Captain of success
01-Nov-07 Sue Bryant
It's great to be back," says Pam Conover with a wide smile that conveys her excitement. "I can't describe it - it's like coming home." This is the second time around at luxury cruise line Seabourn for Conover, a British national with a nomadic background and a refined accent that's not quite British, not quite American. When Seabourn and Cunard Line fell under the same banner, prior to 2004, she enjoyed a stint as president and chief executive, overseeing Cunard's launch of its flagship Queen Mary 2. But life for Conover changed when the two brands were de-merged and she became vice president of shared services at parent company Carnival Corporation, based at its headquarters in Miami.
Her appointment this year as president and chief executive of Seabourn was unexpected and, despite her elation, is tinged with sadness. The company's previous president, Deborah Natansohn, died of a heart attack in 2006, just days after Seabourn had announced a 150% expansion - the construction of two new, all-suite ships. "Of course, I wish this were not under such tragic circumstances," Conover says. "Deborah was a personal friend and I had the highest regard for her. But I'm enjoying being involved with the Seabourn brand again." This appointment is Conover's third at the helm of a major cruise line (she was chief executive of Greek-owned Epirotiki Line in 1994), an unprecedented achievement for a woman in the cruise industry. Perhaps it's not that surprising, though. Conover was born in Thailand and spent her early childhood exposed to the shipping industry as her father worked at a British trading company. He was, she says, a great inspiration to her. "He is the person I would most aspire to be like. He was charismatic, dynamic and highly principled."
Conover was educated in England and, before moving into the cruise business, worked as general manager of the North American shipping finance division of Citibank, assisting cruise lines in financing fleet expansion.
The luxury market has changed enormously since she joined the industry. "This is an extraordinary time in the progression of Seabourn," she says. "If I had been asked five years ago if we would have been ordering two new ships, I would have said 'no'. It's nice to be proven wrong. But the reason the company is spending $500m (£245m) is due to what we've seen over the past couple of years at the luxury end of the cruise market.
"We've had two very successful years with our ships 99% full, which for a luxury brand is quite remarkable. Our ratings have been phenomenal. Seabourn still represents incredible value for money when compared with a luxury resort. But our main competition is, without a doubt, luxury resorts in places like the Seychelles and the Maldives, rather than other cruise lines. "Our travel agent partners are our major distribution channel and deliver a fantastic product. But if there were ever a challenge, it would be for them to demystify cruising. An agent is very comfortable selling a £10,000 holiday to the Maldives, but far less so on encouraging someone to spend £10,000 on a cruise. I think we have a massive opportunity to talk to niche tour operating specialists, as well as cruise specialists."
The new ships will carry 450 passengers each, with the first being delivered in June 2009. "Because of the level of interest, we have decided to take deposits from clients for the maiden voyage and the maiden season even though there are no itineraries yet," says Conover. The challenge, though, is to sustain the interest. "We have to grow our market. The UK is our second largest market, but we have 600 berths and we are adding 900. We will definitely look at any emerging market, like Russia."
Conover's colleagues from her first stint with the company have nothing but praise for her. "Pam was a great boss," says Eric Flounders, Cunard's PR manager, who worked for Conover from 1998 to 2004. "She was always approachable, considerate, enthusiastic and decisive." She is, however, modest about her achievements. "I was in the right place at the right time," she says. "I put it down to hard work, passion and a lot of luck."
BIOGRAPHY
Educated: England
Prior to 1994: General manager, North American shipping finance,
Citibank
1994-1998: President and CEO of Epirotiki Line, Athens
1998-2001: Chief operating officer, Cunard Seabourn
2001-2004: President and CEO, Cunard Seabourn
2004-2007: Vice president of shared services, Carnival Corporation
2007: President and CEO of Seabourn
