Cowell Sets Bold Benchmark for Aston Martin’s Progress

Aston Martin F1’s Andy Cowell outlines a bold vision, targeting 90% development success to match the standards of championship teams.

Andy Cowell aims to set new standards at Aston Martin F1, having taken over as CEO late last year.

The man who will also assume the role of team principal, replacing Mike Krack, explains how the team will approach its developments starting in 2025.

“The team’s efforts are undeniable. We undoubtedly won the development championship in 2024, but those updates didn’t translate into the best lap times, whereas the ultimate goal in this field is to deliver lap time.”

“We need to ensure that all our tools and processes within the technology campus work well enough so that every time we bring an upgrade to the circuit, we are at least 90% certain it will perform on track and meet our expectations,” said Cowell.

“That doesn’t mean we have to succeed every time. I’ve seen statistics showing that in true R&D environments, a 20% success rate is considered high. But the difference is that this success rate needs to occur at AMR’s technology campus, not on the circuit.”

“It’s not easy to achieve, but it’s what we must aim for. We have incredibly powerful CFD tools and the sport’s most advanced wind tunnel, but these are just simulations; there will always be a risk that the data doesn’t fully align with what we encounter on track.”

“Still, our simulations can provide us with a strong direction, and I’m confident we can reach the point where we’re right 90% of the time. This is the level at which world championship teams operate, and it’s the minimum target we must set for ourselves.”

Cowell emphasizes that the success of the 2026 project will have a lasting impact for several years.

“The 2026 season is a massive opportunity for us, but it’s not just about 2026. It’s about 2027, 2028, 2029, and 2030. It’s about building a team capable of achieving sustained success.”

“Yes, 2026 is important, but it’s just another step. 2025 is also a key milestone in our journey, and we are focused on improving our performance this year while maintaining positive momentum into 2026. We cannot underestimate the scale of the challenge in bringing all these elements together.”

“We need to transition from a customer team to a full works team while simultaneously adapting to the new regulations. We also have to design and manufacture our own gearbox and other car components previously supplied by Mercedes.”

“We’re partnering with Honda, one of the world’s top power unit manufacturers, who are extremely innovative and driven, and with Aramco, who are developing advanced fuels for us, along with Valvoline, who provide us with best-in-class lubricants. We’re fortunate to have these world-leading organizations as partners; they are at the forefront of their respective fields and bring significant experience and expertise. Our new technology campus will be fully operational by 2026, and we have brilliant technical minds joining the team. These are just some of the pieces of the puzzle we need to put together.”

And then there’s the competition…

“Every team is working to position itself for success with this major regulatory shift, and there’s also a group of power unit manufacturers adapting to these changes as effectively as possible.”

“We must acknowledge that we’re up against formidable competition with well-established teams. Mercedes, Ferrari, Red Bull, McLaren—these are exceptionally strong teams, and like every other team on the grid, they will view these regulatory changes as an opportunity.”

“We can’t control what they do. We can only control what we do. We need to run our own race, focus on our goals and targets, and assemble all the pieces of the puzzle as effectively as possible to capitalize on the opportunity that 2026 presents.”