Trainee program:
Developing future maritime leaders
Developing future maritime leaders through the Maritime Trainee Program
Over the years, many professionals have started their careers at Höegh Autoliners through the program. A significant number have taken on leadership roles and broader responsibilities across the maritime industry following their trainee rotations in our global offices. This includes even our first trainee, and now CFO, Espen Stubberud.
Through a combination of academic modules, cross-company networking, and hands on experience, the program equips trainees with the skills, mindset, and industry insight needed to build strong careers, whether in operations, commercial roles, or technical management. For Höegh, it has become an important pipeline for future leaders who bring curiosity, adaptability, and fresh perspectives into our organisation.
Over the years, many of our trainees have taken on significant responsibilities across the company. One of them is Sondre Nilsen, whose rapid development and international experience illustrate exactly what the Maritime Trainee Program aims to achieve.
From Drammen to Durban: The Global Journey of Maritime Trainee Graduate Sondre Nilsen
When Sondre applied for the Maritime Trainee Program, he saw it as the perfect way to begin his career:
“The program felt like the ideal way to start, because it offered rotations across different departments and offices, strong mentorship, and academic modules that supported both professional development and network building.”
Growing up in Drammen, home to one of Norway’s largest RoRo ports, Sondre had always been close to maritime activity. Höegh Autoliners stood out to him early:
“Höegh has always stood out as a family-owned company with a proud history and a culture built on competence. I’ve always enjoyed niches, and having been exposed to the RoRo segment from a young age, so it felt like a natural fit.”
Learning the Business, One Rotation at a Time
Sondre’s trainee experience began with a rotation in HTM (Höegh Technical Management) in Manila, including a yard visit in China. When he returned to Oslo, he stepped into the role of GVO & Bunkering Purchaser, a position that sparked his interest in the bunker market and the commercial and regulatory dynamics behind it. He later moved into one of Höegh’s most fast-paced roles: Regional Vessel Operator.
“Colleagues said it was one of the most challenging positions in the office, so I applied. I enjoyed it a lot—there were always challenges to solve, and the environment was very dynamic.”
In 2022, Sondre returned to bunkering with expanded responsibility as Biosecurity Officer, and projects related to Höegh’s green transition. These early roles helped him build a broad understanding of the business:
“It widened my understanding of our operations and vessels. The bunker market especially fascinated me with balancing quality and price, negotiating worldwide, and navigating a market shaped by global regulations.”
Taking the Next Step: A Move to Durban
In 2024, after nearly three years in bunkering, Sondre was asked if he would consider taking on the role of Head of Port and Cargo Operations for Sub‑Saharan Africa, based in Durban. His response was immediate:
“I’ve always wanted international exposure, and I think it’s important when working in a global company. I said ‘yes’ on the spot and I had no fears about taking on the challenge.”
Working in South Africa has given Sondre new perspectives – both professionally and culturally:
“The time concept is different, infrastructure can be challenging, and rules can be interpreted more flexibly. But people also mix personal and professional relationships more naturally as you might be invited to a braai quickly, which I really enjoy.”
In his leadership role, Sondre has focused strongly on people and culture:
“My biggest impact so far has been reducing silos and improving the working environment. The team is stronger now—and the latest engagement survey reflects that.”
Leadership Shaped by Values, Mentorship, and Global Collaboration
Reflecting on what has shaped him as a leader, Sondre highlights the importance of self-awareness:
“It’s been essential to stick to my values and understand my natural leadership style. I adapt to what situations require and lead individuals based on their strengths. I’m intrigued by people’s unique qualities and how to help them perform at their best.”
Support from colleagues across Höegh’s global network has been instrumental:
“My colleagues have always been supportive and genuinely want others to succeed. Having that mindset around you early in your career makes a big difference.”
He also credits the trainee program’s academic modules and mentoring sessions:
“The modules helped me understand industry regulations, market dynamics, and global challenges like fleet decarbonisation and crew shortages. The mentoring sessions were particularly impactful as they helped me shift my mindset toward personal growth and encouraged me to take a ‘balcony view’ to see the bigger picture.”
Looking Ahead
Today, Sondre is motivated by continuous learning, solving complex challenges, and contributing to a positive and collaborative work environment.
“My motivation comes from developing new skills, tackling challenges, growing personally, and building a strong team culture along the way.”
His path demonstrates the strength of the trainee model: exposure to multiple functions, accelerated development, and early leadership opportunities in a dynamic international setting. Sondre’s journey is a testament to how the program helps shape the next generation of maritime leaders.