Meet the Pioneers - Paul Welling
Date: 19.06.25
From regional sales manager to President of Marine Systems, Paul Welling, has witnessed two decades of transformation in the maritime industry. In this candid conversation, he reflects on his journey with Trelleborg, sharing insights on leadership evolution, market cycles, and the changing landscape of marine infrastructure.
1. Congratulations on celebrating 20 successful years with Trelleborg! What initially drew you to join the company back in 2005?
The challenge of starting from modest beginnings, a fresh start, a new business culture, and new regions to operate in.
2. Looking back at your first role as a regional sales manager in Dubai, what stands out as your proudest achievement from those early years? Considering how that role was the starting point of your journey to eventually becoming President of Marine Systems, would you like to share some lessons you've picked up along the way?
Before you talk about success or pride, I think most learning experiences come from our mistakes, and I’ve made a few along the way, thinking I know what is best for our clients instead of listening. I’ve gone down the price rabbit hole a few times, thinking lower costs were the key rather than focusing on intrinsic client value.
On the journey from pure salesperson to manager, many thoughts go through your head, such as, 'When can I get back to selling and meeting clients?', 'More sales is the solution to all problems,' and 'When will fixing problems stop?' The reality is that managing those problems is a great part of your job, not a distraction from selling.
3. Your career has taken you from Dubai to Virginia and back again. How did these geographic transitions influence your leadership approach?
I would like to think that I’m open-minded and culturally adept, but with every trip or encounter, I learn something new. The learning process never stops, there’s always a hunger for more knowledge and experience. Listen to your team, not just about work, but about what makes them tick. Understand what drives them, what motivates them, both at work and at home.
Lead from the front. Lead by example. Easier said than done, but for me, it’s part of who I am.
4. Having witnessed various market cycles over 20 years, what principles have helped you navigate through challenging periods?
I’ve learned to look further ahead and make plans. It’s safe to say that 20 years ago, I had little or no strategic insight, I was living year to year with the business. Yes, strategic plans were made, presented, and filed away. But now, 20 years later, they form the backbone of our direction.
As for market cycles, they come and go. Periods of exceptional growth, like the one we’re experiencing now, are often followed by phases of market stabilization. With proper planning and clear communication, these transitions can be managed.
5. In your current role as President for Marine Systems, what aspect of the position do you find most rewarding?
There are two topics that are very close to my heart.
As a competitive person, performance matters, specifically business performance. Driving the business and the team toward ultimate goals is incredibly gratifying. The culmination of solid planning and execution, followed by seeing those goals or milestones achieved, brings both confidence and energy.
A very close second, something I’ve only come to fully appreciate at this stage of my career, is the personal development aspect. Coaching and supporting younger, driven professionals as they navigate the echelons of business and corporate development. I often think, 'If only I had that back in the day', a coach who genuinely had my best interests at heart.
6. How have customer needs in the marine fender and docking & mooring systems sector evolved over your two decades with Trelleborg?
Our clients’ needs are becoming more refined, with a clear focus on sustainability, business efficiency, and safety. The maritime sector had a 'cowboy' reputation for a long time; however, over the past ten years, it has evolved into a strong example of how to organize and run a successful, project-driven business.
7. How has Trelleborg's approach to sustainability transformed during your tenure, and how is it shaping the future of the solutions you’re driving?
Whilst global sentiment may shift a little to the left and a little to the right, Trelleborg has created an environment in which a strong drive for improved sustainability and reduction of carbon footprint exists on a constant, equally important path to that of commercial improvement.
8. What emerging trends do you believe will most significantly impact the marine industry in the next decade?
Digitization, automation, and sustainability. All three ensure better efficiency, higher safety, and a better environment.
9. After 20 years with Trelleborg, what continues to excite you about the future of the company and the industry?
The company is but a name, a good name with history, morals, and ethics, but it’s the people who matter. The team, the leadership, and the vision are truly what excite me about the future. It’s the freedom to develop strategy and growth plans, propose acquisitions that align with our goals, and work with a team of dedicated people/professionals to execute them.
10. If you could go back to 2005, what advice would you give yourself as a new regional sales manager?
Buy property in Dubai, it would have been a massive gain. Enjoy the ride, extend your vision, look further ahead.
11. As someone who has risen through various roles at Trelleborg, what advice would you give to newer team members looking to grow their careers with the company?
View your position as a career. Ask how you can grow, ask your manager to coach you. Growth starts with knowing where you are, your strengths and your weaknesses. That’s the knowledge base you need to begin.
12. Outside of your professional life, what personal interests or hobbies help you maintain balance?
I ride my dirt bike in the desert on a weekly basis, unless I’m travelling, with a group of enthusiastic riders who share the same hobby. I’m also a modest golfer.
The challenge of starting from modest beginnings, a fresh start, a new business culture, and new regions to operate in.
2. Looking back at your first role as a regional sales manager in Dubai, what stands out as your proudest achievement from those early years? Considering how that role was the starting point of your journey to eventually becoming President of Marine Systems, would you like to share some lessons you've picked up along the way?
Before you talk about success or pride, I think most learning experiences come from our mistakes, and I’ve made a few along the way, thinking I know what is best for our clients instead of listening. I’ve gone down the price rabbit hole a few times, thinking lower costs were the key rather than focusing on intrinsic client value.
On the journey from pure salesperson to manager, many thoughts go through your head, such as, 'When can I get back to selling and meeting clients?', 'More sales is the solution to all problems,' and 'When will fixing problems stop?' The reality is that managing those problems is a great part of your job, not a distraction from selling.
3. Your career has taken you from Dubai to Virginia and back again. How did these geographic transitions influence your leadership approach?
I would like to think that I’m open-minded and culturally adept, but with every trip or encounter, I learn something new. The learning process never stops, there’s always a hunger for more knowledge and experience. Listen to your team, not just about work, but about what makes them tick. Understand what drives them, what motivates them, both at work and at home.
Lead from the front. Lead by example. Easier said than done, but for me, it’s part of who I am.
4. Having witnessed various market cycles over 20 years, what principles have helped you navigate through challenging periods?
I’ve learned to look further ahead and make plans. It’s safe to say that 20 years ago, I had little or no strategic insight, I was living year to year with the business. Yes, strategic plans were made, presented, and filed away. But now, 20 years later, they form the backbone of our direction.
As for market cycles, they come and go. Periods of exceptional growth, like the one we’re experiencing now, are often followed by phases of market stabilization. With proper planning and clear communication, these transitions can be managed.
5. In your current role as President for Marine Systems, what aspect of the position do you find most rewarding?
There are two topics that are very close to my heart.
As a competitive person, performance matters, specifically business performance. Driving the business and the team toward ultimate goals is incredibly gratifying. The culmination of solid planning and execution, followed by seeing those goals or milestones achieved, brings both confidence and energy.
A very close second, something I’ve only come to fully appreciate at this stage of my career, is the personal development aspect. Coaching and supporting younger, driven professionals as they navigate the echelons of business and corporate development. I often think, 'If only I had that back in the day', a coach who genuinely had my best interests at heart.
6. How have customer needs in the marine fender and docking & mooring systems sector evolved over your two decades with Trelleborg?
Our clients’ needs are becoming more refined, with a clear focus on sustainability, business efficiency, and safety. The maritime sector had a 'cowboy' reputation for a long time; however, over the past ten years, it has evolved into a strong example of how to organize and run a successful, project-driven business.
7. How has Trelleborg's approach to sustainability transformed during your tenure, and how is it shaping the future of the solutions you’re driving?
Whilst global sentiment may shift a little to the left and a little to the right, Trelleborg has created an environment in which a strong drive for improved sustainability and reduction of carbon footprint exists on a constant, equally important path to that of commercial improvement.
8. What emerging trends do you believe will most significantly impact the marine industry in the next decade?
Digitization, automation, and sustainability. All three ensure better efficiency, higher safety, and a better environment.
9. After 20 years with Trelleborg, what continues to excite you about the future of the company and the industry?
The company is but a name, a good name with history, morals, and ethics, but it’s the people who matter. The team, the leadership, and the vision are truly what excite me about the future. It’s the freedom to develop strategy and growth plans, propose acquisitions that align with our goals, and work with a team of dedicated people/professionals to execute them.
10. If you could go back to 2005, what advice would you give yourself as a new regional sales manager?
Buy property in Dubai, it would have been a massive gain. Enjoy the ride, extend your vision, look further ahead.
11. As someone who has risen through various roles at Trelleborg, what advice would you give to newer team members looking to grow their careers with the company?
View your position as a career. Ask how you can grow, ask your manager to coach you. Growth starts with knowing where you are, your strengths and your weaknesses. That’s the knowledge base you need to begin.
12. Outside of your professional life, what personal interests or hobbies help you maintain balance?
I ride my dirt bike in the desert on a weekly basis, unless I’m travelling, with a group of enthusiastic riders who share the same hobby. I’m also a modest golfer.