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Port-Au-Prince, Haiti could make money using Octopi, charging other stakeholders lows customers – operations and c-suite personnel alike – to for access. That’s a client decision, though.” make data-driven decisions. Secondly, Octopi is designed to be user-friendly. Finally, a lot of the smaller to medium sized

There’s a New Kid in Town container terminals don’t have, and further do not want to

Octopi is built with three guiding principles – ? rst, TOS spend a lot of money putting together a big IT team – some- data should be presented in a way that makes sense and al- thing they might need to support some of the existing TOS solutions. That’s why Octopi was built exclusively as a cloud- based solution.

Octopi’s target market includes any small to medium sized terminal moving 2,000 to 300,000 TEU’s annually. Castera explains, “That’s our market. We’re de? nitely looking at the

U.S. markets, because some of these huge ports actually have multiple terminals and operators. Some can have as many as 5 to 10 terminals each.”

The Miami-based ? rm will concentrate at ? rst on the Amer- icas – the Caribbean, Jamaica, and Latin America. Castera says that it is simply a matter of ? nding the smaller players in these markets and talking to them. As container-on-barge operations become more common in the heartland, on the

Mississippi River, in particular, Octopi hopes to gain access into those markets, as well. Castera says simply, “These are all players right now who are having trouble ? nding a solution in the market.”

Today’s smaller niche ports and terminals have to dig even harder to ? nd competitive advantages when competing with deep-pocketed megaports intent on dredging to 50 feet and wooing new cargoes. As that effort progresses, there’s a kid in town to help. www.maritimelogisticsprofessional.com 61I 50-63 Q4 MP2016.indd 61 11/9/2016 11:40:35 AM