jonathan nelson yacht

RI billionaires club a lonely place. See who's a member.

Meetings of the Rhode Island billionaires club would not be very crowded affairs.

The Ocean State has only one resident billionaire, though a couple more of the uber rich have ties to the state, so they might be allowed into club meetings.

Jonathan Nelson, of Providence Equity Partners, is worth $3.1 billion and lives in Providence, according to the 2023 Forbes list of billionaires worldwide .

Forbes says that he founded Providence Equity in 1989, was CEO until 2021 and is currently executive chairman. His firm has invested in more than 170 companies, many in the media, communications, education and information industries, according to forms.

Alahverdian on 'Dateline': 'Dateline NBC' to cover story of RI fugitive Nicholas Alahverdian. Here's the story.

According to Stacker.com , a data journalism organization that has examined the Forbes list of more than 2,540 billionaires worldwide, Nelson is the only one who lives in Rhode Island.

But here are others that might not be kicked out of the Rhode Island billionaires club meetings:

Larry Ellison, chairman and co-founder of software giant Oracle, ranks No. 4 worldwide on the Forbes list (behind fashion and retail magnate Bernard Arnault, Tesla and SpaceX chief Elon Musk and Amazon founder Jeff Bezos) with a net worth of $107 billion. He owns several mansions in Newport.

Real estate sales: Want a home with water views in Portsmouth? It may cost you a million dollars

Two others have ties through the sports teams they own, which, while not actually located in Rhode Island, are part of the state's culture: Robert Kraft, owner of the New England Patriots, worth $10.6 billion, and John Henry, owner of the Boston Red Sox, worth $4 billion.

NELSON Vitters Shipyard

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A Summary of Sailing Yacht NELSON

The sailing yacht NELSON is a superyacht of ample proportions. This 43 m (141 foot) luxury yacht was built by Vitters Shipyard Bv in 2004. NELSON was formerly named the project or yacht name Gimla. Superyacht NELSON is a superb yacht that is able to accommodate up to 8 people on board and has a total of 8 crew. The naval architect which delivered her drawings in respect of this ship was Dubois Naval Architects. Rhoades Young Ltd was the designer which over saw this boat's interior styling.

Build & Design of Luxury Yacht NELSON

The yacht's general design work came from Dubois Naval Architects. The professional naval architecture drawings are a creation of Dubois Naval Architects. Sailing Yacht NELSON received her stylish interior designing from the interior design firm of Rhoades Young Ltd. Built at Vitters Shipyard Bv the vessel was fabricated within the Netherlands. She was officially launched in Zwartsluis in 2004 before being transferred to the owner. A fairly large area is brought about with a widest beam (width) of 8.77 m / 28.77 feet. With a 4.2m (13.78ft) draught (maximum depth) she is deep. The material aluminium was used in the building of the hull of the sailing yacht. Her superstructure over the hull is created with the use of aluminium. Over the deck of NELSON she is 35.2 (115.49 ft) in length. In 2008 further refitting and updating was in addition performed.

Engineering & Speed For S/Y NELSON:

The main engine of the ship produces 820 horse power (or 603 kilowatts). Her total HP is 820 HP and her total Kilowatts are 603. Coupled to the NELSON engines are a single screw propeller teinbridge.

Superyacht NELSON Has The Following Guest Accommodation:

Having cabins for a maximum of 8 visiting passengers spending the night, the NELSON accommodates them in style. Normally the vessel carries around 8 able crewmembers to maintain and sail.

A List of the Specifications of the NELSON:

Miscellaneous yacht details.

The yacht was supplied with Heinen & Hopman air conditioning system. This sailing yacht has a teak deck.

NELSON Disclaimer:

The luxury yacht NELSON displayed on this page is merely informational and she is not necessarily available for yacht charter or for sale, nor is she represented or marketed in anyway by CharterWorld. This web page and the superyacht information contained herein is not contractual. All yacht specifications and informations are displayed in good faith but CharterWorld does not warrant or assume any legal liability or responsibility for the current accuracy, completeness, validity, or usefulness of any superyacht information and/or images displayed. All boat information is subject to change without prior notice and may not be current.

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The Private Equity Firm That Grew Too Fast

By Julie Creswell

• April 24, 2015

Jonathan M. Nelson, the billionaire media mogul and founder of Providence Equity Partners, enters the room — limping.

The brace on his right leg is a souvenir from his private equity firm’s annual ski outing to Alta, Utah. Mr. Nelson ripped his A.C.L. while heli-skiing. Because Masters of the Universe never just trip.

It has been a bumpy few years for Mr. Nelson and Providence. In February, one of the firm’s biggest investments, the security screener Altegrity, filed for bankruptcy in the face of fraud accusations. Providence had its entire $800 million stake wiped out, the largest loss in the firm’s 26-year history.

Altegrity was the latest in a string of bad bets for the firm. Last summer, it lost its entire $460 million investment in a for-profit college company after that company faced multiple investigations. Hundreds of millions of dollars were erased when the film studio Metro-Goldwyn-Mayer went bankrupt in 2010. A $675 million stake in an Internet retailer has been written down to zero, as has the $400 million it spent on a Dutch child-care group. The spate of poor investments caused Providence to deliver dismal returns in back-to-back funds.

Just days before he was to have knee surgery, Mr. Nelson, 58, sat in a small, dark wood-paneled conference room in the firm’s Rhode Island headquarters. He briefly closed his eyes while pondering what had gone wrong.

“We grew too fast. We were managing too much money,” Mr. Nelson said. “That was the hallmark of that era, but it doesn’t make me less disappointed in our results.”

He acknowledged that the firm made too many investments at precisely the wrong time, in 2007 and 2008, just as the private equity boom was cresting. “That was an absolute killer,” he said. “If you look at our terrible deals, they were done in that time period.”

And Providence, which rose to prominence on the strength of its telecom and media holdings, began buying companies outside its area of expertise. “One of our mistakes was definitely style drift,” Mr. Nelson said, using financial jargon for a firm’s straying from its stated investment style. “Altegrity was a good example of that.”

In the ego-filled world of Wall Street, it is rare to find an executive who readily acknowledges errors, let alone a series of them. But that’s not what Mr. Nelson wants written. Instead, he sees his firm’s story as one of recovery and redemption. The past is past. Providence has owned up to all of its problems and fixed them, he says.

“Everyone made mistakes,” he said. “The key is who learned from it? I like to think we did.”

Providence finds itself at a critical juncture. Despite poor performance in its two prior funds, the firm managed to raise $5 billion in 2013 for its latest vehicle. Some attribute that feat to Mr. Nelson’s gifted salesmanship and earlier track record. Others note Providence continues to benefit from extremely low interest rates, which have forced pension funds and others to seek returns in so-called alternative investments like private equity and hedge funds, which charge higher fees than traditional stock or bond funds. (Private equity firms like Providence invest in companies, mostly with borrowed money, that they hope to later either sell or take public at a profit for themselves and their investors.)

Providence’s future very much rests on the success of its current fund. The firm must post strong results, and it will have to do so while beginning to transition to a new generation of leaders.

A close look at Providence’s stumbles illustrates the perils of success and serves as a case study for what can happen when an investment firm — or any company, for that matter — grows too fast during a bull market and there is too much money chasing expensive deals.

Just a decade ago, Providence was one of Wall Street’s hottest firms. Mr. Nelson started it in 1989 and was later joined by Glenn M. Creamer and Paul J. Salem, all three graduates of Brown University and Harvard Business School. The firm reveled in its Rhode Island roots and “stealth mogul” status far from Wall Street and its brand-name rivals.

“I love the fact that we’re not covered,” Mr. Nelson told The New York Times in 2003 . “If you think our profile is low in New York, it’s even lower here.”

But a succession of hugely profitable telecom investments brought Providence’s partners prodigious wealth and attention. Among its most lucrative deals was VoiceStream Wireless, a company cobbled together through the acquisition of wireless spectrum. In July 2000, just before the telecom sector crashed, VoiceStream agreed to be acquired by Deutsche Telekom for $50 billion.

Providence’s timing seemed impeccable. It got in and out of a big bet on competitive local telephone exchange carriers before that market collapsed. Investors in a 1996 fund more than tripled their money after fees. A 2000 fund made nearly two and a half times its investments.

The media investor Haim Saban recalled his first meeting with Mr. Nelson in 2003, shortly after he had led a group in a successful bid for a German broadcaster. “I was so impressed by his ideas that, frankly, I reduced my share in the deal and asked the other private equity firms to reduce their shares so Providence Equity could invest,” he said.

Providence had established itself as the smartest media and telecom private equity player. That reputation would serve it well as private equity entered its golden age. Providence and its peers became major beneficiaries of a post-Sept. 11 economy of low bond yields and loose lending standards. Institutions, having had their stock portfolios crushed by the dot-com bust and ensuing bear market, began pouring money into private equity.

In 2000, Providence oversaw just $3.6 billion. A single fund raised in 2005 amassed $4.26 billion. Two years later, it raised $12 billion more — in just three months. By 2007, the firm had nearly $21 billion in private equity assets under management. It also started a credit arm, which quickly attracted billions to invest in fixed-income securities.

“The interesting thing about getting bigger is that when you’re in the middle of it, you’ve always been getting bigger. The relative increase was no different than the other ones,” Mr. Nelson said, shrugging. “We were doubling with every fund.”

The money catapulted Providence from a boutique into a megafund, allowing it to compete for deals with larger firms. Providence charged into the fray, investing half of the $12 billion fund in just two years.

This was the apex of buyout mania. Private equity firms, flush with cash, were paying top dollar for companies that would struggle during the coming financial crisis and Great Recession. Providence delved into areas like health care, Internet retailing and child care, often paying hefty sums for companies in sectors in which it had scant experience.

“The risk during this time wasn’t just style drift, it was quality drift,” said Peter Keehn, the head of private equity at Allstate Investments, who wasn’t speaking specifically about Providence. “After raising these big funds, if you couldn’t find assets that were exactly what you were dying to own, then you started to look at assets that were close to what you’d like to own.”

As Providence grew, Mr. Nelson looked to expand the firm’s Manhattan offices. The firm was outgrowing its space in the Lever House, a glass-box skyscraper on Park Avenue. (It’s nicknamed “the leverage house” for the numerous private equity and hedge funds housed there.)

Mr. Nelson moved the firm to the swooping tower at 9 West 57th Street, among the world’s most prestigious business addresses. The firm leased the entire 47th floor, placing it several floors above rivals like Apollo Global Management (43), Kohlberg Kravis Roberts & Company (42) and Silver Lake Partners (32). It was hardly a subtle message: Providence had entered the big leagues.

In the summer of 2007, Providence struck what would have been the largest buyout deal in history, the $51 billion takeover of BCE, parent of the phone giant Bell Canada. Not long afterward, Mr. Nelson appeared on the cover of Fortune magazine alongside the headline “The Biggest Deal Ever.”

That Fortune issue became a collector’s item — because the deal never happened. The BCE buyout fell apart in the ensuing credit crisis.

Still, during the height of the frothy markets, Providence completed a number of deals, and none was worse than Altegrity.

In 2007, Providence paid $1.5 billion for U.S. Investigations Services, a former branch of the federal government. Privatized in the 1990s, it provided background checks for government employees requiring security clearances.

Providence began adding related businesses onto USIS to create a bigger, more diverse entity it renamed Altegrity. First came the commercial background-checking firm HireRight. Next, in 2010, it bought the investigative firm Kroll for $1.1 billion.

The three business entities coexisted, albeit not always peacefully. Several Altegrity managers interviewed for this article said they butted heads with Providence partners over everything from strategy to acquisitions to sales of business lines.

That was the least of Altegrity’s problems. In 2011, a former USIS manager in Alabama filed a whistle-blower lawsuit that the government later joined asserting that 40 percent, or 665,000, of the investigations USIS turned in to the government between 2008 and 2012 were incomplete. USIS said the accusations did not fit the company’s record but noted that it had appointed a new leadership team and improved control protocols.

Altegrity took a major public relations hit after revelations that it had performed the background checks on Edward J. Snowden, the former National Security Agency contractor who leaked documents to journalists, and Aaron Alexis, the Washington Navy Yard shooter who killed 12 people in 2013. USIS said the background checks were conducted in strict accordance with a government-dictated contract.

The final straw was a hacking attack on USIS, which led the government to withdraw its contracts. With the loss of that business, and buckling under $1.8 billion in debt, Altegrity filed for bankruptcy protection this February.

Providence executives blame events largely outside their control for Altegrity’s failure. But they also all agree the firm shouldn’t have made the deal in the first place. “We didn’t have a particular expertise in that area,” Mr. Nelson acknowledged.

Not all of Providence’s investments during the boom were missteps. A $724 million investment in the German cable company Kabel Deutschland netted more than $3 billion. A stake in the AutoTrader Group, an advertising website, returned three times its money. The same holds true for a small education deal, Archipelago Learning.

But Providence and its investors are still paying for the firm’s overreaching into areas outside media and technology. The performance of the 2005 fund is abysmal. With an annual return of 3.5 percent after fees, it sits near the bottom of its peer group.

The 2007 $12 billion vehicle is also struggling, returning about 6 percent annually. For now, those two funds rank in the bottom quartile of other similarly sized global funds from the same year, according to an analysis by the research firm PitchBook. But some investors expect that performance to improve on potential gains on several investments including Asurion, a cellphone insurer; ZeniMax Media, a video gaming company; and wireless tower companies in India and Latin America.

For a lesser private equity player, back-to-back bottom-quartile funds would have spelled a firm’s demise. Providence survived, though raising a new fund was a slog. Several past investors declined, including the California Public Employees’ Retirement System and the California State Teachers’ Retirement System, which had a total of $1 billion invested in the 2005 and 2007 funds, according to the online fund-raising firm Palico.

But others, including pension funds in Washington, Florida and Illinois, increased their investments in the new fund. A handful of others, including Florida and the State Teachers Retirement System of Ohio, went a step further, taking an ownership stake in Providence itself.

"They have proven over many years their ability to create significant value for their investors,” said Michael Rees, the head of Dyal Capital Partners, in an emailed statement. Dyal, a unit of the investment manager Neuberger Berman, took a stake in Providence last fall.

Peter Chernin, the former president of News Corporation, received an investment from Providence in his new company, the Chernin Group. “There is no one in that arena who is as knowledgeable about media, technology and communications as he is because he’s been focused on it for 30 years,” Mr. Chernin said of Mr. Nelson.

Mr. Nelson sounds energized when discussing the future of media. The firm has been betting on demand for premium sports content, leading to investments in Major League Soccer, the company that runs the Ironman triathlon races, and Learfield Sports, which owns rights to college sports programming. While still in its early days, Providence’s 2013 fund has posted annual returns of 20 percent on paper.

Like many of the world’s largest private equity companies that started in the 1980s and 1990s, Providence is also dealing with succession issues. A nagging problem it has faced is how to retain top talent when its leaders show no signs of moving on.

In recent years, the firm saw talented people leave, some for new jobs, others because they specialized in areas Providence was no longer focusing on. Still others were frustrated that the firm’s leaders, including Mr. Nelson, Mr. Creamer and Mr. Salem, continued to reap much of the profits in the 2013 fund.

That is changing. This year, Mr. Creamer announced internally his intentions to take no profits from the next fund. As for Mr. Salem, he is currently on a six-month around-the-world vacation with his family, but he plans to return to his leadership role.

Mr. Nelson, who has no intention of stepping down from his chief executive post, has spent the last several years fighting to get his firm back on track from its bungled investments. Meanwhile, competitors like Blackstone and Carlyle have grown ever larger — selling shares to the public, putting a new generation of leaders in place and morphing into global asset management businesses.

From Mr. Nelson’s perspective, the Providence of old has returned. The firm is back to investing in what it knows. He noted that 700 budding financiers applied for just a handful of job openings last year.

“The culture is back to where it used to be in the early days,” Mr. Nelson said, leaning back in his chair and smiling, though in obvious discomfort from his injured knee. “People are happy to be here and are proud of the work we’re doing.”

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History of Nelson

Established initially as a family business in the 1960s, Nelson has etched its name in the annals of boat building industry in the United Kingdom. The company was started in the Isle of Wight, an island notorious for the choppy waters of The Solent and the English Channel. The founder, Peter Nelson, who was originally an engineer, decided to venture into the boat building industry with safety and performance in mind. His expertise, coupled with that of Naval Architect, Arthur Mursell, led to the production of the first-ever Nelson boat, a sturdy sea boat designed for the local fishermen who frequently contended with unforgiving sea conditions.

Over the years, the Nelson brand has remained a stalwart of trust and quality for boat enthusiasts across the globe. The company has overseen a continuous evolution of designs and models, ensuring their boats always meet the needs and tastes of customers. Nelson's reputation has also attracted the commercial and military markets. Their boats are home to many Maritime Agencies, Police Forces, and Harbor Authorities across Europe.

In later years, the business was relocated to the South Coast of England, where it continues to thrive today under the Nelson Yacht Services banner. Despite numerous ups and downs, it's continued to maintain the quality and standard for which Nelson boats are known. Still, its vessels garner recognition for their unique sea-keeping, durability, and elegant yet practical designs. Whether for leisure, commercial, or military use, a Nelson boat still remains a symbol of style, class, and reliability.

Which models do Nelson produce?

Nelson produce a range of boats including the Nelson 42 , Nelson 20 and Nelson 23 . For the full list of Nelson models currently listed on TheYachtMarket.com, see the model list in the search options on this page.

What types of boats do Nelson build?

Nelson manufactures a range of different types of boats. The ones listed on TheYachtMarket include Cruiser , Motoryacht , Antique/classic , Express cruiser / sports cruiser and Bluewater cruiser .

How much does a boat from Nelson cost?

Used boats from Nelson on TheYachtMarket.com range in price from £12,500 GBP to £350,000 GBP with an average price of £86,500 GBP . A wide range of factors can affect the price of used boats from Nelson, for example the model, age and condition.

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• publications

JONATHAN NELSON

New york city has no savior.

The best form of love 

Amnesia 

Forgetting who you are 

Becoming someone

Who hates you

That’s the whole idea of 

Keeping your soul 

Losing your life 

At the whim of an illegal alien

Three days later.

Psychic Paradise

Everything you believe is

How I Control the World

If you’re smart 

You’re guaranteed freedom 

Make no mistake 

The war is constant 

From getting out of bed 

To raping the sunshine 

The world is engineered 

To defeat itself 

So defeat yourself 

Before they do. 

The Living Are Dead, The Dead Are Alive

When you climb

To the mountain top 

You don’t go back 

Choose Your Movie

Eternally minded 

Swift 

I warned them 

Words 

I never spoke

It is the rotation of

One’s own

Ignorance 

Marries them with death

It is the invisible camera 

Decides what to say

“I do.”

Surfing is a practice of self hatred

Lie to yourself 

What you’re thinking

Your well being 

Be allergic to all 

Negativity 

You will seek natural answers 

With unnatural behavior 

You are not an alien 

You are a human 

Make the universe suffer

Because you do not

Plant flowers

For your enemies

Who are now

Underwater.

Darkness Wanes Before the Artist

Osmosis 

Induced 

Cleansing 

Silhouette 

Station 

Creation 

Former 

Usurpation 

Reverse 

Insemination 

Earth 

Renewal 

Vacation 

Dread 

Meadow 

Captain 

Clock 

Cowgirl 

Desperate 

Deliquescent 

Memory 

Yours 

Solemnity 

Theirs 

Never Pull Out

You cannot steal 

What God has created 

You can convince someone 

To steal it from themselves 

But the choice is theirs 

We’ve wound up in a

World of fear 

People who hate themselves

Influence the airwaves

Then a few chosen ones 

Who keep fucking their spouses 

And drinking beer

They keep the days going

how many freemasons does it take to change a gender?

I love being judged 

This way 

I know who I need 

To avoid 

I think therefore I am 

I don’t think 

Am blessed 

In judgement 

It’s the person who 

Keeps walking 

With you 

That is most

Difficult to 

You are  

Who they 

Want you to be 

The result of 

Change 

To have 

Hope. 

The ground is always hollow

Just wait 

You’ll die someday 

The pubes’ll turn 

You’ll learn to how to 

On the stupid 

Who can't 

What it means to 

Medicated 

After 

Nor a mere 

Thank you 

Even the wind 

Does not 

Compete with the 

Shadow 

Even I can't 

Sympathize with

A small ass. 

The miracle is in the 

Subsequent details of 

The unconscious 

We’ve been conditioned 

To view the great moment 

Like the arrival of a pedophile 

In a Hollywood movie 

It doesn’t work like that 

Consider how you've 

Lasted 

From one moment 

To the next 

And the next 

You’re still here 

Breathing 

That’s an exciting thing 

Not dying 

Before you know it 

You’ll be naked again 

At the mercy of your 

Decisions. 

how to be alright

Someone close to you 

Either needs to die 

Betray you 

You’ll then learn 

To make decisions 

Based on necessity 

And not 

Because everyone else is doing 

The more often 

Opposite 

The stronger you’ll be 

The more ridiculous life 

Will become 

You were once baby shit 

Now you’ve got balls 

The world is dwindling in 

As you bleed the overture.

kill the weak

The miracle of the vaccine 

Did most of the work

We’ve still got plenty of assholes 

Who need to be killed 

If they aren’t killed 

We risk the chance of future 

Manipulation 

We’ve gone too far into chaos 

To fall for that again 

It’s just time 

To pour out the bowl of suffering 

Right into your

Fucking heart 

You are the mirror image 

Owns the dread. 

I recommend a bidet

I ran out of gas in Palm Desert 

Luckily I was able to pull over 

Next to a bus stop 

I called AAA and they sent a tow 

The driver pulled up and got out

He was a bald Mexican wearing 

Very dirty clothes and toes

Popping out of his sneakers 

He was smoking a cigarette and got

My van on his truck

I liked his style 

So few have it anymore 

He had a dog in the cab 

“Hope you don’t mind dogs.”

He said 

“Hey, why not?”

I said 

“This is my daughter’s dog.

I got seven kids." 

"Hey, that’s great, I have six”

I took notice to his Bible on 

The dash 

He told me I was now 

In his church and that 

He used his truck to

Spread the gospel 

“Good for you”

I immediately felt sick and wanted 

To leave but my car was locked up

He had me by the balls 

I listened to his sermons 

Some things were actually

Interesting 

I still didn’t really care

Every time he moved in his chair 

His dirty butthole stunk up 

The truck 

Fuck it, I guess 

He told me he did five years 

In Arizona for possession of 

“I love to slay demons.”

“They come in here and I slay ‘em.”

“Nice”

When we finally got up to 

Yucca Valley

My wife and kids were 

Waiting for me in the driveway 

Even though I told him

I had a family

He was in shock to see

And he began to weep 

He was a sweet guy 

At the end of the day 

I just hope he knew that

Then a lever snapped 

By the tire well of his truck 

He had to pull over and get 

A tow. 

Co-Founder and Executive Chairman

Jonathan Nelson

Jonathan Nelson is  Dynasty Equity’s Co-Founder and Executive Chairman.

Prior to Dynasty Equity, Jonathan founded Providence Equity Partners, a premier asset management firm. He has over 35 years of private equity investing experience. Jonathan was the Chief Executive Officer of Providence from 1989 when he founded the firm, through December 31, 2020, after which he has held the position of Executive Chairman. The firm pioneered a sector-focused approach to private equity investing with the vision that a dedicated team of industry experts could build exceptional companies of enduring value. Providence has invested in over 200 companies and has become a leading private equity firm specializing in growth-oriented investments in media, communications, education, software and services. Under Jonathan, Providence established a successful history of launching new strategies, including the original technology, media, and telecom private equity strategy, credit solutions, growth equity, and public equity platforms.

At Providence, Jonathan helped lead some of the most innovative sports and entertainment investments, including the formation of the Yankees Entertainment and Sports Network (“YES”) in partnership with the Yankees and Nets (at the time, the first partnership between a private equity firm and sports to form a regional sports network), a partnership with Major League Soccer (“MLS”) to form MLS Media, overseeing the marketing, promotion and operational execution of MLS’ commercial rights (at the time, the first partnership between any major professional sports league and an investment firm), a partnership with the National Football League focused on investing in sports and entertainment related media assets, and serving as a founding investor and only institutional capital in Hulu (a strategic content platform alongside News Corp, NBC Universal, and later Disney).

Previously, Jonathan was a Managing Director of Narragansett Capital, which he joined in 1983. At Narragansett Capital, Jonathan specialized in private equity investments in the cable television, broadcasting, and publishing sectors.

Jonathan currently serves as Chairman of the Board of Directors of Ambassador Theatre Group and as a Board Member of The Chernin Group. He has also served as a director of numerous other Providence portfolio companies, including Bresnan Communications, Eircom plc, Hulu, Language Line, MetroNet (now AT&T Canada), MLS Media, Univision, VoiceStream Wireless (now T-Mobile US), Warner Music Group, Western Wireless Corporation (now AT&T Corp.), and Yankees Entertainment and Sports Network (YES).

Jonathan received a Master of Business Administration from Harvard Business School and a Bachelor of Arts from Brown University. Jonathan is a Trustee of The Rockefeller University and The Institute for Advanced Study. Jonathan was previously a Corporation Member and Fellow at Brown University (1999 to 2022) and a member of the Board of Dean’s Advisors at Harvard Business School. He was awarded the Brown University President’s Medal in 2022 and Harvard Business School’s Alumni Achievement Award in 2014.

Nelson Motor Yachts are currently building the ‘Nelson 18’ tailored to your specification – including fit out options, propulsion types: electric & diesel

When Commander Peter Thornycroft, who lived in Bembridge on the Isle of Wight, took over ‘Keith Nelson & Company’ he started to produce the Keith Nelson 18s which were wooden clinker built harbour launches. These were being produced alongside the early wooden Keith Nelson Motor Yachts such as the 23, 26 and 30.

The 18 foot long launches were soon in great demand and when John Askham joined Keith Nelson & Company (and later, ‘TT Boat Designs’) as Commander Thornycroft’s Naval Architect in 1961, one of his first jobs was to re-design the ‘Keith Nelson 18’ so that it could be reproduced in, the then very new, GRP (polyester) material – see John’s ‘Keith Nelson 18’ drawing 12b below. Both companies ran alongside one another, under the Commander’s control.

The origins of the company name ‘Keith Nelson & Company’ were from Keith Butt and Arthur Nelson Compton, both Bembridge boat builders, who formed the limited company with an amalgamation of their two names. Thereafter the boats built at the yard were called Keith Nelsons (KN for short) and later this name became the legendary ‘NELSON’ brand.

Back to the Nelson 18 then. Halmatic produced the first GRP hulls and later a GRP superstructure. The demand was such that Tyler Mouldings were asked to produce the same hull, although with a slightly different, more rounded, superstructure. The two moulders of Nelson vessels were Halmatic and Tyler, both of which became synonymous with the ‘Nelson’ brand.

Hundreds of Nelson 18s have been produced over the last 60 years and have been fitted out/completed by a number of different yards.

In addition to producing the updated version of the classic Nelson 18, we have now developed this vessel further for heavy duty commercial use in our ‘Nelson 20 Zero Emission’ workboat.

Ideal uses:

Marina Operators ❖ Yacht Club safety vessel ❖ Harbour, estuary or river launch ❖ Harbour Master, Conservancy or Workboat ❖ Inland Waterways support or Charter vessel

BENEFITS OF THE NELSON 18 DESIGN:

• Excellent seaworthy design
• The ‘long’ keel enhances directional stability, and protects the propeller
• All round Protective ‘D’ fendering
• Long Endurance – Up to 16 hours on one charge
• Easy to charge from any standard 16A Marina mains socket
• Marine specification Lithium Batteries for safety & long life
• Low maintenance Electric drives
• Part of the proven Nelson range of Pilot & Workboats from TT Boat Designs
• Individually built by Craftsmen

Safety Rating

• RCD category C – up to 8 people

PROPULSION OPTIONS

Nelson 18 Gallery

© 2024 Nelson Motor Yachts Limited, No. 13680906, Emsworth Yacht Harbour, Thorney Road, Emsworth, Hants PO10 8BP

• Past Commodores
• Women's Auxiliary
• R/C Model Sailboat

Welcome!   

MISSION STATEMENT:   Jonathan’s Landing Yacht Club, Inc. (JLYC) is a boating, cruising, fishing and social membership organization located in Jupiter, Florida. Established in 1990, JLYC organizes and sponsors activities designed to appeal to boating enthusiasts who enjoy exciting fellowship with others of like interests. 

Membership requires the recommendation of a current member and a review of the application by the JLYC Membership Committee. Membership in JLYC is a recognition of an interest in boating, commitment to the highest standards of yachting and the ability to use and enjoy the amenities the Club provides.  How to Apply  

Club Activities 

About Jonathan's Landing Yacht Club 

Our typical season starts in November with the Welcome Back Mingle and Dinner followed by a Fall Cruise and Rendezvous. In December we hold a Holiday Dinner Event to enjoy the season and each others company.

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© 2024 Jonathan Nelson Design

Fearless (Deluxe Edition)

This jazzy, momentous gospel event will lift you into its all-consuming energy.

March 18, 2016 17 Songs, 1 hour, 25 minutes ℗ 2016 Light Records, a division of Entertainment One US LP

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