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I guess I I’d call myself an expert on liveaboard operations. I would expect that a lot of other folks would as well. Some absolutely detest me, and wouldn’t ever agree with me, but I’ve only had one person question my safety record.Absolutely not, and I'm surprised by how ineffective Aggressor's crisis management has been since the tragedy.
Going back to your initial comment, yes I have gone through most comments since page 14, and I can see Mr. Speaker made positive impression on you. What I referred to earlier was a framework where thorough due diligence is carried out (not just profitability analysis), recommendations are made and executed, and adequate monitoring is put in place. Frankly, this is more for the benefits of brand owners, and it's disappointing Aggressor seems to have failed to appreciate it.
This could also be enforced through contract, which no doubt Aggressor signs with any and every franchisee.
I might know a thing or two, but I'm definitely not an expert, and I'm sure there are far more qualified people in the diving community who can go into great length on what a robust system should be.
Your expectation of Aggressor Fleet and the reality of what they actually do and offer are not quite miles apart, but they really don’t jibe either. Aggressor owns many Caribbean dive boats, including one I sold them. One of their owned boats (Carib Dancer, in the Bahamas) is the subject of much angst and many hundreds of posts regarding their terrible material condition, horrendous crew, and abysmal safety. That’s a boat they own, which I’m happy to say is doing much better now. Their franchised boats in the Pacific in Kona, Palau, etc. were their first boats franchised and Joe (the owner) has held a close relationship with the owner of Aggressor since the original owner of Aggressor (Wayne Brown is not the first owner, the man’s name was Paul Haines).
Although Aggressor Fleet owns some boats, with the requisite fleet captains and fleet engineers (friends of mine, and I was friends with the first fleet captain and operations manager), they also have either franchise or licensing agreements with other vessels. I am not privy to the specifics of those agreements, as I never wanted to be a part of Aggressor Fleet, and the feeling was mutual.
But that’s do know this. When you are a franchisee, you are spending 30% of your gross for 2 things. The first is access to the booking system, including office staff, and a network of travel agents. The second is the aggressor name and advertising. While I don’t know specifically if there are any requirements to maintain the boat in any specific condition, Aggressor sets a very low bar if so, considering the condition of some of their own owned vessels.
What you seem to expect is what you see in the slick presentation at your dive shop or in the full page ads on the back of your dive magazine. And it’s true that those pictures are taken when the boat looks its finest coming out of the yard, in real life the reality is quite different. When I saw the Belize Aggressor last month I was shocked at the shoddy condition and amazed that no one seemed to be doing anything about it. I, too, have an expectation. Soot on the side of the boat like they had a busted engine didn’t meet my expectation.
So, while you appear to think that Aggressor owes someone something, some standard of care or some standard of operation, I would suggest that the reality is that what the boat owner is actually buying is use of a name and access to a customer list and booking network, and Aggressor Fleet is collecting 30% of the revenue for those things, no more, no less.
But I could be way off base.