Paddock Magazine sat down with Aston Martin F1 team principal Mike Krack to discuss various topics, including the current form of the Silverstone-based squad, Fernando Alonso’s workstyle, and Lance Stroll’s cheeky comment.
Daniel Horvath: You mentioned in a recent interview that the atmosphere could be better for the team. What’s the spirit like currently, and how are you planning to improve the mood?
Mike Krack: The mood in the team is always very proportional to our results. It’s not just about performance-making departments; it’s really the whole organization. Every Sunday defines the energy—when you have a few good races, the spirit is high, and everything flows naturally. Everyone is more relaxed, and communication is smoother. But after a few races with no points, it becomes the opposite. People start questioning everything, emotions run high, and it feels like every decision gets scrutinized more intensely. As a leader, my role is to maintain a positive atmosphere, even during tough times, and to ensure that everyone is focused on finding solutions rather than dwelling on the problems.
Managing these ups and downs is challenging, but it’s something you encounter in all sports. The highs are higher, and the lows are lower in Formula 1 because of how intense the competition is. The key is to manage not only the team but also yourself—ensuring everyone is still able to perform their jobs effectively and find solutions, even when the atmosphere is tense.
Horvath: You’ve mentioned earlier that one of the critical areas of focus is creating a winning mindset at Aston Martin. Do you think the current results are hindering that process?
Krack: I don’t believe so. We’re not hindered by our current results; we’re learning from them. Part of becoming a winning team is knowing how to deal with losing. It’s a process. After our strong start last season with impressive results, I anticipated more challenging times. We moved up the ranks quickly, but I knew sustaining that would be difficult. Our competitors are incredibly strong, and we are still at the level where we can consistently hold our position at the front.
It’s during these tougher times that leadership becomes critical. In difficult moments, people retreat, especially engineers—they dive into their work, trying to find the problem. But what’s really needed is open collaboration, brainstorming, and sharing ideas. Leaders must create an environment that fosters this exchange, even when high tensions exist.
Horvath: Lance Stroll recently commented that Aston Martin has taken the wrong direction with car development over the past 12 months. Do you agree with this assessment?
In Formula 1, the highs are higher, but the lows are lower. If you experience defeat, it gives you the motivation to win.
Mike Krack
Team Principal, Aston Martin F1 Team
Krack: From the driver’s perspective, I understand why Lance feels that way. It’s incredibly tough for them. Drivers are constantly under the spotlight—they can’t hide in the garage like the rest of us. They’re always asked why the car is slow and not quicker. That kind of pressure can be overwhelming.
When a driver says we’ve taken the wrong direction, we take it as a learning opportunity. If a driver has gone from consistently finishing in the top five to struggling, it’s natural for them to think we’ve made a wrong turn. But from an engineering and performance development perspective, it’s more complex. We must assess whether we’ve achieved what we expected from our upgrades. Indeed, some of our developments this year have yet to deliver as we hoped, and on top of that, our competitors have developed faster. That combination has led to some disappointing results. So, while I understand where Lance is coming from, it’s more nuanced from our side.
Horvath: Looking back at last season, what impact did the solid results and the hype around the team have on the organization in terms of attracting sponsors, gaining followers, and so on?
Krack: On the commercial side, the impact was massive. We saw a significant boost in sponsors, fans, and overall interest in the team. But internally, it wasn’t necessarily beneficial. The success came too quickly, in a sense. We did a good job, but it was also because our competitors underperformed. As a team, we needed to be more naturally in a position to sustain that level of success. The sudden rise to the front of the grid gave us a taste of what it’s like to lead, but it also highlighted the need for a more sustainable approach to success.
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When those results stop coming, you realize that maintaining that position requires much more complex work. The sudden rise to the front of the grid gave us a taste of what it’s like to lead, but it needed to be more sustainable with the resources and experience we had at the time. We’ve recognized that and are now focused on building a foundation that can support long-term success. Our focus is on the future, and we’re committed to building a team that can consistently fight for podiums.
Horvath: What message do you have for Aston Martin fans? When can they expect to see the team fighting for podiums again?
Krack: I wish I could say, “Starting this weekend,” but it’s not that straightforward. You have to respect the competition—Formula 1 is incredibly competitive, and the level of the teams we’re up against is exceptionally high. Our first priority is to ensure that the upgrades we bring to the car work as expected. That’s the foundation we need to build on. Otherwise, it’s just a game of chance. We’re currently in a phase where we’re trying to understand better why some of our recent upgrades have yet to deliver. Once we understand and react accordingly, we’ll start seeing progress. Over the next few races, I believe we’ll start seeing the first signs of that improvement.
We’re currently in a phase where we’re trying to understand better why some of our recent upgrades have yet to deliver. Once we understand and react accordingly, we’ll start seeing progress. Over the next few races, I believe we’ll start seeing the first signs of that improvement.
Horvath: Can you give us a glimpse of what Fernando Alonso is like during team meetings and how his experience benefits the team?
Krack: Fernando’s experience is an enormous asset, but it’s his relentless desire to always be at the front stands out. He challenges every decision, whether about the strategy, tyre choice, or race programs. But it’s never in a confrontational way—he’s always constructive.
For example, we might propose a strategy, and he’ll say, “Did you remember two years ago when this driver did something different, and it worked?” He forces us to dig deeper to ensure we’ve considered every angle. Sometimes, we must admit, “Good point, we didn’t think of that,” and return to the drawing board. Other times, we’re ready and say, “Yes, we anticipated that and here’s why we’re doing what we’re doing.”
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This back-and-forth is really valuable because it pushes the entire team to think ahead and be fully prepared. It makes us better because we’re constantly learning from his experience.
Horvath: What do you think are the main strengths and weaknesses of the team at this moment?
Krack: Our biggest strength is our operational side—the strategy, tyre management, race planning, and pit stops. In those areas, we are very strong. But we need to be realistic about where we are. We’re still in a growth phase and want immediate success, but we must be patient.
There are still tools we still need to get, like our wind tunnel, which is coming soon. These steps will take time, and there will be challenges along the way. We need to zoom out and remember this is a long-term project. It won’t happen overnight, and there will be mistakes, but if we stick together, we’ll become stronger.
