During the Chinese Grand Prix, we met with Ayao Komatsu, the brand new Haas workforce principal, who changed Guenther Steiner for the 2024 F1 season. Komatsu has over 20 years of expertise in Formula 1, having beforehand managed the engineering division as Chief Race Engineer and subsequently Director of Engineering.
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He has been working at Haas since 2016. We talked with him concerning the basic modifications he has applied throughout the workforce, how engineering data and expertise assist him in his new place, the trendy picture of a Team Principal in Formula 1, and Haas’s plans for 2024.
Jastina Golopolosova: Hello Ayao! You have simply returned from your property Japanese Grand Prix; inform us the way you felt about your new standing as a Team Principal. How did the Japanese viewers obtain you?
Ayao Komatsu: Hello! It was an extremely heat welcome. On Thursdays in Japan, we all the time get a very good turnout for the pit stroll. But this yr, the help was overwhelming. I used to be there for an hour and a half, however I nonetheless needed to escape [laughs]. The ardour and enthusiasm of the Japanese viewers for Formula 1 is actually inspiring, and I’m grateful for his or her help. It’s a testomony to the love for this sport.
J.G.: Wow! That is great! After 4 races, the workforce’s drivers have scored factors 3 times, and in Japan, Nico Hulkenberg completed close to the factors zone. Haas is at present in seventh place within the Constructors’ Cup. Are you glad with how the workforce has began the season?
A.Ok.: Yes and no. Yes, if someone requested me, after 4 races initially of the season, I might have taken it if we scored factors in two races. So, what we’re attaining as a sporting result’s higher than anticipated earlier than we run the automotive within the Bahrain take a look at. So I’m glad in that means. I’m not pleased with the truth that we’ve but to essentially have an ideal race. Of course, as a race workforce, we need to maximise the whole lot. If the automotive’s quick sufficient for P11, we must always get P11. We ought to get a podium if the automotive’s quick sufficient for the rostrum. For occasion, in Japan, we must always have gotten P10. If Niko had a greater begin for the restart and Kevin had a greater pit cease, then we must always have no less than been preventing for that P10 place with Tsunoda till the very finish. I actually felt that was one level misplaced. That was the distinction that may hang-out us later within the yr. Now, in opposition to RB, we’re three factors behind. But if we had completed P10 in Japan, there would have been just one level distinction. But there’s no margin, tiny margin on this midfield battle. So yeah, we must be good in our operation and execution, however that’s what we’re striving for.
J.G.: Thank you for sharing this. Establishing a cohesive workforce construction is significant for long-term success in Formula 1. Could you delve into the basic modifications you’ve applied inside Haas and your method to administration?
A.Ok.: I assume, wanting on the technical organisation restructure. If we have a look at our shortcomings from the earlier years, it’s properly documented that we haven’t been capable of put upgrades on the automotive in a season that works, which is but to be seen this yr. However, an organisational construction that makes positive that no matter we see on the trackside and evaluation popping out from the automotive operating on a observe will translate into the work we’re doing again on the manufacturing facility. So we restructured in that space and put the precise folks in the precise place. So that’s key.
In phrases of philosophy, it’s actually defining the clear goal and the technique to go together with it after which speaking that technique to the remainder of the corporate simply to ensure everyone is aware of what our goal is that this yr, how we’re planning to attain it, and the way we’re going to enhance the automotive all through the season. So yeah, these two key issues are the technical organisation restructure and the important thing communication messages.
J.G.: Thank you for such an in depth rationalization. How do your engineering expertise contribute to your new function?
A.Ok.: One space for enchancment was the technical aspect of issues. Last yr, we had a basic automotive subject that resulted in an enormous tyre degradation within the race that we couldn’t clear up all through the season, and we couldn’t actually improve the automotive. Knowing that was the principle limitation, it does assist that my background is technical. I’m not doing it on my own; I’m not an aerodynamicist; I’m not a designer, so I’ve a succesful technical director, a succesful chief designer, head of aero, chief aero, and many others. I’ve succesful folks, however with my background, I can perceive what they’re speaking about. If I wanted to make some judgment name concerning after we produce what, my background would assist.
It’s crucial that you simply develop the group at a sustainable tempo, which is what I’m focusing on.
Ayao Komatsu
Team Principal, Haas F1 Team
J.G.: What needs to be the trendy picture of a Formula 1 Team Principal? Should he have distinctive technical data or expertise?
A.Ok.: It actually will depend on the workforce. No one mannequin fits each organisation. So, for those who have a look at our workforce and the way the Haas workforce is about up in comparison with Mercedes or Red Bull, there’s no level in evaluating them. So, if you have a look at these completely different workforce buildings, every workforce most likely wants a unique workforce principal. So, what, let’s say, Sauber want may be very completely different from what the Haas F1 workforce wants. So, there isn’t a single reply that this needs to be the mannequin for the workforce principal. Every workforce is completely different.
J.G.: Speaking about drivers, How do you intend to contain the drivers extra successfully within the strategy of refining the VF-24?
A.Ok.: Yes, that’s a key level, actually. Even final yr, they had been giving us glorious suggestions. Both drivers all through the season; the failure was that we weren’t capable of have a programme that was coherent when it comes to a growth programme to what the driving force was feeling within the automotive. But in fact, I used to be experiencing that, seeing that final yr. So this yr, a part of the issues of this technical organisation, this construction, and the issues I mentioned about communication are make certain we take heed to our drivers as a result of our drivers are very, superb when it comes to feeling the automotive, giving us technical suggestions about how the automotive ought to behave, how we must always develop the automotive. So if our engineers who’re creating the automotive, both you’re an aerodynamicist, designer, or car efficiency man, understood that key message from our two drivers, then I’m positive we will develop the automotive appropriately. So sure, two drivers are a significant half, and they’re taking part in their half very, very properly.
J.G.: Speaking concerning the workforce, does it manage to pay for to develop and develop, or does it lack monetary assets?
A.Ok.: I feel the important thing you mentioned was to develop and develop. So, the workforce must develop, but it surely’s a step-by-step. So, firstly, we’ve what we will do a greater job. That’s what we’re aiming to do. But issues must be in parallel, proper? So, as we enhance our operational effectivity with what we’ve, Gene, our proprietor, is already investing within the workforce when it comes to a large recruitment drive for motorhome. So that’s stepping into parallel. If Gene hadn’t invested in any respect, proper? Yes, we will nonetheless enhance our effectivity and get a greater place, however Gene is already seeing sufficient progress that offers him confidence that this workforce is now functioning higher. Of course, with the present setting, we will enhance extra, however Gene has already determined to speculate a major quantity when it comes to recruitment. So it’s very constructive that we will do it concurrently. And, in fact, development is crucial, however the development price can also be vital. If you develop too rapidly, you lose management. Things fall over, crumble. It’s very important that you simply develop the organisation at a sustainable tempo, which is what I’m focusing on.
J.G.: And if you acquired your promotion, did Gene Haas offer you any recommendation?
A.Ok.: In Gene’s phrases, the temporary was apparent: enhance the automotive’s efficiency. You know, we had been P10 final yr. That’s not the place Gene desires to be, and it’s completely different from the place everyone desires to be. So, , in Gene’s phrases, he was embarrassed about it. First and foremost, my temporary was that we have to have a look at the automotive’s efficiency and get off the grid. So, yeah, that message is obvious.
CIRCUIT OF THE AMERICAS, UNITED STATES OF AMERICA – OCTOBER 21: Ayao Komatsu, Chief Engineer, Haas F1 Team and Gene Haas, Owner and Founder, Haas F1 Team throughout the United States GP at Circuit of the Americas on Saturday October 21, 2023 in Austin, United States of America. (Photo by Andy Hone / LAT Images)
J.G.: Going again to the present weekend in China, the race in Shanghai can be held right here for the primary time with the brand new rules that had been launched a number of years in the past, plus there can be a dash race. How do you assess Haas’s possibilities on this observe, and to what extent can the automotive be tailored to it?
A.Ok.: Yeah, it’s effective when it comes to circuit traits. When I say effective, it’s as a result of we’ve carried out 4 quick races on very completely different tracks. Bahrain, Jeddah, Melbourne, and Suzuka. And Suzuka being actually the worst one for our automotive, however we had been capable of put a good efficiency in Suzuka as properly. So right here, all being effective, we must always be capable to put in a good efficiency as properly. But for me, the principle factor is that this observe floor appears to be like very inconsistent. So, it hasn’t been pushed a lot in any respect, proper? And, in fact, we’ve received the climate situations as properly. So then, being a dash weekend, that’s the strain. You’ve solely received one hour to type your automotive out. So we should begin the automotive on the right setup. But actually, I feel I must see what the observe grip degree situation is. And when it comes to consistency, it appears to be like tough. So that’s one of many greatest challenges.
J.G.: I see. Good luck with this. What are Haas’s basic objectives for 2024?
A.Ok.: It has stayed the identical from the start of the yr. Even although we’re P7 within the championship proper at this minute, within the historical past of the home, we’ve by no means been capable of match different rivals’ goal growth and growth progress all through the season. So that’s one of many targets this yr. So, P8 remains to be a really aggressive goal from the place we come from. So that’s what we’re focusing on. But in fact, we’re not going to present away sevens simply. Of course, we’re attempting to try in direction of P6. But if we obtain P8 on the finish of the yr, we’ve carried out an excellent job.
J.G.: Great! But do you proceed speaking with Guenther Steiner, the previous workforce principal? He just lately visited the paddock.
A.Ok.: So far, I’ve been flat out with the present organisation. I haven’t had an opportunity to satisfy him, however I’m positive I’ll see him in Miami. He’s coming to Miami as an envoy, proper? So yeah, perhaps I’ll see him there.
J.G.: Okay, thanks a lot, Ayao! It was a pleasure speaking to you!
A.Ok.: Same, thanks.
