Vernon Jayanathan is director of Maritime Recruitment Company Ltd. Image Credit: Vernon Jayanathan

Starting in a new firm is always daunting. New structures, new reporting lines, new cliques, and new expectations can all be overwhelming. However, you have taken the bold step of moving away from the familiar, so aside from being nervous, you should also have a sense of pride in that decision.

The first thing you should do is to observe and listen, absorbing as much information as possible. You need to learn how things are done in your new environment and build trust through reliability and low-drama conscious competence.

First impressions form faster than most people admit. Colleagues, principals, and people in other teams decide quickly whether you are someone who reduces risk or creates it. I would even go so far as to say that they decide whether they like you or not very quickly. The best approach I suggest is deliberately unpretentious: master the fundamentals, communicate precisely, and let consistent performance speak louder than any attempt to look like a star.

Start by absorbing how things actually work. Every bunker operation has its own preferred suppliers, credit limits, nomination quirks, quality testing procedures, and post-fixture follow-up. Spend the early weeks taking all this on board and asking targeted, respectful questions rather than broadcasting opinions.

One idea could be to ask to shadow a more established trader for a few hours to see how things are done in your new environment. It is worth noting that most people do like to help when asked nicely, so do not be shy about this.

Take note of how they handle stem availability, quality claims, barge delays, and last-minute changes. Understand the firm's attitude and appetite for risk, documentation standards, and note who ultimately signs off on what. People notice when a new trader takes the time to learn the local playbook instead of importing habits from their previous place of work, so learn this quickly.

Deliver accuracy and speed on the basics. Double-check quantity and quality specs, delivery windows, and counterparties before you send anything. Clean, timely nominations and clear internal updates reduce the chance of costly mistakes that stick to your name. When you inevitably make a mistake, own it immediately, fix it, and move on without excuses. Reliability on the routine work builds more credibility than occasional clever trades.

Communicate properly. In your job, ambiguity costs money. Keep emails and chats concise, structured, and free of unnecessary nonsense. Flag problems early rather than hoping they resolve themselves. When you update stakeholders (operations, credit, senior traders, or principals), give the facts, the implication, and the proposed next step. People remember the trader who keeps them informed without creating noise.

Build relationships through competence and respect. Be professional, pleasant, and respectful with barge operators, brokers, surveyors, and others in the process; they will be sources of both information and future opportunities. Internally, treat all those in support functions as partners. This is crucial. A pleasant trader who is easy to work with gets better coverage and faster help when things go wrong. Avoid gossip, office politics, and public criticism of colleagues or previous employers. In a relationship-driven market, reputation travels.

Show commercial judgment without overreaching. In the first months, focus on executing the deals you are required to do well rather than pushing high-risk ideas. When you do propose something, make sure it is grounded in sound data and market context, and sits within acceptable risk parameters. Demonstrate that you understand physical constraints (availability, quality, logistics) as well as the paper side. Traders who respect the physical reality of bunkering earn trust faster than those who do not.

Protect your energy and give an appearance of calm. The first months can be intense, so getting enough sleep, preparing well, and having a measured demeanour matter. Arrive each day prepared, manage your book carefully, and stay steady under pressure.

Finally, seek feedback early and act on it. After a few weeks, ask your seniors what is working and what needs adjustment. Then adjust visibly. That combination of humility and responsiveness signals that you are coachable and serious about contributing, and this is crucial for your long-term success with the firm.

Do these things consistently and the first impression solidifies into a reputation: you will be known as someone who is reliable, clear, commercially aware, and easy to work with. In this market that reputation compounds quickly. Everything else: bigger clients, more autonomy, and, dare I say it, more success, follows from it.