In the course of the Chinese language 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 System 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 in regards to the basic adjustments he has carried out inside the workforce, how engineering data and abilities assist him in his new place, the trendy picture of a Staff Principal in System 1, and Haas’s plans for 2024.
Jastina Golopolosova: Hi there Ayao! You may have simply returned from your own home Japanese Grand Prix; inform us the way you felt about your new standing as a Staff Principal. How did the Japanese viewers obtain you?
Ayao Komatsu: Hi there! It was an extremely heat welcome. On Thursdays in Japan, we at all times get a very good turnout for the pit stroll. However 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 fervour and enthusiasm of the Japanese viewers for System 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’s 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 the moment in seventh place within the Constructors’ Cup. Are you happy with how the workforce has began the season?
A.Ok.: Sure and no. Sure, if any person requested me, after 4 races at the beginning of the season, I might have taken it if we scored factors in two races. So, what we’re reaching as a sporting result’s higher than anticipated earlier than we run the automotive within the Bahrain take a look at. So I’m happy in that approach. I’m not proud of the truth that now we have but to essentially have an ideal race. After all, as a race workforce, we need to maximise all the pieces. If the automotive’s quick sufficient for P11, we should always get P11. We must always get a podium if the automotive’s quick sufficient for the rostrum. As an example, in Japan, we should always have gotten P10. If Nico had a greater begin for the restart and Kevin had a greater pit cease, then we should always have not less than been combating for that P10 place with Tsunoda till the very finish. I truthfully felt that was one level misplaced. That was the distinction that will hang-out us later within the yr. Now, towards RB, we’re three factors behind. But when we had completed P10 in Japan, there would have been just one level distinction. However there’s no margin, tiny margin on this midfield battle. So yeah, we must be excellent in our operation and execution, however that’s what we’re striving for.
J.G.: Thanks for sharing this. Establishing a cohesive workforce construction is significant for long-term success in System 1. May you delve into the basic adjustments you’ve carried out 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 in a position to put upgrades on the automotive in a season that works, which is but to be seen this yr. Nonetheless, an organisational construction that makes certain that no matter we see on the trackside and evaluation popping out from the automotive working on a monitor will translate into the work we’re doing again on the manufacturing unit. So we restructured in that space and put the proper folks in the proper place. In order that’s key.
When it comes to 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 realize 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.: Thanks for such an in depth clarification. How do your engineering abilities contribute to your new position?
A.Ok.: One space for enchancment was the technical facet of issues. Final yr, we had a basic automotive difficulty 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. Understanding 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 relating to once we produce what, my background would assist.
It’s crucial that you just develop the group at a sustainable tempo, which is what I’m concentrating on.
Ayao Komatsu
Staff Principal, Haas F1 Staff
J.G.: What needs to be the trendy picture of a System 1 Staff Principal? Ought to he have distinctive technical data or abilities?
A.Ok.: It actually is dependent upon the workforce. Nobody mannequin fits each organisation. So, when you have a look at our workforce and the way the Haas workforce is about up in comparison with Mercedes or Crimson Bull, there’s no level in evaluating them. So, whenever you have a look at these completely different workforce constructions, 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. Each workforce is completely different.
J.G.: Talking about drivers, How do you propose to contain the drivers extra successfully within the strategy of refining the VF-24?
A.Ok.: Sure, that’s a key level, actually. Even final yr, they had been giving us glorious suggestions. Each drivers all through the season; the failure was that we weren’t in a position to have a programme that was coherent when it comes to a improvement programme to what the motive force was feeling within the automotive. However after all, 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 ensure that we take heed to our drivers as a result of our drivers are very, excellent when it comes to feeling the automotive, giving us technical suggestions about how the automotive ought to behave, how we should always develop the automotive. So if our engineers who’re creating the automotive, both you’re an aerodynamicist, designer, or automobile efficiency man, understood that key message from our two drivers, then I’m certain we will develop the automotive accurately. So sure, two drivers are an important half, and they’re enjoying their half very, very properly.
J.G.: Talking in regards to the workforce, does it manage to pay for to develop and develop, or does it lack monetary sources?
A.Ok.: I believe the important thing you mentioned was to develop and develop. So, the workforce must develop, however it’s a step-by-step. So, firstly, now we have what we will do a greater job. That’s what we’re aiming to do. However issues must be in parallel, proper? So, as we enhance our operational effectivity with what now we have, Gene, our proprietor, is already investing within the workforce when it comes to an enormous recruitment drive for motorhome. So that’s getting in parallel. If Gene hadn’t invested in any respect, proper? Sure, 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. After all, with the present setting, we will enhance extra, however Gene has already determined to speculate a big quantity when it comes to recruitment. So it’s very constructive that we will do it concurrently. And, after all, progress is important, however the progress price can be important. In the event you develop too rapidly, you lose management. Issues fall over, crumble. It’s very important that you just develop the organisation at a sustainable tempo, which is what I’m concentrating on.
J.G.: And whenever 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 recognize, we had been P10 final yr. That’s not the place Gene needs to be, and it’s completely different from the place everyone needs to be. So, you realize, in Gene’s phrases, he was embarrassed about it. In the beginning, 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 clear.
CIRCUIT OF THE AMERICAS, UNITED STATES OF AMERICA – OCTOBER 21: Ayao Komatsu, Chief Engineer, Haas F1 Staff and Gene Haas, Proprietor and Founder, Haas F1 Staff throughout the USA GP at Circuit of the Americas on Saturday October 21, 2023 in Austin, United States of America. (Photograph by Andy Hone / LAT Photographs)
J.G.: Going again to the present weekend in China, the race in Shanghai shall 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 shall be a dash race. How do you assess Haas’s possibilities on this monitor, and to what extent can the automotive be tailored to it?
A.Ok.: Yeah, it’s high quality when it comes to circuit traits. After I say high quality, it’s as a result of we’ve accomplished 4 quick races on very completely different tracks. Bahrain, Jeddah, Melbourne, and Suzuka. And Suzuka being truthfully the worst one for our automotive, however we had been in a position to put a good efficiency in Suzuka as properly. So right here, all being high quality, we should always be capable to put in a good efficiency as properly. However for me, the principle factor is that this monitor floor appears very inconsistent. So, it hasn’t been pushed a lot in any respect, proper? And, after all, we’ve received the climate circumstances as properly. So then, being a dash weekend, that’s the strain. You’ve solely received one hour to kind your automotive out. So we should begin the automotive on the correct setup. However actually, I believe I have to see what the monitor grip stage situation is. And when it comes to consistency, it appears tough. In order that’s one of many largest challenges.
J.G.: I see. Good luck with this. What are Haas’s normal objectives for 2024?
A.Ok.: It has stayed the identical from the start of the yr. Though we’re P7 within the championship proper at this minute, within the historical past of the home, now we have by no means been in a position to match different rivals’ goal improvement and improvement progress all through the season. In order that’s one of many targets this yr. So, P8 continues to be a really aggressive goal from the place we come from. In order that’s what we’re concentrating on. However after all, we’re not going to offer away sevens simply. After all, we’re attempting to attempt in the direction of P6. But when we obtain P8 on the finish of the yr, we’ve accomplished an excellent job.
J.G.: Nice! However do you proceed speaking with Guenther Steiner, the previous workforce principal? He just lately visited the paddock.
A.Ok.: To date, I’ve been flat out with the present organisation. I haven’t had an opportunity to fulfill him, however I’m certain I’ll see him in Miami. He’s coming to Miami as an envoy, proper? So yeah, possibly I’ll see him there.
J.G.: Okay, thanks a lot, Ayao! It was a pleasure speaking to you!
A.Ok.: Identical, thanks.
