25
August
2025
Outlook

“Innovate or regress”: Gitana Team, the art of planning ahead and navigating uncertainty

At the crossroads of the winds: sailing joins macroeconomics to face a world in transition.

At the Edmond de Rothschild Monaco conference, held last July at the Monte-Carlo Bay, Charles Caudrelier, skipper of the Gitana Team, and Cyril Dardashti, its Managing Director, shared their vision of managing uncertainty — a key issue in both ocean racing and the economic world. On this occasion, Gérard Ohresser, CEO of Edmond de Rothschild Monaco, took on the role of interviewer. Here are some highlights from the discussion.

Gérard Ohresser: You had the fastest boat in the world, the Maxi Edmond de Rothschild. Why did you decide to sell it to build another one, when it had remained the benchmark in its category since its great victory in the Arkea Ultim Challenge, the solo round-the-world race?

Cyril Dardashti: Between its launch in 2017 and its recent sale, the Maxi Edmond de Rothschild evolved considerably. It was no longer the same boat as when it started out, thanks to the constant improvements we made to it. In our line of work, competition means we can never rest on our laurels. If we stop, we regress.Building a new boat is not an admission of limitations, it’s a strategic choice. We know that the competition continues to improve. To win tomorrow, we must stay ahead. With the experience we’ve gained on the Maxi Edmond de Rothschild, we’ve identified many areas for improvement. And thanks to the boldness of Ariane de Rothschild, who agreed to take on this new challenge despite the risks, we have been able to launch this project. It’s a state of mind: anticipating, moving forward and constantly innovating.

G.O: Charles, meteorological uncertainty is inherent in your profession. But is global warming exacerbating these uncertainties?

Charles Caudrelier: Yes, definitely. Since I started out, weather models have improved a lot, but in recent years their reliability has declined. And we think this is partly due to global warming. For example, during an attempt at the Jules Verne Trophy, we were looking for a weather window to leave Brest and reach the Cape of Good Hope in ten to twelve days. But the water temperature in the South Atlantic was five degrees higher than usual. Normally, low-pressure systems form in this area, off the coast of Latin America, due to the contrast between cold air from the south and warm air from the north. But that year, the warmer water prevented sufficiently strong low-pressure systems from forming. We waited the whole season without ever finding the ideal window. This perfectly illustrates the reality: global warming can have an impact on our sport.

How do you deal with this uncertainty during the race?

Charles Caudrelier: Offshore racing is a constant mix of risk and uncertainty. A weather strategy is based on forecasts, but beyond three or four days, their reliability drops to 70%, and to 20-30% beyond a week.Uncertainty doesn’t just come from weather models. It’s also in the reality of the wind and the sea. For example, a model may predict 20 knots of wind, but a squall can bring it up to 30 knots. In that case, I have to reduce the sail area to ensure the safety of the boat, which slows down my average speed. The sea state is also a determining factor. With 20 knots of wind and a flat sea, I can theoretically reach an average speed of 35 to 40 knots, but in rough seas, I immediately lose 5 to 10 knots. And none of this can be calculated accurately by any model. Finally, contrary to what some people think, human experience remains irreplaceable. Software calculates optimal trajectories, but only an experienced sailor can factor in all these unforeseen parameters to choose the best option.

You won the Arkéa Ultim Challenge, the toughest race in the world. What were the key factors in your victory?

Cyril Dardashti: The Maxi Edmond de Rothschild was the oldest of the flying boats in the race, but also the most reliable. This reliability was based on the experience accumulated by the technical team during the boat’s eight years of operation, but also, of course, on Charles’s experience and his ability to push the Maxi Edmond de Rothschild to 100% of its potential. We therefore sought to anticipate every possible problem, with solutions and procedures ready in advance.Beyond the technical aspect, a solo round-the-world race is also a huge logistical challenge. For example, we identified all the ports where we could stop in case of damage, because a boat of this size cannot dock everywhere.It is this methodology that has allowed us to approach the race with confidence, despite the risks inherent in a solo round-the-world race.

Charles Caudrelier: Yes, and you also have to accept that every day brings its own set of problems. It is often said that a round-the-world race is one problem a day. The key is to identify the ones we can solve on our own and the ones where we absolutely must avoid making any mistakes.I remember a specific example: at the start, I didn’t want to take any spare battens for the mainsail, because I didn’t think I could replace them on my own at sea. In the end, the team took them on board despite my opinion. They didn’t serve their original purpose, but they saved the race:

🔹 I used pieces of them to repair a damaged front arm fairing after only four days of racing.

🔹 Then, when my mainsail tore in its maximum tension zone (17 tonnes), I used the leftover battens to cobble together an unprecedented repair, which allowed me to continue the race for a fortnight until the finish, when in theory such a tear would have required a technical stop, meaning the loss of many miles and possibly my lead.

Charles, collegial decision-making exists in business, but you are alone. Is that an advantage or a hindrance?

When sailing solo, I work with a shore team that plots my course based on the weather. My role is to optimise performance, stay focused and rested. Trust between us is essential. With a crew, it’s different. Decision-making can be hampered by ego or doubts. I’ve had a crew that was as good as PSG, but a lack of mutual trust created a negative atmosphere and poor results. On the other hand, I’ve led a mixed French-Chinese crew where trust and listening led us to victory, despite significant sporting constraints.

How do you manage fatigue to avoid mistakes?

Charles Caudrelier: Sleep is key. I’ve worked hard on this, particularly by installing comfortable mattresses, even though they add weight. Sleeping quickly and well is vital. However, despite these strategies, fatigue remains an enemy: on the last round-the-world race, I made three big mistakes due to a lack of sleep. When you’re alone, how you manage your rest determines your performance.

Cyril Dardashti: Charles is so demanding of himself that he often goes too far. He doesn’t realise it. Sometimes we have to insist: ‘Charles, you need to sleep now.’ And he replies, “No, no, I’ve already slept.” Even though his emotional state and tone of voice show that he’s exhausted. Our role is also to make sure he stays clear-headed.

What are your goals for Gitana 18, the future Maxi Edmond de Rothschild, over the next 18 months?

Charles Caudrelier: The launch is scheduled for this autumn. With the previous Maxi Edmond de Rothschild, it took us two years to make it a global benchmark. For this new Maxi, our goal is the Route du Rhum in November 2026, one year after its launch. We want to defend our title and aim for victory, even though this boat incorporates many innovations. We are still in the early days of offshore flying. Just seven years ago, before the Maxi Edmond de Rothschild, boats didn’t fly offshore!

Cyril Dardashti: We put the pressure on ourselves. We are competitors at heart. The Route du Rhum is a major goal: it would be a double for Charles and a triple for Gitana. The whole team is extremely motivated and focused on meeting this challenge, despite its difficulty.

🔹 ‘Sailing is about anticipating the unpredictable. Confidence, humility and preparation are our best weapons in the face of uncertainty, both at sea and in the global economy.’

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