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Dr. Beatriz Canamary | Founder & Strategic Advisor, SuRe Strategy Group

I didn’t start as a consultant. I started as a civil engineer—working on the ground across water systems, transport infrastructure, energy projects, and steel facilities.

Early in my career, I learned that in heavy industry, the gap between a strong idea and operational execution is where projects either scale or fail.

Over two decades, I progressed from project engineer to senior operational leadership at a $6.5 billion steel company and integrated industrial port. I managed hundreds of millions of dollars in capital projects, led large multidisciplinary teams, and carried the daily responsibility of keeping billion-dollar assets running.

I have negotiated major joint venture structures with the Port of Rotterdam, navigating stakeholder complexity across multiple jurisdictions and a political transition. I have defended capital allocation decisions to boards—and watched technically sound pilots stall because no one could resolve the operational, regulatory, or governance constraints standing in the way.

A pattern became clear.
Innovations rarely fail because of technology. They fail because organizations lack a systematic way to identify and remove the constraints that prevent scale.

That realization led me back to academia. I earned a Doctorate in Business Administration focused on sustainability adoption in U.S. ports, where my research confirmed what I had seen in practice: projects stall from unresolved system constraints, even when ambition and stakeholder support are strong. I also completed the Harvard Business School Executive Program in Mergers & Acquisitions, with a focus on negotiation strategy and post-merger integration.

That insight became the foundation of a constraint-based approach to scaling innovation in complex, regulated industries.

In October 2025, forty-nine maritime leaders convened at the SHIPPINGInsight Leadership Roundtable to address a question the industry had been circling for years: What are the structural constraints limiting U.S. maritime growth — and what would a coordinated response require?

The result was the U.S. Maritime Revitalization Agenda: a constraint-based framework identifying five structural barriers and an implementation roadmap now being advanced through AMIC — the American Maritime Industrial Coalition. In December 2025, I authored The Industry Response: Maritime Implications of the 2025 National Security Strategy. In February 2026, I followed with the Industry Readiness Assessment — a provision-by-provision mapping of the White House's Maritime Action Plan to AMIC's prior framework. Published one day before the MAP.

Today, my work operates across four areas:

I serve as Strategic Advisor through SuRe Strategy Group — working with port authorities, maritime operators, energy companies, infrastructure investors, and autonomous vessel platforms. My current portfolio spans floating energy infrastructure, autonomous vessel commercialization, and U.S. maritime industrial base revitalization.

I build industry infrastructure. I co-founded AMIC — the American Maritime Industrial Coalition — an industry-led coordination platform connecting projects to capital and accelerating implementation.

I engage with the regulatory side. Through ZESTA, I am engaged with the development of the Maritime Autonomous Surface Ships (MASS) Code at the IMO Maritime Safety Committee — the non-mandatory regulatory framework for autonomous shipping being finalized for adoption in 2026. I also serve as Chair of the Innovation and Workforce Development Committee at the Floating Economy Institute.

I publish, teach, and speak internationally on maritime innovation and constraint-based execution — co-authored whitepapers with PortXchange, contributed to the book Sustainability in the Cruise Tourism (2026), authored the forthcoming book Maritime Ports of Tomorrow: Infrastructure, Intelligence, and Strategic Control (2026), and keynote at conferences across the U.S., Europe, Latin America, and Asia.

The work is grounded in decades of operating experience, complex stakeholder negotiation, and execution in capital-intensive systems — now shaping how the U.S. maritime industry organizes for delivery and scale.