Armona Denizcilik is the ship management arm of the Atlantis Tankers Group. The company is a highly technically competent and technologically savvy operation, but also one that values the human element above all else. Captain Farbod Assadpour, CTO, explained more to Hannah Barnett.
While advances in technology have largely supported efficiency and safety in the shipping sector, Armona Denizcilik is the kind of company that emphasise how skills and experience cannot be replaced. Alongside digital tools, Armona therefore continues to invest in structured training programmes, mentorship and crew welfare initiatives.
“This has always been a people-driven industry,” said CTO Captain Farbod Assadpour. “Despite the increased presence of automation, success still depends heavily on human judgment, expertise and accountability. In recent years, we have seen a rapid growth in regulation and compliance requirements. While these systems are essential, there is sometimes a risk of shifting attention away from situational awareness, good seamanship and critical thinking.”
People-focused
In 2002, Armona Denizcilik was started and immediately began overseeing newbuild projects. The German-owned Atlantis Tankers began in 2004 with the delivery of its first vessel, before going on to build a reputation as an independent and well-established tanker operator.
Armona has now become the official ship management arm of Atlantis. The shareholders of both companies are the same, but Armona is based in Turkey, with two offices in the global shipping hub of Istanbul: one on the European side, the other on the Asian side. The company currently has 11 vessels operating worldwide, active in chemical and oil tanker segments. There are plans to grow the fleet in the coming year, and to take on a newbuild project.
“We try to keep our fleet as modern as possible,” said Captain Assadpour. “This means we are always studying how we can improve or reduce emissions, actively researching new ideas and trying to find technical solutions. We genuinely believe that there is always a better, safer and more efficient way to operate.”
Armona has more than 50 people working at its office and manages a pool of over 300 seafarers. The company tries to encourage a diverse culture and a global mindset, with crew heritage ranging from Filipino, to Ukrainian to Latvian. “We have all different nationalities working under our flag,” said Captain Assadpour. “We put immense care into our people, both on shore and at sea, focusing on crew welfare, professional development.”
This focus includes supporting workers throughout their career. This may mean taking on young cadets, who then stay with the company for many decades. Unsurprisingly, Armona has a very high staff retention rate. “This type of investment directly benefits our sea performance,” said Captain Assadpour. “Our crew have a deep understanding of our safety culture, and they see the company as their home.”
Teamwork
Armona is no stranger to overcoming challenges, having recently taken over three new MR vessels within a few months. These were significantly larger than its standard fleet, posing operational and technical obstacles like finding crew with MR experience and implementing new training programmes. The timeframe was also extremely tight, falling over Christmas and New Year, while many crew and partners were on leave.
“Despite these challenges, we successfully integrated all three vessels without compromising safety, operational efficiency or compliance,” said Captain Assadpour. “All of them are now on commercial charters. This shows how our team can coordinate complex challenges and how fast we can mobilise under pressure. We are not a third-party ship manager. We are a boutique company for our owner.”
This year, Armona started using digital performance monitoring tools and energy-efficient systems on board its fleet. The next stage is to implement predictive maintenance AI technology, which should enhance, rather than replace, the capabilities the company already has.
“I’m not afraid to pilot new solutions and see how this can improve our operation,” Captain Assadpour explained. “Our diverse team means we have a wide range of expertise which actively shapes how we approach challenges. This leads to creative solutions, which we might never have considered otherwise.”
The company operates on the understanding that sustainable partnerships are built on trust, consistency and personal engagement. This means the purchasing team is encouraged to meet suppliers in person wherever possible. Additionally, every year the team travels to Manila for face-to-face meetings with its agencies, conducting company-led seminars and sharing updates on future direction.
“While we rely on digital communications, such as emails, for daily coordination, I don’t believe a long-term relationship can be built that way,” Captain Assadpour said. “Face-to-face interactions are essential for genuine trust and growth. This transforms a transactional relationship into a strategic partnership.
“I also ensure that I remain personally involved in the relationship with clients and key contractors. I think partnership management should never be delegated entirely to departments. By meeting with a partner, I can reinforce our values directly and ensure that our cooperation goes beyond our contractual obligation. This sets the tone for the entire organisation.”
For Armona, therefore, sustainability in the supply chain is not only about environmental compliance, but also about professionalism, safety culture and long-term mutual growth. The company seeks partners that hold these values as highly as it does. “In return, we offer transparency, consistency and a collaborative approach,” Captain Assadpour added. “Ultimately, I view our suppliers, agencies and contractors as an extension of our own team.”
Future focus
With this combination of commercial stability and operational excellence, Armona continues to set itself apart. The company has been able to plan strategically, invest in fleet modernisation and operate with confidence.
“Compared to other local companies, we have secured more substantial and longer-term contracts with many top tier charterers,” explained Captain Assadpour. “Our competitive advantage is rooted in our unwavering commitment to both operational excellence and the human element in shipping.”
Going forward, the company is centred on sustainable growth. In one of the most complex and transient periods in modern shipping, Armona will have to navigate pressures, digital transformation and evolving global markets, while continuing to modernise its fleet and invest in energy-efficient vessels. However, the company is in safe hands with Captain Assadpour. As the son of a master mariner, shipping is more than a career to him.
“From an early age, I understood the discipline and responsibility that the maritime life requires,” he said, in conclusion. “That foundation shaped not only my understanding of the sector, but also my respect for the people who dedicate their lives to it. One of the most rewarding aspects of my role is building a strong team, mentoring younger professionals and creating an environment where they feel empowered to grow. I never lose sight of the fact that every decision made at the management level ultimately affects all the crew on board.
“What excites me is this combination of heritage and progress. Shipping runs in my blood, but leadership allows me to contribute to its future.”