Building a Global Shipping Legacy with Vision and Integrity - Kenji Fukushima

Kenji Fukushima, Owner and Group CEO of Marina-Bay Shipping Group (MBSG), shares his expertise in global shipping operations and sustainable business leadership in an exclusive conversation with Corporate World.

Kenji Fukushima, Owner and Group CEO of Marina-Bay Shipping Group (MBSG), is a visionary leader whose journey embodies resilience, ambition, and unwavering commitment to sustainable business practices. Since arriving in Singapore in 2013, Kenji leveraged his extensive experience in trading and shipping to establish MBSG from the ground up. With no initial local connections, he built the company into a thriving $100 million enterprise that provides comprehensive shipping services—from delivery to dismantling.

In an exclusive interview with Corporate World, Kenji opens up about the challenges he faced, the principles that guide his leadership, and the strategic mindset that continues to drive MBSG’s success on the global stage.

Q. Give us overview about your professional journey and the key milestones that shaped your career?

After graduating from university in Japan, I joined Sumitomo Bank and was assigned to the project finance team within the Structured Finance Department. There, I learned how to structure deals in a way that balances risk and return. In any business, certain risks and returns are inevitable, so effective risk control becomes essential to move a project forward. I consider myself fortunate to have acquired this knowledge early in my career. After spending seven years at Sumitomo Bank, I moved to Itochu Trading and joined the Shipping Department, where my career in the shipping industry began.

Q. How do you define leadership and what qualities do you believe to make a great leader?

The key words of leadership are “never give up,” “time control,” and “legal compliance.” If you never give up, the story isn’t over—you still have a chance to succeed. In my experience, success often lies beyond what seems like a real limitation, so leaders must not set limits for themselves too easily. Time control is also essential; it means a leader must be able to determine priorities instantly in any situation.

If employees sense uncertainty in their leader’s priorities, they may lose confidence. Legal compliance is the foundation for building sustainable trust and relationships. Without that trust, business cannot continue. In one past experience, an opposing contractor breached a contract, and I decisively ended the business relationship without hesitation.

Q. What inspired you to establish your own company in Singapore in 2013, and what were some of the biggest challenges you faced in the early days?

When I was 38, I felt it was time to become an entrepreneur. If I didn’t try, I would have surely have regrets in future. Since my career was in shipping, I chose Singapore as the place to start, as it’s a country that actively supports the shipping industry as one of its key growth sectors.

In the early days, I was genuinely grateful for a new contract that earned me just SGD 500 per month. What mattered most to me was that someone trusted me enough to pay for my service. Interestingly, one of those early contracts that began at SGD 500 per month grew significantly over the next three years.

All this taught me that life doesn’t come with guarantees from others—if you want something, you have to start it yourself. But taking that first step is already a big challenge.

Q. Trust is a cornerstone of Marina-Bay Shipping Group’s philosophy. How do you build and maintain trust with global partners and clients?

Maintaining trust with everyone is not easy, and I believe all leaders share that feeling. One core principle I strongly believe in is never speaking ill of others or making statements that bring others down. Even if someone else behaves in that way, I choose not to retaliate. When people hear such comments, they will judge for themselves what is right or wrong and act accordingly. In the end, the person who spreads negativity is most likely to lose their own credibility. No one wants to do business with someone who badmouths others simply because their own results haven’t progressed. A true leader should never blame others for their own outcomes.

Q. What does sustainable growth mean to MBSG, and how is it reflected in your day-to-day business decisions?

We believe that for sustainable growth, it is important for employees to work happily. A company where employees take pride in their work will definitely grow. This does not mean pampering employees, but rather empowering them to feel a sense of achievement in their work every day. In this age of diversity, the way we work is changing. However, that doesn't mean the tasks we have to do have changed.

I think that the responsibility for self-management has increased. Our company continuously updates work rules to better align with each individual's lifestyle, while striving to create an environment where discussions about employment conditions and other topics can occur openly, ensuring that all employees working together do not feel any sense of unfairness. We believe these daily efforts will ultimately lay the foundation for the company’s growth.

Q. How do you communicate your sustainability values to clients, partners, and internal teams?

Shipping is always a 24/7 business. We manage our own ships, and our crew members work on the ocean day and night. Since the safe transport of cargo is one of the most important missions for our company, we place the highest priority on safe operations and ensuring the safety of our crew members. This is a policy we will never compromise. We believe that when a ship faces danger, honestly communicating these policies to the relevant parties and proceeding with their understanding will ultimately help convey sustainable values to our partners and clients.

Q. As a leader, how do you motivate and guide your team to realize their full potential, particularly during times of pressure or transition?

This is not something that can be achieved in a day, but rather the achievements and results of a leader that have been steadily built over a long period of time are important. Even in difficult times, there is always light, so leaders must sometime make dynamic decisions toward that light to survive. If the leader did not build such achievement and results in past, the employees cannot respect their leaders decision at that time, then the path to that light will be long and difficult. Rather than trying to motivate employees, the most important thing is for leaders to make efforts to get employees to believe in their own decisions, and we place emphasis on creating an environment where we can all move forward together in the direction that the light is pointing.

Q. Having worked across various regions in Asia, including Saudi Arabia, how has your international experience influenced the strategic vision and identity of MBSG?

Shipping is a global business. However, navigation restrictions and embargoes on countries under economic sanctions are determined by international rules and are also explicitly stated in shipping contracts. Compliance with laws and regulations, which I mentioned as a key factor, is truly essential in the global shipping business. Wars, conflicts, piracy, and natural disasters occur frequently, both large and small, all around the world. As a shipping industry that transports cargo while constantly facing danger, it is crucial for us to closely monitor international situations. Reflecting our strategic vision, we held a charity event following the Syria-Turkey earthquake. We hope to continue doing whatever we can as MBSG to contribute towards a peaceful world, which is the core identity of MBSG.

Q. How do you stay ahead in such a competitive and volatile industry, particularly when it comes to timing investments and navigating market cycles?

Regarding market cycles and investment timing, I don’t rely on others’ opinions or market reports. The only criteria I trust as a judgment standard are fundamental indicators such as the unemployment rate and economic growth rate found in economic statistics. Beyond that, I make decisions based on my own experience and track record, which have been honed over many years. Since I cannot conduct business alone, I also place great importance on meeting people and following the flow of business, as building strong relationships and understanding market dynamics firsthand are crucial to making informed decisions.

Q. What is one piece of wisdom you’ve learned through your journey that you’d like to share with our readers?

If you don’t have the confidence to keep moving forward without giving up or wavering, then it’s too early to become a top leader. True leadership requires resilience and a steadfast commitment to push through challenges, even when the path is difficult. Conversely, when you no longer have the confidence—both physically and mentally—to maintain that drive and focus, I believe it is the right time to retire. Knowing when to step down is just as important as knowing when to lead, allowing new energy and vision to guide the organization forward.