Eight months after sitting down with Oyster CEO Stefan Zimmermann Zschocke at the Cannes Yachting Festival, Holly Margerrison catches up with the executive at Oyster Yachts' Private View event at St Katharine Docks alongside former Rolls-Royce Motor Cars CEO and Oyster Strategic Advsor Torsten Müller-Ötvös. They discuss modernising the British sailing brand, attracting new generation of owners and balancing growth with heritage.
When we spoke previously at Cannes, you were very focused on listening and learning. What's something you've already changed your mind about since then?
Stefan: Something I have learned in the past six to eight months is the extraordinary loyalty and passion from our owners and customers. They're not just owners, but advocates and explorers and they know so much about our history. That is what makes Oyster so rare and powerful.
The other important thing is the heritage of our craftsmanship here in Britain, which is one of our greatest strengths. We need to preserve it, but it also needs to evolve. That thinking is reflected in our new 50-foot yacht, which creates more space on board and introduces a rear beach club environment while still feeling unmistakably like an Oyster.
From your perspective, Torsten, where do you think Oyster still has the most room to evolve?
Torsten: Oyster reminds me a little of where Rolls-Royce was ten or fifteen years ago, when we were broadening the appeal of the brand while staying true to its heritage. There are very compelling shared values between Oyster and Rolls-Royce - craftsmanship, precision and attention to detail.
There's an old saying from Sir Henry Royce: "Strive for perfection in everything you do." That attitude is very similar to Stefan's approach. In luxury, customers are investing a great deal of money and they expect the very best in return.
Who are you trying to target? A younger generation of owners, or repeat clients?
Stefan: It's both. There's a younger generation of affluent buyers who may not even know Oyster exists - or know how to sail. But we can deliver that whole journey, from training through to crew and ownership. At the same time, we need to continue evolving in areas such as sustainability, smarter energy systems and digitalisation. Those things matter to both existing owners and future generations.
In your eight months now, what has proven harder to shift inside Oyster than you perhaps initially expected?
Stefan: Honestly, I've been impressed by how quickly the organisation responds to new ideas. The craftsmanship and quality culture here allow us to move faster than I expected. We also receive a huge amount of feedback from owners, which helps us improve constantly. That relationship with customers is one of Oyster's greatest strengths.
Torsten, where should Oyster resist change, even where there is clear market demand?
Torsten: You need to protect your genes and what Oyster stands for. What you should never do with a precious luxury brand is become trapped in history, but equally you should not give up the explorer character that defines Oyster. As long as you continue delivering a true Oyster experience - even if it evolves in form- then you have succeeded.
What is something you have deliberately chosen not to change?
Stefan: Heritage and uncompromising craftsmanship are things we will never touch because they connect directly to our customers. The Oyster community is an incredibly important part of our DNA. There are also very specific design principles that define an Oyster - the interiors, the owner's cabin positioning, the usability of the spaces on board. Those things will remain.
What does true luxury in sailing mean that perhaps the wider industry still misunderstands?
Stefan: For me, luxury is safety. You are putting your life in the hands of this boat, so true luxury is having complete confidence in the yacht and never needing to question that.
Your new model sits below the traditional superyacht threshold. How do you ensure Oyster remains relevant to larger-yacht audiences?
Stefan: It's always about evolution and understanding what our customers want. We need to be careful about when to go bigger or smaller, while always protecting our heritage and DNA. We are a small luxury brand and we would like to keep it that way. But that doesn't mean we won't go bigger in the future.
Torsten: As a luxury brand, you need to say no from time to time. At Rolls-Royce, we would never lower prices simply to chase more volume, because it damages your positioning. You have to be extremely careful not to rush into segments purely for growth. Exclusivity matters. You don't want to see a Rolls-Royce on every street corner and equally you wouldn't want to see an Oyster in every harbour.
Would you ever advise Oyster to deliberately cap growth to protect the brand?
Torsten: I wouldn't cap growth at a specific number, but growth should never come at the expense of quality or craftsmanship. In luxury, protecting the brand always comes first.
With the new 50-foot model, what compromises did you have to make to maintain true bluewater capability?
Stefan: There were no compromises. The goal was to create more space and improve the onboard experience while also enhancing sailing performance through new materials and technology.
Do you see Oyster evolving more into a lifestyle platform, where the yacht becomes the entry point into a wider community?
Torsten: I think both are equally important. Today, simply selling a product is not enough, but experience alone is not enough either. The two need to come together. Luxury is shifting from pure possession of an object to experiencing something with an object. That is where Oyster has enormous potential.
Stefan: Through the Bluewater Academy, the World Rally and our wider ecosystem, we can support owners through the entire journey - including people who are completely new to sailing.
What does Oyster need to change to genuinely attract younger owners?
Torsten: Younger affluent audiences are increasingly searching for experiences rather than possessions. Oyster offers something very powerful because sailing becomes part of the experience itself. Many potential owners simply don't realise how accessible it can be. Once people understand the support structure around Oyster ownership, it becomes far less intimidating.
Last time we spoke, you were very open about UK build costs. Have you identified any real efficiency gains yet?
Stefan: The craftsmanship and quality we have in the UK are exceptional. Owners are paying for true luxury and that's not something we can compromise on. Of course, you always strive for efficiency, but never at the expense of quality.
If Oyster looked exactly the same in 10 years' time, would that represent success or failure?
Torsten: I would be very surprised if Oyster looked exactly the same in ten years. At Rolls-Royce, we evolved dramatically without losing the essence of the brand. In the future, many Oyster owners may begin as non-sailors who become passionate sailors after entering the brand. That is a very different customer journey from today and it represents a huge opportunity.
Stefan: Sailing offers something incredibly emotional. Once you switch off the engine and rely purely on the wind and the water, the journey itself becomes part of the experience.
Torsten: Sailing touches your soul and your heart in a way you would never experience on a motor yacht. With sailing, the journey itself becomes part of the destination.
