Start-ups in the marine industry aren’t so different from racing sailboats. Both are lean, fast, and constantly adjusting to the conditions. Both require a crew where every role is clear, and every decision counts. On a racecourse, blurred responsibilities lead to chaos; in a start-up, it leads to wasted time, money, and momentum.

Let’s explore how the key roles on a racing yacht mirror the executive team of a start-up — and why understanding the differences matters.

The Captain vs. The Helm: Vision and Execution

On a yacht, the captain carries ultimate responsibility for the vessel, crew, and outcome. They set the vision and ensure safety and compliance. But they aren’t necessarily steering. The helm (or helmsman) is the one physically driving the boat, responding to conditions in real time.

In a start-up, the founder/CEO is the captain. They define the destination, carry the ultimate accountability, and make the big calls. The COO (or another senior operator) is the helm — hands on the wheel, executing the captain’s vision, adjusting quickly to the wind shifts of the business. Both roles are vital, but they’re not the same.

The Navigator vs. The Tactician: Strategy and Tactics

Racers know the difference between a navigator and a tactician.

• The navigator plots the overall course, based on charts, currents, and long-term strategy. They think in hours and miles.
• The tactician makes the in-the-moment calls — which side of the course has better wind, when to tack, how to respond to competitors. They think in seconds and meters.

In a start-up, your CMO or strategy lead often plays navigator, setting the long-term direction: brand positioning, market entry, customer segmentation. The sales lead or growth marketer often plays tactician, reacting to customer feedback, testing campaigns, and making calls in the moment. Both roles depend on each other — a brilliant navigator is wasted without sharp tactical decisions, and a tactician is lost without a clear charted course.

The Trimmers and Pit Crew: Specialists Who Drive Performance

Sail trimmers, pit crew, and bowmen are specialists. They don’t set direction, but their precision and timing make the boat fast. In a start-up, these are your functional leads — product managers, engineers, finance heads. Their skill ensures the “boat speed” is maximized. Leadership sets the course, but it’s the specialists who make the boat competitive.

The 'Big Race' Afterguard: Bringing in Fractional Talent

In professional racing, the afterguard is the group of senior crew — captain, tactician, navigator, strategist — who make the big decisions. All are experts in their field, and all bring critical perspectives to the table.

The decision-making process isn’t about ego. The navigator may argue for one route based on currents, while the tactician pushes another based on wind shifts. The strategist frames the bigger picture. The captain listens, weighs the input, and makes the final call.

But here’s the nuance: a good captain has the humility to trust the advice of their experts. Ignoring them risks the race. Respecting them strengthens the team.

For a start-up, that’s what a Fractional CMO, CFO, or CRO brings. They don’t replace the founder’s authority, but they enrich the decision-making process with experience and perspective. Just like a seasoned afterguard member, they help avoid costly mistakes, sharpen the crew, and maximize the chance of winning.

Why This Matters for Founders

Early-stage founders often try to be captain, helm, navigator, and tactician all at once. That works in the harbour, but not on the racecourse. Growth demands clarity of role. And sometimes, it demands bringing in external expertise to help the crew gel and the boat perform.

Recognising and respecting these differences is how high-performing race crews — and high-performing start-ups — win.

Conclusion: A Crew That Wins Together

A racing yacht only performs when every role is understood and trusted. A start-up is no different. The founder’s job isn’t to do everything — it’s to assemble the right crew, empower them in their roles, and know when to bring in specialist afterguard talent to sharpen performance.

With the right balance of vision, strategy, execution, and experience, your start-up can sail not just fast, but smart.