IHO to elect new secretary general and director

Hydro International presents this overview of the four candidates who are nominated for the posts of secretary general and director at the IHO Bureau in Monaco. During the next IHO Assembly in Monaco in April, delegates of the Member States will elect and decide who will be representing hydrography at the highest level.  

A new secretary general and a new director will be elected during the next International Hydrographic Organization (IHO) Assembly, which will take place in Monaco from 19-23 April. So far, four candidates have been nominated for one or more of the two positions. Adam Greenland from New Zealand is nominated for the position of director. Rear Admiral Luigi Sinapi from Italy is aiming at either a second term as director or becoming the next secretary general, succeeding Mathias Jonas. Magnus Wallhagen from Sweden has applied to become secretary general, and Captain Burak Inan from Turkey hopes to be elected as director. We’ve included a short biography of each candidate, and we’ve asked each of them five questions in order to give the broader hydrographic community an idea of what they stand for. Firstly, we give the floor to the two candidates for the post of secretary general – Wallhagen and Sinapi – followed by the candidates for the director role. Sinapi has applied for both positions.  

Magnus Wallhagen has more than 30 years of experience with the Swedish Maritime Administration. He is currently the National Hydrographer of Sweden. Prior to taking up his current position, he was head of production at the Hydrographic Office for ten years. This has involved responsibility for hydrographic surveying, source and bathymetry management, chart production and the development of end-user products.

Since 2020, he has served as chair of the Hydrographic Services and Standards Committee (HSSC), the IHO’s technical committee, and is one of the IHO’s most influential figures in shaping the future of standards for digital nautical products. As chair of HSSC, he has driven the development of the S-100 standard for the next generation of nautical products, making them modular, upgradable and designed to meet the future needs of safe, efficient and sustainable maritime transport. These new standards lay the foundation for improved voyage planning, reduced emissions, increased automation and enhanced safety for both cargo and passengers.

In 2022, he was deeply involved in ensuring that the International Maritime Organization (IMO) included S-100 in its regulatory instruments. He also has extensive experience in regional cooperation and has chaired the Baltic Sea Hydrographic Commission, the North Sea Hydrographic Commission, and the Nordic Hydrographic Commission.

Questions to ... Magnus Wallhagen

How do you foresee the hydrographic surveying profession developing over the next few years?

The number of methods used for hydrographic surveying has increased over the past decades. Multibeam surveying using crewed vessels is still the most common method, but with the additional technologies such as uncrewed surface vehicles, autonomous underwater vehicles, uncrewed aerial vehicles with Lidar, satellite-derived bathymetry, crowd-sourced bathymetry and crewed airborne Lidar, the complexity of selecting the optimal technology is increasing.

A higher level of expertise will be required to determine the best combination of methods, but also a good understanding of the purpose of each specific survey. The requirements will vary depending on if the survey data will be used for navigation or for marine mapping. Post-processing of survey data will shift from manual post-processing to more automated processing using artificial intelligence (AI). All these automated methods will make hydrographic surveying more cost-effective, and the amount of data will increase, which is very positive overall, but it will require the hydrographic surveyor to fully understand what lies behind the algorithms.  

How will the IHO continue to represent the interests of hydrographers if you are elected as secretary general?

Leading the Swedish Hydrographic Office, with 120-130 employees, has given me a deep understanding of the challenges and opportunities Hydrographic Offices face and what stakeholders expect. In this regard, I can truly say that the work of the IHO, through standards and other publications, capacity development and the work of the Regional Hydrographic Commissions, provides fundamental support for the Hydrographic Offices. I have also had the honour and privilege of working in several different IHO bodies and Regional Hydrographic Commissions for almost 20 years, both as chair and as Swedish representative.

Based on these experiences, I am well equipped to represent the interests of hydrographers and Hydrographic Offices. In my leadership, I always focus on achieving goals and targets and I have a reputation for delivering results, but also for being able to engage others to achieve set goals. I am eager to take the lead and support the implementation of the new IHO Strategic Plan.

Good governance, efficiency and the will to build strong relationships are also core values for me as a leader. The word ‘together’ is important to me, because my leadership is based on cooperation and team spirit. All people have individual strengths. I believe that if we can leverage each other’s strengths, we can overcome our weaknesses and become much stronger together. Teamwork should also be the theme for all IHO bodies. Member States should be confident that the IHO stands strong and that we together can become even stronger to take on the challenges that lie ahead.

What do you think is the most important challenge – tech-related or otherwise – for hydrography at large, and how can you help the IHO tackle it?

Technology is evolving rapidly, and it is important that the IHO’s structure supports Member States in this ever-changing technological ecosystem. The transition to S-100 is a major challenge for most Member States. I will prioritize strategic partnerships to leverage support in terms of training and standards development. The RENCs are key partners with their financial capabilities.

For some Member States, more basic hydrographic capability is a challenge. Naturally, the conditions for providing hydrographic services vary between Member States. Shipping is global, and if nautical products are missing or poorly updated in certain coastal waters, this affects many coastal states. The IHO should work at both regional and global levels to strengthen each other’s capabilities. Capacity development should be goal-focused and characterized by good governance. The Regional Hydrographic Commissions constitute a unique network for cooperation and are important platforms for capacity development.

How would the IHO contribute to the implementation of the UN Sustainable Development Goals under your tenure?

S-100 will utilize route and cargo loading optimization, just-in-time arrival and increased safety, all of which will contribute to environmental benefits and reduced emissions. The S-100 standard also includes a standardized format for marine protected areas (MPAs) which will ensure that MPA information can be distributed in a standardized way and thus be made easily available in navigational systems as well as other systems used for decision-making. This new S-100 standard (S-122) also has potential to support the implementation of the new UN High Seas Treaty – the Biodiversity Beyond National Jurisdiction (BBNJ) agreement – since it is essential that new marine protected areas can be represented by official geospatial information in a standardized way.

Mapping the seabed gives a fundamentally important knowledge base for the protection and sustainable usage of our oceans. An expanded investment in GEBCO provides such an important knowledge base for the oceans. The IHO must also support national and regional initiatives to achieve high-quality survey data for all waters – not only for the safety of shipping, which in turn is fundamental for the protection of the seas, but also as a knowledge base for informed decision-making. 

Which main goals would you hope to see achieved during your tenure as secretary general?

The IHO Assembly-4 is likely to approve the renewed IHO Strategic Plan for 2027-2032. If elected, I am fully committed to lead the IHO over the entire strategic period, which will offer IHO stability, continuity and long-term direction at a defining moment for the future of global hydrography.

The Strategic Plan contains three goals, which will be my priorities. Goal 1 is ‘Evolve and sustain hydrography to ensure safety and efficiency of modern maritime navigation’. Supporting Member States and IHO bodies in the implementation of the new S-100 standards will be a priority issue. S-100 is a basis for the e-navigation concept defined by the IMO. Strategic partnerships with other international organizations, such as the IMO, IALA, WMO and IEC, are crucial. In my current role as HSSC chair, I have an established network within these other organizations, which will be beneficial to the IHO. The benefits of S-100 include improved safety, optimized loading, optimized shipping routes and just-in-time arrival, improved cybersecurity and an important step towards automated navigation.

Goal 2 is ‘Enhance and promote hydrography to advance science, benefit society, and support sustainable marine management’. Hydrographic data is also fundamental to stakeholders other than the maritime sector. Increased investment is needed to complete the GEBCO high-resolution global seafloor map, support integrated marine spatial data infrastructures, advance innovative survey methods and implement interoperable data standards. These efforts will enable a fundamental knowledge base and responsible management of our oceans and seas for the benefit of society.

Goal 3 is ‘Strengthen the foundation of the global hydrographic community through the implementation of a robust and dynamic technical infrastructure along with a highly qualified workforce’. The IHO is the driving force behind S-100 and thus also the focal point for e-navigation. The technical infrastructure around S-100 must be strengthened through the planned establishment of an IHO Infrastructure Centre in Busan, Republic of Korea. It is also important to understand the diverse conditions and priorities across IHO Member States. In partnership with the RENCs, and utilizing the IHO capacity building programme, the IHO should work in a structured manner to ensure that all Member States can provide basic hydrographic services. The transition to S-100 can be an enabler for Member States. I will be responsive to their specific needs and will work together with them to support improving hydrographic capabilities.

Rear Admiral Luigi Sinapi is a distinguished 58-year-old Italian hydrographer, scientist and naval officer whose career bridges military service, scientific expertise and international diplomacy. After graduating from the University of Pisa with a degree in Navigation and Maritime Science, he pursued advanced studies in Physics at the University of Lecce, International Diplomacy at the University of Trieste, and earned a master’s degree in Marine Geomatics at the University of Genoa.

During his 26-year naval career (1989-2015), Sinapi commanded multiple vessels including the survey vessel Mirto, frigate Zeffiro and destroyer Durand de la Penne, while serving in key positions within the Italian Navy General Staff. From 2015 to 2020, he led the Italian Hydrographic Institute (IIM) as director and national hydrographer, modernizing operations and advancing maritime safety, regional cooperation and Arctic research programmes.

Since September 2020, Sinapi has served as director of the International Hydrographic Organization (IHO), coordinating global hydrographic standards and leading initiatives in capacity building, ocean mapping and the law of the sea. Fluent in Italian, English, Spanish and French, he continues championing education and international collaboration in hydrography and maritime safety.

Questions to ... Luigi Sinapi

How do you foresee the hydrographic surveying profession developing over the next few years?

Hydrographic surveying is entering a defining phase of fast-tracked evolution, driven by rapid technological change and by the increasing expectations placed on marine data by society. In the years ahead, the profession will continue its shift from a predominantly platform-driven activity towards standards and a quality data-centred and knowledge-centred discipline. Autonomous systems, satellite-derived bathymetry, artificial intelligence, cloud-based infrastructures and cybersecurity will expand challenges and opportunities, while fundamentally reshaping professional roles, responsibilities and expectations. In addition, an increasingly volatile and unpredictable global geopolitical environment will significantly intensify marine activities, driving an unprecedented demand for accurate measurements, deeper knowledge and a comprehensive understanding of the bathymetry of both current and future waterways.

In this evolving ‘seascape’, hydrographers will increasingly serve as data integrators and custodians of complex marine information systems, ensuring quality and trusted data findability, accessibility, interoperability and reusability (FAIR). The relevance of hydrography will extend well beyond navigation safety, contributing directly to climate research, environmental protection, disaster risk reduction and sustainable ocean governance in the blue economy. This evolution underscores the need for continuous education, updated competencies, strong international standards, professional certification of hydrographers and networking so that innovation consistently translates into operational reliability and societal value.

How will the IHO continue to represent the interests of hydrographers if you are elected?

Representing the interests of hydrographers today requires clear leadership, strategic direction and a constant connection with the people in the global community in continuous actions to operational realities. If elected, I would continue to strengthen the IHO’s role as the authoritative global voice of hydrography supporting all Members States, by ensuring that the profession remains visible, credible and influential within international organizations such as the United Nations, IMO and IOC-UNESCO, amongst many others.

My experience as national hydrographer of Italy and, more recently, as director at the IHO during a particularly demanding period – including the COVID-19 pandemic – has reinforced the importance of frequent communication, transparency, respect, trust, quality and efficiency. During these years, the organization not only maintained its core functions, but also expanded its membership and advanced critical initiatives such as the governance and implementation of the S-100 framework. Drawing from this experience, the IHO must continue to lead, listen and adapt by providing robust standards, practical guidance and inclusive capacity-development programmes that directly support hydrographers worldwide, especially in countries that are developing their hydrographic capabilities.

What do you think is the most important challenge – tech-related or otherwise – for hydrography at large, and how can you help the IHO tackle it?

The most significant challenge facing hydrography today lies not in the pace of innovation itself, but in ensuring to maintain and continuously increase knowledge to offer unique competencies and managing rapid technological change in a coherent, inclusive and globally consistent manner. While new technologies offer unprecedented opportunities, they also risk fragmentation and uneven progress if not supported by strong governance and effective coordination.

The IHO has a central role to play in addressing the consistency challenge by providing leadership, stability, predictability and long-term strategic direction. This involves reinforcing the governance of the S-100 framework, ensuring interoperability and providing Member States with guidance, training and capacity development – all while maintaining a clear understanding of modern challenges and threats, especially those requiring robust and resilient cybersecurity measures. My experience in coordinating technical and inter-regional activities within the IHO has shown that sustainable progress is achieved when innovation is matched with strategy, people and actions by cooperation, shared standards and a clear strategic vision.

How would the IHO contribute to the implementation of the UN Sustainable Development Goals under your tenure?

Hydrography is a fundamental enabler of the UN Sustainable Development Goals – particularly SDG 14, but also those related to climate action, resilient infrastructure and sustainable economic growth in the emerging blue economy. Authoritative hydrographic data underpins safe navigation, coastal resilience, marine spatial planning and environmental protection, forming the evidence base for informed and accountable decision-making.

Under my tenure, the IHO would further maintain and align its strategic priorities with the SDGs by advancing global seabed mapping initiatives such as the GEBCO programme and the Nippon Foundation and GEBCO Seabed 2030 project, strengthening cooperation with UN agencies and promoting data sharing within internationally agreed frameworks. A central focus would be education and developing capacities, enabling all Members States to become both active producers and effective users of hydrographic and marine information. Empowering people and institutions is essential if hydrography is to deliver lasting and measurable contributions to sustainable development.

Which main goals would you hope to see achieved during your tenure as secretary general or director?

My primary goal is to strengthen the IHO as a strategic, people-driven organization, turning vision into measurable action and ensuring it remains modern, inclusive and operationally effective in an increasingly complex global environment. This includes focusing on highlighting the key advantages to complete the global transition to the S-100 framework, significantly advancing seabed mapping coverage, and further strengthening Regional Hydrographic Commissions as engines of cooperation and knowledge exchange.

Even more important is investment in people. Technology alone does not ensure progress; education, training and leadership do. Building on my experience in overseeing capacity-development programmes and guiding the organization through periods of growth and intensive change, I would prioritize hydrographic education, professional development and knowledge transfer. Ultimately, success would mean an IHO that leads with authority, supports its Member States with fairness and consistency, and ensures that hydrography continues to serve safety, efficiency, sustainability and international cooperation in an increasingly complex world.

Adam Greenland has served as New Zealand’s national hydrographer since 2010, bringing with him over 45 years of maritime and hydrographic experience spanning both hemispheres. His distinguished career began in the UK Merchant Navy at age 17, followed by 15 years as a hydrographic surveyor with the Port of London Authority. While working there, Adam co-developed the internationally recognized MSc in Geospatial Sciences (Hydrographic Surveying).

Since joining Land Information New Zealand, Adam has led award-winning initiatives including New Zealand’s first high-density ENC and the Pacific Regional Navigation Initiative which improved maritime safety across five Pacific Island nations. In 2017, he was the proud recipient of the Alexander Dalrymple Award for outstanding contributions to world hydrography.

Adam currently serves on the IHO Council representing the South-West Pacific Hydrographic Commission, and as vice chair of the Strategic Plan Review Working Group which co-developed the new IHO Strategic Plan 2027-2032. He previously chaired the SWPHC (2020-2023) and the FIG/IHO/ICA International Board on Standards of Competence for Hydrographic Surveyors and Nautical Cartographers (2017-2020). Adam’s leadership vision centres on three strategic themes: every nation matters, build a global workforce for the future, and evolve the IHO to meet emerging needs. 

Questions to ...  Adam Greenland

How do you foresee the hydrographic surveying profession developing over the next few years?

We’re at a pivotal moment for hydrography. The profession is evolving from traditional chart production to becoming essential infrastructure for the broader blue economy and sustainable ocean management. The S-100 digital transformation will fundamentally change how we deliver services. The IMO’s implementation timeline means we’re moving rapidly from static charts to dynamic, data-centric services integrated with vessel navigation systems. This isn’t just a technical upgrade; it’s reimagining how mariners and other maritime users interact with hydrographic information in real time.

Technology will dramatically expand our capacity. Automation, satellite-derived bathymetry and crowdsourced data are enabling coverage previously impractical to survey. Yet 75% of the global ocean floor remains unmapped, a gap that hampers everything from navigation safety to climate science to marine conservation. Initiatives like the Nippon Foundation and GEBCO Seabed 2030 project demonstrate the scale of ambition now possible.

Most significantly, hydrography’s role is expanding beyond navigation safety. Our data underpins marine spatial planning, climate adaptation, offshore renewable energy development and marine protected area management. We must adapt to serve these diverse uses while maintaining our core mission, requiring hydrographers who are not just technically proficient but also skilled collaborators across maritime, environmental and policy domains.

How will the IHO continue to represent the interests of hydrographers if you are elected as director?

The IHO’s strength lies in serving both the global community and individual Member States’ diverse needs. As director, I would focus on three interconnected areas: engagement, capability development and responsiveness.

First, ensuring all voices are heard, particularly from regions traditionally underrepresented in IHO leadership. As lead of the drafting group that developed a new IHO Resolution on Maximizing Active Participation in IHO Events, I’ve seen how practical mechanisms (hybrid meetings, strategic timing, technology solutions) can dramatically increase engagement. This isn’t about accommodation; it’s about ensuring the IHO benefits from diverse perspectives and that all Member States can contribute to our collective direction.

Second, strengthening the professional pipeline through enhanced education and training. My experience helping develop a Category A Hydrographic Surveying programme recognized by the FIG/IHO/ICA International Board on Standards of Competence taught me the importance of maintaining rigorous standards while adapting to new technologies and expanding applications. The recently endorsed IHO Resolution on Inspire, Recruit and Maintain a Competent Workforce provides a framework for modernizing our approach to attracting and retaining talent in an increasingly competitive global marketplace.

Third, ensuring the IHO remains responsive to the evolving needs of our entire hydrographic community at all levels. Whether you’re a surveyor collecting data in challenging conditions, a cartographer managing complex datasets or a national hydrographer setting strategic direction, the IHO must serve your interests. This requires strong connections with Regional Hydrographic Commissions, professional associations and practitioners addressing diverse challenges across our field.

What do you think is the most important challenge – tech-related or otherwise – for hydrography at large, and how can you help the IHO tackle it?

The most critical challenge is ensuring all coastal states, regardless of their size or resources, can participate effectively in the S-100 digital transformation. While the technology is revolutionary, the risk of creating a two-tier system within our global community is very real. I appreciate the complexity Member States face. They must simultaneously maintain legacy S-57 ENC services while developing new S-100 capabilities, implement robust cybersecurity for digital data services, invest in new infrastructure and training, and meet the IMO’s implementation timeline. For nations with limited resources or those still developing basic hydrographic capacity, this represents an enormous challenge. As vice chair of the Strategic Plan Review Working Group, I helped ensure Goal 3 of the Strategic Plan 2027-2032 prioritizes capacity development for all coastal states. But we need practical mechanisms beyond aspirational goals.

The IHO Infrastructure Centre being established in Korea demonstrates the kind of practical support needed. The centre will provide shared technical infrastructure including the Geospatial Information Registry, S-100 Security Scheme management, and secure data service distribution. Smaller nations will be able to leverage these services without the need to build everything independently. As director, I would work to maximize the centre’s effectiveness while developing complementary approaches: subscription models for commercial data service providers to generate sustainable funding for capacity development, strengthened regional cooperation so neighbouring states can pool resources and expertise, and flexible implementation pathways allowing nations to adopt S-100 at a pace matching their capacity while maintaining navigation safety.

I believe this challenge requires both strategic vision and practical delivery experience. Leading New Zealand’s digital transformation while simultaneously supporting Pacific Island nations through targeted capacity development programmes has given me insight into both the technical and human dimensions of this transition. Success isn’t just about deploying technology; it’s about developing capability and confidence across our entire global community.

How would the IHO contribute to the implementation of the UN Sustainable Development Goals under your tenure?

The IHO’s contribution to the Sustainable Development Goals extends well beyond SDG 14 (Life Below Water). Our data and expertise are fundamental to achieving multiple SDGs, supporting SDG 11 (Sustainable Cities) through port development, SDG 13 (Climate Action) through sea-level monitoring and coastal vulnerability assessment, and SDG 9 (Infrastructure) through maritime trade and offshore renewable energy. Under my tenure, I would focus on three specific initiatives to advance SDG implementation. First, strengthening the IHO’s collaboration with UN-GGIM through the recently merged Joint Working Group on Marine Geospatial Information. This elevates the IHO’s influence in UN forums and ensures hydrographic data is integrated into broader geospatial frameworks supporting SDG monitoring and evidence-based policy.

Second, I would focus on advancing the S-122 marine protected areas product specification to support the Biodiversity Beyond National Jurisdiction Treaty, which entered into force in January 2026. The endorsed MoU with ProtectedSeas demonstrates how the IHO can collaborate to provide technical expertise to develop new standards for monitoring and managing protected areas in international waters. This supports both navigation safety and marine conservation, showing hydrography’s value beyond traditional applications.

Third, I would support the creation of a GEBCO Secretariat within the IHO to lead global ocean-floor mapping efforts essential for sustainable ocean management. With 75% of the seafloor still unmapped and SDG 14 among the least-funded goals, professional coordination of initiatives like Seabed 2030 is critical. My experience leading LINZ’s collaboration with the Pacific Ocean Regional Centre of Seabed 2030 informs this approach. Underlying all of this is maintaining capacity development as a priority. SDG achievement requires that all nations have access to modern hydrographic capabilities and can participate in the data ecosystems supporting evidence-based ocean governance.

Which main goals would you hope to see achieved during your tenure as director?

My tenure would focus on three interconnected goals building on the IHO’s current momentum while addressing emerging challenges. Firstly, to successfully implement S-100 services worldwide while ensuring smaller nations have equal access to the benefits of digital transformation. This means not just technical deployment but creating support structures, funding mechanisms and collaborative frameworks enabling all Member States to participate. The new Infrastructure Centre will be instrumental, providing shared technical services that reduce the burden on individual nations. We must also develop innovative regional cooperation models and strengthen capacity development programmes that distribute both benefits and burdens equitably. Success means no Member State is left operating a parallel, outdated system while others move forward.

The second goal would be to build a diverse, skilled and inspired global hydrographic workforce. Having contributed to the development of the new IHO Resolution on Workforce and launched the Hydrographic Leaders Programme in the South-West Pacific, I’ve seen how targeted initiatives strengthen our professional pipeline. We need to expand these efforts globally, with particular focus on encouraging women in hydrography, supporting young professionals, and ensuring our workforce has both traditional surveying excellence and emerging capabilities in data science, digital systems and cross-sector collaboration. The IHO must become an attractive destination for the best global talent.

And as the third goal, I would elevate the IHO’s influence in global ocean governance. Hydrographic data and expertise are essential for addressing challenges from climate change to blue economy development, yet the IHO’s voice isn’t always prominent in key forums. The GEBCO Secretariat creation demonstrates the evolution needed (from data provider to policy influencer). By strengthening partnerships with the IMO, UN-GGIM, IOC-UNESCO and other international bodies, and by demonstrating hydrography’s value across the full spectrum of ocean challenges, we can ensure our expertise shapes global ocean policy and that the IHO is recognized as an indispensable partner in sustainable ocean management.

Captain (Navy) Burak İnan is an experienced naval officer and hydrographer with more than two decades of professional experience spanning hydrographic surveying, chart production and international cooperation. He currently serves as deputy director of the Turkish Naval Forces, Office of Navigation, Hydrography and Oceanography (TN-ONHO), Türkiye’s national hydrographic authority.

His career brings together operational command at sea and leadership roles across different functions within the Hydrographic Office. He has represented his country in various capacities within the IHO, contributing to policy discussions, regional coordination and technical implementation. Building on this experience, he served as capacity building coordinator of the Mediterranean and Black Seas Hydrographic Commission (MBSHC), contributing to the planning and delivery of training activities and technical visits in support of Member States. He also served for a term as chair of the IC-ENC, contributing to cooperative governance and coordination.

Through direct engagement with Hydrographic Offices operating under resource and capacity constraints, Captain İnan has developed a practical understanding of the challenges faced by offices with more limited capacities. This experience has informed his focus on realistic, achievable and sustainable pathways for progress across the hydrographic community, including practical approaches that support operational S-100 adoption. He consistently seeks to bring forward perspectives that are not always prominent in international forums, encouraging broader engagement by Member States. His professional outlook is shaped by experience at the intersection of operational hydrography, regional cooperation and international governance.

Questions to ...  Burak Inan

How do you foresee the hydrographic surveying profession developing over the next few years?

In hydrography today, standing still is no longer neutral; it is a decision to fall behind. Hydrography is moving fast, and technology is expanding what is possible. Automation and digital workflows – already routine in many industries – are now an operational reality in hydrography. Used well, they remove repetitive work without lowering standards, allowing hydrographers to focus on judgement, quality, risk and accountability – areas where human responsibility cannot be delegated.

With this shift, hydrographers will increasingly be core actors in the wider geospatial decision-making ecosystem. Yet that future depends on access. Unequal access will widen the gap.

How will the IHO continue to represent the interests of hydrographers if you are elected as director?

Representation is earned in the field, not written in meeting minutes. Hydrographers operate under very different national and institutional conditions. The IHO’s role is to shape priorities not only around abstract themes, but also around the practices and challenges of Hydrographic Offices.

This takes more than consultation; it requires sustained listening and an effort to understand different perspectives, not ignore them. Committees, Working Groups and Regional Hydrographic Commissions are practical listening-and-coordination platforms, turning field experience into clear priorities, guidance and outcomes. Hydrographers are best represented when the operational reality they face leads, and decisions follow.

What do you think is the most important challenge – tech-related or otherwise – for hydrography at large, and how can you help the IHO tackle it?

In hydrography, speed matters, but alignment defines progress. Hydrography is moving fast. The shift to S-100 and digital workflows is reshaping how data is produced and used, but uneven implementation can break interoperability. Hydrographic Offices will advance at different rates, and the community needs those that move faster to set the pace.

The challenge is not speed, but preventing the group from splitting—and that is the role of the IHO. The IHO does this through common standards, clear guidance and enabling tools, making faster progress accessible to all.

How would the IHO contribute to the implementation of the UN Sustainable Development Goals under your tenure?

Impact at sea is built quietly, not claimed loudly. Hydrography supports global goals through reliability, not visibility. Safe navigation, environmental protection, coastal resilience and sustainable use of the oceans depend on consistent and trusted hydrographic data. This contribution is most visible when it works, and least noticed when it fails.

The IHO’s role is to strengthen these foundations by ensuring common standards, interoperability and continuity across regions. Through coherence and long-term delivery, hydrography underpins broader global objectives, including SDG 14 (Life Below Sea).

Which main goals would you hope to see achieved during your tenure as director?

In today’s IHO, credibility is delivery. My priorities are clear: I want an IHO that converts decisions and standards into practical results more quickly. That calls for stronger delivery mechanisms and greater agility, as well as income beyond Member State contributions so the organization can act at the pace the community now requires. Project-based funding and targeted support can focus effort where it delivers the greatest impact for Member States, and can also strengthen delivery capacity through contracted support – helping Committees, Working Groups and the Secretariat turn decisions into timely outcomes. An IHO that supports Hydrographic Offices in their daily work with a minimum, accessible toolset can enable consistent S-100 implementation through practical guidance and long-term capacity building, so that no Hydrographic Office is left behind.