Lessons from a life in towage: Moran Towing's Ron Droop 

Ron Droop is Moran Towing’s senior vice president, managing the US company’s vessel manoeuvring and docking operations in ports along the US East and Gulf Coasts.

He joined the Connecticut-headquartered owner after graduating from Maine Maritime Academy with a degree in marine transport in 1989 and has risen up the ranks to become one of the most senior and experienced people in the company. 

In November 2025, Mr Droop discussed his experiences and lessons learned from managing fleets of towboats, tank barges, offshore towage and harbour tugs through his long career to International Tug & Salvage, answering the questions posed below.   

My entry into the tug and towage industry 

After earning a bachelor’s degree, I pursued a career aligned with my strengths. When opportunities were limited, I connected with Moran’s home office in Greenwich, Connecticut, and, following a successful interview, joined its operations team managing an inland fleet of tank barges.

My choice to work at Moran shaped my career, allowing me to take on diverse roles across the company and country.

Today, I am senior vice president of ship-assist operations, overseeing Moran’s ship docking activities along the US East and Gulf Coasts.

My best moment in towage 

My most rewarding moment was personally and professionally growing while in Savannah, Georgia, as vice president and general manager from 2004-2017.

This was the fastest growing port for expansion in the US and required tugboat companies to be a stakeholder and partner to ensure its success.

The operation required adding and improving assets, managing and increasing mariners, building a new facility and representing Moran to customers and the community. Managing the quick and expansive growth with a dedicated team was fulfilling.

Every decision was made with our shoreside staff and crews in mind, focusing on both operational safety, efficiency and improving our team’s working lives. What gives me the most pride is seeing the operation flourish and knowing it makes a difference to the people who are part of it. 

My worst moment in towage 

If a team member does not meet expectations, I consider it important to identify the underlying reasons and seek improvements for future outcomes.

Managing people involves providing care and guidance and presents challenges in supporting all individuals to achieve their highest potential.

When underperformance occurs, the focus shifts to assessing and enhancing the environment and leadership practices to enable overall team success. 

My biggest achievement 

My proudest achievement is seeing those I hire advance in their careers. Watching team members gain confidence and leadership makes all the effort worthwhile.