America’s Superyacht Surge: Why Lürssen Planted Its Flag at Pier 66

As U.S. yacht buyers drive a majority of new builds in Northern Europe, Lürssen doubles down on Fort Lauderdale with a bold move that speaks volumes about where the global superyacht market is headed.

From Parasail Boats to Pier 66

Timothy Hamilton didn’t come from a legacy yachting family or step into a brokerage firm straight out of university. His maritime journey began off the Gulf Coast of Florida, running parasail boats and soaking in the lifestyle that would shape his career.

A chance encounter with a 130-foot Westship in Destin sparked a revelation — not just about the scale of the superyacht world, but the lives and careers it could offer. That one moment, docked behind a beach bar, was enough to light a long fuse.

“It was the best job I ever had. But seeing that yacht changed everything.”

Why Fort Lauderdale Still Leads the World

From his office overlooking the face dock at Pier 66, Hamilton sees more than just passing yachts. He sees the crossroads of an entire industry — one where brokers, builders, and crew all converge.

“Every serious company in this business has to be here. This isn’t just a hub for clients. It’s where the entire yachting ecosystem lives — brokers, designers, management, subcontractors.”

While Monaco commands European prestige, Hamilton doesn’t hesitate to declare Fort Lauderdale the real capital. The U.S. remains the largest yacht market in the world, and this is where it begins.

Lürssen’s decision to establish its American headquarters at Pier 66 wasn’t made lightly. It followed conversations at the top—with Peter and Michael Lürssen—and reflected a clear truth: the future of the business is increasingly tied to the Americas.

From Deckhand to Director

Hamilton’s journey from small-boat captain to global executive mirrors the trajectory of many yacht owners themselves. Most of them start small—maybe with a charter or a second-hand 30-meter. Then they upgrade. Forty meters. Fifty. And eventually, if the passion sticks, they commission a 100-meter new build.

But not always. Hamilton has seen plenty of exceptions.

“I’ve built boats for people whose very first yacht was over 100 meters. It’s wild, but it happens more than you’d think.”

His early years in the brokerage world, especially at Edmiston, gave him exposure to the inner mechanics of yacht sales. Before platforms like YachtCo existed, Hamilton was part of the team creating the very first digital yacht listings database.

“That database was how I learned every spec on every boat in the fleet. Repetition made me fluent.”

It was a hands-on education that ultimately positioned him to step into manufacturer-side leadership—first at Rodriguez Group and now at Lürssen.

Why Americans Go to Northern Europe

There’s a reason American owners continue to look to Germany and the Netherlands for their biggest builds. According to Hamilton, Lürssen’s clientele from the Americas has grown from under 25% a decade ago to 65% today.

And it’s not just the U.S.—it’s the full Americas: Canada, Central America, South America. There’s wealth across the region, and more of it is being spent on the water.

Still, the decision to build in Northern Europe boils down to one thing: trust.

If you’re going to build a 100-meter-plus yacht, you want to know the yard has done it before—more than once. You want to know they’ll be around after delivery. That they’ll answer the phone when something breaks.

Hamilton doesn’t mince words when describing Lürssen’s edge.

“Other yards, even the great Dutch ones, are like high-end workshops. Lürssen is a machine. It’s German industrial engineering at full scale. The workflow, the systems, the consistency—no one else has that.”

Innovation Without Noise

Not every build makes headlines—and that’s by design. Many of Lürssen’s most ambitious projects are governed by airtight NDAs. Owners want discretion, and the shipyard honors it.

Still, the innovation continues. Hamilton points to projects like Haven, a California client’s tri-deck yacht that breaks from tradition by prioritizing outdoor living over interior volume.

With a 30-meter sun deck and an open, active layout, it reflects a generational shift in owner expectations.

“Younger clients aren’t just looking for floating palaces. They want experience. They want freedom. And they want the yacht to be a platform for that—not a museum.”

The Economics of Generosity

Yachting gets a bad rap in the media, but Hamilton argues that criticism misses the mark entirely.

“The most generous thing a billionaire can do is buy a yacht. That money doesn’t disappear—it employs hundreds, sometimes thousands of people. It powers shipyards, supports subcontractors, feeds families.”

If they just left that money in the bank, it would do no one any good. But when they commission a yacht, they give entire communities a livelihood.

When Crew Design Becomes a Dealbreaker

As yachts grow larger, crew dynamics grow more complex—and more critical. With 40–60 crew members aboard some vessels, the ability to retain, protect, and empower that workforce is now a strategic imperative.

From circadian lighting to cabin layout and escape routes, thoughtful design can—and must—improve crew wellbeing. A student from Savannah College of Art and Design recently contacted Hamilton. Her thesis? How better crew design leads to better owner experiences.

“When you design for the crew, you protect the asset. You protect the owner’s investment.”

What the U.S. Industry Can Learn from Europe

If the U.S. wants to revive its shipbuilding capacity, it has to start with workforce, not facilities.

“Everyone thinks it’s about the yard, the cranes, the infrastructure. But it’s really about tradespeople. About subcontractors. About building a talent base that doesn’t disappear with the next cycle.”

He points to the Northern European model: concentrated hubs, generational expertise, and highly interdependent subcontractor ecosystems. Germany and the Netherlands have it. Fort Lauderdale has it too—but lacks the scale and support to replicate the shipyard model.

Still, Hamilton remains optimistic. With the right capital and vision, there’s no reason the U.S. can’t rebuild a viable yacht-building segment, especially in the 40-meter range.

What Comes Next for Lürssen

Lürssen’s future, Hamilton says, is in good hands. With a new CEO and a leadership team in their thirties and forties—many with PhDs and decades still ahead—the shipyard is poised for long-term relevance.

“We’re standing on the shoulders of people like Michael and Peter Lürssen, and they’ve built something that can last. But it’s up to us to carry it forward—with stamina, character, and vision.”

Even as the market for ultra-large yachts heats up — with vessels over 100 meters becoming increasingly common — Lürssen continues to dominate in both scale and reliability.

“There’s a reason clients come back. It’s not just the boat. It’s the way we build it, and the way we stand behind it.”