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Established company in all locations we are in Global and Mainstream

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Established company in all locations we are in Global and Mainstream

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Dive contractors acquired by large contractors

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Dive contractors acquired by large contractors

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Larger resources specific to construction.

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A wide breadth of marine services with good word of mouth relationships.

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Recognition, reputation

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Marine construction/project management excellence

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Location of most assets requires long movements

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Broad Expertise - More than Just a Diving Company

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Broad Expertise - More than Just a Diving Company

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Reactive on short notice to customers

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Logistical planning and remote support

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Larger construction companies are buying same size diving companies; they can feed each other and are in our current markets.

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Larger construction companies are buying same size diving companies; they can feed each other and are in our current markets.

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Local connections within the regions/communities

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Currently federal funding being scrutinized

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Marine Technologies, supporting inland infrastructure inspections. Turning those inspections into work.

Engineering firms. Further engagement. PND + Geoengineers

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Loss of Skilled Staff - Hard to replace staff

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Loss of Skilled Staff - Hard to replace staff

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Desal install in SoCal. Marine technology everywhere.

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established partners: Duwamish Marine Services, Marker Offshore, expand on these relationships 

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established partners: Duwamish Marine Services, Marker Offshore, expand on these relationships 

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Variety of project support outside of divers (operators, welders, vessel crew, etc.)

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Large and copious competitors

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High Standards

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Hard to generate competitive bids. "Rip & Reads"

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Agile

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Should look at strategic alliances with key vendors such as Superior Cranes. How can this expand our services.

Set up possible JVs for specific projects.

Can we set up a more formal relationship with Sea Engineering for more Hawaii work?

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Ability to work with smaller contractors/ vendors in remote locations. Becomes a time suck.

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Location of equipment/supplies in relation to the coast lines (Alaska) means higher mobilization costs, slower response times

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Not having a diversified client list.

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competition in our markets has several Owner/Operators, low overhead

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competition in our markets has several Owner/Operators, low overhead

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Reduced visibility in NorCal

document version control/use

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Using new technologies to provide quality data for large project work, providing a foot in the door for the bigger repair or project

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Locations - Do we have too many?

Resources - Are we sharing resources efficiently?

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Slow/little BD in NorCal

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Non-union growth within the regions threatening union members (particularly with a changing union)

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Florida footprint expansion, possible acquisition

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Technology with our class of ROV offerings with higher end deliverables   

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Technology with our class of ROV offerings with higher end deliverables   

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Lack of local call-out staff reduces our ability to react to opportunities unless the schedules align perfectly

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Potential Acquisition - ACD out of Southeast Alaska

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Capitalize on the Turnagain relationship to support them with their Caribbean expansion

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Vessel moving service (overland), only a couple options in the PNW. Could be an internal resource locally and utilization appears to be high.

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Potential Acquisition: Vision Subsea (marine technology group) out of Homer

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Review where is the source funding to better understand where it is coming from to develop a plan for positioning ourselves in the market

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soft casualty market, companies looking to expand into our traditional market where we had little to no prior competition 

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soft casualty market, companies looking to expand into our traditional market where we had little to no prior competition 

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Expand our relationship with IT Telecom to serve them across continents, can we and how?

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Financial strength of a larger parent company

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Financial strength of a larger parent company

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Saturation of the diving market, ensuring we stand out. We need to focus on niche and intentional expansion

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older infrastructure in California

PG&E, offshore wind, and infrastructure hardening work.

Strategic partnerships with EPC firms.

JV with known marine construction companies

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Internal services responsiveness reduces and log jams getting things done, hiring process for example , while getting better is still slow.

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Potential JV/Opportunity: Coastal Transport SE LLC (Billy's company) could use Peregrine on a bareboat charter during our slower periods to support his operations, gets the boat to work more frequently using his connections, opens up support staff opportunities

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larger contractors looking to move into our established locations 

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larger contractors looking to move into our established locations 

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Training, finding that sweet spot to keep folks engaged operating in the field and providing the vision and future to hand off the decision making to the next group of leaders.

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Large line of credit is available to DCBU for asset expansion. Need to determine or always be evaluating how can we bring in assets to drive growth or be more profitable.

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Renewable/alternative energy companies (tidal)

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-We guide customers to successful outcomes through value engineering as part of our core service offering.

-Our company is not just a team of commercial divers. We are a marine contractor that provides solutions.

-Our reputation is built on the strength of our people and our consistent project performance.

-Although we do not own a large fleet of heavy floating assets like cranes and barges, we are equipped with agile, specialized gear and a responsive team capable of fast mobilization and efficient execution. We offer a "get in, get out" service model that helps reduce the overall project budget. We don't try to squeeze our customers on jobs. We just want our customers to call us for the next one.

-We have a trusted network of partnerships that allow us to supplement our capabilities. These relationships are critical to our success.

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Expansion of services into Western Alaska and the Aleutian Islands

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Focus effort on design build, working with a team cradle to grave. Who are those partners?

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Political climate (state and federal)

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Increased presence of environmental and regulatory groups

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union's strength versus non-union growth

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Eggs in one basket, we need to spread out

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better educate our prior clients that we are still relevant in the historical markets we have always worked in. Had a client recently say they didn't know we still do this work post Moran purchase 

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better educate our prior clients that we are still relevant in the historical markets we have always worked in. Had a client recently say they didn't know we still do this work post Moran purchase 

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Work force limitations (lack of local employees, younger age pool of talent, less cross-trained employees)

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Federal funding for public and private works

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marketing campaign highlighting who we are and what we do 

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marketing campaign highlighting who we are and what we do 

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Charter vessels

Fabrication

Dredging

Limited upland work - Closely tied to Marine.

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-Our recent turnover rate creates a constant learning curve, resulting in a time suck that reduces efficiency and continuity.

-We are currently understaffed across both craft labor and management.

-Support services are too widespread across the business units and not specialized to our needs.

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Setting up a ROV for use in Cook Inlet, utilizing advaced 3d Sonar systems.

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-Identify and pursue large infrastructure projects that can serve as "anchor projects" each year, helping to sustain our growing overhead.

-Keep our eyes open for opportunities to partner with trusted companies. JVs and Mentorship protégé programs. Siler Excavating is an example.

-Dig into existing large clients to get access to other regions of their companies.

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different service offerings, we are getting more experience in dredging, do we expand on this in different markets

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different service offerings, we are getting more experience in dredging, do we expand on this in different markets

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Volume pricing for call out work clients

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Volume pricing for call out work clients

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Website needs to be updated to better showcase our projects and the diverse cool things we do.

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talent retiring out

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MARVAC for MER

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-Competitors are advancing in similar markets and may attract clients if we cannot scale fast enough.

-External factors such as industry labor shortages and economic fluctuations.

-The industry spending money on different energy generation sources that we are not engaged in.

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Finance and Business Strategy Partner (Just Jon) service is best in class

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Finance and Business Strategy Partner (Just Jon) service is best in class

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Software setup has been geared more towards a call out model. DCBU does not have the ability to track certain service lines or departments effectively.

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Developed a strategic and consistent approach to estimating and executing projects. UES + CTC + PM Management

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Operationally responsive, collabration across regions to help respond. Provide resources, and expertise.

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Utilizing our marketing team to order swag or do nominal duties vs supporting rev gen. We are on right track but would love to see more of their time on rev growth with business units.

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Bigger company with support groups that can/should assist with different aspects of running the business. You should be able to focus on what you are in charge of and manage 

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Bigger company with support groups that can/should assist with different aspects of running the business. You should be able to focus on what you are in charge of and manage 

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Skilled personnel has the ability to move and support other regions.

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Creation and rollout of DCBU systems or processes to help create efficiency within the DCBU

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Engaged marketing that uses multiple tools to help different parts of operations. EX: Boosting social media posts for open requsitions, supporting competitor analysis, etc.

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Lack of software training

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larger network available to everyone when you factor in Moran/MER (One Moran) 

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larger network available to everyone when you factor in Moran/MER (One Moran) 

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Onboarding process can be drawn out, and at time lacks consistency. Approach to onboarding paperwork prior having folks on site can be expensive. (See California Operators Union)

Software suite doesn't talk well between each other, and doesn't apply well to 'non-call out' work.

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Need to leverage this team to deploy useful IT solutions. New software, AI tools, and training.

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The bottlenecks within the HR team. There is a lack of can-do and too much let me ask. Allowing them to make decisions to serve the teams better.

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Mastered fast pace decision making

support from Kendra/Rich

decision making authority

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efficiencies once the One Moran team is all fully integrated 

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efficiencies once the One Moran team is all fully integrated 

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Support groups that are not DCBU-specific, when support services have to worry about multiple business units or different services

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-Our ability to solve problems creatively by working with different key people within the DCBU. This is basically leveraging individuals' strengths and bringing the right people to the table for a bid review or brainstorming session.

-Our wide geographical footprint gives us a wider net to look for opportunities and get the word out.

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Restructure the DCBU management team, to better align support services into operations. Separate into two sub-groups and internalize as many support services as possible to focus on DCBU, give flexibility for process changes at a small scale to improve end user experiences.

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Turnover! Managing the bench.

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Qualified approved driver list is a joke, there is not any internal support for getting drivers approved

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Processes are rolled out to improve administrative user efficiency, sometimes at the expense of field/end user efficiency

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CRM that works for all the combined companies to leverage the strength and size we are (data sharing)

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CRM that works for all the combined companies to leverage the strength and size we are (data sharing)

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too many systems

MAST not being used well

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Opportunity to make changes. Scalable solutions for various items.

Key will be engaged team to help guide implementation.