Zak Brown does not need reminding how quickly momentum can shift in Formula 1.
After back-to-back championship-winning seasons, the McLaren Mastercard F1 Team entered 2026 expected to set the pace once again, only to find itself on the back foot in the opening rounds.
As McLaren Racing Chief Executive Officer, Brown’s response to that challenge is not rooted solely in technology or development, even in a sport that continues to be defined by both.
While acknowledging the important role of tools such as simulation and aerodynamic development in the first season of wide-ranging regulation change, Brown is clear about where he believes the real difference lies.
“We’ve got awesome technology, wind tunnels and CFDs,” he told Udemy’s PowerUp Live 2026 event at the McLaren Technology Centre.
“The real difference is our people. Getting the most out of them, getting them to work really well together, getting them to learn, challenge each other and row in the same direction, and making sure everyone understands how important their role is and how they contribute to our success.”
That belief shapes how McLaren defines the idea of a team, moving away from a narrow focus on trackside operations and towards an understanding of performance across the whole organisation.
“When I say racing team, that is everybody,” he said.
“Everyone understands how important their role is and how they contribute to our success.
“Whether you’re in the HR department, the finance department, the commercial department or the comms department, your contribution is every bit as important as the pit crew, the engineers or the aerodynamicists.”
This reframing reflects a wider shift across F1, where aligning an organisation has become as important as designing a competitive car, particularly in an environment where the difference between winning and losing is often measured in marginal gains delivered across multiple areas rather than a single breakthrough.
Whether you’re in the HR department, the finance department, the commercial department or the comms department, your contribution is every bit as important as the pit crew, the engineers or the aerodynamicists.
Zak Brown
At McLaren, that philosophy is reinforced by a culture built around continuous improvement.
“We have a lot of people in here that are overachievers, and they want to learn, and they want to expand their skill set,” explained Brown.
“Feeding them so they feel that they can perform at the highest level is ultimately what drives performance.
“If you can get everyone going, I can just go a little bit better, it’s amazing how you can just move things forward in an organisation.”
The importance of that approach has only increased under the cost cap, which has fundamentally altered the competitive landscape.
With spending limits removing the ability to outspend rivals, teams are required to operate with greater precision, placing a premium on decision-making, collaboration and the effective use of resources across every function.
“We used to not have a cap, so you could spend your way out of problems,” Brown said.
“Now we need to make sure every penny we spend puts performance on the race car, puts performance on our people, or puts performance in the technology.”
As a result, Brown explained how departments that were once peripheral to performance discussions, particularly finance, have become deeply integrated into them, working alongside technical teams to navigate the complexities of a capped environment.
“I would not want to be in the role of my CFO,” he said.
“We have a cost cap and we’re trying to get as close to it as possible because you want to spend every penny you’re allowed to, but you don’t want to go over.”
Within that structure, Brown’s view of leadership is equally aligned with the idea of enablement over control.
“My view is the race team doesn’t work for me, I work for them,” he said.
“My job is to enable them, keep them motivated, give them direction and give them the resources that they need.
“I don’t like having a bunch of people around the table that just agree with me. I love diversity of opinion and background because you make better decisions.”
Alongside that sits a growing emphasis on wellbeing, reflecting the increasing demands placed on individuals within a global championship.
Brown points to investments in facilities and support structures, including a focus on both physical and mental wellbeing, as part of a broader effort to sustain performance over time.
“I don’t think you can focus on your people enough,” he said. “I’m obsessed with our people.”
The significance of that approach becomes most apparent when circumstances shift unexpectedly.
When McLaren staff were caught up in Bahrain at the start of the unrest in the region, the organisation’s priorities changed immediately, with the focus moving away from performance and towards ensuring that those individuals were safe and supported.
“We had 33 people in Bahrain two weeks ago, when this all kicked off,” he added.
We’re very much a family-first mindset here, and I think, ultimately, while we’ve got these awesome technologies, it’s the people that make the difference
Zak Brown
“I was very proud of the work that we did, we had to get them out of there, and that was not easy, and we had to go through Saudi and get visas, and fortunately, the Crown Prince of Bahrain is my boss, so we had some good connections.
“But that became number one priority – forget about the race car. We’ve got 33 people there, and we set up a WhatsApp group with the families and did everything we could to get them comfortable because it took us about three days to get them back.
“We chartered planes, we did whatever it took. So, we’re very much a family-first mindset here, and I think, ultimately, while we’ve got these awesome technologies, it’s the people that make the difference, so that’s our number one priority.”
