Page 35: of Maritime Logistics Professional Magazine (Q4 2013)

Rokke also describes his Þ rm as nimble, creative, and op- portunistic. Giving credence to that position, some of the deals put together by Aker in order to survive and indeed thrive, have not been uncomplicated. For example, the recent Matson deal is a straight sale, but others were not. When Aker built the two product tankers on spec, it was widely considered by most analysts as Òa leap of faith.Ó No one, of course, could know what would come next, and so soon. Or, perhaps the Aker management team did. The public/private move, as a minimum, took courage. The yard had previously built 14 product tankers for OSG and then went from 1,200 em- ployees to roughly 300 in the space of one year. Now looking back from a more comfortable perch, Rokke explains, ÒWeÕre proud to be playing an important part in our countryÕs oil boom, but at the same time, we remain humbled by the events of 2010 and 2011. Today we are seizing opportunities like never before, but we will not forget the lessons taken from those difÞ cult ??We?re proud to be playing an important part in our country?s oil boom, but at the same time, we remain humbled by the events of 2010 and 2011. Today we are seizing opportunities like never before, but we will not forget the lessons taken from those dif cult times. We will build off the past, but not be tied to it. Kristian Rokke, President and CEO, Aker MP #4 34-49.indd 35MP #4 34-49.indd 3512/11/2013 1:22:29 PM12/11/2013 1:22:29 PM