Artificial intelligence dominated discussions at this week’s Posidonia, where the maritime industry found itself split between excitement, scepticism and cautious pragmatism over what AI really delivers in shipping operations.
While some describe AI as the most transformative tool since the wheel, others argue it is simply the latest in a long line of overhyped technologies being rebranded and repackaged. For now, most agree on one point: AI in shipping is still evolving, and remains largely a tool rather than a revolution.
From blockchain to AI: déjà vu in maritime tech cycles
According to ports consultant Kris Kosmala, the current AI wave closely mirrors previous technology cycles such as blockchain, which was once considered essential for every maritime software product.
“The blockchain has not gone away. It is just that from a marketing perspective, it is not valuable. Yet, it is used in many maritime applications,” he noted.
This sentiment was echoed by Shah Irani, CTO at Fleet Management, who highlighted the recurring “fear of missing out” that accompanies every new technological wave, comparing today’s AI hype to earlier enthusiasm around cloud computing.
“Hot air” or real disruption?
Not all industry voices are convinced by the current AI boom. James Kellett, CEO of Spot Ship, warned that building a maritime-specific GPT competitor from scratch would require “tens of billions of dollars,” dismissing some industry claims as unrealistic.
However, others argue the technology is already creating practical value, particularly in customer service and operational workflows.
The “AI premium trap” debate
One of the key concerns raised in discussions is whether companies are simply hiking up prices by sticking an “AI” label on existing tools.
Namrata Nadkarni, chief executive of Intent Communications, called it “rebranding air to invisible clothes”. She says automation and analytics are often rebranded as AI to justify higher prices.
She warned this could create a “premium trap,” where companies end up paying more for tools they already use.
However, this view is not universally shared.
“Smart maritime buyers see through the hype and know where to find the real value,” said Gert-Jan Panken, general manager and VP at Inmarsat.
Nick Chubb, founder of Thetius, also dismissed concerns, stating that shipowners are “some of the shrewdest technology buyers in the world.”
Patrick Ryan, CTO at ABS, suggested the confusion reflects “sector immaturity rather than bad faith AI washing.”
Where AI creates real operational impact
Despite scepticism, several companies are already deploying AI in practical applications.
SpeedX, for example, has developed its own AI chatbot to handle customer inquiries, now managing more than 80% of incoming requests. The system is integrated with internal platforms to resolve issues more efficiently and reduce delivery failures.
“The North Star for AI in last mile is around minimizing delivery failures,” said Anthony Pizza, VP of growth and innovation at SpeedX.
Other firms argue that real value comes from combining AI with strong data foundations rather than superficial integration.
“In the maritime market right now there is confusion about AI, but it is more sector immaturity than bad faith,” said Patrick Ryan.
Governance, safety and hidden risks
A second major concern is whether AI systems introduce hidden risks when deployed without proper oversight.
Experts warned that weak governance could expose sensitive operational data or obscure how decisions are made inside automated systems.
Ben Thurecht, CTO at Veson Nautical, stressed that systems must be transparent and traceable, while Matthew Talbot of Complexio highlighted the importance of permissions and data control.
According to Baptiste Colmagro of Kpler, AI must remain a layer on top of trusted data:
“If a user can’t trace a model output back to the underlying source, then governance is broken.”
The risk of drowning out real innovation
A third issue is that excessive AI branding could obscure genuinely innovative technologies.
Experts warned that constant rebranding risks burying useful solutions under marketing noise, making it harder for ship operators to identify real value.
The consensus advice is to move beyond labels and focus on fundamentals: what problem is being solved, what data is used, and how success is measured.
Raal Harris of PitchFrame summarised this approach clearly:
“The companies that can answer those questions will create lasting value.”
“Don’t automate, obliterate”
Some experts argue the industry should go further than incremental automation.
Veson’s Thurecht referenced the concept of Business Process Reengineering, popularised in the 1990s, summarised by the phrase: “Don’t automate, obliterate!”
He argued that true innovation comes not from layering AI onto existing systems, but from rethinking workflows entirely.
A technology still in search of direction
Despite the hype, most speakers agree AI remains fundamentally a tool—powerful, but dependent on data quality, governance and implementation.
Emma Collier of Further and Further challenged even that framing:
“AI is a strategic hire, not a tool.”
Meanwhile, Peter Schellenberger of Novamaxis reminded the industry of a simple principle:
“The success of AI implementation is always based on a painfully cleaned-up data pool. Shit in, shit out applies, no matter how smart the AI tool is.”
As discussions in Athens made clear, shipping is not yet experiencing an AI revolution—but rather navigating a period of experimentation, marketing noise and early-stage adoption.
The real question is no longer whether AI will enter maritime operations, but how quickly the industry can separate genuine transformation from technological hype.
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