How the Marine Sector Is Using AI to Stay Ahead on the Great Lakes
AI in a Changing Industry
AI may be having its moment in the headlines, but in Canada’s marine transportation sector, the more important story is how organizations are using it in practical, people-focused ways.
Across the Great Lakes, marine organizations are navigating growing complexity. New trade patterns, evolving infrastructure, and shifting workforce demands are changing quickly. In this environment, technology is no longer just a future consideration. Innovative technologies like AI are becoming a core part of how the sector stays responsive, efficient, and competitive.
At the same time, the definition of a “marine career” is expanding. Today’s marine workforce includes professionals in engineering, logistics, data analysis, environmental management, and other STEM-related roles, whose expertise helps keep vessel and shore operations running smoothly. As the marine sector becomes more connected and data-driven, workers across the sector are being asked to adapt, learn new tools, and solve problems in new ways.
AI may be having its moment in the headlines, but in Canada’s marine transportation sector, the more important story is how organizations are using it in practical, people-focused ways.
Across the Great Lakes, marine organizations are navigating growing complexity. New trade patterns, evolving infrastructure, and shifting workforce demands are changing quickly. In this environment, technology is no longer just a future consideration. Innovative technologies like AI are becoming a core part of how the sector stays responsive, efficient, and competitive.
At the same time, the definition of a “marine career” is expanding. Today’s marine workforce includes professionals in engineering, logistics, data analysis, environmental management, and other STEM-related roles, whose expertise helps keep vessel and shore operations running smoothly. As the marine sector becomes more connected and data-driven, workers across the sector are being asked to adapt, learn new tools, and solve problems in new ways.
How AI Supports Canada’s Marine Workforce
Used thoughtfully, AI can help organizations and their teams improve planning, identify risks earlier, and make better-informed decisions. In a sector where timing, coordination, and reliability are everything, those gains can have real operational value.
Success depends on how well teams understand, trust, and integrate these new tools into their daily work. That means AI adoption must be about more than efficiency; it also must strengthen workflows and ultimately support the people using it.
HOPA’s Approach
The Hamilton-Oshawa Port Authority (HOPA Ports) is one example of this kind of thinking. HOPA Ports is the largest port authority in Ontario and takes pride in innovative solutions to help facilitate trade and improve supply chains for Canada. Rather than beginning with a specific solution in mind, the organization started by looking inward, examining and auditing how their information was flowing across teams, where gaps existed, and how decisions were being made.
Working with Naryant, a locally based data and technology partner, HOPA focused first on strengthening its data foundation. Naryant focused first on strengthening its data foundation because meaningful AI needs the right groundwork. Like building a house, you do not start with the paint or artwork — you start with the foundation. This allowed HOPA to utilize the power of their own data to improve decision making and support their customers with data driven intelligence to fuel growth.
While chatbots and generative AI tools are often the most visible part of AI, the real value comes from trusted data, modelling, machine learning, and the right infrastructure. These foundations allow Naryant to build AI-enabled solutions that serve the people running the port and help turn data into better decisions and measurable impact.
This included mapping key systems, improving how information is organized and accessed, and identifying opportunities to make data more actionable across the organization.
“At Naryant, our view is that AI transformation begins with people, not technology. Employee engagement, trust, and alignment are what allow organizations to turn new tools into real change. Once that human foundation is in place, strong data becomes the engine that enables AI to deliver meaningful insights, better decisions, and lasting business value.” - Rohit Shanker, Naryant CEO.
Through this process, HOPA developed a clear technology roadmap aligned with its long-term goals, along with insights to support infrastructure planning and investment decisions. Just as importantly, teams across the organization gained a stronger understanding of the data they rely on and learned how to use it more effectively in day-to-day work.
“Actively involving our employees in the design process of our AI-driven data and reporting tools not only allows them to receive the outputs they require, but also enables them to learn how to use the technology and help shape how it supports their work. This collaboration builds trust, increases confidence in the insights provided, and empowers better day-to-day decision-making because the tools are rooted in the realities of the people who rely on them.” - Peter Hammerl, Director of Information Technology at HOPA Ports.
Used thoughtfully, AI can help organizations and their teams improve planning, identify risks earlier, and make better-informed decisions. In a sector where timing, coordination, and reliability are everything, those gains can have real operational value.
Success depends on how well teams understand, trust, and integrate these new tools into their daily work. That means AI adoption must be about more than efficiency; it also must strengthen workflows and ultimately support the people using it.
HOPA’s Approach
The Hamilton-Oshawa Port Authority (HOPA Ports) is one example of this kind of thinking. HOPA Ports is the largest port authority in Ontario and takes pride in innovative solutions to help facilitate trade and improve supply chains for Canada. Rather than beginning with a specific solution in mind, the organization started by looking inward, examining and auditing how their information was flowing across teams, where gaps existed, and how decisions were being made.
Working with Naryant, a locally based data and technology partner, HOPA focused first on strengthening its data foundation. Naryant focused first on strengthening its data foundation because meaningful AI needs the right groundwork. Like building a house, you do not start with the paint or artwork — you start with the foundation. This allowed HOPA to utilize the power of their own data to improve decision making and support their customers with data driven intelligence to fuel growth.
While chatbots and generative AI tools are often the most visible part of AI, the real value comes from trusted data, modelling, machine learning, and the right infrastructure. These foundations allow Naryant to build AI-enabled solutions that serve the people running the port and help turn data into better decisions and measurable impact.
This included mapping key systems, improving how information is organized and accessed, and identifying opportunities to make data more actionable across the organization.
“At Naryant, our view is that AI transformation begins with people, not technology. Employee engagement, trust, and alignment are what allow organizations to turn new tools into real change. Once that human foundation is in place, strong data becomes the engine that enables AI to deliver meaningful insights, better decisions, and lasting business value.” - Rohit Shanker, Naryant CEO.
Through this process, HOPA developed a clear technology roadmap aligned with its long-term goals, along with insights to support infrastructure planning and investment decisions. Just as importantly, teams across the organization gained a stronger understanding of the data they rely on and learned how to use it more effectively in day-to-day work.
“Actively involving our employees in the design process of our AI-driven data and reporting tools not only allows them to receive the outputs they require, but also enables them to learn how to use the technology and help shape how it supports their work. This collaboration builds trust, increases confidence in the insights provided, and empowers better day-to-day decision-making because the tools are rooted in the realities of the people who rely on them.” - Peter Hammerl, Director of Information Technology at HOPA Ports.
Aerial view of HOPA Ports
Designing Alongside Employees
AI tools are only as effective as the systems and data behind them. When information is siloed or inconsistent, even the most advanced technology will fall short.
Employees’ roles in shaping how new tools are introduced and used is equally vital. At HOPA, building data capability was not treated as a standalone technical project. It was integrated into existing workflows, with staff involved in identifying challenges, shaping solutions, and understanding how new systems could support their roles.
When employees are part of the design and implementation process, they are better able to understand the technology and the reasons for its practical applications in the day-to-day. Training is more effective when it is embedded within adoption itself, not delivered separately after decisions have already been made.
A Changing Definition of Marine Work
New technologies also create opportunities and pathways for new kinds of talent to enter the sector. As marine organizations become more agile, they need people with expertise in AI, data, systems design, training, and change management to help support the current workforce and guide technology adoption.
That means someone who may not come from a traditional marine background could still have an important role to play. People with experience in emerging technologies or technical training may not immediately see themselves in the marine sector, but their skills are becoming increasingly relevant to its future.
Looking Ahead
For the marine sector, a people-first approach to technology adoption is essential for a strong future. As AI becomes more common, organizations will need workers who are not only technically capable, but also comfortable working alongside new tools, interpreting data, and adapting to continuous change.
This is why workforce development – training, upskilling, and cross-functional collaboration-- must remain part of the conversation. HOPA’s case study shows that being future-ready is not about chasing the latest trend, but about building the right technical and human foundations to give organizations the tools they need to successfully evolve over the long-term.
These ideas will be explored further at the Imagine Marine Conference 2026, taking place September 22–23 at the Rogers Centre in Ottawa. This year’s theme, Future-Proofing the Marine Workforce: Skills, Tech, and Talent, will focus on how the sector can respond to changing workforce needs while embracing new technologies.
Naryant will be among the organizations contributing to this conversation, sharing insights on how data, AI, and workforce development can come together to support more resilient and adaptable marine operations.
AI tools are only as effective as the systems and data behind them. When information is siloed or inconsistent, even the most advanced technology will fall short.
Employees’ roles in shaping how new tools are introduced and used is equally vital. At HOPA, building data capability was not treated as a standalone technical project. It was integrated into existing workflows, with staff involved in identifying challenges, shaping solutions, and understanding how new systems could support their roles.
When employees are part of the design and implementation process, they are better able to understand the technology and the reasons for its practical applications in the day-to-day. Training is more effective when it is embedded within adoption itself, not delivered separately after decisions have already been made.
A Changing Definition of Marine Work
New technologies also create opportunities and pathways for new kinds of talent to enter the sector. As marine organizations become more agile, they need people with expertise in AI, data, systems design, training, and change management to help support the current workforce and guide technology adoption.
That means someone who may not come from a traditional marine background could still have an important role to play. People with experience in emerging technologies or technical training may not immediately see themselves in the marine sector, but their skills are becoming increasingly relevant to its future.
Looking Ahead
For the marine sector, a people-first approach to technology adoption is essential for a strong future. As AI becomes more common, organizations will need workers who are not only technically capable, but also comfortable working alongside new tools, interpreting data, and adapting to continuous change.
This is why workforce development – training, upskilling, and cross-functional collaboration-- must remain part of the conversation. HOPA’s case study shows that being future-ready is not about chasing the latest trend, but about building the right technical and human foundations to give organizations the tools they need to successfully evolve over the long-term.
These ideas will be explored further at the Imagine Marine Conference 2026, taking place September 22–23 at the Rogers Centre in Ottawa. This year’s theme, Future-Proofing the Marine Workforce: Skills, Tech, and Talent, will focus on how the sector can respond to changing workforce needs while embracing new technologies.
Naryant will be among the organizations contributing to this conversation, sharing insights on how data, AI, and workforce development can come together to support more resilient and adaptable marine operations.
web design
Join the conversation
Imagine Marine, a CMCF Initiative. © 2026, Canadian Marine Careers Foundation, all rights reserved.
