During the 2024 Formula 1 season, the Haas VF-24 proved to be the most versatile car in the midfield. While it fell short of achieving sixth place, which had seemed like a concrete target during the championship, there are many reasons for satisfaction.
Alongside the improvements made on track after a 2023 season where Haas finished tenth in the Constructors’ Championship—with a car effective on single laps but too harsh on tires—the key difference came from how the team managed to shore up certain areas at the factory to become more competitive.
The decision to appoint Ayao Komatsu as Team Principal following disagreements with former chief Guenther Steiner proved to be the right one. Komatsu, an engineer who had already spent many years with the team and knew its internal dynamics, focused on addressing major structural shortcomings and improving communication between the two facilities.
Communication has been a common issue for many teams over the years, particularly when there are two separate facilities. For example, multiple Team Principals who have managed Alpine have stressed the importance of improving communication between the factories in Enstone and Viry to take a step forward.
No magic, just better communication
This issue also applies to Haas, which operates two facilities: one in Maranello, Italy, where the team’s aerodynamics department is located, and one in England, where the mechanical and logistical engineers are based. Komatsu inherited a team and a car that were already built when he was appointed, but his input has been crucial in strengthening key areas.
There were no major changes. After parting ways with Steiner and former Technical Director Simone Resta, who moved to Mercedes, Haas did not make any high-profile hires. The staff remained the same, and much like Andrea Stella at McLaren, Komatsu had to bring out the best in the existing team.
“Honestly, there’s no magic. I’m sorry to tell a boring story, but there’s nothing exciting. It’s about doing the basics very, very, very well and working as a team. That’s what can happen,” Komatsu said when asked about the changes he implemented.
The most important aspect for Komatsu has been restoring Gene Haas’s trust in the team, which had been damaged after a disappointing 2023 season and disagreements about how the team should grow. A team performing well benefits not only morale but also finances.
Williams serves as a good example: finishing seventh in 2023 not only earned them larger FOM payouts but also encouraged Dorilton Capital to increase investments. As James Vowles noted, when a team improves, investors gain confidence, leading to more funding for further strengthening.
Closer to the budget cap in 2025
By negotiating better deals with suppliers and demonstrating that updates could perform as expected—one of the critical issues in past seasons—team owner Gene Haas regained confidence in the project and its key figures.
This renewed trust, combined with finishing seventh in the Constructors’ Championship, has brought Haas closer to reaching the budget cap in 2025, something unprecedented for the team. “Yes, our goal is to be at the budget cap level in 2025. Haas has never been near the maximum budget cap before. If you really want to be competitive, you need to be close to the cap, and that’s our goal,” Komatsu explained.
It has already been confirmed that the team will receive a new motorhome next year to replace the one used since 2016. While not an exciting development, it is a small investment for a team that, for example, reduced the number of personnel on the pit wall in recent years to save on transport costs. These small investments, combined with other measures, help teams grow, as improved working conditions can attract new talent.
For instance, one of the reasons Tim Goss left the FIA to join Racing Bulls was the environment and the ambitious nature of the project, which, while not involving a top team, was described as appealing.
Although Haas lacks the extensive facilities of top teams, which boast cutting-edge technologies and their own wind tunnels, the American team is growing thanks to recent investments. The partnership with Toyota not only provides a strong ally for manufacturing certain components but also ensures the resources to build a new simulator in Banbury.
Until now, Haas has relied on Ferrari’s simulator in Maranello, which presented timing limitations rather than technological ones. Haas was allocated a fixed number of days, with priority logically given to Ferrari’s activities.
Haas below “critical mass” and seeking new engineers
For a team needing to grow, addressing these issues is essential, including in terms of workforce. Last year, Haas increased its headcount from 230 to about 250 employees, and Komatsu believes this process must and can continue. “We are trying to grow. Finding good people is not easy. But there’s no doubt we need to grow. We are below critical mass, so to speak.
“We’re always overloaded: when something happens, we’re completely swamped. So it’s not sustainable. I want to make this team sustainable. Right now, I feel we have a very, very narrow margin. So yes, we are recruiting, and if you go to our website, you can see how many positions we’re hiring for!” the Team Principal said.
“Our results on track, combined with the message that we are a serious team, help with recruitment. Interestingly, people from much bigger teams like Mercedes and Red Bull are joining us. It depends on what these individuals are looking for. We are a much smaller team, so the work is tougher. You have to do much more. But some aspects are better, right?
“If you’re someone who just wants to be told, ‘This is your job, do it well, and we are a race-winning team,’ then they’ll choose a big team. But if they want a broader vision, to be more versatile… It depends on the personality. So, again, we need to attract the right personalities that fit our team.”
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