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Carnival Corp. Names John Padgett as President of Princess Cruises

October 12, 2021

Carnival Corporation has announced John Padgett as the new president of Princess Cruises, effective immediately.

Padgett will oversee all performance and operational functions of Princess Cruises and its global fleet of 14 ships.

He will report directly to Jan Swartz, group president of Holland America Group, which includes the company’s Princess Cruises, Holland America Line, Seabourn and P&O Cruises Australia brands. Swartz has served as president of Princess Cruises since 2013, guiding the brand’s strategic growth, Carnival said, in a statement sent out.

Since July 2014, Padgett has served as chief experience and innovation officer for Carnival Corporation, responsible for guest experience innovation, development, creation and operations integration, according to a press release.

Specifically for the Princess Cruises brand, Padgett has been a key player in the development and implementation of the Princess MedallionClass experience delivering a more personalized, simplified and connected onboard experience for all guests and crew that is now available on the entire Princess fleet.

“John is the mastermind behind our state-of-the-art OCEAN platform and was a key player in our fleet transformation, working closely with Princess team members in virtually every area of our operation to enable the MedallionClass experience for all our guests,” said Swartz. “John’s vision, drive and performance, combined with his commitment to providing the best guest experience in the industry, have helped position Princess for success well into the future. We warmly welcome John to the role and look forward to his stewardship as we navigate this fast-changing, dynamic environment.”

“Carnival Corporation’s cruise brand portfolio, global fleets, destinations and most importantly dedicated shipboard and shoreside teams have provided an unmatched platform to drive guest-focused innovation,” said Padgett. “The opportunity to lead the iconic Princess brand and to help take the cruise content — including hotel, food and beverage, entertainment, merchandise and destination experiences — to new levels is an absolute honor.”

Prior to becoming chief experience and innovation officer for Carnival Corporation, Padgett worked for 18 years with Walt Disney Parks and Resorts where he spearheaded the invention, development and implementation of guest engagement innovations that include the MagicBand, FastPass+ and Disney’s Magical Express, among others.

Padgett earned a master’s degree in business administration and a bachelor’s degree in finance from Virginia Tech and holds over two dozen patents and multiple innovation awards.

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Princess Cruises names new president

SINGAPORE, 14 October 2021: Carnival Corporation & Plc has appointed John Padgett president of Princess Cruises, effective immediately.

Padgett will oversee all performance and operational functions of Princess Cruises with a global fleet of 14 ships sailing cruise guests to nearly 400 destinations around the world annually.

He will report directly to Holland America Group president Jan Swartz which includes the company’s Princess Cruises, Holland America Line, Seabourn and P&O Cruises Australia brands. Swartz has served as president of Princess Cruises since 2013, guiding the brand’s strategic growth as the world’s leading international premium cruise line and its emergence as a leader in innovating the total guest experience for cruise vacations.

Specifically for the Princess Cruises brand, Padgett has been a key player in the development and implementation of the Princess MedallionClass® experience delivering a more personalised, simplified and connected onboard experience for all guests and crew that is now available on the entire Princess fleet.

This includes the creation and development of the award-winning Medallion® wearable device and the enabling OCEAN® platform that enhances and personalises the overall cruise experience ranging from world-class dining and beverages, entertainment and spas to on-shore excursions, merchandise and hotel guest services. Throughout the fleet transformation, Padgett became connected with thousands of Princess guests, travel agents and destination partners spanning the world.

VISIT: www.princess.com

(Source: Princess Cruises)

No big changes for now

Weinstein is taking over as president and CEO of Carnival Corporation from Arnold Donald, who is stepping down from the position after nine years on the job . Since 2020, Weinstein has reported directly to Donald as the chief operations officer for the company and also the head of its U.K.-based cruise lines. Before that, he ran the U.K.-based lines for three years.

It's a transition that is unlikely to bring major changes to the way the company operates — at least at first. Weinstein tells TPG that he is "on a bit of an exploration path" of understanding the company's various divisions and how they're delivering on the promise of happiness that he talks about — each in their own way.

Carnival Corporation is perhaps best known as the company behind Carnival Cruise Line — the world's second-largest cruise brand. But it also operates eight other major cruise brands, each offering something a little different.

The brands include everything from big, mass-market lines such as Carnival, Princess Cruises and Holland America , which offer cabins starting at under $100 per day per person, to luxury line Seabourn , which sells rooms on its ships for more than $1,000 a day in some cases. Carnival Corporation also operates some of the world's biggest cruise brands based outside of North America, including U.K.-based P&O Cruises and Cunard; Italy-based Costa Cruises; Germany-based AIDA Cruises; and Australia-based P&O Cruises Australia.

It's a massive portfolio that makes Carnival Corporation not only the world's biggest cruise company — the company accounts for nearly half of all cruise vacations taken worldwide — but also one of the world's biggest leisure travel companies.

Weinstein is quick to point out that the "happiness" that he envisions each of the brands providing their customers will come in different forms.

"There are very, very different target audiences for each of those brands," Weinstein notes. "Somebody who goes on a Carnival cruise, which I do with my family, loves the waterslides and the boisterous nature of [the trips]. The idea of what it means to create happiness in that environment is completely different than [what it is on] a world cruise on Cunard."

Those differences are to be cherished and won't be changing under his leadership, Weinstein suggests. Indeed, if anything, the Carnival Corporation brands under his watch will become more distinct.

Related: The ultimate guide to Carnival Cruise Line

"Each [of the brands] have their own ethos, their own way of creating that happiness," Weinstein says. "I think the more focused each brand can be in clarity around what its proposition is, the better we'll be."

It's not just about honing the brand promise, he adds. It's about delivering on what's promised.

"The onboard experience has to match what that promise is, and if we do that well, we are going to end up with [cruiser ratings] off the chart," he says. "People are going to come back, and they're going to tell their friends."

To that point, Weinstein says his job in the coming years won't be to tell each individual brand what to do. It will be about "making sure that each of our brands is doing everything they do based on their guest and target market.

"I'm not coming to any brand to dictate that I expect you to have a steakhouse, [or to ask] 'why don't you have a hot stone massage?' ... because I don't know what their guests want. What my job is is to make sure they ... understand what their proposition is, why their guests should choose them, and that they can deliver on that. And so that's where my focus is."

Working back to normalcy

In the short term, of course, Weinstein will need to navigate the company through some major financial hurdles. No other segment of the travel industry has been hit as hard by the pandemic as cruise lines, which were forced to shut down operations completely in the early days of the pandemic and went many months without operating a single trip — or bringing in any revenue.

While most of Carnival Corporation's ships are now back in operation, bookings have only recently begun returning to something close to normal levels and occupancies on ships remain off their peaks. Carnival Corporation's ships sailed just 69% full during the three-month period ending on May 31, well below the 100% or more that is typical for the company (reported occupancy on ships can surpass 100% when more than two people stay in some cabins).

As a result, Carnival Corporation has continued to lose massive amounts of money in recent quarters — $1.83 billion in just the three months ending May 31, a magnitude of quarterly loss that once was unthinkable for the company.

Perhaps more troubling, Carnival Corporation is now saddled with a substantial pile of debt — $35.1 billion as of the end of May — that it mostly issued in the past three years to raise money to stay in business. That's up from less than $12 billion at the start of 2020. The interest on the debt alone is costing the company more than $120 million a month.

For context, in the company's last good year (2019) it made about $2.9 billion in profits.

Among the immediate concerns that Weinstein will need to address is that some of the abovementioned debt will need to be refinanced relatively soon in a market where interest rates are rising and borrowing is getting harder. And there's growing worry among Wall Street analysts that a potential severe recession in the coming year could further weaken the company's financial position.

In a research report issued in late June that made waves in the industry, Morgan Stanley analyst Jamie Rollo warned that, should the economy deteriorate greatly, a possible worst-case scenario would be for the value of the company's stock to drop to zero. He didn't use the word bankruptcy, but it was implied.

"If the high yield market [where Carnival Corporation could borrow money] closes, and/or if there is a demand shock that causes trip cancellations or weak bookings (and hence customer deposit outflows), liquidity could quickly shrink," Rollo wrote, meaning that in such a scenario, the cash the company had on hand to pay its bills could evaporate.

Investors on Wall Street are clearly worried about the company's future, as can be seen in the 58% plunge in the company's stock price this year. The stock is now trading below $10 a share, down nearly 90% from highs set four years ago and significantly below the level where it was trading when Donald took over as CEO nine years ago.

Weinstein says he won't comment on the Morgan Stanley report. What he might say "is probably not fit for print," he quips. But he says he has "extreme confidence" in the business long term, and he sounds upbeat about the company's ability to weather any coming storm.

Weinstein notes that he spent 10 years as Carnival Corporation's treasurer starting in 2007, "right before the wheels fell off the world economy and we went into the Great Recession." It was a role that had him in the thick of the effort to keep the company's financial position steady at a very stressful time — a "trial by fire," in his words, that he says has prepared him for the current moment.

He's also taken a front-and-center role in the company's comeback from the pandemic shutdown in his most recent positions as chief operations officer and head of the company's two U.K.-based brands.

As he sees it, Carnival Corporation is in the midst of a "monumental" comeback. "As I think about the next year and a half, we've got great booking momentum ... the occupancies continue to build," he says.

As long as the company delivers on providing that happiness to customers that is his focus, the good times will return, and the company can start paying down the high levels of debt, he suggests.

"If we can deliver on that purpose, if we communicate it the right way, if we are real clear with our target audience about what they can expect and then deliver that, the financials fall into place because we're going to be generating the demand and the revenue that we know that we can achieve, and [that will] continue to improve the financial picture," he says.

Is it wise to book a cruise right now?

Still, there's that worse-case picture painted by Morgan Stanley's Rollo. What if we do get a severe recession that freezes up credit markets and prompts cruisers to shy away from bookings? Can a weakened Carnival Corporation survive that sort of event? Or, as we put it to Weinstein, echoing the worry of some of our readers: Is it wise to put down money for a future cruise right now knowing that more trouble for the industry could be brewing?

The question may seem extreme, given the way Carnival Corporation's brands have begun bouncing back. But cruisers already have been burned by the failures of several much smaller cruise companies since the pandemic began, most notably Crystal Cruises and its Asia-based sister brands Star Cruises and Dream Cruises, and the U.K.'s Cruise and Maritime Voyages. The latter was the second-biggest cruise operator in the U.K. after Carnival Corporation's P&O Cruises.

Many cruisers who paid in advance for cruises on these defunct brands have yet to get their money back.

Related: Crystal Cruises shuts down after parent company runs out of money

In answering the survival question, Weinstein talks a lot about the nature of recessions, noting that we don't even know for sure that a recession is coming; that if one does come, it might not be severe; and even if it's severe, it likely wouldn't occur in all of the places the company operates at the same time.

Perhaps more significantly, cruise lines historically haven't seen as severe a downturn in business during recessions as other travel providers. Weinstein notes that's because cruises tend to be perceived as value options in the travel space. During recessions, people don't necessarily give up vacationing. Instead, they cut back on how much they'll pay for vacations. And in doing so, they sometimes end up switching from a land-based trip to a cruise.

"I'm not trying to downplay [the risk of a severe recession]," he says. "But we do know that we are recession resilient."

Weinstein also points to strong pent-up demand for vacations in the wake of the pandemic lockdowns and also the boost in demand that cruise companies should get from the relaxation of COVID-19-related vaccine and testing rules for cruising that is starting to occur. Both factors should keep bookings coming in, he says.

Plus, the company had $7.5 billion in liquidity on its books as of May 31, a cushion against further losses.

"Business momentum is pretty fantastic," Weinstein says. "We are sitting in a pretty good place right now when it comes to our liquidity position, and all of that bodes well."

Are the days of rapid growth over?

Even if the economy proves to be stronger than some expect in the next year or two, Weinstein is facing some tough decisions, including whether and how extensively to begin ordering new ships again.

Up until the pandemic, Carnival Corporation and its major rivals such as Royal Caribbean Group had long pursued a strategy of ambitious growth that involved ordering new ships almost as fast as they could be built. The arrival of new ships at major brands, often with new features, seemed to be always around the corner, and it drove both excitement and bookings among cruising fans. It was at the core of the rapid expansion of the industry.

But since the pandemic began, such orders have been on pause, and restarting them at Carnival Corporation carries new risks given the company's high debt level.

When asked whether ship orders could soon resume, Weinstein is noncommittal. He notes that the company is determined to get its debt level down and rebuild the "fortress balance sheet" that it once had. To do that, the company will have to divert a significant chunk of any profits it generates in the coming years to paying down debt, not buying more ships.

Any ship orders that are to come are likely to be for delivery several years into the future, he suggests.

"I will say that our order book is set for the next few years ... [If] everything works out the way we hope, we'll have the opportunity to pay down debt in a meaningful way [in the coming years]," he says. "That doesn't preclude us from doing what we think is appropriate in the growth profile ... [But] we'd be looking at ships [scheduled to arrive] in four, five, six, seven years down the line."

Related: The ultimate guide to picking a cruise line

The good news for cruising fans who love new ships is that several of Carnival Corporation's biggest brands including Carnival and Princess still have new ships on the way — vessels that were ordered before the pandemic began. But the pipeline of new ships on order for Carnival Corporation brands is quickly running dry. The company has just seven ships on order across its nine brands, all but two of which will arrive by the end of next year.

Four of the brands, including Holland America and Costa, do not have a single ship on order.

The order drought, moreover, comes on top of the early retirement of 23 vessels across Carnival Corporation's nine brands during the pandemic as the company slashed costs to survive. The company went into the pandemic with 105 vessels in all. Even after several new ship additions in the past two years (ships that already were in the pipeline), it's down to just 92 vessels.

Weinstein suggests that new ships aren't as key to the health of the cruise industry as some might think.

While "a lot of our guests love the new ships," some of the highest ratings Carnival Corporation brands get from customers is from sailing on older ships, he says.

"New builds are awesome, but it's the whole fleet that drives the business, the profitability," he says.

Contemplating a 'weird' world of black swans

TPG ended its conversation with Weinstein with a broad question about how the pandemic has changed the way he and the rest of the leadership team at Carnival Corporation think about long-term planning.

Specifically, how are they now modeling the possibility of a business-halting event such as the pandemic? Do they see the pandemic-caused shutdown of cruising as a one-off "black swan" event so rare that something like it is likely never to happen again? Or is their view of what the world could possibly throw at them forever changed? And, if so, will we see a new conservatism in how they run the business?

Weinstein won't predict the future, but he did say that Carnival Corporation had modeled the possibility of a global pandemic into the company's business planning — though he suggests it hadn't conceived of the magnitude of the effects something like the COVID-19 outbreak could have.

"Did anybody predict a pandemic? Did we build that into the models? Yeah, we've looked at that in the past as (a possible) 'black swan' event, along with other 'black swan' events," he says. "But I'm fairly certain we're not the only ones that didn't get this one right. I mean, from a modeling perspective and thinking about the impact, there's [only] so much you can do and plan for."

Weinstein suggests it's a challenge to build a day-to-day business model that factors in the possibility of another pandemic that would have the worldwide effects of the COVID-19 outbreak, or a similar phenomenon that would shut down cruising for months on end.

"I think it'd be very difficult to live our lives planning around something that looks like the impact of what just happened," he says.

That said, the remote possibility that something else as unexpected and damaging to the company as the COVID-19 pandemic could happen is one reason Carnival Corporation's leaders want to restore the company's balance sheet as soon as they can.

"Our ability to, over time, rebuild the balance sheet, get back to that fortress [balance sheet], that's the path that we want to get on," he says. "I think we can do that in a way that still allows us to grow and to order more ships over time. I don't look at them as mutually exclusive. But we absolutely have a priority that we're going to use our cash to ... reduce financial leverage."

His basic message: You never know what's going to happen, so it's best to be in a strong position at all times.

Or as he puts it at the end of our conversation: "The world's a weird place."

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Princess Cruises Expands Sales Leadership, Welcomes Almaguer and Roig as Top Executives

Two new executives strengthens travel agency sales efforts and service excellence.

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Princess Cruises today announced a significant enhancement to its sales and service operation with the addition of two seasoned cruise travel trade executives. Cal Almaguer, a 38-year veteran of the cruise and travel industry, has joined the world’s leading international cruise line in the new role of senior vice president, sales and service strategy and operations, along with Carmen Roig who is joining Princess as its new vice president of sales.

“The addition of two exceptional sales, service and operations leaders like Cal and Carmen demonstrates our commitment to providing best-in-class service to the travel trade while modernizing the Princess omni-channel sales capabilities that will expose Princess to broader audiences and drive cruise bookings,” said John Padgett, president of Princess Cruises. “Under their leadership, Princess will elevate sales performance through unmatched trade relations and the deployment of new sales tool innovations in partnership with our Princess Experience and Innovation development team.”

Almaguer brings extensive cruise and travel industry sales experience as well as contact center expertise following his more than 20 years with Disney Destinations, and he will oversee all Princess sales and vacation product distribution channels as well as the company’s contact center operations, reporting directly to Princess President John Padgett. Almaguer previously led the domestic sales force supporting Walt Disney World, Disneyland, Disney Cruise Line, Adventures by Disney, and Aulani Resort & Spa in Hawaii, and also ran operations for Disney’s contact centers and travel company operations. His extensive cruise background also has included sales roles with Norwegian Cruise Line and Windstar Cruises, prior to joining Disney Cruise Line as a member of the launch team.

"Cal’s impressive career leading critical sales channels for some of the most dynamic vacation companies in the world is built on his passion for exceptional guest experience, belief in the power of the travel agency community and omnichannel consumer engagement,” said Padgett. “His deep understanding of the travel trade and enduring relationships, coupled with his extensive contact center experience make him the right strategic leader for our increasing sales efforts.”

“It’s an honor to be a part of the Princess brand, which is clearly at the forefront of guest experience innovation,” said Almaguer. “My focus will be to expand the principals of the Princess MedallionClass experience grounded in personalized and hassle-free service to all consumer and travel trade interactions.”

Joining Almaguer will be Roig, a venerable industry sales, marketing and community leader who now will direct Princess’s trade relationships, lead business development teams, and also serve as the sales authority across all Princess sales modalities including web, contact centers and onboard. In addition, Roig will bring new and innovative products and services to the trade that will enhance trade earning potential and expand Princess brand consumer demand. After more than 30 years of marketing, sales, and cruise industry experience, including the past six heading marketing and sales for Crystal Cruises, she is returning to the Carnival Corporation family after beginning her career with Carnival Cruise Line in 1981. Roig also previously held sales roles with Azamara Club Cruises and Costa Cruises.

“Carmen’s proven track record of developing and implementing fully integrated and multi-dimensional sales and marketing campaigns with key accounts as well as leading high-performance teams matches perfectly with our desire to further energize our trade and overall sales efforts,” said Almaguer. “With Carmen at the helm, Princess is strongly positioned to elevate sales strategies, intensify channel engagement and maximize revenue productivity.”

After 29 years with Princess, seven of those overseeing travel agency sales, John Chernesky will become a Princess brand champion, a role that blends his considerable experience, industry relationships and media influence with his passion for social media and promotion. An early adopter and leader in the application of social media tools to maintain channel relationships, Chernesky will now be fully focused on heralding the Princess brand to consumers and trade with continuous social media engagement and activation at special events and new product launches.

“John’s unique ability to engage, inform and entertain both guests and travel industry partners alike, developed through many years sailing on Princess ships and managing travel agency sales makes him the perfect choice for a brand champion with a voice naturally infused with credibility and authenticity,” Padgett said.

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Andrew Carney is a Chief Engineer at Princess Cruises and is based in Throston, England, United Kingdom. He has worked as Fourth, Third, Second,First, Maintenance, Ventilation and Staff Engineer officer at P.O Company; Commissioning Engineer & Consultant at CSMART - Marine Simulator Training Centre; and Fleet Chief Engineer - Maritime Quality Assurance at Carnival Corporation. Andrew studied at Durham University between 2008 and 2011, South Shields Marine And Technical College between 1985 and 1989, and NORTHUMBRIA UNIVERSITY between 1999 and 2000.

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Antonello Leone is a Staff Chief Engineer at Princess Cruises and is based in Monfalcone, Gorizia, Italy. He has worked as Inspector at Princess Cruises & Carninval Corp. Shipbuilding, First Engineer Officer at Princess Cruises, and Direttore Di Macchina / Chief Engineer at Delcomar S.r.l.. Antonello attended ITN Carlofore, Technical Nautical School between 1988 and 1993.

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Antonio Fasciano is a Staff/ Chief Engineer PCL at Princess Cruises and is based in Los Angeles, California. He has worked as Mozzo/ Giovanotto di Macchina at Geo Italia; Giovanotto di Macchina at Star Group, L.P.; and Chief Engineer at Ecolmare. Antonio attended Instituto Tecnico Nautico Statale F. Caracciolo Bari - Italy.

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Antonio Manna is a Deputy Chief Engineer at Princess Cruises and is based in Italy. He attended Nautical School - Domenico Millelire - La Maddalena Island - ITALY between 1986 and 1991.

Experienced Head Engineer with a demonstrated history of working in the leisure, travel & tourism industry. Skilled in Negotiation, Customer Service, Strategic Planning, Public Speaking, and Teamwork. Strong professional with a Diploma focused in Marine Engineering from Istituto Tecnico Nautico Cristoforo Colombo .

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Dennis Hunt is a Navigation Officer (CoC Chief Mate) at Princess Cruises and is based in Leicester, Leicestershire, United Kingdom. He has worked as N/A at Independent travel / Viajes Independientes and Finance Manager at Asda. Dennis attended Solent University between 2009 and 2012 and Cardiff University between 2002 and 2005.

Fabio Braccelli is a Chief Engineer at Princess Cruises.

Experienced Chief Mate with a demonstrated history of working in the leisure, travel & tourism industry. Skilled in Microsoft Excel, Customer Service, Maritime Operations, Inspection, and Maritime. Strong operations professional with a aspirante Capitano Lungo Corso focused in Nautic and Navigational technique from Istituto tecnico nautico ''Nino Bixio'.

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Princess Cruises may also be known as or be related to Cunard Line Limited, PRINCESS CRUISES COMMUNITY FOUNDATION, Princess Cruise Lines Ltd, Princess Cruise Lines Ltd., Princess Cruise Lines, Ltd. and Princess Cruises.

Princess Cruises welcomes its biggest ship ever with help from a star

It took a star to welcome the sun.

The Sun Princess , that is.

Princess Cruises on Tuesday officially hailed the arrival of its newest megavessel — at 177,882 tons, its biggest ever —with the help of "Ted Lasso" star Hannah Waddingham.

The Emmy Award-winning actress and singer presided over a star-studded 19-minute christening ceremony in the ship's Princess Arena theater that included a traditional bottle breaking, with a twist.

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Serving as the ship's godmother, Waddingham placed a triangular "sun ray" representing Sun Princess into a sun sculpture on stage to trigger the smashing of a huge bottle of Veuve Cliquot Champagne — a nebuchadnezzar that holds the equivalent of 20 traditional bottles — against the ship's hull.

"As much as theater ripples through my bloodstream, I have the strongest history of maritime in my family," a clearly proud Waddingham said moments before triggering the bottle smash.

She noted that her still-living, 107-year-old grandfather served on convoy ships crossing the Atlantic during World War II. She also grew up boating.

"It's in my blood and in my bones," she added.

Built at the giant Fincantieri shipyard in Monfalcone, Italy, Sun Princess is the most notable new Princess ship to debut in more than a decade. Capable of holding up to 5,189 passengers (a record for a Princess ship), it's not only significantly bigger than previous Princess ships but packed with more onboard venues.

The naming celebration came two months after Sun Princess began sailing for the first time with paying passengers, a debut that was unexpectedly delayed by 20 days due to construction issues.

"Sun Princess is incredible. It's the largest, most luxurious love boat ever," John Padgett, Princess president, said at the event, harking back to the line's long-standing tie to the hit television show "The Love Boat" that ran in the late 1970s and early 1980s.

Three stars from the show — Ted Lange, Bernie Kopell and Jill Whelan, who played bartender Isaac Washington, ship's doctor Adam Bricker and captain's daughter Vicki Stubing, respectively — were in attendance at the event.

The "Love Boat" stars were seated just a couple rows behind Carnival Corporation chairman Micky Arison and CEO Josh Weinstein.

Carnival Corporation is the parent company of Princess Cruises.

Makoto Okuwa, a James Beard Foundation honoree who designed a sushi eatery for Sun Princess, and Dario Cecchini, a celebrity Italian butcher who created a meat-focused restaurant for the ship, were also in attendance. So was the Brazilian artist Romero Britto, who sat to the right of Arison. Britto's colorful, upbeat art is the theme for the ship's high-end restaurant, Love by Britto.

Other celebrities at the event included model and television personality Tyra Banks, wildlife show host Jeff Corwin, fashion designer and television host Randy Fenoli and mixologist Rob Floyd. British singer-songwriter Natasha Bedingfield performed her smash hit "Pocketful of Sunshine" among other hit songs on the top deck of the ship after the ceremony.

The biggest Princess ship ever

Under development for more than six years, Sun Princess is the first of the new Sphere Class of Princess vessels. The ships have been designed to be significantly bigger than previous Princess vessels and offer several new-for-the-line features.

First look: Inside Sun Princess, the giant new ship from Princess Cruises

Sun Princess is the first Princess ship with suites that come with exclusive access to a private restaurant, lounge and sun deck — part of an effort to draw more upscale customers to the brand.

Additionally, Sun Princess offers an innovative new type of "cabana cabin" on the ship's extra-wide 10th deck that features exclusive access to a private deck area. The top deck of the ship also received some unusual-for-Princess sizzle. Passengers will find a glass-dome-topped pool area that transforms into a nightspot after the sun goes down.

Other differences between Sun Princess and earlier Princess ships include the lack of a buffet restaurant on its main pool deck. But don't worry, buffet lovers: There still is a buffetlike venue on the ship. Called The Eatery, it's eight decks below the pool deck, closer to the ship's central piazza and just off its outside promenade.

The ship's main theater, the Princess Arena, also has a new look. Its new-for-Princess, in-the-round shape can be converted into a more traditional proscenium-type theater or a keyhole-type theater to allow for different types of productions.

Among other standout venues, Sun Princess features a secret hideaway for magical performances designed in partnership with the Magic Castle performance venue in Los Angeles.

Related: My strange night out at Princess's new magic-infused night spot

Princess also has revamped its main dining room program with the debut of Sun Princess. It now offers three distinct options for cruisers in its main dining rooms, ranging from a traditional fixed seating experience to a casual, come-when-you-want option that includes quick-served meals and even breakfast for dinner .

The arrival of Sun Princess marks the first time Princess has launched a new class of ship in nearly 11 years. With its debut, Princess now has 16 vessels in its fleet that collectively have room for about 50,000 passengers. That makes Princess the world's fifth-biggest cruise line, behind Royal Caribbean , Carnival Cruise Line , MSC Cruises and Norwegian Cruise Line .

Related: The 4 types of Princess ships, explained

Sun Princess is initially sailing in Europe through the fall. It'll then reposition to Fort Lauderdale, Florida, for voyages to the Caribbean. Fares start at $577 per person, not including taxes and fees, for a seven-night Caribbean sailing.

A second ship in the new Sphere Class series, to be called Star Princess, is on order from the Fincantieri shipyard for delivery in 2025. Its first voyage is scheduled for Aug. 4, 2025, and will take place in the Mediterranean.