Sauber is currently last in the Constructors’ standings with six points scored at the season-opening Grand Prix in Australia. Then, nothing more from Nico Hulkenberg and Gabriel Bortoleto at least until Monaco, as the short-term goal is to start regularly fighting for top 10 finishes and points. The team celebrated its 600th GP in Imola, having gone through various name changes since its debut in South Africa in 1993 with Karl Wendlinger and JJ Lehto. For Mattia Binotto, the anniversary at the Enzo and Dino Ferrari circuit—celebrated together with founder Peter Sauber—may have marked a sort of starting point for the future.
Let’s not deny it: the Swiss team that appears on track in green is increasingly adopting the gray and red soul of Audi. The German manufacturer chose Sauber to officially enter F1 in 2026, but the DNA shift has been underway for some time. A customer team must transform into a full constructor representing the prestigious Four Rings brand, which has triumphed wherever it chose to compete.
Mattia Binotto took on a tough challenge, though the engineer from Reggio Emilia doesn’t see it as impossible, provided he’s given the necessary time. He joined last August, and the former Ferrari man has seen his responsibilities grow in an ambitious, albeit complex, project. He has already taken on the role of CEO, taking full control of the F1 program.
We wanted to take stock with Mattia, starting from the human side. What does it mean to become the CEO of Audi F1 Team?
“Above all, it means more responsibility. But I’m happy to have received further trust from Audi, from its board, from its CEO. We’ve been working together for a few months and there’s a good understanding—we share the objectives, and I think also the approach to our operations. Their trust and esteem are something I welcome with great pleasure.”
But the path is extremely tough. The transition from Sauber to Audi is a hard one. How do you plan to manage it this year?
“More than hard, I’d say it’s long: the transition seems long to me.”
Would it be easier if the transition period were shorter so that you could start phase two?
“No, I think we’re already in phase two. There is no real transition. The team, regardless of the colors we wear on Sundays at the Grand Prix, is already focused on the future. Internally, we feel like Audi; we’re looking at what it will take to reach our goals. Everyone knows there won’t be a clear break; if anything, Imola—which marked Sauber’s 600th GP—was a way to celebrate the past and perhaps start projecting ourselves into tomorrow.”
“I think it had important symbolic value, because ultimately Audi is being built on the foundations of Sauber, and that’s how it should be.”
Audi is used to winning wherever it goes—it achieves success in much less time than the five years you predicted when launching this project. Do you still believe that timeline, or is there a way to shorten it?
“Audi hasn’t just won everywhere—it has always innovated, and I believe that’s the brand’s philosophy. Think of all-wheel drive in rally and touring cars, the diesel engine in WEC, and full electric in Dakar. The five years I predicted in F1 aren’t just my view—they’re a target shared with Audi, and I think it’s important to underline that…”
All true, but your critics say: Mattia Binotto did well to give himself a long, comfortable timeframe to deliver results…
“This isn’t my time. The individual doesn’t matter here—the team does. This is the time required to win. If you look at the past, I was at Ferrari during an amazing era with Michael, but all teams need time to build. Jean Todt arrived at Maranello in 1993 and only won in 2000—and I don’t think that’s the only example of needing a solid foundation.”
“Just look at McLaren’s resurgence—it wasn’t fast. You need time to work on infrastructure, tools, people, organization, and even culture. Audi brings its German culture into a Swiss team that has its own identity, plus an important niche of foreign staff: blending all this won’t be easy.”
“When people talk about culture, they mean behaviors, team spirit—it’s no surprise that time is needed. It’ll take three years to build and two more to consolidate.”
What are the construction priorities?
“We’re working on many fronts simultaneously—they all need to progress in parallel. We need to expand, so we’re planning new buildings. We also need more staff and must grow our internal manufacturing capabilities. Anyone familiar with Hinwil knows it’s not easy to expand there, so we’ll need to go a bit beyond the current perimeter.”
“We also need a new simulator. It’s not enough to buy and install it—we need time to make it work by adopting tools, methods, simulation calculations—we have to build processes to get repeatable data.”
Is your wind tunnel still adequate for modern F1? Hinwil’s tunnel has long been a benchmark and is even used for WEC Hypercars…
“Our wind tunnel has always been a benchmark for many categories because we can test the whole car—so it’s a big tunnel. The structure itself is still valid, as the airflow entering the test chamber is clean. But we’ve fallen behind in how we conduct the testing—we need to change our methodology to improve result quality. We’ll need new software and more specific tools to enhance the testing.”
Why don’t people want to come to Sauber—is Switzerland too far from racing’s epicenter?
“Who told you that? I think you’ll be surprised. No, I don’t agree. I like Switzerland, you know that. I think it’s a great place to work, with a high quality of life, and the family environment is positive too because it’s a very safe place.”
“I think this could become a competitive advantage for us. Of course, to attract people you first need to give credibility to your project. A name isn’t enough—Audi isn’t enough—you need concrete actions, and we’re taking them. One example is Jonathan Wheatley’s arrival and some sponsors we’ll announce. Another is the investment made by the Qatari fund, which ensures necessary funding. We started with a new driver pairing, including a young talent like Gabriel. And soon, we’ll make more hires. I’m convinced that if we speak again in a year, the question will be: ‘How did you manage to attract so many people?’”
This is a very interesting topic—you’re also opening a tech branch in the UK. What will it be called?
“It will be our English technology center, so it will simply be called Sauber Center of Technology UK.”
And when will it be launched?
“In the next few weeks. We’ll start in the middle of the year—very soon.”
How many people will you hire there?
“Not many—about twenty at first. It will be a tech outpost so we can have a presence in the area. In fact, it could become a gateway to Hinwil. Because when you try to hire in England, it’s never the right time—kids are still in school, the wife has a job, there’s a house to sell. So the UK base could act as a temporary hub to help personnel transition before moving permanently to Hinwil.”
What are your expectations for the rest of 2025?
“Formula 1 will have an exciting championship until the end—more than one team will win races, and there will be a strong fight at the top.”
Won’t it be a McLaren-dominated season?
“No, I don’t expect a McLaren domination. I foresee other teams also winning races, because many will bring upgrades. McLaren, having a technical advantage, might stop developing its current car earlier than others—giving those others a chance to close the gap. But even in the opening races, there hasn’t been total domination—just a few tenths make the difference. It’s always the same few teams, but that’s how the pecking order is built.”
And what’s the outlook for Sauber (Audi)?
“This should be a year of growth. I don’t think the Constructors’ ranking matters as much as fighting for points in every race. We need to find consistency in results—that would be a major step forward.”
Looking ahead to 2026: with the new regulations, what scenario will we face after the revolution? Some doubt the agility of the new cars, while others see mature rules that could work well…
“The regulations are written. Those calling them mature mean they’re known, though some refinements will still be made. It’s important to know how big or small those changes will be. I believe the rules are mature, but that doesn’t mean we’ll all perform equally. At first, the performance gaps between first and last will likely be wider than they are now, at the end of the current cycle. But that doesn’t mean the rules will be a failure—just look at 2022 with the ground-effect cars. There were doubts and concerns back then too.”
“But over time, the rules proved valid. F1 must always be a tech leader—a platform for innovation. Change is right—we must embrace new technologies, focus on sustainable fuels, and increase hybridization.”
“These are necessary steps—we can’t stop. Maybe there will be differences at first, but I’m convinced that over five years we’ll naturally converge in performance again.”
You talk about five years—do you think engine rules could change before that?
“No, I mean five years of regulations. I think the meeting in Bahrain confirmed that. There will certainly be tweaks, right? But that’s the FIA’s ongoing job in collaboration with the teams.”
Is there a chance the budget cap could be loosened to allow engine development for those who fall behind?
“I don’t know if it’s about raising the cap. It’s like with the chassis: teams further behind get more wind tunnel time. We’re considering giving development opportunities to those behind on the power unit side.”
“It’s easier to imagine more dyno hours, which might mean budget adjustments for those interventions. These kinds of opportunities already exist in the current rules, so it won’t be anything new—we’ll just need to formalize how to apply them. Right now, we’re in discussions.”
What innovative feature does Audi want to bring to F1 to define its GP program?
“It won’t necessarily be on the technical side of the car. We’re lucky to start with a blank sheet, so we can set up a team with a potentially different organization than others.”
“We’ve already started: Jonathan and I have a division of duties that others don’t. I’ll focus more on the organizational side at HQ, while he’ll manage the 24 races. I think that’s an innovative, evolved approach—a more modern way of thinking about F1.”
But will there be innovation in the 2026 cars?
“Definitely—in fuels and engines.”
We’ll have sustainable fuels…
“The rules have been clear from the start: the 100% sustainable fuel can be achieved in two ways—e-fuel (synthetic) or biofuel (from biocomponents). Fuel manufacturers are free to choose their preferred option, as long as it’s sustainable.”
Will there be a fuel war?
“F1 is about competition, so hopefully there will be a technological fuel battle too. Fuel will become a differentiating factor.”
Will the 2026 championship be engine-driven?
“In 2014, when more hybrid was added to the power unit, the championship started off engine-dominated because Mercedes had a huge advantage. That could happen again, and those needing to catch up will try to do so…”
According to paddock rumors, Mercedes is already ahead with the new power unit—50% electric, 50% thermal…
“Yes, I’ve heard that too. As for us, we’re focused on ourselves. We know 2026 won’t be the year we’re at the top. We won’t have the best power unit, but the direction we’ve taken is the right one—I’m confident.”
Has F1 made engines too complex?
“Building power units—as someone who used to be an engine guy—is far more complex than people think from the outside. These are very advanced technologies, but the human factor matters too. There are mechanics who make a difference because they know every detail of the engine—how to assemble it, how to open it, how to save parts. That hands-on expertise, process knowledge, and fine-tuning—I learned that in my past…”
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