Marshall Spevak of Battleship New Jersey: Lessons I Learned From Last Year To Take Our Organization to the Next Level in 2025
An Interview With Chad Silverstein
Trust your team. I leaned heavily on our senior staff during dry dock planning. Their expertise was invaluable, and our success is a testament to their professionalism.
This series aims to discuss the experiences and lessons learned by top executives over the past year, and how these insights are shaping the landscape for change and innovation in 2025. The past year has been a time of unprecedented challenges and opportunities, requiring adaptive leadership and innovative strategies. We believe that sharing these experiences can inspire and guide others in their endeavors to drive positive change in their organizations and industries. I had the pleasure of interviewing Marshall Spevak.
Marshall Spevak is the Chief Executive Officer of the Battleship New Jersey Museum & Memorial — the most decorated Battleship in the nearly 250-year history of the United States Navy. A native of South Jersey, he has been deeply involved with the organization since joining its Board of Trustees in 2016, later serving as Board Chairman from 2020 to 2023. Before leading the Battleship, Spevak served as Chief of Staff to Members of the State Legislature and in senior roles at prominent government relations and public affairs firms. A graduate of Syracuse University’s Maxwell School, he has been recognized for his leadership in veterans’ causes and community engagement, earning honors such as South Jersey Biz’s “Top CEO” distinction.
Thank you so much for doing this with us! Can you share a little about your background and what pivotal moments led you to your current position as an executive?
I was raised in a patriotic, community service-oriented household. We supported veterans and active-duty military personnel, especially after 9/11. I was fortunate to grow up surrounded by veterans who helped shape my understanding of serving something greater than myself.
Professionally, my background is rooted in politics and government in New Jersey and Washington, D.C. Those two worlds intersected when I joined the Board of Trustees for the Battleship New Jersey. I was elected Board Chair two weeks before the COVID-19 shutdown in 2020. I spent the next three years working overtime helping navigate the organization through the unprecedented pandemic challenges. When our previous CEO retired abruptly, the Board asked me to step in as we began planning the ship’s long-overdue dry docking. It’s been a journey ever since.
What were the early challenges you faced in your career, and how did they shape your approach to leadership?
For much of my career, I worked on high-pressure political campaigns and in governmental roles where scrutiny was constant, and the stakes were high. I quickly learned that every word counts, execution is key, and integrity is everything. Those lessons have stayed with me and influence my leadership style today: transparent communication, high standards, and accountability.
We often learn the most from our mistakes. Can you share one that became a valuable lesson?
While holding prior leadership positions at various points in my career, I didn’t appreciate my own power to set organizational standards and improve office culture.
In one instance, I stayed quiet and avoided conflict with a superior rather than speaking up to improve conditions for the whole organization. Looking back, I regret not being more vocal and assertive about what was right.
That experience profoundly shaped my leadership style. I learned how critical it is to lead with ethics, respect, and clarity. I carry those lessons daily, hoping our crew feels supported.
As an executive, how do you define success — both personally and for your organization?
For me, success is multi-dimensional. It’s about financial health, team morale, exceptional visitor experiences, and maintaining a product that reflects our values and mission. It’s about building something enduring, staying true to our purpose, and empowering others to thrive while doing work that matters.
Reflecting on 2024, what was the most unexpected challenge you faced, and how did you navigate it?
In 2024, we dry docked the Battleship New Jersey for the first time in nearly 35 years. It was the first time ever as a museum, rather than as a commissioned Navy ship. This meant that I was ultimately responsible. It was a historic and logistically complex undertaking. The greatest unknown was what we would find beneath the ship once it was out of the water. What was the condition of the hull? What would the repair costs look like over what we had already budgeted? In the face of the unknown, we prioritized preparation and collaboration, which paid off.
What was a significant risk you took this year, and how did it turn out?
The dry docking itself was a major risk. The ship hadn’t moved in 25 years, and many things could’ve gone wrong. I knew what I didn’t know, which allowed me to lean on an incredible team — our staff, consultants, advisors, and Battleship veterans.
One bold move was launching immersive dry dock tours. Visitors weren’t walking the decks; they were walking between the 302 keel blocks on top of which sat the 45,000-ton, WWII-era Iowa-class battleship. It was a gamble — we didn’t know if people would show up. And if they did show up, we had to ensure their safety and a worthwhile experience. We joked that selling out every tour would mean $1 million in revenue. Ultimately, we exceeded that, bringing in nearly $1.5 million and welcoming guests from across the globe. It was a resounding success.
How has your organization’s mission impacted its success, and how do you evaluate its impact?
Our mission is complex. We’re an educational center, a living memorial, and a museum dedicated to honoring our veterans. Everything we do is grounded in that mission.
Our metrics include both financial and mission-driven metrics. The ultimate measure of success is whether we hit our marks on the revenue sheet while remaining true to our purpose. We also track community engagement and visitor satisfaction to ensure we’re making a meaningful difference.
Have you ever had to choose between purpose and profitability? How did you handle it?
Absolutely. We consistently prioritize veterans and active-duty military by offering steep discounts and hosting events tailored to their communities. It affects the bottom line, but we do our best to honor our commitment.
At the same time, I welcome disagreement and healthy debate among our crew about our direction. Everyone has a voice. But once a decision is made, we expect the team to move forward united and focused.
How have these top five lessons from 2024 changed your outlook or approach for 2025?
- Trust your team. I leaned heavily on our senior staff during dry dock planning. Their expertise was invaluable, and our success is a testament to their professionalism.
- Know what you don’t know. I’ve always coached leaders to say if they don’t know the answer to something, say it, and then learn and follow up. Pretending is never the answer. I wasn’t a dry docking expert, but I knew that consistent forward moving leadership was required to assemble and empower the right people to do the job.
- Cash management is everything. Millions were moving weekly. We had to stay razor-sharp with budgeting and ensure smooth operations alongside the dry dock process.
- Believe in your product. We bet big on our dry dock tours — and it paid off. Visitors came from across the globe for this once-in-a-lifetime experience.
- Invest in storytelling and visibility. Our drone footage, photography, and social media presence turned a complex engineering effort into an emotional, historical, and patriotic narrative. That connection was powerful.
How have these lessons influenced your strategy for 2025?
The dry docking was a career highlight and a major milestone for the Battleship. It reinforced that people care deeply about our mission. Now, it’s about capitalizing on that momentum — whether through programming, curation, guest services, or fundraising. We’ve proven the demand exists. Now, we need to rise to meet it.
What innovations are you implementing in 2025 to secure the organization’s future?
In 2024, we returned to the fundamentals: creating an organizational chart, standardizing titles, and launching annual performance evaluations. These changes might seem basic, but they laid the groundwork for greater efficiency, accountability, and growth. We’re now positioned to scale in a smarter, more sustainable way.
How do you foster a culture of continuous learning and improvement?
It starts with morale. When people believe in the mission and feel valued, they’re motivated to grow and improve. I’m fortunate to lead a team that shows up every day with passion and purpose. The Battleship is more than just a workplace; for many, it’s a calling.
What emerging trends will shape your industry in the year ahead?
Guests are looking for experiences. We have that in spades at the Battleship. People don’t just want to observe, they want to participate. Our museum is built for that. From walking into the 16” gun turret to using the actual communications gear sailors once used, our guests are immersed in history. That level of interactivity is what today’s audiences crave — and we deliver it like no one else.
If we talked again a year from now, what would success look like?
Success in 2025 means a stronger financial outlook and clear momentum across all areas — operations, fundraising, and engagement. I hope we’ll look back and say we didn’t just maintain our progress — we accelerated it.
How can readers follow your work or get involved?
We’re active across all major social platforms — join the conversation! Our YouTube channel has over 270,000 subscribers who tune in for exclusive behind-the-scenes content. And everything you need is at www.battleshipnewjersey.org.
This was great. Thank you so much for the time you spent sharing with us.
About the Interviewer: Chad Silverstein is a seasoned entrepreneur with 25+ years of experience as a Founder and CEO. While attending Ohio State University, he launched his first company, Choice Recovery, Inc., a nationally recognized healthcare collection agency — twice ranked the #1 workplace in Ohio. In 2013, he founded [re]start, helping thousands of people find meaningful career opportunities. After selling both companies, Chad shifted his focus to his true passion — leadership. Today, he coaches founders and CEOs at Built to Lead, advises Authority Magazine’s Thought Leader Incubator.
Marshall Spevak of Battleship New Jersey: Lessons I Learned From Last Year To Take Our Organization… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.