Our latest Role Call is with Sarah Morgan, Head of Hospitality and Events for the Mercedes-AMG Petronas F1 Team.
As Formula 1 becomes an increasingly sought-after ticket, taking care of guests with a best-in-class service is of the utmost important to teams.
Role Call is Sector’s series spotlighting the people whose job titles do not always reveal the influence they have on the sport and Morgan is the latest to take our Q&A.
Sector: How did you get into Formula 1?
Sarah: I didn’t come into Formula 1 through a traditional motorsport route.
My background was in global events and brand experience, delivering large-scale programmes where precision, stakeholder management and storytelling were critical. That environment – high pressure, high expectation and global audiences – turned out to be excellent preparation for F1.
What drew me in was the complexity behind the spectacle. At a team like Mercedes-AMG PETRONAS Formula One Team, race weekend is just the visible layer of a year-round operation that blends performance, engineering, commercial partnerships and guest experience.
It’s not just sport; it’s a travelling international business operating at extraordinary pace.
When the opportunity arose, it felt like a natural evolution. I was attracted to the ambition and the standards. In Formula 1, good is never quite enough – there’s always a marginal gain to find.
That mindset applies just as much to hospitality and events as it does to performance on track, and that’s what makes it such a compelling environment to work in.
Sector: What are the top three skills that matter most in your job that people would not expect?
Sarah: People often assume my role is primarily creative or relationship-driven – and those elements are important – but some of the most critical skills are judgment and emotional intelligence.
Discretion is fundamental. You operate in a highly competitive environment where conversations, relationships and timing matter. Knowing when to speak, when to listen and how to manage information responsibly is critical.
Equally important is adaptability. On any given day I might be speaking to senior executives, commercial partners, team members in the garage, or external suppliers.
The ability to adjust tone and approach without losing clarity is key. There’s also a strong operational backbone to the role. Hospitality at Formula 1 level is a logistics machine involving budgets, compliance, freight, travel policy and risk management. It requires financial discipline and calm decision-making under pressure.
The polished guest experience people see trackside is built on structured planning, strong governance and a team that understands how to operate under pressure.
Sector: What does a good day look like in your role?
Sarah: A good day is one where everything feels seamless – even if behind the scenes it’s anything but.
Formula 1 is inherently unpredictable. Weather changes, schedules shift, performance fluctuates. Success in my role is about anticipating enough variables that nothing destabilises the guest experience or the team delivering it. When our partners and VIPs feel genuinely welcomed rather than managed, that’s a strong sign we’ve done our job well.
It’s also about the internal environment. I lead a talented team, and a good day is one where they feel confident, empowered and clear on their responsibilities. If I can step back and see them making strong decisions independently, that’s a real measure of success.
Of course, when strong on-track performance aligns with a seamless hospitality programme, there’s an undeniable energy. But even beyond results, a good day is one where we’ve upheld standards, protected relationships and delivered excellence in an environment that never stands still.
Sector: What advice would you give to someone who wants to work in F1 but doesn’t know where they fit?
Sarah: Start by broadening your perception of what Formula 1 actually is. It’s far more than drivers and engineers. It’s a global business that requires expertise in logistics, finance, HR, sustainability, marketing, partnerships, data and events. Almost every discipline exists somewhere within the ecosystem.
Rather than trying to mould yourself into what you think the sport wants, focus on building real depth in a transferable skill. High-performance environments value excellence. Whether that’s project management, engineering, creative strategy or operations, become strong in your field and then consider how it could apply within motorsport.
It’s also worth being open to entering from an adjacent industry. Many people bring valuable outside perspective into the sport. Curiosity, resilience and work ethic matter as much as technical skill.
Finally, be proactive. Network thoughtfully, ask questions and look for ways to demonstrate impact. Formula 1 moves quickly, but careers within it are built through consistency and credibility over time.
Sector: If you were starting again tomorrow, what would you do differently?
Sarah: If I were starting my Formula 1 journey again tomorrow, I would focus even earlier on building cross-functional relationships across the team.
When you join from another industry, the instinct is to prove yourself within your own discipline. In reality, Formula 1 runs on interconnected decision-making. Hospitality touches commercial, marketing, finance, operations and the race team itself. The faster you understand those interdependencies, the more effective you become.
I would also spend more time immersing myself in the performance environment in those early months. Understanding the pressures and priorities of the technical teams gives important context to every guest experience we design.
Finally, I’d be bolder sooner in articulating a long-term vision for the function. The calendar is relentless, and it’s easy to stay focused purely on delivery. Stepping back to shape strategy early creates clarity for the team and stronger alignment with the wider business.
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