Today, there are multiple ways to build competence outside of contracts through courses, simulators, mentorship, and continuous exposure to industry knowledge.

 By : Hristiyan Rusev

Master Mariner /Maritime Consultant

Founder, Maris Maritime Advisory
There is something I keep seeing again and again across the industry. Cadets finish their studies, Third Officers get their first contracts, some even reach Second Officer level, and then their progress slows down or completely stops. Not because they are not capable and not because they lack certificates, but because they do not know how to position themselves properly from the very beginning. The first mistake usually happens even before stepping on board. Most cadets and junior officers treat their CVs as a formality. They list courses, attach certificates, and start sending them everywhere without a clear idea of what they are actually trying to achieve. 

This approach does not increase chances

The reality is simple – recruiters are not impressed by the number of documents if the CV does not clearly show direction, intent, and awareness. A CV that only contains information without positioning does not stand out. It does not answer the most important question: why should this person be selected over others? On top of that, many candidates send applications blindly to dozens of companies without understanding what those companies operate, what profiles they are looking for, and whether there is any real match. This approach does not increase chances; it only delays progress and creates frustration.

Related : Mohamed Fouad : Seafarers – Jewels of the Maritime Ports Sector

Another misconception starts to shape the mindset

Once on board, another misconception starts to shape the mindset. Many officers believe that time alone will move them forward. They focus on completing contracts, gaining sea time, and assume that promotion will eventually come. That system may have worked in the past, but it does not reflect the reality of today’s industry. Competition is significantly higher, expectations are different, and visibility plays a key role. A common pattern I observe is that many Third Officers, and even some Second Officers, do not actively show that they want to develop. 

Readiness is something that needs to be seen, not assumed.

They do their job, they follow instructions, but they stay within the limits of what is expected from them. They wait to be noticed instead of making their ambition visible through consistent actions. Captains and companies do not promote based only on time served. They promote individuals who demonstrate readiness, and readiness is something that needs to be seen, not assumed.

Taking responsibility beyond the minimum requirements

Progress on board is not about being the loudest person, but about being intentional. It is about asking questions even when it feels uncomfortable, taking responsibility beyond the minimum requirements, showing consistency in performance, and actively seeking knowledge instead of waiting for it to be given. Officers who move forward are not necessarily more talented, but they are more engaged, more aware, and more deliberate in how they approach their development. At the same time, the entire system has changed. We are no longer in a position where learning happens only on board. 

Multiple ways to build competence

Today, there are multiple ways to build competence outside of contracts through courses, simulators, mentorship, and continuous exposure to industry knowledge. The ones who progress faster understand this and invest time in developing themselves even when they are off the vessel. The ones who do not adapt remain in the same position, often wondering why progress feels so slow.

From personal experience,

From personal experience, my own path to a Master's did not happen by chance. It was the result of consistent effort, especially in difficult moments where it would have been easier to do the minimum and move on. I had strong captains who guided me and instructors who gave me a solid foundation, but I was also actively looking for knowledge and pushing myself to improve. Ambition played a significant role, but ambition alone is not enough without action. 

The difference was the willingness to learn, to take responsibility

What made the difference was the willingness to learn, to take responsibility, and to approach every contract as an opportunity to move forward, not just to complete time. This is something many young officers underestimate. In today’s environment, staying passive is the fastest way to fall behind. Positioning, awareness, and continuous development are no longer optional; they are necessary if you want to progress in a competitive industry. 

Those who understand this early create opportunities for themselves. Those who do not, often remain in the same place much longer than they expected.

#Hristiyan Rusev #Cadet #Third Officers #Officers #Second Officers #Captains #On abrood #Junior Officers # recruiters