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WHO WE WORK WITH
Infrastructure Investors & PE Funds
- Evaluating maritime, port, or energy assets — including distressed, underperforming, or transition-stage operations. We deliver the operational and execution-risk diligence that financial and legal reviews cannot capture, and stay embedded through restructuring, JV formation, or post-close integration.
Maritime & Energy Companies
- Scaling operations in capital-intensive, regulated environments. We provide embedded strategic and operational leadership through critical growth phases.
Autonomous Vessel & Maritime Technology Companies
- Navigating the path from concept to commercial deployment — including regulatory certification, operational strategy, business model optimization, and investor positioning in the evolving MASS Code landscape.
Port Authority & Terminal Operators
- Navigating modernization, regulatory complexity, and multi-stakeholder alignment. We identify the constraint limiting throughput and embed operationally to resolve it.
HOW WE WORK WITH YOU
constraint diagnostic
30-day targeted assessment to identify the constraint preventing innovation, transactions, or transformation initiatives from scaling
Best for:
Port authorities, operators, and investors facing stalled pilots, delayed transformation programs, or unclear execution risk
OPERATIONAL DUE DILIGENCE
4–8 week operational and execution risk assessment focused on constraints not captured in financial or legal diligence for maritime, port, and energy infrastructure transactions
Best for:
Infrastructure investors, PE funds, and family offices evaluating acquisitions, platforms, or distressed assets
Strategic Advisory
Ongoing advisory support to resolve execution, regulatory, and stakeholder constraints that emerge during scale-up, transformation, or post-close integration
Best for:
Port operators, maritime platforms, and infrastructure developers managing complex transitions or growth phases
Embedded Operational Leadership
Hands-on leadership to translate strategy into execution during critical scale-up or transformation phases
Best for:
Portfolio companies, ventures, or infrastructure programs transitioning from pilot to commercial operations
US. Maritime Revitalization Agenda
On February 13, 2026, the White House released America’s Maritime Action Plan — the most comprehensive federal maritime policy initiative in decades. Its four pillars and 21 provisions align directly with the Maritime Revitalization Agenda that SuRe Strategy Group and AMIC had been building since October 2025.
SuRe Strategy Group leads the development of the Agenda — an industry-driven framework built from structured research with 49 maritime leaders, SHIPS Act hearing analysis, and the 2025 National Security Strategy. The core finding: America’s maritime problem is not capacity — it’s coordination. The MAP provides the policy architecture. AMIC provides the industry coordination layer to execute it.
For more information about AMIC, visit here: https://maritimecoalition.us
Innovation Doesn’t Fail for Lack of Ideas
Most maritime and infrastructure organizations have strong technical teams, clear strategic intent, and committed leadership.
Yet programs consistently lose momentum between pilot and scale. Execution stalls under cross-functional complexity. Regulatory frameworks lag behind the technology they’re meant to govern — forcing operators to commit capital under uncertainty.
The issue is rarely technology or talent.
It’s that maritime, ports, and energy infrastructure operate under structural constraints that don’t exist in other industries:
– Asset lifecycles measured in decades, not quarters
– Multi-stakeholder regulatory environments where frameworks are still being written
– Capital intensity that magnifies the cost of misalignment
– Operating cultures engineered for safety and reliability — not iteration speed
Most organizations address the visible symptoms. We identify the single constraint restricting execution — and design the path to remove it.
Operational Execution Framework
A constraint-based execution framework developed through doctoral research and more than two decades of operational leadership in capital-intensive, regulated industries.
The framework identifies the binding constraint limiting organizational throughput, then aligns governance, stakeholders, and operating systems to remove it and unlock scale.
Foundation: Adapted from Theory of Constraints* for organizational and stakeholder complexity in legacy industries + 20+ years scaling innovation in billion-dollar industrial projects.
*Theory of Constraints developed by Dr. Eliyahu Goldratt
WHY OUR CLIENTS TRUST US
Most advisors observe from the outside. We’ve led from the inside.
We’ve sat where our clients sit — boardrooms, negotiations, political transitions, and billion-dollar decisions made with incomplete information.
Dr. Beatriz Canamary brings over 20 years of operational leadership across maritime, infrastructure, and energy systems:
– Executive Director and Operations leader at a $6.5 billion steel company and integrated industrial port, overseeing hundreds of millions in projects and the operational realities of running billion-dollar assets
– Lead negotiator on a major joint venture with the Port of Rotterdam, aligning stakeholders across three jurisdictions during a political transition
– Doctoral research uncovering why port sustainability initiatives stall despite strong stakeholder support — revealing that system constraints, not lack of commitment, block scale
– Harvard Business School Executive Program in M&A, with focus on negotiation strategy and post-merger integration
– Chair, Innovation and Workforce Development Committee, Floating Economy Institute
In 2025, this methodology was applied at industry scale.
Dr. Canamary convened 49 maritime executives at the SHIPPINGInsight Leadership Roundtable to diagnose the structural barriers limiting U.S. maritime growth. The outcome — a constraint-based framework identifying five systemic barriers and an implementation roadmap — became the foundation of the Maritime Revitalization Agenda, now being operationalized through AMIC, the American Maritime Industrial Coalition.
She subsequently led development of the industry response to the 2025 National Security Strategy’s maritime provisions, and in February 2026, produced the Industry Readiness Assessment — a provision-by-provision analysis demonstrating that the White House’s Maritime Action Plan aligns directly with the barriers and roadmap AMIC had independently identified. The assessment was published one day before the MAP’s release.
Today, her advisory portfolio spans autonomous vessel commercialization, floating energy infrastructure, and U.S. maritime industrial base revitalization — working at the intersection of operations, regulation, and capital.
This is not advisory from the sidelines.
It is methodology forged through operational leadership — and validated at the federal policy level.
RESULTS THAT MATTER
following the SHIPPINGInsight Leadership Roundtable of 49 maritime executives, delivered constraint-based analysis now being operationalized through AMIC
NSS – Maritime Industrial Response
Reduced pilot-to-deployment timeline by 60% for a major port authority — from 24 months to 9 months — by identifying and removing stakeholder alignment constraints
60%
Structured $300M+ infrastructure joint venture between major European port and regional government — navigating stakeholder complexity and regulatory approval across three jurisdictions
+$300M
Optimized engineering and maintenance costs by 35% at A port complex — reducing downtime through predictive maintenance and cross-functional coordination
35%
PHOTO GALLERY
A behind-the-scenes look at SuRe Strategy in action—collaborating, connecting, and creating change. Moments that capture our work, partnerships, and impact—from ports to boardrooms to global stages.
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OUR CLIENTS/PARTNERS
