A pioneer in ship financing and maritime investment technology, Federica Maiorano is the CEO of Oceanis Tech GmbH. Recognized among the Top 100 Inspirational Women in Ocean & Energy, she is a prominent keynote speaker in the shipping industry, widely known for her expertise in digitalization, decarbonization, and commodity trends.

With over a decade of experience in commercial shipping, Federica has held senior leadership roles including Vice President of Strategy and Chief Commercial Officer at Spot Ship. She played a pivotal role in driving the company’s international expansion into 16 countries across four market segments.

The CIO World recently had the opportunity to sit down with Federica for an in-depth, one-on-one interview. In this conversation, she shares insights into her professional journey, business philosophy, core values, key challenges, notable achievements, and vision for the future:

Can you share the story of origin of your professional journey—what inspired you to step into the world of business?

My entry into the maritime sector wasn’t accidental—it was personal. From a young age, I was exposed to the industry through my father, who has always been a respected leader in the space. What struck me most wasn’t just what he did, but how he spoke about it—with passion, conviction, and an innate sense of responsibility.

That planted the seed. I knew I wanted to follow in his footsteps—not necessarily by doing what he did, but by stepping into a field that demanded the same kind of mindset. What’s more, maritime isn’t an industry you stumble into unless someone opens the curtain. For me, that curtain was lifted early—and I was instantly drawn to it.

Monaco is a place known for excellence and innovation. What does it mean to you to be recognized as one of Monaco’s Most Inspiring Business Leaders?

Being recognized among Monaco’s most inspiring business leaders is meaningful, not because of the label, but because of what the label implies: a responsibility to lead with purpose, to drive value, and to use your platform to accelerate change.

Shipping is traditionally slow to evolve, but we’re entering a period where necessity is pushing innovation. Whether it’s the drive toward decarbonization, the adoption of AI in trade analytics, or the post-Covid shift to digital collaboration, the maritime sector is now facing real inflection points. For us at Oceanis, the question has always been: how do we make complex data useful and accessible to the people moving global trade?

Being based in Monaco sharpens that focus. You’re surrounded by excellence—you can’t cut corners. That pressure, in the right doses, is a good thing.

How would you describe your leadership philosophy, and how has it evolved throughout your career?

My leadership style is based on clarity, consistency, and accountability. I believe in setting the example first—whether that’s in how I work, how I communicate, or how I handle setbacks. I’ll never ask my team to do something I wouldn’t do myself. In fact, I often take on the less “glamorous” tasks early in a process to demonstrate that no role is beneath anyone. I support flexible and remote ways of working—especially when they’re underpinned by clear communication, individual accountability, and a results-driven culture.

What are the core values that guide your business decisions and interactions with your team, clients, and community?

Three values guide how I operate and how I expect others to operate at Oceanis: ownership, relevance and humility.

Ownership is about being fully responsible for your outcomes. At Oceanis, there’s no room for finger-pointing. If something doesn’t work, we fix it, not excuse it.

Relevance is what keeps us focused—we don’t chase hype or build features for vanity. We solve problems that actually exist in shipping and finance.

Humility is what keeps us grounded. We value input from users, partners, and each other, because that’s how we refine our thinking.

Every leader faces setbacks. Can you tell us about a pivotal challenge you encountered and how you turned it into an opportunity?

One of the biggest early challenges was proving the relevance of what we were building in an industry that’s often skeptical of outsiders and resistant to change. Shipping is niche—its processes and logic don’t always align with how general business or tech investors think. That made external validation hard to get in the beginning.

Eventually, adoption followed—not because we convinced people with slides, but because we solved real problems. That experience taught me that execution matters more than theory. And that credibility in niche sectors like shipping has to be earned, not pitched.

Innovation is key to staying ahead. What strategies do you use to ensure your business remains agile and future-ready?

With our team we stay close to where regulation, capital, and operational pressure intersect—that’s where urgency lives, and urgency is where innovation tends to stick. If you’re not solving for something immediate and meaningful, it’s unlikely to get adopted in this industry.

Our strategy is built around short feedback loops, early validation, and flexibility in execution. We don’t build products in a vacuum. We prototype fast, get them in front of users quickly, and iterate based on what we hear. We’ve learned that the best way to stay relevant is to be in constant dialogue with the market—listening, adjusting, and improving.

At Oceanis, we also deliberately try to hire a hybrid team—people who come from within maritime and understand its nuance, and others who bring perspectives from adjacent sectors like banking, fintech, enterprise SaaS, or AI. That combination allows us to challenge the traditional ways of thinking without losing touch with the operational realities of shipping and trade.

What role does sustainability or social responsibility play in your business approach, especially within the Monaco context?

Sustainability is no longer a side note—it’s a core requirement. In shipping, the pressure to decarbonize is real and intensifying. But compliance alone isn’t enough. Companies need systems that help them track, analyze, and act on environmental performance—and that’s where technology like ours fits in. At Oceanis Tech, we’ve developed tools that enable stakeholders to make greener decisions, not just faster ones. From emissions monitoring, to due diligence support and green financing criteria, our focus is on embedding sustainability directly into the investment layers of decision-making.

On the social responsibility front, I believe technology and inclusion are both forms of progress—and they should go hand in hand. We’re intentional about building a diverse, international team, currently composed of six different nationalities, and giving people meaningful opportunities to grow, regardless of their background. That mix of perspectives strengthens our work and fosters a more adaptive, empathetic culture.

How do you foster a culture of growth and resilience within your organization?

Growth starts with high expectations and ends with ownership. We don’t micromanage. People are hired to make decisions, not to wait for instructions. Resilience comes from clarity.

When people understand why something matters—and what success looks like— they’re more likely to push through obstacles. We openly share wins, losses, and lessons. When things go wrong, we talk about it—not to assign blame, but to avoid repeating mistakes.

Learning is embedded in how we operate.

Whether it’s post-mortems, internal workshops, or reverse mentoring, we invest in sharpening our edge. That said, we also keep it practical. We’re not building a corporate university—we’re building a high-functioning business.

Looking ahead, what exciting goals or projects are you most passionate about pursuing in 2025 and beyond?

In 2025, we’re focusing on expanding our platform’s market intelligence layer and adopting AI —making shipping investment decisions even smarter, faster, and more aligned with ESG and capital market expectations.

We’re also growing our presence across different maritime verticals—not just owners and brokers, but banks, insurers, and regulators. If you want to drive system-wide change, you can’t only solve for one stakeholder.

Lastly, what advice would you offer to aspiring professionals, especially women, seeking to make their mark in the maritime industry and contribute to positive change in ocean and energy sectors?

To professionals entering maritime and energy—especially women—my advice is to be bold, focused, and solutions-driven.

This sector is evolving rapidly. Sustainability, tech adoption, and capital shifts are rewriting the playbook. You don’t need to have it all figured out—you just need to be prepared and willing to learn.

Start by building strong knowledge. Study the fundamentals, follow regulatory changes, and get real experience. This industry values people who understand its constraints and can still find ways to deliver.