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municate, monitor and deliver the same quality services around the world, re- gardless of how big the RMI Registry becomes. As RMI builds up its own quality department, the decentralized model will be a big part of it. The Mari- time Services Group (MSG), headed by

COO John Radisch, operates out of Lon- don. Gallagher adds, “I like the fact that our COO is in London. He can catch up on everybody’s day. He talks with Asia at the end of their day, Europe during his work day and in the afternoon, he’s co- ordinating with headquarters.”

Quarterly meetings of the MSG are aimed, in part, in improving the RMI duty offi cer system. In place since 1991 on a 24/7 basis, the program was, at one time, solely U.S. based. Not anymore.

With offi ces in Asia, the Middle East, the U.S. and West Coasts, ship owners and classifi cation societies can call at any time with any problem.

At RMI, business is business, but that doesn’t get in the way of maintaining a quality registry. Gallagher is adamant: “Since we are a privately run maritime registry, I think the biggest challenge we have is in balancing commercial op- erations and our responsibility as a fl ag

State Administration. The decision to further decentralize the RMI Registry’s maritime operations was with a vision to more effi ciently provide services wherever an RMI fl agged ship may call and to show shipowners/operators that the RMI Registry does take its respon- sibilities as a fl ag State administration seriously. Providing timely registry re- lated services to a growing global fl eet from one location would have been im- possible; a delayed response from the (Photo courtesy of F edna v Limited)

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Maritime Logistics Professional magazine is published six times annually.