‘Malta could be an important logistics hub in Europe’ – EuroBridge CEO David Abela

Taking the helm at EuroBridge aged just 22, David Abela became one of Malta’s youngest managing directors. Twenty-five years later, he leads a logistics operation that employs more than 50 people and has expanded internationally. In 2026, David is preparing to launch a groundbreaking customs facility, leverage the company’s new custom-built headquarters and continue a digital transformation poised to make EuroBridge the first fully digitalised company in the sector.

Over two decades ago, David Abela thought he would take the shipping world by storm. Fresh from acquiring a major stake in EuroBridge at 22, he was armed with youthful confidence and minimal business experience, but reality delivered a swift education. “I was young, immature, inexperienced, and arrogant for my age,” he admits. “Reality soon put me in my place.”

The first three years were brutal, David recalls. “It was a steep learning curve, but that’s when you learn the most.” The unofficial mentors he met along the way proved pivotal. “I was open about my difficulties, so there were people ready to guide me. I listened and grew. The older I got, the humbler I became about my capabilities. I realised that I’m not good at everything and need help.”

Humility arrived through hard lessons, including a physical breakdown. “I used to work up to 14 hours a day, which isn’t sustainable,” he says. “We might manage it for a couple of days or weeks, but after a few years of doing that, my body gave way.”

The experience reshaped his definition of leadership. “I learnt the hard way that leadership is about inspiring those around you and mentoring them to perform better, rather than constantly pushing. You learn to take the focus off yourself and realise that your ability to delegate is critical.”

With delegation such a central part of David’s ethos, having an exceptional team is paramount. “You must employ the right people, then keep up with them. Let them be free to do their work, while supporting them with a clear company vision, purpose and culture,” he explains. “Through regular meetings, we can innovate and push industry boundaries together.” This passion for the work helps David keep his edge in “an industry that is constantly changing. There are always new opportunities.”

David’s aptitude for change and eye for innovation are key assets as he leads EuroBridge through Malta’s dynamic logistics sector. Established in 1995 as a freight forwarder focused on Italy-Malta routes, the company has evolved into a comprehensive logistics provider moving cargo globally.

Unusual in modern logistics, EuroBridge’s defining characteristic is its asset-heavy model, with more than 60 trailers and its own warehousing – a strategy born of necessity. “The asset-light model is barely used in Malta, as most larger companies like ours must remain asset-heavy to sustain growth,” David explains. “EuroBridge grew six- or sevenfold over the past decade, but suppliers couldn’t keep up with us. I found myself pushing suppliers or trying to find new ones to maintain our customer service levels. I invested in assets and in my people to guarantee service quality and maintain control. We’re not at the mercy of external suppliers.”

Strategic selectivity helps him manage these assets. “We subcontract everything abroad,” he shares. “Malta is a small country with few providers, so it makes more sense to invest in assets here. Overseas, if a supplier can’t deliver, we can easily find an alternative.”

Over the past five years, David has become accustomed to restructuring operations to meet the company’s changing needs. Recognising EuroBridge’s exponential growth – expanding by 20 to 30 per cent annually for more than a decade – he appointed another CEO to help manage the 50-strong team. However, the arrangement did not work as planned, so David resumed the CEO role alongside his position as Managing Director.

EuroBridge’s first international expansion brought similar adjustments. “We opened a branch in Italy, so I appointed a Head of Operations to oversee operations in both Malta and Milan,” David explains. “It proved too large a remit for one person, so in the second quarter of 2025 we split the responsibilities between overseas and domestic. It’s working well.”

To support his role as CEO, David also appointed a new four-member C-suite to function as a board. As they settle into their roles, he says, he has greater capacity for strategic thinking. “While I’m available to mentor and inspire them, delegating day-to-day tasks gives me more time to focus on business development.”

He has retained firm control over certain areas, including EuroBridge’s financial operations. “I know where we’re competitive and understand what the business needs, so I’m best placed to make the company’s financial decisions.”

The growing team also prompted further consolidation in 2025, with a move into new, custom-built headquarters in Qormi from EuroBridge’s former base in Ħal Far. The facility houses administration and long-term warehousing, while fast-moving cargo is handled at a state-of-the-art facility just 500 metres away.

Cloud-based services enable real-time integration across sites, including the Milan operation. “Thanks to advances in technology, it’s like working under one roof, with communication and updates happening in real time,” he notes. The new headquarters has also strengthened company culture through greater recognition of individual roles. “We organise regular ‘a day in each other’s shoes’ days, when warehouse staff spend time in the office and vice versa, to better understand each other’s roles and perspectives.”

The numbers reflect sustained momentum. “We rose from €10.8 million in turnover to almost €12.5 million by the end of 2025 – a 16 per cent increase. In 2026, we aim to maintain that pace, targeting €14.5 million by year-end.”

Supporting this ambition is a breakthrough David has pursued for nearly a decade. Through its Authorised Economic Operator (AEO) certification, EuroBridge will become a trusted EU customs partner and the first company in Malta able to unload goods from non-EU states directly into its own warehouse, rather than via a customs-controlled area.

The implications extend beyond EuroBridge. “The customs control area is in Ħal Far, but processing customs through our new central location means we can be extremely efficient in deliveries and workflow.” The development also supports sustainability – another priority for David, exemplified by his recent purchase of four new electric forklifts for the Qormi warehouse. “If other companies follow suit and become AEO-certified, it would reduce traffic and pollution on our roads. It could be game-changing for both the industry and Malta.”

Another milestone in 2026 will help realise David’s long-term goal of digital transformation for EuroBridge. “Although we’ve been paperless for years, we’re currently investing in a new IT system that will enable automation and give customers full visibility of their shipments. We want to be the first fully digitalised company in our sector. Above all, digitalisation will ensure we stay efficient. Efficiency is key. It’s what makes or breaks a company.”

Local investment in efficiency, David believes, could elevate Malta’s logistics sector internationally. “Malta could be an important logistics hub in Europe, but many don’t recognise its potential. Investing in better systems and efficiency is a hugely underestimated opportunity.”

His advice to the national business community is unequivocal. “Be braver – less of a businessperson and more of an entrepreneur. Invest in something beyond property that can make a difference to your company, your life, your family, and your community. With bravery, collaboration and efficiency, anything is possible.”

This article is part of the serialisation of 50 interviews featured in Malta CEOs 2026 – the sister brand to MaltaCEOs.mt and an annual high-end publication bringing together some of the country’s most influential business leaders.