown leaders
There’s a real chance to develop local talent - not just at senior levels, but at early and mid-career stages. Structured development, targeted leadership programmes and better visibility of career pathways can all help create the next generation of maritime and transport leaders.
Embrace skills-based hiring
This is something I am very passionate about. By focusing on transferable skills rather than traditional sector pathways, employers can access a far wider pool of capable, ambitious leaders. This is especially valuable in a tight market where direct experience may be limited.
Capitalise on growing relocation trends
More people are moving to Scotland for quality of life reasons - particularly from the rest of the UK. I personally relocated 6 years ago, and my family and I are benefitting from a great quality of life here. With the right positioning, the sector can tap into this interest and attract high calibre leaders who are open to relocating for the right challenge.
The challenges of recruiting senior leaders in Scotland’s transport sector aren’t going away. But they also present an opportunity for organisations willing to evolve their employer brand, broaden their view of talent and invest in leadership development.
With the right approach, Scotland’s maritime and ferry networks can become places where ambitious leaders go to make a meaningful, visible difference - not just to an organisation, but to communities across the country.