A new brand vessel for Europe's largest shipbuilder

Intermarine UK stands at a pivotal moment in its growth trajectory. Through strategic acquisitions and a deliberate geographic focus, the Group has built an impressive scale of talent and capability across the global maritime, energy, and infrastructure sectors. With a 600-strong workforce operating across multiple jurisdictions, Intermarine UK delivers turnkey projects of economic or strategic significance – a powerful market proposition.

However, despite having multiple entities sitting under the Intermarine UK Group masthead – the collective strength of the Group is not fully visible to the market.

Prominent challenges we identified included:

• Siloed Operations: Individual businesses were pursuing their own objectives and bidding activities, at times creating internal competition rather than collaborative strength.
• Client Perception Disconnect: Clients engaging one entity were often unaware of the broader Group capabilities available to them.
• Digital Fragmentation: The online presence reinforced separation rather than integration, with disconnected websites that do not clearly express the Group’s combined offering.
• Unrealised Value: The full breadth of capability across maritime, energy and infrastructure services is largely invisible – limiting cross- selling opportunities and market positioning.

The opportunity for Gilligan Group is to transform that scale into strategic advantage – ensuring that when a client engages with any part of the Group, they experience the full power of its integrated offering while still accessing specialist expertise.

This was not simply a branding exercise. It was a business architecture challenge with strategy at its centre.

Gilligan Group commenced with a deep immersion process across the Intermarine UK Group and its child companies, with a particular focus on Intermarine UK as the central operating entity. Through multiple structured discovery sessions and capability mapping with various executive and operational personnel, we worked to uncover:

• The true scale of services and solution streams across the Group
• Overlaps, gaps, and competitive tensions between entities
• Natural cross-selling pathways
• The strategic intent for growth

This process moved beyond surface-level branding discussions. It focused on clarifying how the Group functions commercially, how its services interrelate, and how its architecture could better support collaboration. The strategy redefined how the Group presents itself
not as a collection of businesses, but as an interconnected ecosystem of expertise.

Gilligan Group has developed a deep and strategic understanding of Intermarine UK and the broader Group not just from a marketing perspective, but from a structural and commercial standpoint.

Through this work, the Intermarine UK Group now has:

• Clear visibility of its service architecture Alignment around how its brands relate to one another
• A strategic digital direction
• A practical roadmap for implementation

This has fed into the next phase of Intermarine UK’s strategy: a three-pronged digital strategy. Three new websites will showcase client work, workforce opportunities and a Group business website.

As this ecosystem comes to life, Intermarine UK will be positioned not only as a leading turnkey contractor for specialist shipbuilding projects including warships, but as part of a strategically connected Group capable of delivering end-to-end solutions at scale.