There’s a buzzword echoing across industries today: data. 

It’s what powers innovation, drives policy and fine-tunes performance. But in aquaculture, fisheries, and maritime workforces, data is often the piece we overlook until it’s too late. As conversations swirl around boosting domestic seafood production and securing the future of U.S. aquaculture, we must ask ourselves a fundamental question: Do we actually know who makes up our workforce and what they need to thrive?

On April 17, the Trump administration issued an executive order (EO) on “Restoring American Seafood Competitiveness.” The order’s emphasis on regulatory streamlining, domestic production and market expansion made headlines – and for good reason. It marked a renewed interest in strengthening the U.S. seafood sector at a federal level. Yet, nestled between the language of trade policy and permitting reform, there was a critical missing component that stood out to me in order to make all this possible: workforce development.

Now, let’s be real. While the EO may have signalled action, I have an inkling that it didn’t exactly come from a place of deep contemplation on inclusive workforce planning or robust data collection. 

But here’s the thing: we don’t have to wait for federal guidance to do what’s necessary for our industry. If anything, I see this moment as a call for the aquaculture community to take matters into our own hands – to look within, listen closely, and lead with the insight that only data can provide.

We can’t improve what we don’t measure

As the U.S. aquaculture sector matures, its future depends on more than expanded production – it depends on structure, transparency and a clear understanding of the people behind the work. To support this evolution, Minorities In Aquaculture (MIA) is preparing to launch the 2025 Workforce Development Survey, a foundational step toward building a smarter, more inclusive workforce strategy.

This survey won’t be about surface metrics like job titles or headcounts. Instead, it will aim to capture the full landscape of experience, skill and aspiration across two essential groups: those leading the industry and those preparing to shape its future.

We’ll engage with:

• Industry leaders – from employers and policymakers to nonprofit and academic partners – who define today’s standards and expectations.
• Emerging professionals – students, career-changers, and new talent, particularly from underrepresented communities – who bring fresh energy and new perspectives.

By placing these voices side by side, the survey will help reveal both areas of alignment and points of disconnect – insights we’ll use to guide program design, training models and policy recommendations. 

Rather than relying on outdated assumptions about readiness, we’ll ask: What skills do employers actually value? Are our systems preparing people for success – or just checking boxes?

This initiative will also help surface ongoing equity gaps: limited mentorship, geographic barriers and systemic bias that still limit access to opportunity. These patterns can’t be dismantled without first being named – and that starts with better data.

As the federal government calls for scaled-up seafood production, we’ll be working to ensure that workforce development keeps pace – not in numbers alone, but in relevance, access, and impact. Planning for the future means asking better questions now – and building the tools to answer them.

From pipeline to pathways

Workforce development isn’t just about recruitment, it’s about building systems that support long-term success, growth, and leadership. 

The data we plan to collect through the 2025 MIA Workforce Development Survey will go far beyond surface-level metrics. It will help us design learning environments that empower diverse individuals, ensure mentorship is culturally responsive, and validate the lived experience that too often goes unrecognized.

We’re focused on more than checking diversity boxes or expanding pipelines – we’re focused on creating an entire ecosystem that actually works for people. From onboarding to advanced leadership training, we must build structures that are adaptable, affirming, and deeply inclusive. One-size-fits-all training programs won’t cut it. We need educational models that respect the varied ways people absorb knowledge, apply skills, and contribute to the sector.

And that includes people entering through nontraditional paths. Some may shift into aquaculture from agriculture, hospitality, or other environmental work. Others bring generational wisdom, entrepreneurial grit, or deep-rooted community stewardship. These assets carry real value – and it’s time our systems reflect that. When we validate this range of experience, we not only expand our talent pool – we strengthen the industry’s resilience.

We also have to acknowledge structural challenges. Where are the gaps? Where is access missing? What prevents someone from moving from entry-level to leadership? 

This kind of data will help map career trajectories, target resources, and reduce attrition by making advancement more transparent and attainable.

A data-informed path forward

And let’s not forget the big picture. The executive order on “Restoring American Seafood Competitiveness” set ambitious goals: faster permitting, expanded domestic production, and stronger global positioning. But these goals won’t mean much without a workforce that’s ready, relevant, and supported. 

Data will show us where the labor shortages are most acute, where training infrastructure is lacking, and how career mobility can be strengthened across the board.

Certification systems are another piece of the puzzle. If our current credentialing pathways are too rigid, expensive, or disconnected from real-world job needs, they’ll continue to be barriers instead of bridges. Our data will help pinpoint these pain points and guide reform that’s responsive to both worker and employer needs.

In short, we don’t just need a pipeline – we need a map. A map that reflects the real, nonlinear journeys people take. A map that shows alternate routes, ladders, and launching pads. And most importantly, a map that helps us build a future where diversity, equity, and innovation aren’t just ideals – they’re industry standards.

The EO gave us momentum. Now it’s up to us to make it meaningful.

Imani Black is an aquaculture professional, aquaculture advocate, and industry trailblazer with a decade of experience in oyster farming and hatchery management across Maryland and Virginia. As the founder of Minorities In Aquaculture and a graduate with a Master’s degree in Ecological Anthropology from the University of Maryland Center for Environmental Science, she is dedicated to fostering workforce inclusivity and equity through mentorship, education, and advocacy. (imanib@mianpo.org / www.mianpo.org / @imaniiiblackkk)