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Peter Crolla speaker

Peter Crolla

Team Manager at Haas F1 Team

Working with the Haas F1 Team since 2015, Peter Crolla has established himself as a dedicated and highly collaborative Team Manager operating at the pinnacle of world motorsport. He is responsible for the day-to-day operational management of the team, including the pit crews. During a Grand Prix, Peter can be found working alongside Team Principal Guenther Steiner on the pit wall. He has also played a key role in achieving the Haas F1 Team’s environmental sustainability goals, securing FIA Three-Star Environmental Accreditation ahead of the 2023 season.

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Peter Crolla's videos

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  • English
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Peter Crolla's 2024 biography

About Peter Crolla

Working with the Haas F1 Team since 2015, Peter Crolla has established himself as a dedicated and highly collaborative Team Manager operating at the pinnacle of world motorsport. He is responsible for the day-to-day operational management of America’s only Formula 1 team and has helped to establish its reputation as a strong challenger.

After obtaining a Higher National Diploma in Motorsports Engineering & Management at the University of Central Lancashire, Peter went on to complete a Bachelor of Engineering in Motorsports Operations in 2004.

Peter first worked with Team Dynamics in the British Touring Car Championship as a Design Engineer, later moving to Fortec Motorsport to work as a Race Engineer on their British Formula 3 team. Peter subsequently started the Fortec Renault World Series Team where he was Team Manager from 2007 to 2010.

In 2010 Peter rejoined Team Dynamics where he was Team Manager for four years. Supported by Honda UK and running under the Honda Racing Team banner, Team Dynamics won several BTCC championships during Peter’s tenure. They also obtained the Teamwork award at the MIA Business Excellence Awards in 2013.

Peter then spent two years as a Team Leader for the legendary McLaren Racing Formula 1 team, working with World Champions Jenson Button and Fernando Alonso. He joined the Haas F1 Team in 2015, prior to their World Championship debut in 2016. Playing an integral role in establishing the team’s operations in Banbury, UK, Peter helped to launch Haas as the first American team on the Formula 1 grid in over three decades.

After finishing 8th in both the 2016 and 2017 World Constructors’ Championships, the 2018 season saw major progress for the team. With Peter as Team Manager, Haas came 5th in the World Constructors’ Championship and were also able to pick up back-to-back fastest laps at the Singapore Grand Prix in 2018 and 2019.

Kevin Magnussen’s return to Haas in 2022 brought an excellent P5 finish during the opening race of the season. The team then went on to take their maiden pole position at the 2022 Brazilian Grand Prix, an extraordinary achievement for an independent team competing against some of the world’s major automotive manufacturers.

As Team Manager, Peter’s role involves dealing with the FIA on all sporting matters and having an encyclopedic knowledge of the sport’s rules and regulations to ensure the whole team is compliant and legal.

During a Grand Prix, Peter can be found working alongside Team Principal Guenther Steiner on the pit wall. He has also played a key role in achieving the Haas F1 Team’s environmental sustainability goals, securing FIA Three-Star Environmental Accreditation ahead of the 2023 season.

Peter Crolla's 2024 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 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 and AI 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 25 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.

Peter Crolla's 2024 speaking fees

Peter travels from:
  • United Kingdom

Specific fees fall within the ranges shown. These are presented as a guide only and are subject to change without notice.

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