The pipeline has cooled in count but grown in complexity. Average size and volume are up again this year, which means more systems to integrate and more chances for delays unless the project is run with discipline. The good news: demand at the top end remains resilient, so the right projects still move quickly.

What the data actually says

The 2025 Global Order Book counts 1,138 superyachts on order or under construction, totaling 577,482 GT and 45,487 metres of length. Average figures have risen to 507 GT and 40 metres, evidence that today’s fleet under build is larger and more technically loaded than last year’s, even as total hulls eased slightly from 2024. In parallel, shipyards have leaned back into speculative construction.

Zoom out and the macro picture aligns. Deloitte & Confindustria Nautica (2025 edition) reports a record €34.8bn global yacht-building market in 2023 (+7.3% YoY), followed by an expected 5% contraction in 2024, mainly in small and mid-size boats, while premium and large-yacht segments are still growing (+5–10%). For owners in the 40–80m band, that translates to steady demand, tight capacity, and little room for scheduling mistakes. 

Why bigger builds raise execution risk

As yachts grow, so does the “integration load.” Larger hotel loads, hybrid-ready power, advanced automation, and denser networks add layers to commissioning. Supply chains remain sensitive: miss a long-lead (switchboards, glazing, bespoke interiors) and the schedule slips before sea trials begin. And small design changes on a 40–80m yacht are rarely small in impact; they cascade through class, flag, weight, stability, routing, and warranty. Without clear governance design gates, risk reviews, and honest earned-value tracking owners end up paying for surprises rather than outcomes.

Refit demand has followed the same path. Industry data shows 1,300+ refit yard visits per year for >30m yachts across 2019–2023, high throughput meeting higher technical scope. In that environment, buffers evaporate quickly without disciplined project management. 

This is also where captains need specialist project-management support. Running a yacht and running a multi-trade construction programme are different jobs. Trade press and training bodies consistently recommend bringing in an owner’s representative/project manager early, someone to control change, sequence decisions, and keep contractors moving, so the captain can focus on the vessel and crew. (If you’ve ever watched RFIs, FAT/SATs, class inspections, and half a dozen subcontractors collide in the same week, you know why.)

Owners tell us the build or refit should be enjoyable part of the reward, not a grind. Enthusiasm fades when decision loops are slow, when inexperienced teams chase rework, or when small choices ripple into cost and delay. The industry itself is candid about a skills squeeze and uneven experience levels: leading refit groups and analysts call for better people strategies and training to keep outcomes and owner experience high. Framed positively: with the right PM structure, owners stay engaged in the creative parts and insulated from the churn. 

And this is not unique to yachting—large bespoke projects everywhere overrun without rigorous governance. Recent research across capital projects shows average 30–45% overruns on cost and schedule, underscoring the value of early risk work, earned-value tracking, and clear decision gates when stakes (and sizes) rise. Yachting is not immune; it just has more beautiful outcomes.

Our playbook to keep big projects calm

Big yachts succeed when creativity is channelled and decisions move on time. Our approach is practical, transparent, and designed to remove surprises.

Big yachts succeed when creativity is channelled and decisions move on time. Our job is to protect momentum without throttling the fun. We start by turning the Owner’s Requirements into a clear Basis of Design, what the yacht must do, what it may do, and what it will not do. From there, scope is frozen at each design gate, with a simple change process that weighs benefit, cost, weight, schedule impact, and approval. For high-stakes areas like galleys, bridge consoles, and guest spaces, we use quick mock-ups so choices are made with eyes open, not on paper.

Delays usually begin months before steel is cut, so procurement gets its own rhythm. We run a rolling 26-week look-ahead that tracks every long-lead item, switchboards, glazing, deck gear, AV/IT, bespoke interiors with A/B suppliers, lead times, FAT/SAT needs, and a logistics plan right to the yard gate. Prices and options are time-boxed to prevent drift, and cashflow is aligned to delivery milestones so purchasing pulls the schedule forward instead of tripping it up.

Risk management is short, live, and costed. We group risks into five buckets—technical, commercial, regulatory, logistics, and people—and give each one a named owner and a funded mitigation. A simple heat map sits on the dashboard every week. If something trends from amber to red, we trigger pre-agreed actions and contingency draw rules, so we’re not negotiating in a crisis.

Class and flag aren’t afterthoughts; they’re choreography. We open with a joint kickoff to align interpretations of key rules, then maintain a one-page compliance matrix that links requirements to drawings, tests, and certificates. Surveys and trials—HAT/SAT, noise and vibration, load bank, life-saving appliances—are booked early so inspectors and technicians are available when the yacht is. Closing packs (manuals, certificates, spares) are compiled as we go, not in a frantic last week.

Finally, we put decisions on rails. A fixed governance calendar sets the tone: short weekly production stand-ups, fortnightly risk/procurement reviews, and a monthly SteerCo for cross-functional issues. Everyone works from a shared dashboard—earned value (SPI/CPI), man-hours, delivery dates, RFIs, and open issues—so updates aren’t buried in slide decks. RFIs have clear response SLAs, and design submittals run through a clean transmittal flow, which keeps drawings moving and work fronts unblocked.

In short: structure where it matters, freedom where it counts. Owners stay engaged in the creative parts, captains stay focused on the vessel and crew, and the yacht keeps moving toward delivery, on time, on budget, and with the original intent intact.

Ready to de-risk your 2026–27 build?

Ready to make your 40–80m new build or refit calm, creative, and under control? Talk to Severine BlueWave. We turn owner intent into an executable plan, run the long-lead war room, choreograph class/flag, and give you a live dashboard instead of a slide pack—so there’s no drama, just delivery. Book a 90-minute Risk Sprint and leave with a long-lead map (with A/B options), a critical-path check, a top-10 risk list with costed mitigations, and a clear decision calendar. Discretion guaranteed; we partner seamlessly with captains, shipyards, and family offices. Message us on LinkedIn or via severinebluewave.com and let’s launch well.