Scuba Diving Industry™ Magazine published by Cline Group, LLC. Printed and mailed to all dive retailers in the USA and digitally delivered to over 17,500 dive professionals in 165 countries. Published monthly, so "Start a Conversation" with your Business Customers!
SCUBA DIVING INDUSTRY
APRIL 2025 PUBLISHED BY CLINE GROUP
Photo by Mark B. Hatter, Airport Strip Cagayancillo Island, Located between the Visayas and Tubbataha, Philippines. BUSINESS EDU BUILDING A STRONGER CUSTOMER BASE, HOW TO WRITE GOOD HOOKS TRAVEL CORNWALL U.K. CARTAGENA, COLOMBIA SAFETY THE RECOMPRESSION CHAMBER CRISIS ECO PRO SUSTAINABLE SEAFOOD RETAILING TRAVEL INSURANCE FOR RETAILERS
digital version
TRENDS IN DIVE RETAILING, TRAVEL & TRAINING
800-348-2628 www.aggressor.com
4/11/25 5:04 PM
SCUBA DIVING INDUSTRY™ MAGAZINE • APRIL 2025
CONTENTS PAGE 5 FROM THE PUBLISHER 200 Days to the DEMA Show... Do You Have a Roadmap for Success?
ADVERTISER’S INDEX 2 & 3 Aggressor Adventures 6 Diver’s Alert Network (DAN) 7 ScubaRadio 10 Aggressor Adventures 14 Make A Di ff erence Challenge 15 Neal Watson’s Bimini Scuba 16 Stream2Sea Reef Safe Products 16 Sea Experience, Ft. Lauderdale, FL 18 DRYFOB Key Containers 19 ScubaWeather.com 19 Barefoot Cay Resort, Roatan 21 Blue Force Fleet Liveaboards 22 Take Our Subscriber Survey & Win 23 Clear Story Coach 23 Reef Smart Guides 25 Sau Bay Resort & Spa, Fiji 27 All Star Liveaboards 28 SeaCure Custom Mouthpieces 30 Wayne B. Brown Book 31 Scuba Do Rag Diver’s Apparel 32 Books by Dan Orr/Best Publishing 32 Big Animals Global Expeditions 33 X-Ray Magazine 34 & 35 DIVO By Scubatech 38 The Scuba Show, Long Beach, CA 39 Explorer Ventures Liveaboards
PAGE 14 BUSINESS EDU Wayne B. Brown: Turning Problems into Opportunities
PAGE 26 RETAILING Jeff Cinciripino: Travel Insurance - A Win-Win for Your Customers and Your Dive Shop A Timeless Blend of History and Coastal Splendor PAGE 24 TRAVEL Carlos Lander: Cartagena, Colombia –
PAGE 17 PHOTO PRO
PAGE 7 SAFETY Dan Orr: The Crisis
PAGE 18 BUSINESS EDU Al Hornsby: Direct Supervision – When Definitions Really Matter Amos Nachoum: Behind The Lens: Capturing the Great White Shark Breach
Continues in Emergency Hyperbaric Treatment Availability
PAGE 11 RETAILING
PAGE 29 BUSINESS EDU William Cline: 5 Ways Resorts Can Attract Dive Travel Sellers PAGE 33 TRAVEL
Shelli Hendricks, Ph.D.: Three Strategic Tips for Building A Stronger Customer Base
PAGE 20 BUSINESS EDU
PAGE 12 ECO PRO
Cathryn Castle Garcia: Using a Strong Hook to Stop the Scroll
Alex Brylske, Ph.D.: A Diver’s Guide to Responsible Seafood
Peter Symes: Geopolitics - The Water’s Still Fine in Europe PAGE 36 TRAVEL Gil Zeimer: Part III: How to “Blue” Your Business Beyond Green Eco Resorts
Cover Photo by Mark B. Hatter: This spectacular wall is located between the Visayas and Tubbataha. The Philippines Aggressor stops at Cagayancillo Island so divers have another full day of diving on the transition. The location boasts excellent visibility and lots of triangle butter fl y fi sh. Nikon D850 in a SEACAM housing, 13mm Lense Nikonos RS, ISO: 200, F-18, 1/100, Twin Ikelight DS230 Strobes. Diver is Kevin Kurtz. Special thanks to Mark & Aggressor Phillipines.
BACK COVER DEMA 41 Level Up Podcast 42 Article Index
PAGE FOUR | SCUBA DIVING INDUSTRY
FROM THE PUBLISHER
200 DAYS TO THE 2025 DEMA SHOW... DO YOU HAVE A ROADMAP FOR SUCCESS?
As you read this, we're roughly 200 days away from the DEMA show - do you have a strategic plan to maximize your investment? Studies from the Center for Exhibition Industry Research reveal that exhibitors who initiate their promotion over six months before an event typically experi- ence 30–50% more booth traffic and higher-quality meetings, leading to in- creased post-show sales. Similarly, insights from Salesforce.com's Dreamforce team reinforce that early planning significantly boosts exhibitor success. As they put it, "When they owned the pre-show conversation, they owned the floor." Here's a condensed roadmap to ensure your success at DEMA : Phase 1 (200–150 Days Before) : Launch your strategic marketing founda- ▪ tion. Secure a media plan with Scuba Diving Industry Magazine , design print ads that tease your presence, and consider our sponsored email campaigns. Phase 2 (150–60 Days Before) : Generate pre-show buzz. Highlight your ▪ brand's value proposition clearly, introduce booth specifics, and utilize tar- geted ads with calls to action, such as QR codes for lead generation and online meeting scheduling. Phase 3 (60–0 Days Before) : Final marketing push. Promote exclusive ▪ booth-only specials and testimonials. Upgrade your ad presence for maximum impact. Phase 4 (Showtime) : Execute with precision. Drive booth traffic through ▪ ads and real-time social media coordination. Mention your ads prominently at your booth to reinforce your marketing efforts. Phase 5 (0–30 Days After) : Follow-up effectively. Recap show highlights ▪ and maintain momentum through ads, QR-linked resources, case studies, and podcast appearances. Especially in our November and December issues. Start your planning now as owning the conversation early is the key to max- imizing your success at DEMA. Reach out to myself, Britain, Gavin (Asia) or Carlos (Latin America) and let us show you a roadmap for success to the 2025 DEMA Show in Orlando, FL!
William Cline, Publisher Patty Cline, Associate Publisher Amber Wagenknecht, Executive Editor Betty Orr, Copy Editor Neal Watson, Sr., Editor-at-Large Britain Cline, Advertising Sales Manager Gavin Young, SE Asia Ad Sales Carlos Lander, Latin America Ad Sales Walker Cline, Digital, Social & SEO Contributors: Wayne B. Brown, Augusta, GA Alex Brylske, Ph.D., Avon Park, FL Mark B. Hatter, Lake Mary, FL Shelli Hendricks, Ph.D., Sun City West, AZ Jeff Cinciripino, Rocky Hill, CT Cathryn Castle Garcia, Azores, Portugal Al Hornsby, Singapore Carlos Lander, Caracas, Venezuela Amos Nachoum, Pacific Grove, CA SCUBA DIVING INDUSTRY™ MAGAZINE APRIL 2025 VOL. 2, NO. 4
Dan Orr, Driggs, ID Peter Symes, Denmark Gil Zeimer, San Rafael, CA
Scuba Diving Industry ™ Magazine: (Print: ISSN 2996- 1416, Digital: ISSN 2996-1424) Published monthly by Cline Group LLC, 1740 Airpark Lane, Plano, TX 75093. Printed copies are mailed within the USA to select dive retailers & advertisers. Subscriptions are free to dive professionals & distributed digitally to 165 countries. POSTMASTER send address changes to Scuba Diving Industry Magazine, 1740 Airpark Ln., Plano, TX 75093. Any part of this publica- tion may be reproduced, as long as the source is quoted “Scuba Diving Industry Magazine.” For editorial requests, email william@williamcline.com or 972-267-6700. The views and opinions expressed in this magazine are those of the contribu- tors and do not necessarily reflect the official policy or position of Cline Group LLC or any of its affiliates. © 2025, all rights reserved by Cline Group LLC.
email William
email Britain email Gavin email Carlos
William Cline, Publisher
PAGE FIVE | SCUBA DIVING INDUSTRY
LIABILITY INSURANCE FOR DIVE PROS
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DAN.org/ConEd
Subject to the terms, conditions, and limitations of the policy, certificate and declarations page issued to you by DAN Risk Retention Group, Inc. or DAN World Insurance Group SP. Refer to these documents for additional information. Coverage may vary and may not be available in all states, countries, or territories. Financing subject to loan approval. RRG-03122025.
SAFETY The Crisis Continues in Emergency Hyperbaric Treatment Availability – by Dan Orr, President, Dan Orr Consulting
A variation of the following article was orig- inally published in two other media sources with the goal of alerting the recreational diving community to an issue that can certainly have serious implications for the safety and well- being of those wishing to enjoy dive locations
were aware that there were five hyperbaric treatment facilities in the Pensacola area. These facilities had been providing hy- perbaric oxygen therapy for a variety of non-diving medical conditions, but the divers were totally unaware that not one of these facilities would provide the emergency care this se- verely injured diver badly needed. Instead of being treated at one of these treatment facilities only minutes away, this diver had to be transported to a treatment facility in Mobile, Alabama, which was willing to treat injured divers 24/7. The reality is that this facility in Mobile, Alabama, was one of the very few treatment facilities in the U.S. that had con- tinued to offer emergency care for injured divers 24/7. The most recent information regarding this facility indicates that, unfortunately, it is no longer available on a 24/7 emergent basis for the Gulf Coast diving community. The injured diver in this example was fortunately treated successfully with no residual symptoms, despite the treat-
that rely on medical facilities in the U.S. Unfortunately, since this issue was brought to the attention of the diving and medical communities, there has been no improvement in this situation that could have poten- tially, catastrophic implications for those injured in a diving accident. In fact, there are now even fewer hyperbaric facilities available 24/7. There are millions of recreational scuba divers in the U.S. and hundreds of thousands of traveling divers from coun- tries around the world making tens of millions of enjoyable recreational dives each year in unique dive locations all over America. In the unlikely event that any of these divers would suffer a pressure-related diving injury, they trust that the U.S.
medical system will provide state- of-the-art care for their injuries, especially in an emergency situa- tion. As these divers are preparing to enjoy a pleasurable dive in some of the world’s most popular dive locations in this country, little do they know that if a pressure- related injury were to occur while diving that would necessitate
ment delay. As accident data from Divers Alert Network (DAN) has shown, treatment delay, such as occurred during this diver’s care, is one of the most significant risk factors for a negative outcome when treating divers with decom- pression sickness or arterial gas embolism. This reduced capability to pro-
© Stephen Frink
treatment in a hyperbaric chamber, they may experience a delay in treatment that could adversely impact their chances for a successful and residual-free outcome. Unknown to most divers, there is a steadily decreasing number of hyperbaric treatment facilities in the U.S. willing and able to treat them, even in a life-threatening emergency, for decompression sickness or arterial gas embolism. This situation places all divers at a much greater risk than any of us have realized. For example, in May of 2020, a recreational diver made a dive off the coast of Pensacola, Florida. After surfacing, he experienced serious neurological symptoms that were indica- tive of a pressure-related diving injury. Divers in that area
vide emergency treatment for diving accidents also impacts local fire and police forces, many of which have diving res- cue teams; federal law enforcement agencies; fish and wildlife services; park services; and other state and federal agencies with dive teams, as well as military divers conducting training operations in areas away from the location of their unit chamber. There are approximately 1,300 hyperbaric treatment facil- ities (each of which has one or more hyperbaric chambers) that currently provide hyperbaric oxygen therapy in the United States. As recently as two decades ago, the large ma- jority of hyperbaric treatment facilities were available to pro-
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PAGE SEVEN | SCUBA DIVING INDUSTRY
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SAFETY continued vide emergency treatment on a 24/7 basis. Today, however, few of these facilities offer emergency treatment 24/7, and some of those facilities do so only intermittently. Non-diving patients being treated for wound healing therapy dominate hyperbaric chamber usage. The Undersea and Hyperbaric Medical Society (UHMS) identifies hyperbaric facilities based upon the level of care that can be provided. For example, Level One facilities have a hyperbaric program that offers a full scope of services for the hyperbaric patient. They are typically hospital-based fa- cilities that cover all recognized indications, including 11
apy model is much more profitable than emergency hyper- baric treatment for pressure-related diving injuries. In the past, hospitals and other hyperbaric treatment facilities un- derwrote the additional costs associated with providing 24/7 access to emergency hyperbaric treatment as a public service for those who required it. Now, because of the negative eco- nomic impact, concerns for staffing and training considera- tions, and the potential for legal liability, most hyperbaric treatment facilities have ceased to provide 24/7 access to emergency hyperbaric treatment. For the recreational diving community, this is a critical safety issue. Recreational divers are regularly diving in locations where they believe emergency hyperbaric treat- ment will be available at nearby treatment facilities that have, in the past, been available to treat injured divers when they needed it most. Unfortunately, this may not be the case at all and, if injured, they may have to endure long delays in treatment as they must be transported to a distant treatment facility willing and able to provide the emergency care they need. From a diver safety perspective, there is an urgent need to correct this decreasing availability in the U.S. healthcare sys- tem and make emergency hyperbaric treatment available to those who require it. This may be especially true as divers are increasingly attracted to artificial reef shipwrecks in deeper water off the Gulf Coast of northern Florida. The UHMS has been working to address this situation within the U.S. healthcare system by alerting governmental organizations. In a letter to the editor of the Journal of Un- dersea and Hyperbaric Medicine on 22 August 2020, Doctors Frank Butler and Richard Moon described the decreasing availability of emergency access to hyperbaric oxygen ther- apy in many U.S. areas. This lack of treatment capability pres- ents significant challenges to providing optimal care for divers who suffer decompression sickness or arterial gas em- bolism. Options for addressing this critical issue include: 1) Direct federal or state grants to hyperbaric treatment fa- cilities that offer emergency hyperbaric treatment.
emergency life- or limb-threatening injuries, and are available for treat- ment of the emergent patient 24/7. Level Two facilities have a hyperbaric program that provides a reduced scope of service for the hyperbaric patient (does not treat emergency pa- tients). They are typically in hospital settings and not available 24/7. These programs provide high quality care to outpatients Monday through Friday and are not equipped or staffed for emergency indications. Level Three facilities have a hyperbaric program that offers appropriate hyperbaric
The above graph, provided by Dr. Matias Nochetto, VP of Medical Services at DAN, demonstrates the change in hyperbaric chambers avail- able 24/7 and those only available from 9:00 AM to 5:00 PM between 2006 and 2025. Even fewer 24/7 facilities may be available if the div- ing injury requires more complicated treatment modalities, such as the need for a ventilator.
therapy in the non-affiliated setting (non-hospital-based nor affiliated with a hospital). Level Four facilities are in interna- tional locations. The graphic on the opposite page was provided by John Peters, Executive Director of the UHMS and identifies the UHMS-accredited Level One Hyperbaric Facilities in the U.S. According to Dr. Matias Nochetto, DAN VP of Medical Services, DAN does not limit its Recompression Chamber Network (RCN) to UHMS-accredited facilities, nor to hos- pital-based ones (see chart above). The primary focus of the RCN database is facilities that are willing and able to treat divers; whether they do any other Hyperbaric Oxygen (HBO) indications is secondary to them. In addition, about 80% of the chambers in the RCN are not in the US, and very few international chambers seek UHMS accreditation. DAN has its own recompression facility classification system, where it factors in technical capabilities, operational capabil- ities, placement, availability, and communication with DAN. Two notable examples of such facilities are Catalina and Pa- cific Grove (CA, USA). As a business enterprise, the scheduled wound healing ther-
PAGE EIGHT | SCUBA DIVING INDUSTRY
SAFETY continued 2)Indemnification from legal liability for hyperbaric treat- ment facilities and medical providers who provide emer- gency hyperbaric treatment to divers and other non-diving patients who require it. 3)Recognition of the public service performed by the hy- perbaric treatment facilities that offer emergency hyper- baric treatment when indicated. 4) Favorable consideration with respect to Medicare, Med- icaid, and private insurance reimbursements to hyper- baric treatment facilities and medical providers that offer emergency hyperbaric treatment when indicated, includ- ing carve-outs to inpatient DRG (diagnosis-related group) payments. 5)Incentives for military hyperbaric facilities to provide emergency hyperbaric treatment to civilian patients through emphasis on the training benefit to military providers that this accomplishes; third-party reimburse-
have the DAN Emergency Hotline number in your emer- gency assistance/action plan. If a pressure-related emer- gency were to occur, DAN can assist in getting you to the most appropriate, available treatment facility with as little delay as possible. Remember that the treatment facility you may be referred to may not be local to your dive location, but DAN is aware of the locations of all treatment facilities available to treat injured divers 24/7. Divers can also determine if treatment facilities at or near their favorite dive location are, indeed, available on a 24/7 basis and, if not, encourage the local diving community to put pressure on that facility to be available when needed. This may require the local community to reach out to the treatment facility to express their concern and, possibly, offer support in the form of fundraisers or other activities that could help. In some areas of the U.S., the local diving com- munity has sponsored “Divers Days” to raise awareness and funds to support local treatment facilities. There are organ-
ment for emergency hyper- baric treatment provided to civilian patients by military hyperbaric facilities; and in- demnification of the mili- tary facility from lawsuits resulting from this public service activity. In addition, there should be federal support for non-profit organizations, such as DAN, that are willing to operate around the
izations, such as DAN, and indi- viduals who will gladly volunteer their time and resources to help such a worthy cause. Like any other risk in diver safety, we must identify and find ways to mitigate that risk. We now know that the decreasing availability of treatment facilities willing or able to provide emer- gency hyperbaric treatment when we need it most increases
The graphic above was provided by John Peters, Executive Director of the UHMS and identifies the UHMS-accredited Level One Hyperbaric Facilities in the U.S.
our risk as divers. We must mobilize and mitigate that risk by working with local, state, and national officials to let once- available treatment facilities know of our concern and work with them to find ways to reduce that risk through cooper- ative and supportive measures. References: Butler, F. Capt. (ret). Personal communication. Buzzacott, P. A Report on 2016 Diving Fatalities, Injuries and Incidents. DAN 2018 Annual Diving Report. Divers Alert Network. 2018. Clarke, D. Divers Losing Access to Emergency Care. Alert Diver. Winter 2012. Denoble, P. A Report on 2017 Diving Fatalities, Injuries and Incidents. DAN 2019 Annual Diving Report. Divers Alert Network. 2019. Divers Alert Network. Health & Medicine, Health Resources, Diseases & Conditions, Decompression Ill- ness. Gabriel, M. Lack of hyperbaric chambers in Pensacola continues to put divers' lives at risk, expert says. Pensacola News Journal. March 14, 2018. Garcia, J. Per-
clock assisting any patient who needs emergency hyperbaric treatment by identifying the nearest hyperbaric treatment fa- cility that is capable of providing this treatment and helping to arrange transportation to it. Since chamber availability may vary based on ongoing hyperbaric oxygen treatments, staffing issues, and chamber maintenance operations, the ability to quickly determine which hyperbaric treatment fa- cility is the most appropriate for a particular emergency pa- tient in a specific geographic area is critical to optimal care. It should likewise be a national healthcare priority to ensure that there is adequate funding for fellowship education in hyperbaric medicine so that appropriately trained physicians will be reliably available to oversee the hyperbaric treatment provided by these hyperbaric treatment facilities. So, what is a concerned and safety-conscious diver to do? First, it is important to be a member of DAN to support the emergency medical services they provide. And always
sonal communication. Orr, D. A Crisis Lurking Below the Surface Emergency Hyperbaric Treatment Availability. DiveNewsWire. August 24, 2021. Peters, J. Executive Director, Undersea and Hyperbaric Medical Society. Personal communication.
email Dan Orr
PAGE NINE | SCUBA DIVING INDUSTRY
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RETAILING
Three Strategic Tips for Building A Stronger Customer Base – by Shelli Hendricks, Ph.D., President, Blue Horizon Solutions
a few of these products bring you maximum profit. Sometimes a large inventory can work against your busi- ▪ ness. Having too many options may actually confuse or overwhelm customers, leading them to avoid buying al- together when they’re overwhelmed with options. Instead of offering more products that likely won’t be ▪ sold, discontinue the less attractive products and offer more items or services related to your best-sellers. This is an excellent way to boost sales while reducing upkeep and inventory costs. Not sure what customers want? Ask them. 3. Pursue unique marketing strategies. If your business is experiencing a steep drop in sales, there must be a rea- son. It could be that your marketing techniques are simply not as effective as you thought. Consider alternative mar- keting techniques. Think about marketing your business online. It’s becom- ▪ ing easier with each passing day and more people are lated businesses in your community for co-branded events and activities. Demo Days or Scuba Fairs can cre- ate a fun energy for the entire dive community in your area. In addition, this collaborative strategy creates a multiplier effect for all of the involved businesses. Get the word out. Take advantage of social media sites ▪ like Facebook and Twitter to promote your business. Radio advertisements, commercials, billboards, and fly- ▪ ers all increase the visibility of your business. Sometimes, door-to-door marketing is just as effective. By using these strategies, you can boost sales and increase the revenue of your business. Once these strategies have been implemented, there will be no need to worry about how you’re going to pay the next bill. You’ll finally have the money to live the life that you’ve dreamed of. It just requires determination, prone to search the internet for better deals. Businesses that have online order options are often much more successful. It’s a per- fect way to increase cash flow. Consider partnering with other re- ▪
Is your dive business struggling to make enough profit to pay the bills? Living paycheck to paycheck can be quite frustrating. Perhaps you started a dive business so you could pursue your dream while earning money at the same time. If so, then you know that it isn’t
always easy to get a business to bring in the profits you’d like. However, if you’re willing to work hard and have a good plan, there’s no limit to how far you can take your dive busi- ness. Luckily, there are many ways to increase your current cash flow and free you from the threat of financial disaster. Consider these strategies to increase your cash flow: 1. Collect feedback. Many business owners forget the im- portance of soliciting feedback from their customers. There are several effective ways to find out what your cus- tomers think about your products and services. Ask customers to fill out a ▪ quick survey or questionnaire to rate various aspects of your business. These surveys can provide an excellent glimpse into your customers’ point of view. There are many different websites that enable you to create simple surveys. Look online to find one that meets your needs. Follow up with your customers with a phone call or ▪ email asking for comments about your products or serv- ices. Inquire about which aspects they are satisfied with and which need some work. Don’t miss the opportunity to ask them to post a review online for your business. Talk to your clients in person and ask them how they ▪ feel about their experiences with your business. Then, be sure to implement the recommendations that work for your business. Be sure to give credit to your cus- tomers for their suggestions. Remember, word of mouth is one of the best ways to ▪ advertise your business. If you have a bunch of satisfied customers, they’ll tell their friends and family about their positive experience and you’ll get more business. What kind of incentives can you offer customers who refer your business? 2. Get rid of products that don’t sell. It’s likely that you offer your customers a wide variety of products, but only
persistence, creativity, and an open mind to make your business successful. Test different strategies and stick to the ones that work best for you. Your efforts will be worth it once you see those in- creased profits.
email Shelli
PAGE ELEVEN | SCUBA DIVING INDUSTRY
ECO PRO A Diver’s Guide to Responsible Seafood – by Alex Brylske, Ph.D., President, Ocean Education International, LLC
I wrote a short article last year titled “Don’t Be the Grouper Sandwich Guy,” ex- plaining how those who consider themselves environmentalists can un- knowingly make bad choices when visiting seafood restaurants. It sparked
Top-Down Vs. Bottom-Up : To understand the ecologi- cal role fish play on coral reefs, you must consider both top- down and bottom-up perspectives. The top-down view involves high-level predators, such as groupers and snap- pers, vital to a reef’s structure and stability. These species regulate prey populations and prevent an overabundance of smaller species, which can lead to ecological imbalance. Ex- perience has proven that removing too many apex predators can trigger a “trophic cascade” of adverse effects, disrupting the entire food web. For instance, large predators such as groupers and snap- pers help regulate the populations of mid-level predators, including smaller reef fish and invertebrates. Without these natural checks, these populations can explode, increasing predation on juvenile herbivores. This depletion, in turn, di- minishes their ability to control algal growth, allowing algae to overgrow and smother coral reefs.
significant interest from readers who wanted to learn more about why responsible seafood consumers should avoid eat- ing specific kinds of coral reef fish. Here, I’ll explore the issue more thoroughly. To begin, the most critical concept in understanding coral reef fisheries is their extreme vulnerability to overfishing. In fact, in the regions where coral reef fisheries are man- aged–and in many places, they receive no management at all–they are almost all overfished. As one eminent coral reef ecologist, Dr. Callum Roberts, attests, “By virtue of their
complexity, reef fisheries are the most difficult in the world to manage.” At first glance, that may seem counterintuitive because, after all, coral reefs are the most pro- ductive ecosystems on the planet. However, they are also examples of “high gross/low net” ecosystems. In other words, while coral reefs can produce an enormous amount of biomass, there is little left to export out of the system because the reef has
Overfishing of top predators also disrupts the reproductive dynamics of reef species. Many high-level predators grow slowly and reproduce infrequently, making them particularly vulner- able to population declines. When these species are over- fished, their populations struggle to recover, further destabilizing the ecosystem. For example, ask yourself, “How often do I see
so many mouths to feed. The analogy I use is that coral reefs are analogous to an enormous restaurant. Each day, it gen- erates incredible quantities of food, but it also provides meals for all the staff and their families three times a day. As a result, there’s little left over for the customers. It is now abundantly clear from research that overfishing is one of the most severe threats to these delicate environ- ments, mainly when fishers target fish species that play es- sential roles in maintaining ecological balance. Therefore, responsible seafood consumers committed to conserving coral reefs must be mindful of which species they consume. So, by avoiding fish that serve crucial ecological functions— both high-level predators and herbivorous species—we can help sustain reef ecosystems for future generations.
large groupers when I dive?” Take it from someone with al- most six decades of experience diving coral reefs; they once were very common. There is also another lesser-known consequence of the elimination or decreasing numbers of top predators. Aside from their role in culling sick and less fit individuals, groupers and large snappers play a key role in maintaining community health through their behavior, and have adverse consequences when they are no longer present or reduced in number. Top predators create what ecologists refer to as the “landscape of fear.” This phenomenon became evident with the drastic ecological alteration of Yellowstone Na- tional Park following the introduction of wolves in the 1990s. Since then, similar results have been observed in ma-
PAGE TWELVE | SCUBA DIVING INDUSTRY
rine ecosystems worldwide, and the conclusion is clear— that behavioral modification driven by anti-predatory be- havior is critical to ecosystem health. Viewing the system from the bottom up, herbivorous fishes, such as parrotfish, surgeonfish, and some damselfish play an equally crucial role in maintaining healthy coral reefs. These species help control algae, preventing them from overgrowing and outcompeting corals for space and sun- light. Coral reefs rely on a delicate balance between coral growth and algal presence, and herbivores act as natural gar- deners, keeping this equilibrium in check. Parrotfish, for instance, graze on algae-covered reef sur- faces, facilitating coral recruitment and preventing algae from smothering young coral polyps. Without adequate her- bivory, coral reefs can shift into algal-dominated states, di- minishing biodiversity and degrading habitat quality. This shift can seriously impact the entire reef ecosystem, affect- ing virtually all the species that rely on healthy corals for food and shelter. Despite their ecological importance, herbivorous fish are often targeted for food, particularly in areas where parrot- fish are unprotected and seafood is a dietary staple. When parrotfish and other herbivores are harvested in large quan- tities, algal overgrowth increases, making reefs more suscep- tible to bleaching, disease, and storm damage. Therefore, avoiding the consumption of these species is crucial for conserving coral reefs. Making a Difference: The scuba diving community and marine tourism industry are uniquely positioned to promote awareness of responsible seafood choices among tourists in tropical locations. Their direct engagement with coral reef ecosystems enables them to educate visitors about protect- ing marine life, including responsible seafood consumption. Here’s how people can make a meaningful impact: 1. Education Through Dive Briefings and Tours Dive operators can incorporate conservation messag- ▪ ing into their pre-dive briefings, emphasizing the im- portance of key species such as parrotfish and groupers in reef health. Guides can explain how overfishing affects the reefs ▪ that divers visit, encouraging responsible seafood choices when they patronize local restaurants while on holiday. Infographics and signage can help divers recognize ▪ species they should avoid eating. ECO PRO continued
2. Collaboration with Restaurants and Local Busi- nesses Dive shops and tourism operators can partner with ▪ local restaurants to promote sustainable seafood op- tions. “Reef-safe” certification programs can be developed ▪ where restaurants commit to not serving ecologically important species. Dive centers can display lists of recommended restau- ▪ rants that follow sustainable seafood guidelines. 3. Eco-Friendly Dining Guides and Social Media Campaigns Marine tourism organizations can create and distribute ▪ sustainable seafood dining guides tailored to their lo- cations, such as the Bay Islands Seafood Guide. Social media influencers and dive community vloggers ▪ can share responsible seafood tips and highlight busi- nesses prioritizing sustainability. Encouraging tourists to create social media posts about ▪ their responsible choices. 4. Incentivizing Responsible Choices Dive shops can offer discounts or incentives for divers ▪ who dine at sustainable seafood restaurants. Restaurants that avoid key reef species could be fea- ▪ tured in promotional materials from dive centers and tourism boards. (Some restaurants now refuse to put snapper or grouper on their menu, opting instead for pelagic species.) 5. Hosting Events and Workshops Organizing seafood awareness events, such as “lionfish ▪ tastings” to promote eating invasive species. Presentations by marine experts can engage tourists in ▪ a fun and engaging way. Hosting documentary screenings about reef conserva- ▪ tion can further encourage responsible seafood choices. The scuba diving community and marine tourism industry can significantly impact seafood consumption habits by leveraging their influence and direct interaction with tourists. Raising awareness and providing practical solutions will help protect coral reef ecosystems while ensuring that tourists
make responsible dining choices. By making in- formed decisions about what we eat, we can help provide the resilience and biodiversity of these underwater ecosystems for generations to come.
Alex’s links
PAGE THIRTEEN | SCUBA DIVING INDUSTRY
BUSINESS EDU I get asked A LOT how I deal with all the stress that must come with owning Aggressor Adventures, particularly since it’s a global enterprise that oper- ates 24/7. My answer might seem over- simplified, but I have always tried to approach it with the attitude that there are never problems, only opportunities. Adopting this lead- ership style is important for those at the top, but it’s just as important for everyone owning or running a business, be- cause it sets an example that stressing over an issue never solves it. Hysteria is contagious. So is an attitude of calm. I always focus on what we must do to resolve a particular issue. Once that’s done, I step back and review the entire event
Turning Problems into Opportunities – by Wayne B. Brown, author “From Rags to Enrichment” & CEO, Aggressor Adventures
Of course, “off” is a misnomer. With worldwide internet and cell connectivity, an entrepreneur is never truly “off” work. I don’t view this as a negative. I think it’s in the DNA of entrepreneurs and leaders to want to keep their finger on the pulse of the business. I feel grateful that my wife, Dana, un- derstands this and is always supportive of my business check- ins, whether by email or phone, even when we are on vacation. Once, on a motorhome trip, we stopped in a small town just to wander the streets and duck into the local shops. Upon en- tering a shop, my cell phone rang and I saw it was a business call. I answered and motioned to Dana that I’d be outside. As I headed for the door, the shop owner commented to Dana that maybe I needed to learn to take a break from my busi- ness. Dana, without hesitation, said, “He is making us money, leave him alone.”
with my team. I always ask two questions: how did it happen, and what can we do in the future to pre- vent it from occurring again? The goal is to learn from the situation, make changes and improve- ments where they’re needed, and then move on to the larger goal of continuing to grow the business. Of course, there are days when I cannot believe how many “opportunities” happen all at once! Every business owner’s brain needs a break from the 24/7 hamster wheel of managing daily tasks
Most of my business’s worldwide adventures begin and end on a Saturday, so that’s also when the likeli- hood of problems arising is greatest. While I have an amazing, dedicated team in place to resolve issues, there are plenty of Saturdays when I get a call from a member of my operations team, alerting me to an issue or asking for guidance. If they’re calling me, I know it’s because they need my help. I never sigh or think, “Well, shit, there goes my Saturday,” before an-
Wayne’s New Book
swering. And I sure as hell don’t get angry about them calling me. They’re doing the right thing by reaching out. If they’re calling me, it means I have an opportunity to help serve our guests and make sure they enjoy the adventure they paid for.
and churning out new ideas. Some people might “veg out” by binge-watching a Netflix series or lounging by a pool or at the beach. That kind of relaxation—lying still and not moving— would feel like torture to me. I need to keep active in order to clear my mind. For a recharge, I turn to personal projects like working on our motorhome or clearing land and building a fence on our property. Any project that gets me moving and requires 100 percent of my focus is like a reset button that will help me clear my mind. When I return to the office after these projects, I feel as refreshed as taking an entire week off.
Having the right mindset allows business own- ers and leaders to deal with everything big and small that comes with the territory. Focusing on the opportunity to enhance your business model is the only way to ensure success for you…and your customers.
email Wayne
Share a Story Make a meaningful impact in someone’s STEP 1 Submit your story and you may win an Aggressor Liveaboard ® vacation! Celebrate Service to Others and WIN! STEP 2 Earn a Challenge Coin Qualifying stories of service Win an Aggressor Adventure for two! STEP 3
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PAGE FIFTEEN | SCUBA DIVING INDUSTRY
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PHOTO PRO
Behind The Lens: Capturing the Great White Shark Breach – Photos and text by Amos Nachoum, Big Animals Global Expeditions
In July 1995, I embarked on an expedition to photograph the elu- sive and majestic Great White sharks in South Africa. My research revealed that these apex predators often hunt seals during the early morning and late afternoon. With this knowledge, I led a team to document Great White behavior both underwater and above the surface. Each morning, before the first light of dawn, we set out to
For hours, we sat on the vessel's platform, scanning the water and focusing intently on the dummy seal being towed behind us. We repeated this process for two hours each morn- ing and two hours each afternoon - the prime times when shark predation occurred. The sun's shallow angle over the water during these hours allowed sharks to spot seals above while keeping themselves hidden below. I must admit, I missed several spectacular breaches during those days. Each missed opportunity only fueled my deter- mination. By the third day, I began thinking about how I could
capture a different shot, something unique. I realized that most photographs of breaching sharks were taken with the camera held horizontally. But sharks don't breach horizontally - they breach vertically. So, I decided to focus on capturing the ac- tion in a vertical format. This decision added a new layer of dif- ficulty. Shooting vertically meant I had only 24mm of frame space compared to 35mm in the horizontal format. I had to be extremely precise and fast. Consider this: a Great White Shark can breach the water at speeds of up to 40 km/h (25 mph), launching several meters into the air. Now, imagine trying to capture that from a moving, shaking vessel, while holding the camera vertically. It was demanding, to
sea, cruising slowly at three knots around Seal Island. Our mission was to observe these magnificent creatures in their natural habitat. This time of year saw a boom in the seal population on the island, as many young were born. The adult seals would venture into the ocean at dawn, feeding to sustain their offspring. However, they did so with great caution, knowing that sharks lurked beneath the surface. One morning, as we watched a group of seals hesitating at the water's edge, it be- came clear that they were aware of the predators below. The seals couldn't see the sharks in the pre-dawn darkness, but the sharks could easily spot the seals' silhou- ettes above. Finally, one brave seal made the first leap into the water, and the others
say the least. I had to block out all discomfort - the pain in my muscles, the fumes, the ocean spray - and focus entirely on the viewfinder. There were no tools, no tricks, to tell me when the shark would breach. It required only stamina, concentration, pas- sion, patience, and a willingness to take risks. In the end, this approach paid off, and I managed to capture that elusive, powerful moment: a Great White Shark leaping out of the water in a stunning vertical breach, perfectly framed within the narrow confines of the shot. It was an image that reflected
followed quickly, swimming fast into the deeper waters. Sud- denly, there was a splash to our left, followed by another- sharks were already on the hunt, and it was only 6:20 a.m. Over the next three days, my guests and I spent the early hours hoping to capture the spectacular sight of a full breach on film. But predicting when and where a shark would breach proved to be nearly impossible. The unpredictability of these powerful creatures made it a daunting challenge. Our skipper, however, devised a clever plan to increase our chances. He fashioned a dummy seal from rubber and towed it behind the vessel, 20 feet out, on a thin fishing line. The idea was simple: lure a shark to take the bait, breach after the decoy, without causing harm to the shark jaws and hopefully catch the moment mid-air on camera.
not only the raw power of the shark but also the intense effort and commitment it took to docu- ment such a fleeting, magnificent sight. Nikon F4, 70 - 200mm. Provia film puhed to 200 ISO, f- 8.0 at 1/400 sec
contact Amos
PAGE SEVENTEEN | SCUBA DIVING INDUSTRY
TRAINING
Direct Supervision – When Definitions Really Matter – by Al Hornsby, owner, Al Hornsby Productions, Singapore Al is regarded as one of the industry’s most experienced risk management litigation executives.
water skill performance and evaluation, direct supervision requires the student to be accompanied underwater. Unfortunately, a number of fatalities and serious injuries in diving have occurred on dives requiring direct supervision, yet the divers were without such proximity and the watchful eye of a qualified dive professional. What hasn’t been so sur- prising, however, when the facts were considered, was that these serious accidents might occur in the first place, and the probability that lawsuits soon resulted. And when the cases are reviewed, it also is not surprising that defense of the dive professionals and businesses involved was extremely difficult, and that large settlements or judge- ments all too often resulted. Especially with introductory scuba participants, studies and records show clearly that the overall safety record is very good, with such dives actually having among the lowest probabilities of serious accidents and fatalities (less than certified divers, in fact). However, when intro divers are left alone, the picture can change – the records are clear that too many fatalities among introductory divers have occurred without the re- quired supervision of a dive professional, and the likelihood of resultant litigation has been extremely high – with defenses difficult in such situations. Even should an incident involve a surprise medical event, with the dive professional close to the victim, saving the diver may be possible through quick action – taking him or her to the surface where appropriate medical response could be ini- tiated. And even if the victim does not survive the medical issue, potential litigation defense would likely be centered around the unforeseeable medical problem, with the instruc- tor having done the best he or she could under the difficult circumstances… On the other hand, if the instructor was not directly super- vising, the instructor’s defense would be seriously compro- mised, with a debate among the medical experts brought in most likely to ensue as to whether the fatality was from a med- ical cause or from drowning while incapacitated. Beyond this, however, is the sad occurrence of people com- ing to us to experience the wonder and excitement of the in-
While industry standards and the indi- vidual standards of the various dive training organizations are very clear (and virtually identical) when it comes to the needs/requirements for direct supervi- sion, it is surprising the number of seri-
ous accidents and fatalities that have occurred during dives when direct supervision was clearly required but wasn’t being
provided. What isn’t so surprising is the number of expensive lawsuits that have resulted – especially when involving non –certified divers during various forms of introductory scuba dives.
As a concept and definition, direct supervision is actually quite simple, and industry standards are straightforward and clear: Direct Supervision. Visual observation and evaluation of student skill performance and student diving activities by an instructor or certified assistant. Direct supervision requires personal observation and evaluation of the performance of the skills required for certification. During under-
credible world we have discovered and made our own, and being short changed by a lack of proper supervision. This is a standard that offers zero tolerance – nothing less.
email Al
PAGE EIGHTEEN | SCUBA DIVING INDUSTRY
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BUSINESS EDU To Stop the Scroll - Use a Strong Hook to Create Marketing Messages that “Click” – by Cathryn Castle Garcia, Owner, ClearStoryCoach.com, The Azores Cathryn Castle Garcia is a writer, business strategist, & co-owner of C2G2Productions.com, a multimedia production company.
3, 2, 1. That’s it. You’ve got about three seconds to capture a potential customer’s attention. If you include video, you might gain another few seconds before your post gets lost in the scroll. Social media users create an estimated 1.1 billion pieces of content daily. This is why your tiny grain of
Attention-Getting Hooks The good news is you don’t need a psychology degree to write compelling marketing copy. Try using one or more of these hooks that are proven to provoke the brain’s limbic system and capture your customers’ attention. Curiosity. Curiosity creates an information gap that psy- chologically compels people. Our brains are hardwired to find answers, to solve problems, to seek closure. Examples of hooks that stimulate curiosity and compel your cus- tomers to pause and click include: “This one simple trick will make [x] easier.” ▪ “Learn the hidden benefit of [x] our customers rave ▪ about.” “Discover the real reason we sell out of ▪ [product/trip/course] within minutes.” “Want improved air consumption? Try this habit ▪ hack.” Authority. Expert validation is a shortcut to trustworthi- ness. Get your customers to accept and trust you, and they’ll feel comfortable doing business with you. Key elements of
sand on a vast stretch of beach – your brand’s marketing message – must sparkle and shine so it stands out. In addi- tion to captivating visual elements, your social media posts and email blasts need to lead with attention-grabbing head- lines that will stop the scroll. Simply put, you need a strong hook. What’s a Hook? A marketing hook is a compelling element within your marketing message, usually the title or main text, that cap- tures attention. It must generate interest and make potential customers pause and engage with your brand. The most ef- fective posts communicate their core message or hook at first glance. Remember, you’ve got three seconds. How Do Hooks Work?
authority hooks include spec- ifying expertise or relevance; suggesting the information challenges conventional wis- dom; focusing on actionable items rather than theory. Ex- amples of authority hooks in- clude:
We humans are fascinating creatures. Our complicated brains boil everything down to support our most basic in- stincts – to survive and thrive. What does this mean to mar- keting? Every social media
“Our pros share the mistakes you must avoid.” ▪ “We know what to look for – and what to avoid – ▪ when choosing a liveaboard.” “Learn proven tips for better buoyancy control.” ▪ “Marine biologist shares the truth about sharks.” ▪ Urgency. Time-bound opportunities trigger the brain’s limbic system to send out a scarcity warning which prompts a call to action. Sending your customers a time-sensitive message with a specific deadline is a compelling hook. It’s a
click we make is a direct result of a psychological stimulus that triggers the limbic system of our brain, the region that controls emotions, behavior, and survival instinct. The lim- bic system plays a big role in our purchasing decisions, which are rooted in how we want to feel – which is always “better” – healthier, more attractive, wealthier, smarter, and so on. If my articles only ever teach you one thing, let it be this: an effective marketing message must in some way answer the question, “How will you make my life better?” The job of marketing is to hook into our customers’ emotions. We’ve got to grab their hearts by the throats and give a gentle squeeze – because once they open their hearts, they open their wallets.
classic, but it works. Examples include: “Time’s running out. Buy now.” ▪
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