Among the common perceptions in the Formula 1 paddock is the view of Racing Bulls as a subsidiary of Red Bull. That there is a strong connection between the two structures is the most obvious assessment, but it is equally true that there is a team in Faenza with its own identity.
It could not be otherwise, given that the team consists of 650 people divided between the Italian facility and the new English department. In a long conversation with Motorsport.com, team principal Laurent Mekies emphasized the work that has been ongoing for over a year to lay the foundations for facing the future with clear objectives.
Key points and challenges, from the support of the parent company to the complexities of managing two locations, from the security of materials supplied by Red Bull Racing to the difficulties of integrating into an independent project. All of this must be tackled while always keeping in mind the team’s true “mission,” which is to develop Red Bull’s junior drivers to prepare them for the big leap into Christian Horner‘s ranks.
A year ago, you made your debut as team principal. Twelve months later, can you tell us if everything has gone as expected?
“After a year, I can say that the project I am part of is fantastic. The Red Bull family gives you a strong sense of belonging, but at the same time, it has granted us great management freedom. We have no constraints in building what they have asked of us: a team capable of positioning itself just behind the top teams.”
VCARB is still a work in progress, with two locations in Faenza and Milton Keynes. How is the work progressing?
“The goal is to evolve our team into a model that can be competitive in the future. We have seen that the midfield has made significant progress, so we need to invest in people, processes, and infrastructure.
“We have made investments in the new Milton Keynes facility as well as in Faenza, and we have grown significantly. But while working on this front, every two weeks, there is also a Grand Prix to tackle, so energy must be managed wisely. Last season, we had fantastic periods and more difficult ones. One of the weaknesses that emerged in 2024 was the lack of consistency—some weekends, we positioned ourselves right behind the top teams, while in others, we struggled to be in the midfield. However, we fought until the end for sixth place in the Constructors’ Championship.”
Did you feel the responsibility tied to your role?
“I believe the sense of responsibility is always there in any job. It does not depend on the number of people you manage. We have been given great freedom, and with that comes responsibility. Trust is placed in you, and you know you must repay it with results. As I said, we have made major changes to the team’s structure, but we are not yet at the stage where all the work translates into lap time. However, I trust in what we are doing. We see people working better in every corner of the company, but we still need six to nine months to turn all this effort into performance.”
Managing two facilities is a model that is also being explored by other teams. What are the pros and cons of this structure?
“It is a complex process. If you ask me today whether having two facilities is an advantage, I would say no, because in this job, everything is based on people and communication between them, and this aspect is difficult to manage. We have made an important choice: we have not localized departments to one of the two sites, whether it’s aerodynamics, design, or production. Instead, we have chosen a model in which each of these departments has personnel both in Faenza and Milton Keynes.
“We have called this model ‘Location Free,’ and we chose it for a reason: the ability to recruit people in both England and Italy. We have this opportunity, so to maximize it, we have extended it to all departments. We can offer our employees the option to work in Italy or England, which is very useful for us in retaining staff if they decide to make different life choices.”
Has the collaboration with Red Bull only brought advantages, or has it also impacted the creativity of your technical staff?
“I want to clarify one thing because our collaboration with Red Bull is always widely discussed. VCARB currently has 650 employees, with departments that study and design all components of the car except for the gearbox and suspension, which we purchase from Red Bull. The core of the car—its aerodynamics, layout, and many other parts, such as the cooling system—is designed in Faenza or at our UK center. So, to answer the question, is it only an advantage to receive a ready-made gearbox and suspension?
“It is not only an advantage, and we can understand that by looking at other customer teams that have purchased components over the years only to later abandon them. There are pros and cons. The advantages are clear: we do not need to add more personnel to our 650-strong workforce, and we do not have to invest in research and development for the gearbox and suspension. Additionally, receiving parts from a top team ensures they are made to a higher standard than we could achieve as a non-top team.
“The disadvantage is that it is difficult to fully understand the genesis of how and why certain choices were made, and this can sometimes be an issue when we are fighting over tenths of a second. But from Red Bull’s perspective, having two teams in Formula 1 means aiming to share at least the few components allowed by the regulations. It makes more sense than hiring another hundred people to produce parts already made by another team.”
You are emphasizing that Faenza and Milton Keynes together form a true Constructor…
“Absolutely. In our facilities, there are departments upon departments where engineers work on simulation, vehicle mechanics, carbon fiber, aerodynamics, and car dynamics. That means being a Constructor. Moreover, apart from us and Williams, all the other teams are tied, to varying degrees, to a car manufacturer. This makes our journey even more fascinating because we are competing against giants.”
Was it difficult to manage Tsunoda when he realized that Lawson would get the chance to move up to Red Bull? Do you think he will still be motivated?
“We stood very close to Yuki, and it was our duty to do so. Saying he wasn’t affected would be a lie, but over the winter, he managed to put it behind him. He returned from Japan very motivated and calm. If you ask him about what happened last year, his answer is sincere, but he handled the situation well.
“As disappointed as he was, he still felt the support of the Red Bull family and understands that such decisions are tough to make. Yuki has been part of this group for a long time, and this year, he will once again go out on track to prove to everyone, but especially to Red Bull, that he can be the right choice for the future.”
Not always have you had experienced drivers available. Is having a driver like Yuki Tsunoda, with four F1 seasons under his belt, an advantage for the team?
“Yes. Yuki is our leader today. We know each other well, and having worked together for years means understanding each other immediately. When a rookie joins the team, the initial phase is anything but simple. Every driver has to familiarize themselves with a completely new environment and a mountain of information.
“That said, we all know that our team’s DNA is to develop young drivers and help them grow in the best way possible. So yes, having an experienced driver is an advantage, but we also know what our main goal is.”
How is Hadjar’s development progressing?
“He is 20 years old and is living this opportunity as the greatest gift he could receive. It is great to see that in his first weeks, Hadjar and Yuki are building a good relationship, something that should never be taken for granted. He is learning a lot, but patience is needed with rookies.
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