Otmar Szafnauer
Driving Performance, Building Teams, Leading with Vision
Former CEO and Team Principal of the Aston Martin F1 team, Otmar is a highly accomplished motor racing executive with over three decades of leadership experience in Formula 1. He first came to prominence in his role as Vice President of Honda Racing. Otmar was with Aston Martin for 12yrs and was instrumental in their success. His most recent role in Formula 1 was as Team Principal of the Alpine F1 Team until mid-2023. Born in Romania, Otmar grew up in the USA (working for the Ford Motor Company). Outside of F1, Otmar is chairman of successful software company, Soft Pauer.
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Otmar Szafnauer's 2025 biography
Otmar Szafnauer – Strategic Leader in Formula 1’s High-Stakes Arena
Otmar Szafnauer is a highly accomplished motor racing executive with over three decades of leadership experience in Formula 1. He first came to prominence in his role as Vice President of Honda Racing, then later as CEO and Team Principal of the team now known as Aston Martin Racing. His most recent executive role in Formula 1 was as Team Principal of the Alpine F1 Team until mid-2023.
Szafnauer’s career began in North America where, after founding and driving for his own racing team, he secured a managerial role within Ford, managing junior racing programs.
In 1998, Szafnauer moved to Europe, joining the British American Racing (BAR) team as Operations Director. He played a critical role in establishing its operations, overseeing planning, purchasing, manufacturing, quality control and car build processes. His leadership and strategic planning helped to lay the foundation for the team’s success.
Szafnauer’s career moved up a gear when the team became the Honda Racing F1 Team. As Vice President of Honda Racing Development and later as a member of the team’s board, he was a key advisor to the President of Honda Racing, managing regulatory and commercial negotiations with the FIA and Formula One.
His leadership extended beyond the team as he chaired the Engine Manufacturers Working Group, collaborating with OEM manufacturers including Renault, BMW, Mercedes, Ferrari, Toyota and Honda to define and write the F1 engine regulations.
In 2009, Szafnauer took on the role of Chief Operating Officer at Force India, a team that was struggling at the time. Under his guidance, the team transformed into a high-performing entity, regularly finishing fourth in the World Championship. Szafnauer’s empathetic leadership and strategic direction were crucial in achieving these results, as he focused on creating a culture of high performance and psychological safety.
Szafnauer’s ability to navigate challenging situations was further demonstrated when he successfully led the team through administration, ensuring that not a single employee left during the bankruptcy process and subsequent sale.
Rising from the ashes of Force India, Szafnauer became the Team Principal and CEO of the Racing Point team, the team winning the 2020 Bahrain Grand Prix and finishing 4th in the World Championship for Constructors. He continued in his role when the team was subsequently sold to Aston Martin and continued to drive success, recruiting top talent including 4-times World Champion Sebastian Vettel.
Most recently, Szafnauer served as Team Principal of the Alpine F1 Team, where he initiated cultural changes and led the team to its highest-ever finishing position in the 2023 F1 Championship. Throughout his career, Otmar Szafnauer has demonstrated a unique ability to combine strategic vision, technical expertise and empathetic leadership to achieve success in the highly competitive world of Formula 1.
Otmar Szafnauer's 2025 talks & topics
Leadership
The requirements of Formula One’s team leaders have changed significantly in recently years as teams have become larger, more complex, and the business model to which the sport operates has been transformed.  The leaders in F1 today are responsible for leading up to 1800 full time employees, creating a high-performance organisation which is fully aligned behind a strategy aimed at achieving a set of well defined, ambitious goals.
Competitive team leaders create a culture in which team personnel take responsibility and are happy to be held accountable for their performance.  Developing a high degree of psychological safety is key, requiring staff to speak up and speak out, with strong cross functional communications.  A relentless focus on continuous improvement is part of the F1 leaders mindset, and teams take a data-driven approach to measuring performance, highlighting issues and analysing developments. But whilst F1 is a technocentric sport, the successful leaders recognise that it is the people who make a difference. This is why so much effort is deployed to create an environment within which employees thrive, using their combined talents to problem solve and create highly innovative solutions in order to drive competitive advantage.
Teamwork/Collaboration
Competitive Formula One teams comprise 1800 staff, less than 10% of whom attend the race events, so teamwork requires complete alignment, shared purpose and close collaboration across the business.  The world championship includes 24 Grands Prix and these represent a series of non-negotiable deadlines which the entire organisation has to meet in terms of car development, hardware and software upgrades.  The ultimate, public example of high-performance teamwork comes in the form of the mandatory pit stops which have to be performed during a race – the record now stands at 1.8 seconds during which 22 staff carry out 36 tasks under extreme pressure. Alignment behind the team’s strategies and ambitious goals is vital, so too having the agility to flex the strategy in the face of constant changes in technology and the performance of competitors.
Data-driven performance & Innovation
More than any other sport, Formula One has embraced a data-driven business culture, particularly with its near obsession with marginal gains and continuous improvement. F1 teams use data to enable drivers, engineers and HQ staff to determine precisely how the car and driver is behaving, diagnose issues, resolve problems and speed up decision making. As information flows seamlessly around the globe, linking car, team and factory, tech security is essential and robust systems ensure protection from multiple threats.
The use of simulators has transformed driver training, enabling systems to be learned, tested and developed in a virtual environment prior to real-world deployment. And with the advent of additive manufacturing, machine learning, AI and GenAI across F1, the sport’s use of technology to innovate and transform all aspects of its operations is set to accelerate further.
Safety & Risk Management
Safety is a first order priority in Formula One and the last 30 years have seen a profound change to the way in which the sport manages risk. Between 1950 and 1994, there were over 40 driver fatalities at races; there has been one since. This has been made possible by creating clear priorities as regards safety. Compliance is non-negotiable. Safety is not an area of competitive advantage. Safety systems, processes and technologies are shared so that F1 doesn’t have islands of excellence in oceans of mediocrity.
However, the risk averse teams never win in F1 – the teams which embrace and manage risk are more likely to try new things, innovate in ways both small and large, and ultimately drive competitive advantage. It’s the difference between participating and competing. The other factor is ‘fear of failure’. Teams that have a blame culture create such a degree of fear that everyone minimises their contribution and hides their mistakes, whereas those which thrive on creating a learning environment of continuous improvement have a degree of openness, honesty and transparency which promotes creativity and innovation, and taking risks, in a controlled way.
Change & Transformation
Every industry is witnessing change and Formula One is no different. One of the challenges facing F1 teams is that the sector is ever-changing – so change management and leading teams through periods of transformation is an essential part of the job.  Change comes in many forms; technology, compliance, competition, customer demands, environmental and social issues.  F1 has had to reinvent its business model, embrace digitalisations, adapt to a changing media and social landscape. Above all, F1’s leadership teams have had to communicate, manage and implement transformation strategies, bringing their teams with them and ensuring that they make the most from embracing change.