International shipbuilding projects require more than just technical knowledge or a strong team. They demand people who are ready to step out of their comfort zone, take responsibility, and learn in real, sometimes challenging situations.
Andrius’ story at Marino Group is exactly about that. From nearly a decade of experience in Klaipėda to working with teams of over 300 people in France—and returning to the office with a clear understanding of what truly drives project success.
The beginning of the journey and the decision to change
Andrius’ professional path started quite typically—entering the shipbuilding industry during his studies. However, years of experience in one place eventually became the trigger for change.
“While still in my third year of studies, I started working at a shipyard in Klaipėda. I began as a quality inspector and later took on the role of project manager. I spent almost 10 years at the company, so naturally I felt ready for a change in my life.”
Over time, the desire grew to test himself in a broader context—not only professionally, but personally as well.
“I also didn’t rule out the possibility of stepping out of my comfort zone and going abroad.”
The decision to join Marino Group was quick but clear.
“I received an offer to join the team and, without much hesitation, decided to try myself in the position of division manager in France.”
France: scale, structure, and real responsibility
Upon arriving in France, the first challenge wasn’t technical—it was people and environment. A new team, new processes, a different work culture.
“The first and most important thing upon arrival was to integrate into the team and build good relationships with the staff working there.”
As Andrius explains, the true scale of the projects became clear very quickly.
“When I arrived in France, I was immediately struck by the scale of the factory and the work being carried out. I had to quickly reorient myself and adapt to a different system than I was used to.”
It became evident that large-scale shipbuilding requires not only competence but also discipline. It’s not enough to simply “work well”—you have to work precisely according to plan.
“The factory plans everything meticulously and expects contractors to follow those plans. Anticipating potential challenges and preparing for them in advance is one of the most important elements.”
In this environment, it becomes clear that project success is not accidental. On the contrary, it is the result of systematic, consistent work.
Large teams, pressure, and leadership: what actually works in projects
One of the most striking aspects of Andrius’ work in France was not only the size of the projects but also the number of people he worked with daily.
“At one point, we had over 300 employees, including pipefitters and ventilation installers.”
But the number itself is not the biggest challenge. The key question is whether there is a clear system, whether everyone understands their role, and whether that system actually works in daily practice.
In projects of this scale, even small miscommunications or unclear responsibilities can quickly turn into major disruptions.
“A well-coordinated team and a functioning system on site ensured both smooth operations and efficient processes beyond the factory gates.”
This highlights an important truth—large projects become manageable not when everything goes “without problems,” but when there are clear operating principles, defined responsibilities, and a team built on trust.
However, even the strongest system won’t work without people who can sustain it. And this is where the leader’s role becomes evident—especially when things don’t go according to plan.
Working in such projects means constant pressure, quick decisions, and responsibility for results.
“Stressful situations and how you handle them are the ultimate litmus test of what kind of leader you are.”
These situations are inevitable, but they become the most important point of growth.
“When you are able to remain calm and confident, you can make the best decisions.”
From site work to office decisions: where project success truly begins
Andrius’ decision to return to Klaipėda and continue working from the office was not accidental or purely career-driven. It was a deliberate step based on a clear understanding: to manage projects effectively, you first need to experience them on-site.
“I decided to first understand the specifics of on-site work before managing it from the office.”
Today, this experience shapes his entire approach to office work. Decisions are no longer theoretical—they are based on real situations he has personally encountered.
“I know exactly how everything works and what challenges the on-site staff face. That makes solving problems much easier.”
This means project management becomes more than just planning or coordination—it’s about anticipating risks, speaking the same language as the on-site team, and making decisions that work in real conditions, not just “on paper.”
This is also where one of Andrius’ key insights emerges: project success begins long before the first work starts on-site.
“Project success starts with a well-signed contract. Then comes a well-formed team and their work on-site.”
Even the strongest team cannot compensate for a poorly planned project, and good preparation without proper execution will not deliver the desired results.
Therefore, project success at Marino Group is a balance of three elements: clear and precise preparation, the right team, and high-quality execution on-site.
“The first two components are directly influenced by the office, but the third—execution on-site—is just as important.”
The key lesson: growth begins outside the comfort zone
Andrius’ story has a clear common thread—real growth begins when you decide to change and consciously step outside what is familiar.
Working in one environment for a long time can build strong experience, but it is new situations, different standards, and greater responsibility that expand that experience and push personal limits.
“If circumstances allow, I always recommend leaving your comfort zone and trying yourself in different environments.”
Working in France became not just a professional challenge for Andrius, but a turning point that changed his perspective on work, responsibility, and himself as a specialist.
“I can confidently say that I improved significantly during my time in France—both personally and professionally.”
These are the kinds of experiences that shape specialists who not only perform their tasks but also create greater value—for the team and the entire project. And most often, they begin with a single decision: to try more than feels comfortable.