42 FOGHORN REGULATORY REPORT restaurant: the bottom line is real, and it matters. Programs that don’t make financial sense simply don’t get implemented, no matter how well-in- tentioned they are. Good regulatory and safety/security programs must be economically viable to be effective. If they’re too burdensome or costly to adopt, they fail the very members they’re meant to serve. Looking ahead, my focus in this role will be on advancing PVA’s Regula- tory Committee efforts and program offerings in ways that create sustain- able, enduring value for the mem- bership. Underpinning that work is a philosophy I’ve held throughout my career, having seen it from both sides: the Coast Guard’s role is to establish and maintain high standards and reg- ulations, and to verify that members are meeting them. Compliance and safety, however, are owned (#ownit) by the operators, and that distinction matters. It means the most valuable thing PVA can do is equip members with the knowledge, tools, and pro- grams they need to own their com- pliance confidently and completely. That means developing structures and programs that are practical to imple- ment, grounded in operational reality, financially sound, and designed to stand the test of time, not just respond to the regulatory and policy whims. I believe the best programs are the ones members actually use, because they make sense and deliver clear, tangible benefits. That will be my north star: building things that work for you, not just things that sound good and look good on paper. I’m genuinely excited to be part of the PVA team in this new capacity. Please don’t hesitate to reach out; I look for- ward to getting to know more of you and serving this community well. Programs that don’t make financial sense simply don’t get implemented, no matter how well-intentioned they are. Good regulatory and safety/security programs must be economically viable to be effective.
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