AMC Voyager Q1|2026
Meet our COO – all the way from Texas
As AMC continues to grow and strengthen its operational capability, leadership plays a central role in shaping how the business delivers. We spoke with Douglas Korth, AMC’s Chief Operating Officer, about his approach to leadership, the realities of offshore project delivery, and how marine contractors must evolve to meet the demands of a changing energy sector.
You bring three decades of experience in offshore energy construction to this new role. What attracted you to AMC, and what excites you most about the opportunity ahead?
AMC’s drawcard is the rare opportunity to work with accomplished, respected leaders and to make a meaningful impact on both the business and its people. We are a new and growing company with a unique market position as the only Saudi-owned marine EPCI contractor, and we have strong assets, capable partners and good client positioning. What excites me most is the chance to help shape that growth and use my experience to build on what works, while avoiding some of the mistakes and missteps I have made or seen over the years.
What, would you say, is your leadership style when it comes to managing large teams?
I like people who can think freely and are willing to respectfully challenge thoughts and ideas. I enjoy challenging the status quo and providing direction and guidance to my team, while giving them the autonomy to implement and deliver in their own style within an established framework. They are encouraged to seek clarity when in doubt and always put forward a better solution.
What are your immediate priorities in this role?
There are always a multitude of things that fall into the category of immediate priorities when entering any new role, particularly when joining a new company. My top priorities are to learn as much as I can, in as short a period as possible, about the people and personalities within and around the organization, the company history, the current projects and the strategy and vision. That knowledge will give me the tools to make the best decisions going forward. Learning goes hand in hand with establishing our operating model and structuring AMC to deliver safe, profitable, on-time projects. That will form the backbone for both our delivery and our growth.
What do you see as the biggest operational challenges facing marine contractors in the energy sector today?
Safe and reliable execution, access to capable people, asset readiness and discipline in maintaining cost and schedule in a demanding environment are the greatest challenges. At the same time, marine contractors are being asked to support a broader range of projects and client expectations than in the past. The challenge is to adapt without losing focus on core delivery excellence. The companies that will perform best will be those that stay disciplined, understand where they truly add value, and do not overextend themselves.
How are new technologies such as digital project management, automation, or advanced installation methods changing the way offshore construction projects are planned and executed?
We will see greater efficiency and predictability from implementing new technologies into our business model. In the office, this should allow our teams to focus on their most valuable skills and reduce incidental activities that divert time away from the core use of knowledge and expertise. In the field, digital tools, automation and improved installation methods can support better planning, stronger coordination and more consistent execution. That said, this will in no way remove the need for capable, experienced personnel at the forefront of our delivery. Technology should improve how we work, but it is still the quality of people, engineering, and execution that will determine the outcome.
Looking ahead over the next five years, how do you see the role of integrated marine contractors evolving as the global energy sector continues to transition and diversify?
Over the next five years, I see integrated marine contractors being forced to evolve outside of their traditional regional and delivery footprints. Success will depend on three pillars: delivery excellence (being good at our core areas of delivery), thoughtful geographic expansion, and careful portfolio diversification, where we can capitalize on our core excellence. Contractors first need a strong and reliable delivery model, then they need to adapt that model intelligently across new markets and selected adjacent services. The winners will be those who expand with judgment, not those who try to be everything to everyone.
Over the years of your career, who has been your role model, and what lessons have you taken from that person?
I have had several role models throughout my career who have helped shape who I am. My father gave me the values of integrity and persistence. My first boss, Gary Gonzales, taught me to challenge norms, think outside the box, and understand the value and discipline of planning and interface management. Others have shown me that failure, while never comfortable, can be a very effective tool for learning, improvement and moving forward.
You grew up in Texas. Is there anything you particularly miss about home, or any stories from your early years that you’d like to share with the team?
Somehow, I seem to have survived without TexMex food and traditional Texas Barbecue (it is the mesquite and tangy sauce that make it unique). Texas is a cultural melting pot with a unique and interesting history that makes it, well…Texas. And it is BIG. It is nearly 1,000 miles from east to west and north to south. For a person who enjoys the outdoors, the ecological diversity from beaches to plains, forests to deserts and everything in between, offers you a different scene within an hour of most cities.
Outside of work, Doug enjoys travelling with his wife, Juliana and son, Fernando, spending quality time together as a family. He also enjoys fishing and watching movies. When it comes to food, sushi is a firm favourite. When asked what people might be surprised to learn about him, Doug shared, “I enjoy scuba diving and received my certification in 1984, I am fluent in Portuguese, and have lived in six countries”.