Torsten Müller-Ötvös, former Rolls-Royce CEO, joined Oyster Yachts this year. Here, he chats to Marine Industry News editor Chantal Haines about the potency of brand positioning and what the marine sector can learn from the automotive world.
This article was originally published in Marine Industry news.
When Oyster Yachts announced in May 2025 that Torsten Müller-Ötvös would join as strategic adviser, it marked a significant step for the British yachtbuilder. Credited with reshaping Rolls-Royce into the modern powerhouse during his 14-year tenure with the automotive stalwart, Müller-Ötvös is now setting about sharpening Oyster’s brand positioning and extending its global reach.
Müller-Ötvös sees clear parallels between the two brands, pointing to Oyster’s “relentless pursuit of excellence” as a hallmark shared with Rolls-Royce.
In the ultra high net worth (UHNW) segment, he argues, success results from a combination of craftsmanship, detail and a brand that resonates on an emotional level. Müller-Ötvös is adamant that off-the-shelf simply won’t have a place in the UHNW arena in future.
“In five to ten years, you will hardly see anything in the luxury sector that is off-shelf. Clients are really interested in building their own dreams and want to commission something that carries their own story,” he says.
Elevating for ultra high net worth
Müller-Ötvös stresses that investment in world-class service will be key to making yacht ownership more intuitive, luxurious and genuinely personalised.
He cites Rolls-Royce’s renowned ‘flying doctor’ programme as an example of the support ultra-high-net-worth clients have come to expect.
“If a [Rolls-Royce] dealer partner is unable to resolve an issue, a flying doctor is dispatched immediately to assist the client.”
Talking at Oyster Yachts’ London showcase in May 2025, Müller-Ötvös suggested the British yachtbuilder is exploring similarly bespoke approaches to customer care, “to make the experience of sailing around the world effortless and as pleasurable as possible for clients. That is, I think, exactly what is needed.”
Evolving an ocean legacy
One of the first priorities, Müller-Ötvös says, is for Oyster is to tell its story more boldly.
“It is essential to continue building on Oyster’s renowned heritage and global reputation while introducing a new era of customisation, elevated luxury and immersive experiences.”
He points to a rising generation of individuals who deeply value immersion, privacy, comfort and seamless service: “These owners aren’t simply looking for yachts, they’re seeking platforms for once-in-a-lifetime experiences. They are experience-hungry, brand-conscious and eager for effortless access to adventure.”
Oyster’s stable of customer-centric bespoke events is, indeed, expanding.
Its Oyster Rally hosts 30 yachts on a 27,000nm, 27-destination, 16-month world circumnavigation. Building on the rally, the brand launched the Oyster Explorer Club, offering fully supported, curated voyages to stunning destinations. It aims to connect owners across the world, fostering a sense of community where they can share their journeys and support one another.
“This is not just a yacht builder but a brand that embodies inspiring adventure in unparalleled luxury, comfort and reassuring safety,” he explains. “There is a significant opportunity to expand access to the Oyster experience, not only through yacht ownership but also through initiatives like the Oyster World Rally and the Oyster Explorers Club, which are exactly the right direction [to take].
“What’s particularly interesting,” says Müller-Ötvös, “is the increasing number of individuals coming to us with no prior sailing experience.”
Oyster’s Bluewater Academy provides customers with sailing training tailored to each individual’s skill level.
“They view Oyster, and especially the Oyster World Rally, as a compelling entry point into this world, often turning to services like our Bluewater Academy to build their sailing skills.”
Oyster: back from the brink
Oyster’s resurgence – and its expanding fleet (the yard announced its 805 model in 2025, due for launch in 2027) – is all the more striking given its recent past.
In 2018, UK entrepreneur Richard Hadida acquired Oyster, which was in the midst of dire financial difficulties. Since then, investment and focused leadership have reversed its fortunes.
Hadida says: “I bought the company because I love the brand. I used to read articles referring to Oyster as the ‘Rolls-Royce of the seas’. I like the best of the best. I like knowing that when I’m crossing an ocean, I’m in the best possible machine on the planet.
“Now, I’m aspiring to push the brand – and elevate, elevate, elevate.” The turnaround has been impressive – the yacht builder posted record sales last year in what has been a challenging environment.
Reflecting on Müller-Ötvös’s arrival, Hadida adds: “I pursued Torsten for quite some time – because he did literally turn around Rolls-Royce and transformed it into arguably the most profitable car company on the planet. He shares my obsession with detail – examining every element under the microscope to ensure these yachts are the absolute best they can be.”
There are more changes afoot at Oyster with Stefan Zimmermann Zschocke taking the role of chief executive officer (CEO) in September 2025, following Ashley Highfield’s departure after seven years at the helm.
Zimmermann Zschocke has held senior roles at Rolls-Royce Power Solutions and, most recently, served on the executive board of Hanse Yachts, and is expected to bring more cross-industry insight to the brand.
Read MIN’s exclusive interview with Zimmermann Zschocke where he discusses his strategies and first goals as he begins his tenure.
Lessons from Rolls-Royce
Müller-Ötvös is no stranger to bold changes. “One of the most controversial decisions I made [at Rolls-Royce] was deciding to enter the SUV segment. For many clients, and the press, it was unthinkable that Rolls-Royce would ever enter that territory. But we did it. We took our time to do it, but we did it. And I can tell you, it was the best decision, probably in my entire life, because the [SUV series] was extremely successful.”
The lesson, he says, is that brands must evolve to keep up. “I think you need to rock brands from time to time, to move them on and keep them relevant,” he adds.
“Imagine where that brand would stand today without having an SUV.”
He says moving into the SUV market “was a controversial, but a brilliant decision,” and explains Rolls-Royce’s SUV series opened up “completely new garage doors and new segments.”
“We saw for the very first time, a lot of female owners coming to Rolls-Royce,” continues Müller-Ötvös. “Particularly in the United States, but also in Asia and the UK. Female owners enjoyed that kind of effortless, easy riding, and the fact you could use this car daily for whatever you wanted.”
The key to brand marketing, he says, is to never leave the client out of focus. For Oyster, the strength of its bond with owners – referred to by Hadida as the “Oyster family” – is a powerful asset.
When developing its Explorer Club, the company turned directly to its community to help shape future offerings. “I think that’s great,” adds Müller-Ötvös. “Listen to your clients. They are the most relevant people in the company.”
Time to rock the Oyster brand?
Renowned for his strategic insight, Müller-Ötvös says there’s one other brand he reveres for its remarkable consistency and long-term vision.
“There’s one brand I admire massively, and that is Hermès because it is unbelievably resilient and successful. It goes from strength to strength. Hermès is now out-valuing LVMH, which was seen as impossible before. And the reason for being so successful is it is family owned. They don’t need to report to the stock market. They have a clear vision of what they do, and they are extremely strict in executing it. And I really like this kind of brand management, which is very much about the details and what the brand stands for.”
The power of transforming the customer journey into something deeply emotional and personal, rather than purely transactional is a goal. “Owners should feel not only valued but genuinely connected to the brand,” Müller-Ötvös says.
It is this connection, he says, that will prove defining for brands in the UHNW sector as they shift focus toward experience-driven value.
“Product is relevant, but experiences and services and everything that is around the brand is more and more important,” adds Müller-Ötvös.
Regarding his role, Müller-Ötvös is clear about his mission: “My role is to help guide the long-term vision, offering strategic guidance and encouraging bold, forward-thinking decisions that will position Oyster Yachts for continued success while staying authentic to what makes it so special.”
