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In a political landscape dominated by party loyalty, some politicians stand out by pledging to vote based on their conscience, even when it might mean challenging party lines. For these leaders, like MP Darryl York, loyalty starts with being true to their beliefs. This can pose challenges in systems where cohesion is critical to political stability, but he argues that prioritizing personal conviction doesn’t have to come at the cost of collaboration or the country’s well-being. Balancing integrity with open communication, he emphasizes that staying grounded in principles, while embracing the input of trusted peers, can foster both progress and unity.

 

But is it realistic in St. Maarten politics? Will he be able to survive the egos and opportunists that have further eroded plagued the political landscape since 10-10-10? He believes he will. The jury is still out.

 

You’ve expressed your intention to vote your conscience, even if it means going against party lines. In a system where party loyalty is often expected, how do you reconcile this with the need for political stability in the country?

 

If I can’t remain loyal to my own beliefs, how can I be truly loyal to anyone or anything else? For me, loyalty starts with being true to myself and the values I stand for along with the values in which the party was built. That said, I understand the importance of political stability, and that requires mutual understanding and collaboration. My conscience may not always lead me to the perfect answer, I don’t claim to have all the answers, but I’m committed to thoroughly exploring all avenues to make informed decisions.
 

This process includes listening to the opinions of my party and other trusted confidants. I believe that striking the right balance between personal conviction and external input is crucial. It’s about staying grounded in my principles while being open to the perspectives of others.
 

Ultimately, it’s not about blindly going against party lines, but about finding a blend where I can stay true to myself while still contributing to the greater good and maintaining the stability the country needs. By approaching decisions with both integrity and collaboration, I believe it’s possible to serve both my conscience and the country effectively.
 

Do you believe that a politician who prioritizes their conscience can realistically survive in St. Maarten’s party-dominated politics?

Yes, I believe a politician who prioritizes their conscience can survive in today’s St. Maarten’s party-dominated politics, though it’s undeniably challenging. The political landscape tends to reward party loyalty and compromises, often at the expense of personal beliefs. Many argue that it’s impossible to succeed without bending to these pressures, but I see it differently.
 

During my campaign, people said I would need to indulge in the usual mudslinging and politicizing to garner votes. Yet, I proved them wrong by running a campaign based on honesty, transparency, and constructive dialogue.
This showed me that there is always room to challenge the norms if you remain committed to your values.
 

Surviving with a clear conscience requires redefining success in politics. It’s not just about holding onto power but about making a genuine impact and demonstrating that honesty and vision matters. The road may be tough, but I believe that in the end, people respect leaders who stand for what is right, even when it’s not the easy path.

 

Have you encountered any pressure from within your party or fellow MPs due to your stance?  If so, how have you managed these pressures while staying true to your convictions?

 

Yes, in my very short time in office, I’ve already encountered differences of opinion from within my party and fellow MPs due to my stance. While some members of my faction didn’t fully agree with my approach, they weren’t surprised either. I’ve always been clear about who I am and the type of politician I would be once elected. I never tried to portray myself as someone I’m not, and that consistency has helped manage any initial disagreements.
 

Staying true to my principles has been my guide in these moments. I made a commitment to the people and to myself to act with honesty, transparency, and accountability, and I intend to follow through on that promise. I believe that as long as I remain consistent and honest about my intentions, even those who may not fully agree will respect where I stand.


Managing these pressures requires balancing conviction with open communication. I’ve found that explaining the reasoning behind my decisions, even when others may not agree, creates an environment of understanding. At the end of the day, I never plan to start compromising my beliefs just to appease others, and I trust that my actions will continue to reflect the politician I promised to be.

 

As an MP, you are tasked with representing your constituents, but party structures often demand cohesion. How do you see your role in balancing the interests of your voters with the broader legislative agenda that may come from your party?

At the end of the day, I aligned myself with the foundational values on which my party, the National Alliance, was built. If I didn’t believe in those core principles, I wouldn’t have chosen to run with the party. That said, it’s true that both party structures and today’s coalition-opposition dynamics demand a level of cohesion that can sometimes challenge personal beliefs. However, I see my role as one of finding balance—staying true to the interests of my constituents while understanding the necessity of cooperation to achieve broader legislative success.
 

In modern politics, no single MP’s belief alone can push legislation forward. The reality is that collaboration, even across party lines, is essential. A more inclusive, bipartisan approach is needed now more than ever, and while this may be uncharted territory in terms of political structure, I believe it’s the only way we can deliver real results. Voters today are less interested in empty promises and more focused on tangible outcomes that improve their lives.
 

My priority is to ensure that the voices of the people I represent are heard and factored into the decision-making process. While I recognize the need for party cohesion, my guiding principle is that the interests of the people must always come first. It’s a delicate balance, but I believe it’s possible to respect both the party’s vision and the needs of the people through open dialogue and a commitment to real progress.

 

You’ve stated that you will be bipartisan if it benefits the country. How do you define what is best for the country in a highly polarized political environment, and how can we foster a culture where bipartisan efforts are seen as a strength rather than a weakness?

 

For me, what’s best for the country is anything that pushes the needle forward in a sustainable and responsible way. It’s about real progress that benefits everyone, not just short-term wins or political points. In a polarized environment, it can be tough to agree on what "progress" looks like, but I believe that if we focus on what genuinely improves the lives of the people, we can cut through some of that division.

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In St. Maarten, we have a strong "seeing is believing" mentality, and I think that's key to changing perceptions. When people see tangible, positive results that come from bipartisan efforts—whether it’s improved infrastructure, better services, or a stronger economy—they will start to view collaboration not as a weakness but as a strength. Proof of concept matters here, and over time, successful bipartisan action will speak for itself.


Fostering a culture where bipartisan efforts are valued requires not just talking about unity but showing how it works. When we deliver results that benefit the country as a whole, it will gradually shift the mindset from seeing collaboration as compromise to seeing it as a necessary part of real progress.

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How do you plan to communicate your voting decisions to the public, especially in a society where party politics heavily influences the electorate's expectations?

 

I plan to communicate my voting decisions the same way I’ve always engaged with the public through open, continuous dialogue across various platforms and in different formats. Transparency is key, so it’s not just about explaining why I voted a certain way but also about educating the public on the issues at hand. I believe that when people have the right information, they can form more informed opinions rather than being swayed by party-driven narratives or confusion.

Too often, a lack of information leads to biased opinions, and I’ve seen how the old tactic of "If you can’t convince them, confuse them" is used to manipulate public perception. I want to counter that by being as clear and straightforward as possible, breaking down complex issues so that people understand the reasoning behind my decisions. The more informed the public is, the less susceptible they are to those kinds of tactics.
 

Ultimately, my goal is to build trust by staying consistent in how I communicate. Whether through social media, or other forms of outreach, I will keep the lines of communication open, ensuring that people understand not just my actions, but the reasoning and values behind them.

 

Voting with your conscience can often lead to unpopular decisions. How do you plan to manage the inevitable criticism, and what would you say to voters who may feel that you’re abandoning the party platform they supported?

 

Popular decisions often lead to long-term disappointment, and we’ve seen that play out time and time again with choices made in the past. Leaders need to LEAD, not just following what’s popular or convenient. But to lead effectively, you also need the right people in the right places to form a strong team. Leadership isn’t a solo effort; it requires a collective of dedicated individuals working together to move the country forward.
 

When it comes to managing criticism, I remind myself that my role is to serve the best interests of the country, not to chase popularity. Criticism is inevitable, but I’m prepared for it. What matters most to me is that, in the end, the results will speak for themselves, and that will keep me grounded during difficult times.
 

To voters who may feel I’m abandoning the party platform, I would say that my goal is not to turn my back on our shared values. Sometimes, staying true to those values means making tough decisions that may not be popular in the short term but are necessary for real progress. In time, I believe the results of those decisions will prove their worth and show that the focus was always on the greater good.

 

In a system where party support can be critical for passing legislation and securing initiatives, are you concerned that your stance might isolate you within parliament? How do you plan to navigate those dynamics?

 

I’m not concerned at all. If my stance ends up isolating me, it will only prove that what many politicians preach isn’t genuine or honest. The people who voted for me because they believed in my message will be the ultimate decision-makers when election time comes around again. I didn’t get into politics to follow the crowd but to make a real difference, and I will continue to do that, no matter the obstacles.
 

Whether through legislation or other means, I’ll always work to create positive change. If I can’t push initiatives through in the form of laws, then I’ll focus on shifting the culture or driving impactful initiatives outside of legislation. It’s not just about getting bills passed, it’s about changing the way politics is practiced and how MPs are viewed by the public.
 

My goal goes beyond legislation. I want to help change the perception of what it means to be a member of parliament, showing that we can lead with honesty and accountability, even when it’s not the easy route. That’s the legacy I’m aiming for, and I’m committed to it, regardless of the challenges.

 

Do you believe that St. Maarten’s political landscape is ready to evolve toward more conscience-driven leadership, and if so, what steps need to be taken to encourage that change both in Parliament and among the electorate?

 

I wholeheartedly believe that St. Maarten’s political landscape is ready to evolve toward more conscience-driven leadership, whether consciously or unconsciously. But for that to happen, Parliament needs to take the lead by becoming more accountable. If we expect to hold the executive branch accountable, we must first hold ourselves to the same standard. One critical step in that direction is establishing a clear code of conduct with real consequences. Right now, Parliament is a rudderless ship in this regard, and the repeated legal infractions by parliamentarians have tarnished both the seat and the office. This must change if we want to restore trust.
 

Another important aspect is how Parliament communicates with the public. Right now, there’s no clear image of what it means to be a member of Parliament. We must build that image, give the people something to trust. We need to become more accessible and transparent by dedicating resources toward communication, just like the executive branch has DECOM. Parliament lacks a strong communication arm. Exploring dedicating or sharing resources would be wise.


Why aren't members of Parliament more present on platforms like 107.9, which covers government, mainly ministers? Relying on outdated websites and YouTube videos isn't enough anymore. We need to create an app that serves as a one-stop shop for all things related to Parliament. This would make it easier for the public to access information and stay engaged.

If we want to reshape how the electorate sees us, we have to meet them where they are. Ultimately, it comes down to trust. The people can't trust what they don’t know or understand, and right now, there’s a gap. By being more transparent, accountable, and accessible, we can start building that trust.

Rising sea levels pose one of the most immediate and existential threats to coastal nations around the globe, and St Maarten is no exception. In the absence of immediate and meaningful intervention, St. Maarten could be transformed into a shell of its current self, with neighborhoods and businesses washed away and agricultural lands rendered unusable by salinized soil.

 

Rising seas would also intensify storm surges, amplifying the impact of hurricanes that are already becoming more severe with climate change. These powerful storms, combined with rising waters, threaten to erode St. Maarten’s coastlines, demolish coral reefs, and flood inland areas, turning routine storms into catastrophic events. Inundation of this scale would displace thousands, leaving communities fractured and unable to recover economically or socially.

 

For St. Maarten to avoid this bleak future, both the government and its people must act decisively. Conservationist Tadzio Bervoets warns that by ignoring this looming threat, St. Maarten risks irreversible damage.  This is not a distant threat but an imminent reality—and the time to act is now.

 

You mention the threat of rising sea levels and the potential for widespread displacement. Can you elaborate on which specific areas of St. Maarten are most at risk of being underwater in the coming years, and what timeframe are we looking at? Specifically, are we at risk of losing the airport and Simpson Bay in the next 30 years?

 

In 2017, while I was manager of the Nature Foundation, we conducted a comprehensive study assessing the vulnerability of St. Maarten to sea-level rise. The findings were alarming. Critical infrastructure, including in Simpson Bay, where Princess Juliana International Airport is located, as well as Great Bay, Sucker Garden, Cole Bay, and Oyster Pond, are at significant risk. These areas host key tourism, transport, and government facilities, and a sea-level rise of 1 to 5 meters in the next 20 to 50 years could cause widespread flooding and displacement. We are indeed at risk of losing the airport and much of Simpson Bay if no mitigation measures are implemented soon. Without intervention, coastal erosion and inundation could impact the island’s economy and displace thousands of residents, causing immeasurable damage to our way of life.

 

Barbados and Grenada have taken proactive steps in addressing climate change. What specific obstacles do you think prevent St. Maarten from adopting similar measures? Is it political will, lack of funding, or something else?

 

The primary obstacle facing St. Maarten is a lack of political will and a lack of understanding at a political level. The sense of urgency around climate change is simply not as present as it should be, even though it is a critical national development issue, not just an environmental one. While all OECS and CARICOM member states, including Barbados and Grenada, have developed climate adaptation and mitigation plans, St. Maarten definitely lags behind the region. I am currently working with nine Caribbean countries in developing climate strategies, and the process starts with integrating climate risks into every sector’s national policies, including tourism, agriculture, and energy. There also needs to be a deeper understanding of the Blue Economy, which focuses on sustainable use of ocean resources for economic growth. As the Blue Economy Lead for the largest Sustainable Blue Economies project in the region, I’ve noticed a gap in comprehension in St. Maarten regarding how the Blue Economy can provide sustainable financial mechanisms to build climate resilience.

 

Given that much of St. Maarten’s population lives along the coast, how do you see the government addressing the risk of coastal flooding soon? Are there any mitigation efforts in place that you believe could be expanded?

 

At present, there are some limited mitigation efforts, but they are far from comprehensive. One of the most effective strategies St. Maarten should adopt is ecosystem-based adaptation measures. This includes restoring and preserving mangroves, coral reefs, and our wetlands, which provide natural barriers against coastal flooding. As part of the response strategy developed during my time as the Director of the Dutch Caribbean Nature Alliance , we emphasized the importance of utilizing nature-based solutions to enhance coastal resilience. However, expanding these efforts is crucial. For example, focusing on coral restoration projects can mitigate the effects of warmer waters and bleaching, while also serving as a buffer against storm surges. Additionally, restoring mangroves and other coastal vegetation would help protect low-lying areas prone to flooding, such as Simpson Bay and Great Bay. Additionally, all permitting coming from government must include Environmental, Climate and Social Safeguards for the consideration as to whether or not a permit is given.

 

Your recent letter to the Editor stresses that climate change isn't just an environmental issue, but an existential threat to the economy. Which economic sectors, in your opinion, are most vulnerable to climate-related disruptions, and how should St. Maarten prioritize safeguarding these industries?

 

The tourism and marine sectors are the most vulnerable to climate-related disruptions. Rising sea levels, stronger hurricanes, and warmer waters directly threaten St. Maarten’s primary source of revenue—tourism. Hotels, beaches, and ports are at risk of damage from extreme weather events, while increasing temperatures and more frequent blackouts—caused by a strained electricity grid amongst other issues at our utilities company—affect daily operations in tourism facilities. To safeguard these industries, St. Maarten must prioritize building resilient infrastructure that can withstand extreme weather. Additionally, investing in renewable energy sources will help reduce the pressure on our fragile electricity grid while decreasing our carbon footprint. Leveraging data is also crucial for decision-making, ensuring that we base our planning on sound, evidence-driven policies.

 

You talk about warmer waters and shifting marine ecosystems impacting tourism. How do you see the marine-based tourism industry adapting to these changes? Are there any initiatives you think St. Maarten should adopt to protect this vital sector?

 

The marine-based tourism industry will need to adapt to the changing ecosystem, particularly in response to coral bleaching and warmer waters. During my time at DCNA, we implemented strategies to address the impacts of climate change on the Dutch Caribbean, including protecting coral reefs. Coral bleaching, fueled by rising temperatures, threatens the biodiversity that draws so many tourists.

 

St. Maarten should adopt coral restoration projects at a wide-scale and supported as an institutional program from government and not as part of an NGO-driving project, as well as create additional marine protected areas that can act as refuges for marine life. Additionally, beach erosion and loss of access to these areas due to rising sea levels must be addressed through coastal protection measures and developing legislation (not a policy) that accounts for beach access, beach restoration and beach management through the development of EIA laws and the adaptation of the Zoning Plans. Investing in sustainable tourism that prioritizes environmental protection can help maintain the industry’s appeal while preserving the natural resources that fuel it instead of only focusing on increased cruise passengers and increased airlift to the island.

 

You call for a comprehensive national climate change adaptation and mitigation plan. What would be the most immediate first steps the government should take to create such a plan?

 

The most immediate step the government should take is conducting a vulnerability assessment. This will identify the areas and sectors most at risk of climate-related impacts, such as sea-level rise and more intense storms. Following that, integrating climate risks into national policies across all sectors—tourism, energy, agriculture, and infrastructure—is crucial to ensure that future development aligns with climate resilience. St. Maarten has participated in regional meetings and given interventions at the UN General Assembly, focusing on sustainability. However, the focus should shift towards action in terms of planning for climate change in a structural and efficient way, using local and regional expertise.

 

I’m not a fan of relying on The Netherlands to develop our national climate change adaptation strategies since many of them were unaware of the specific impacts of climate change on the Caribbean. This highlights the importance of developing strategies locally and regionally, where there is a better understanding of the challenges we face. I had also advocated for including St. Maarten in Greenpeace’s court case on behalf of the people of Bonaire, but at the time, it was difficult to do so.

 

So in terms of financing, The Netherlands, as the single largest emitter of greenhouse gases in our Kingdom and a major contributor to climate change, should be financially responsible for paying for the development of our strategies but should absolutely not be involved in developing them. This should go hand in hand with implementing sustainable financial mechanisms as we’ve been doing through the Caribbean Biodiversity Fund, developing blue carbon sequestration schemes for example, something I’ve worked on with CARICOM and OECS. This can provide a sustainable financial stream through carbon credits for ecosystem preservation and resilience projects.

 

And what long-term strategies?

 

Long-term strategies include a transition to renewable energy, specifically solar, to reduce reliance on fossil fuels and lower emissions. Expanding ecosystem-based adaptation and blue carbon sequestration initiatives can also provide sustainable financial streams through carbon credits for ecosystem preservation. Furthermore, the government should establish a robust policy framework for climate adaptation that emphasizes cross-sectoral integration, focusing on key areas such as water management, agriculture, and infrastructure resilience. It is also critical to involve private sector stakeholders and international donors to secure the necessary resources for these long-term strategies. But the first step is an adaptation and mitigation plan.

 

You’ve mentioned the collective hesitation to acknowledge the scale of the climate crisis. What role do you think public education and awareness campaigns should play in addressing this? How can ordinary citizens contribute to climate resilience?

 

Public education and awareness are essential in addressing the climate crisis. Citizens need to be informed about the risks posed by climate change and the actions they can take to mitigate its impacts. This will not only raise awareness but also foster a culture of responsibility and sustainability. I have always placed a strong emphasis on community involvement, as it is crucial for ensuring the success of any climate adaptation or mitigation plan. In St. Maarten, there is a notable lack of stakeholder consultation and community engagement, which must be addressed to gain buy-in from the population. Ordinary citizens can contribute by supporting ecosystem restoration efforts, reducing their carbon footprints, and advocating for stronger climate policies at the governmental level.

Troy Washington’s tenure at GEBE began at a time of upheaval. Appointed as Temporary Manager in 2022, he inherited a utility company grappling with the aftermath of a major cyber-attack that exposed deeper operational weaknesses. From outdated technology to gaps in core processes, GEBE was vulnerable across critical areas like finance, human resources, and power distribution. Yet, Washington saw opportunity amidst the chaos. Through decisive leadership and a commitment to transparency, he has driven modernization efforts that aim to restore not only functionality but trust in GEBE. In this interview, he reflects on the company’s journey, his challenges as a leader, and his vision for a resilient future. 

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When you first took on the role of Temporary Manager at GEBE, what were the most significant operational and management challenges you identified?​

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In September 2022, I was appointed Temporary Manager/Special Representative with an assignment that included a general list of tasks.  One of the tasks was conducting assessments. In other words, how did GEBE arrive at its situation? Together with a team of advisors, I began assessing the situation. The size of the challenge became clear quickly; specifically, GEBE was facing a mix of long-standing issues. Yes, the cyber-attack and its recovery were top-of-mind. But the more important revelation was what the cyber-incident revealed: a deeper weakness in IT and across several critical areas like finance, HR, internal controls, and production and distribution. A lack of standardized procedures and systems had created an environment prone to errors.  My priority was stabilizing the financial situation, and I couldn’t have done it without the dedication of my advisors and key members of the GEBE team. The support from the Supervisory Board was and remains critical and appreciated.

 

Were there any specific systems or processes that you felt were outdated or missing altogether when you began your tenure?

 

I have a duty to the company, and I cannot and will not divulge certain information, but I can confirm that several systems were not what they should have been. My team and I started our work six months after the cyber incident, or what has become known as the ‘hack.’  

Let’s start with the basics.

 

The company could not correctly invoice customers, so it should not be surprising that we found that the disaster recovery and business continuity plan or approach had failed. GEBE also lacked several basic internal processes and policies. And if there were policies or procedures, they weren’t always followed. For example, having data backups.

 

GEBE’s reliance on manual workflows made the company vulnerable, especially in critical areas like financial reporting and data management. I found that maintenance and replacement of power generating infrastructure had not been given top priority.

 

It is easy to play the ‘blame game’. Let’s just say the situation was not perfect, but I was determined, and I still am, to try to find the silver lining, even in a severe situation. I won’t say that the ‘hack’ was good, but it was a fortuitous wake-up call. It was clear that we needed to upgrade our technology and formalize procedures as a company, and I’m grateful for the GEBE staff’s willingness to tackle these challenges head-on with me.

 

What were the biggest hurdles you faced when trying to modernize or improve those systems? Were there any points of resistance, and how did you manage that?

 

Change is always challenging. Change is hard, especially in a company with such a long history. GEBE is an institution in St. Maarten. I accepted that some staff were, understandably, cautious about new systems and feared what would happen. After all, I was yet another ‘new guy’. In that sense, change wasn’t such a good thing. The company had experienced a lot of turmoil in its governance. However, I focused on open communication, listening, and involving people from all levels in the process to overcome this.

 

I had to earn trust, and to do that, I had to explain the 'why' behind the changes and highlight the benefits, not just for GEBE but for the individuals doing the work. Many of the changes are being carried out today.  I wanted them and continue to want them to see that the change wasn’t about replacing people but empowering them with better tools.  I want GEBE to regain the trust of the internal and external stakeholders.

 

Considering where GEBE was two years ago, and all the challenges we are facing this year, I am proud of the people at GEBE.  We went from being unable to invoice to 98% accuracy in invoicing today. In September 2022, the company's financial health was not good, and today, GEBE’s cash flow has allowed it to rise to unexpected challenges in power generation. We are not there yet, but we will get there, and I believe in the GEBE team that will get us there.

 

On the distribution side of the business, the SMART METER pilot project has been expanded, and we are working to add functionalities to the system to roll out new payment options for clients, like pre-paid service. A lot is going on to improve productivity, which will ultimately positively impact the service we provide to the community.

 

Since you've taken the helm, what are the most impactful changes you've implemented to improve internal operations and support systems for the employees?

 

One of the fundamental changes has been the investment in technology. We’ve upgraded our cybersecurity infrastructure and protocols, put stronger backup systems in place, and implemented clearer processes across the board. We have upgraded HR systems and continue to modernize that side of the operations. We restored the SAP system the company relies on and are working to optimize it to automate processes so our staff can focus on more customer-related and strategic issues.

 

Beyond the technical changes, we’ve also worked hard to create a culture of transparency. This means being open about what we’re doing and why and ensuring employees feel supported through the changes.  

It was also very important to support the staff from a work environment point of view. Upgrading the building where most office staff work was essential to improving worker morale and being a good employer. An organization is about its people; if they cannot perform optimally, their work environment is not safe and unhealthy.

 

How do you assess the company’s current standing in terms of operational efficiency compared to when you started? What key metrics or outcomes reflect these improvements?

 

One of the changes I am working on is the introduction of company KPIs, so this question speaks to me as a “number man”. I like being able to quantify.  We don’t have a lot of ‘hard’ data from the past, but I am convinced that we are in a much stronger position now than in September 2022.

 

For one thing, our financial reporting is more accurate. Four years of backlogs in financial statements have been addressed, and the last report for FY 2023 is due by the end of 2024.

Our operations are more streamlined: a key indicator of our progress has been the increased accuracy in our billing system, from less than 20% to over 98%.

 

Financially, GEBE's cash flow is more stable, and we have better internal communication as a company, all of which are signs that we're on the right path.

 

Leadership often involves making tough decisions. Can you share any difficult choices you’ve had to make that ultimately improved GEBE's operations? How did you navigate the potential impact on the workforce?

 

As you correctly state, leadership is about decision-making. My job is to make decisions that are in the best interest of GEBE and will secure the company's continuity for stakeholders, whether the community, customers, employees, business partners, or shareholders.

I won’t go into details, but it suffices to say that some relationships not in the company's best interest were resolved. Every decision was balanced, well-considered, and not taken lightly.

 

What have you done to ensure that GEBE’s employees feel supported, valued, and empowered during these operational transitions?

 

I can’t stress enough that I believe that the success of any company comes down to its people. GEBE is no different. My team and I have put much effort into listening to and understanding our employees' concerns.  We’ve increased communication across all levels. I meet with the management team regularly, and I’ve had several assemblies to update staff. In addition, I have implemented walk-in Mondays, where any member of the TEAM can schedule a one–on–one with management.

 

Given our current challenges with the power plant, I have spent a lot of time with the technical crews, and I cannot let this opportunity pass without thanking them for their efforts.  The changes on the business's process side and the capital investments planned to transform GEBE into a state-of-the-art utility company will benefit our team and the community.

 

I want every employee to feel they’re part of GEBE’s transformation. I know it’s rough going now. GEBE is receiving a lot of attention, not all of it positive, but I know, because I have experienced it from the inside, that we are on the right track and that the people, the staff, are the key to our success.

 

As GEBE has undergone changes, how do you ensure that employees not only adapt but also feel confident in the company's direction and in you as their leader?

 

In one word TIME.

 

Trust is built over time. I started a little over two years ago as a temporary manager. I’m not sure too many believed I would still be here. However, I’ve worked hard to earn their trust by being transparent and consistent.  I’ve encouraged a culture of open communication where employees feel safe to ask questions and voice their concerns.

 

I lead by example; I am not just directing from above; I involve the people involved, which has helped promote a sense of confidence in both the company’s direction and in me as a leader.

 

GEBE needs stability and time to prove it can become a model utility company. The problems the company has faced and the challenges we are currently dealing with did not start with the infamous ‘hack’.  It would be easy to blame the past, but I prefer being constructive. We need to improve, and to do that; we are changing.

 

Looking back on your time as Temporary Manager so far, do you feel more rewarded or regretful? What specific moments stand out to you as defining your leadership?

 

This has been an interesting two years, but there is more reward than regret. Obviously, there have been challenging moments. The last three months have tested me and every member of the GEBE team. But overall, I’ve seen the positive impact that our work has had. One moment that stands out was when we quickly restarted operations after the second cyber incident. Whereas the incident in March 2022 resulted in business processes coming to months-long stoppage, the second incident was resolved in 3 business days without any data loss. That’s a direct result of remedial actions taken. We were tested and passed that trial by fire, so to speak.

 

I’m a proud St. Maarten man, and I’m loyal. After experiencing the resilience and dedication of our employees and my advisory team, I cannot give up. They keep me motivated. My goal is to leave behind a company that is not just operationally back on track but also prepared to step into the future. That means a digital transformation and a transition to sustainable power generation.  GEBE has a long and proud history, which is a strong foundation. I want GEBE to be known for its integrity, transparency, and commitment to its customers and employees.

 

It was a team effort that required everyone to step up, and the way our people responded showed me that GEBE is more than capable of rising to any challenge. Another show of resilience was starting operations of the containerized power plant in the middle of a storm warning to help lessen the loss of power generation capacity.  GEBE is being tested and will persevere.

 

Has your vision for GEBE evolved since you started? If so, in what ways, and how has that affected your leadership approach?

 

Yes. My vision has evolved from merely stabilizing the company to setting it on a path for sustainable growth. In September 2022, my focus was on damage control, but as we progressed, it became clear that GEBE had the potential to become a modern, model utility company. The potential is in the people at GEBE. So, yes, my vision and approach had to shift to a more long-term, strategic leadership style, focusing on promoting innovation and a culture of continuous improvement.

 

As you look toward the future of GEBE, what do you see as the biggest opportunities and challenges for the company?

 

Technology and climate change are transforming our world. Therefore, digital transformation, further automation, and transitioning to sustainable power production are the biggest opportunities.  GEBE must grab these opportunities to drive efficiency and improve customer service. But nothing is easy, and our challenge will be maintaining momentum. To ensure sustained success, we must learn from past experiences, remain adaptable, and adopt the best technology and governance practices. We must believe in our people and their ability to overcome and grow.

 

How would you like employees to feel about the future of the company, and what would you say to them to instill confidence in both GEBE’s trajectory and your leadership?

 

I want our employees to feel optimistic and proud of GEBE's direction. My message to them is simple: We’ve faced some tough times, but we’ve come through them stronger. I believe in their talent and dedication; together, we can build a company that St. Maarten can be proud of. I’m confident we’re on the right path, and I appreciate you.

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