Interview by: Giorgos S. Skordilis

In an industry that measures time in operating hours and cost in nautical miles of delay, technical support isn’t an auxiliary service — it’s a critical pillar of reliability, says Dimitris Sorokas, CEO of Maritech Group, in an interview with Capital.

Maritech, he adds, has deeply understood this dynamic. That’s why it anticipates needs, designs solutions, and implements systems that keep ships moving and clients operationally ready.

Against a backdrop of geopolitical tensions, rerouting via Africa, and rising sustainability demands, Mr. Sorokas speaks a language that fuses technical precision with operational strategy. At the core of his philosophy: resilience and vigilance.

Maritech invests in thermal management and desalination systems, implements solutions that minimize downtime, and is building a new generation of technical services — greener, faster, and globally coordinated.

This interview doesn't merely unveil the strategy of a company.

It captures the mindset of a man who sees shipping not as a problem to be solved, but as a living system that demands precision, preparation, and engineering intelligence.

Q.: The pressure on global supply chains is growing new tariffs, rerouting due to the Red Sea crisis, extended shipping routes. How is the maritime spare parts and technical services sector being affected?

A.: We're going through a truly challenging period. The detours around the Suez Canal and the broader uncertainty in transport are putting real pressure on vessel operations. Traditional procurement models no longer cut it when volatility becomes the rule.

For us, this crisis is also an opportunity. We're not just delivering spare parts — we’re ensuring operational continuity. Fast and intelligent solutions delivered exactly where our clients need them, with technical precision and strategic foresight.

Q.: Where are you primarily focused right now? What would you say are your core strengths?

A.: Our heart beats in Heat Exchangers and Desalination Systems. We've invested in multi-manufacturer expertise to continually improve their performance. We're not just doing cleanings — we're delivering reliability.

On-site interventions, lab repairs, specialized spare parts — that’s our toolkit. We operate globally but speak the language of consistency: technicians who solve problems without the fuss.

Q.: In such a technically demanding field, how do you ensure your team maintains a high level of expertise?

A.: Having good technicians isn’t enough. You must keep them in a constant learning loop — exposed to real-world problems, engaged with OEMs, and hands-on in the field. We invest in blended training: hands-on experience, technical manuals, digital tools, simulations. As I said before, our engineers aren’t just "part handlers.” They’re problem solvers. And that’s a culture you build — not enforce.

Q.: Is digitalization impacting the technical support sector?

A.: Much more than it appears from the outside. We've started gradually integrating digital performance monitoring tools — condition monitoring — combined with the historical data of each unit. That means we're building technical memory. We don’t wait for breakdowns. We predict them. The goal is to make technical support preventive and data-driven — without losing human control.

Q.: How is your procurement model adapting to these changing conditions?

A.: We’ve developed a flexible, intercontinental model: we design globally and manufacture on-demand in Europe and Asia. This gives us cost control, speed of execution, and independence. We don’t just ship spare parts — we keep vessels operational and moving. And that requires preparation, not just response.

Q.: What does "green" technical support mean to you?

A.: Sustainability means technical responsibility. Through our MARITECH Green line, we’re developing solutions that reduce waste, extend component lifespan, and improve energy efficiency. Initial onboard applications are already yielding promising results. We're moving forward step by step — with a clear technical approach and measurable outcomes.

Q.: Do you have plans for expansion?

A.: Yes, but in a targeted way. The recent waves of global disruption — from Red Sea diversions to new U.S. tariffs and industrial delays — confirm what we’ve long been preparing for: the need for local presence, technical independence, and geographic diversification.

We’re exploring selective partnerships to expand our presence closer to clients and the vessels we serve.

Our priority isn’t scale, but strategic proximity. The future isn’t written yet — and that creates space for those who move first. We proceed step by step, with clarity and careful decisions. Every expansion must align with our values: quality, discretion, and substance over fame.

Q.: Your tone conveys both confidence and restraint.

A.: We don’t build with words. We build with tools. The people at Maritech are, above all, engineers. We don’t chase titles. We work, evolve, and prepare for the next step — with technical competence and strategic clarity.

Q.: What can we expect from Maritech soon?

A.: A targeted strengthening of our technical teams, presence in key technical locations, and investments in innovation. We believe in a support model that’s faster, greener, and smarter. And that’s what we’re working on — every single day.

Q.: If you had to describe Maritech in three words, what would they be?

A.: Reliability, expertise, and flexibility. Our clients know that whatever the conditions, we’re there with consistency, solid technical know-how, and the ability to adapt to their needs. That’s why they trust us — in good times and in hard ones alike.