RB F1 embraces a unique dual-leadership, balancing commercial and sporting directives under Bayer and Mekies.
RB F1 is now led by a dual-headed management structure. On one side is the team director, Laurent Mekies, responsible for the sporting management. On the other side, Peter Bayer serves as the CEO, handling the commercial aspects.
Two popes for one church, to borrow a phrase from Otmar Szafnauer… is that not too many? Put simply, are Bayer and Mekies stepping on each other’s toes? Are there not rivalries, tensions between the two men?
In an interview with Planet F1, Peter Bayer, CEO of RB F1, clarified his perspective. For him, F1 has become so complex that it is better to have two at the helm rather than one.
“We both knew what we were getting into and, in Formula 1, people always say you need a boss and accountability.”
“I’ve said it many times, I think today, F1 has changed dramatically over the last two years. It has always been a global sport, but now, it’s a global phenomenon. Honestly, it attracts so many fans that all events are sold out. In some regions of the United States, for example, we are experiencing double-digit growth rates.”
“It is clear that the sport has become much more complex than before. There are technical and sporting regulations, and now financial regulations, which are just as important, if not more so.”
“Then there is marketing, media, politics, which are always present in the paddock. To distribute responsibilities, we therefore have a very clear organizational chart.”
“Laurent handles the races and the sport, I handle finance, business, and strategy.”
However, aren’t there redundancies, overlaps in the work of Mekies and Bayer? How are these avoided? The CEO of RB F1 explains his method…
“Of course, there is always some overlap. We speak every day, at least twice I would say, and we meet regularly to update each other and ensure we are supporting one another and moving forward. So it works very well!”
“From day one, Laurent and I decided to try and bring new energy and spirit to the team—we emphasize that this is a human endeavour and we try to make people understand that each one of them contributes to the success or failure of the business.”
And according to Bayer, this dual leadership is working, as evidenced by the team’s renewed appeal.
“We try to involve everyone in the journey and invite people to be part of it—and I think that has been the biggest source of effort from what you don’t see behind the scenes.”
“What happens is that we attract new talent; people suddenly join the team or ask us if we are available for a position we probably wouldn’t have dreamed of discussing with them a year ago. So there’s a new dynamic.”
“Some people have left and so there has been a bit of a shake-up in the team that needed a moment to consolidate, but in our team, the guys have been handpicked to work together.”
Peter Bayer is certainly no novice in Formula 1. Previously, he was the Secretary General of the FIA (recruited for the role by Jean Todt), where he notably oversaw the introduction of the financial regulations concerning capped budgets—a critical task.
Thus, Bayer transitioned from the FIA to leading a team—and he unequivocally states that the latter role is the more intense!
“It’s night and day. F1 is a constant roller coaster.”
“The only thing I can think of that’s similar to what we do is probably a team of Navy SEALs, a group of people who have sworn to accomplish something together—because you have ten teams fiercely competing in F1.”
“You build everything yourself—your team, your hopes, your spirit, you try to enter into this fighting mindset. Then, you fight and you either experience the joy of winning or the agony of losing. I love it.”
“This drives us forward, and I relish this emotional aspect. In contrast, at the FIA, one must maintain balance throughout the weekend. You need to be attentive to everything and maintain a neutral approach.”
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