Interview with Cadillac F1 Chief Executive Officer Dan Towriss on the Difficulties and Stresses of the Racing Sector

If you read one of the numerous profiles published about Daniel Towriss, you might conclude that he’s yet another billionaire eager to acquire franchises and engage in grandiose ventures. As a founder and/or CEO of several major organizations—including Andretti Global, Cadillac Formula 1 Team, and the insurance company Gainbridge—and a vital partner in the consortium that owns the LA Dodgers, LA Lakers, and Chelsea FC, he could readily be perceived as someone arrogant. Someone… detached.

However, the reality is that Dan, as he’s simply recognized in the F1, IndyCar, and NASCAR paddocks, is an approachable, hands-on individual who believes in not only leading by example but also empowering those around him to think, act, and succeed. Since 2019, when Gainbridge first appeared as a sponsor on an Andretti Indy car, Towriss has quickly been putting his money where his words are. From becoming the title sponsor of the Indy 500 to leading Cadillac’s F1 initiative, I’d argue that his significance in contemporary American motorsports is unparalleled.

I met with Towriss earlier this month to gain insight into the colossal undertaking that is the Cadillac Formula 1 Team, but also, to understand how he and his close circle—starting with his wife, Cassidy—have been able to make such a significant impact in a sport known for vanishing fortunes and bruised egos.

We extensively discussed his business background and the culture he and team principal Graeme Lowdon are developing among staff in Fishers, Indiana; Charlotte, North Carolina; and Silverstone, England. And perhaps my favorite part of my conversation with the Muncie, Indiana native: the realization that they’ve made it. Cadillac hasn’t reached its final goal yet, naturally, but after a long, exhausting, and notably dramatic journey to the F1 grid, they’re on the runway competing against 10 other teams.

Jerry Perez: You’re finally in Miami—first race for the Cadillac team in the United States, that’s significant. How does it feel?

Dan Towriss: We’re feeling fantastic; every race has been distinct thus far, but to have our inaugural race on American soil, racing here, is a monumental milestone. It’s very meaningful for this team. This is our fourth race of the year, and in each, we’re witnessing tremendous changes, considerable progress within this team, and it’s a step forward, which has been wonderful to observe. During the break, the team put in a lot of effort on upgrades for Miami, and we’re just beginning to see those come to fruition. Watching this team come together right before our eyes, week in and week out, is special. Of course, everyone on the team has F1 experience, but it requires time to mold that into a cohesive unit, and I’m seeing that unfold. I’m very pleased with it.

Speaking of the unanticipated April break, I live in Fishers, so I frequently pass by the Cadillac F1 Team building that’s under development. The velocity at which you’re progressing, I mean, with all due respect, it must feel surreal. You’re constructing facilities, hiring personnel, traveling globally for races, and constantly enhancing a car. How do you even juggle all those initiatives? How do you keep pace?

Thank you for posing that question! It is. It’s enormous because it’s not solely about the team. It’s not just performing and handling standard racing obligations. It’s the real estate endeavor. Your workforce is expanding by nearly 10% every month, so you have to shape the culture and establish the future Cadillac Formula 1 Team, and everything is in a state of flux. You transition from one project requiring total immersion to another that’s very structured, orderly, and precise. None of that comes together instantaneously; it demands significant time and effort, and we are achieving it. It’s been fantastic to witness, and there will always be a few bumps in the road here and there, but genuinely, it’s coming together, and it has exceeded all our expectations thus far.

What have been some of those bumps in the road?

It always comes down to personnel [staffing], or perhaps we want to modify something regarding the new building, which then causes slight delays. You know, it could simply involve the usual matters one would anticipate when trying to construct something that has all the resources and everything you would require, but for a team that is yet to operate fully. You think you have it figured out, but along the journey, you say, boom, I actually prefer it this way, not that way. So there are a few adjustments necessary along the path. Those are just typical occurrences, so we continue steadily, step by step.

I listened to your episode of the Beyond the Grid podcast, and I appreciated the part about your baseball career and ambitions and how you transitioned to numbers and business and just took control of it. In that context, I recall Cassidy sharing a video on social media of you solving some algebra problems on your phone while unwinding at home, with the caption “Our Instagram algorithms couldn’t be more different.” I loved that. I cherish that this is your realm. How has all of that equipped you to delve into IndyCar with Andretti Global and subsequently this colossal venture in F1?

I believe it’s a blend of business insight, number comprehension, alongside possessing leadership abilities and an understanding of team sports. It’s about integrating all of that and formulating a cohesive unit. You know, it’s a culture. You can assemble a group of highly skilled individuals, but that doesn’t necessarily ensure team cohesion, nor will it inherently create the appropriate culture. Successful businesses, high-performing and high-functioning enterprises and teams exhibit effective communication and alignment. We refer to them as organizations [for a reason], which means they should function collectively without wasted effort.

When considering F1, given that there’s a cost cap and limited time, the more the team can operate without wasted effort, the better off we will be and the more efficient we’ll be. Thus, being able to leverage those skills to shape this team in such a manner that it attracts the finest talents wishing to work here; something that eliminates all the trivial distractions and noise, politics, dysfunction, and conveys, ‘Come work here for the job you’ve always desired because racing is exhilarating. Join us to excel and be among the elite, with access to all resources, an optimal culture; come here to maximize your career contributions, to give the most to the team, enabling this team to triumph.’ That’s a [long] journey and a [long] process, but that’s the path we’re on, and those are the aspirations we hold.

There’s a well-known saying in racing, particularly in Indianapolis, where so many endeavors have emerged and perished: “If you aim to become a millionaire in racing, you need to start with a billion dollars.” What does someone with your business expertise, coupled with your recent deep dive into the racing business, make of that?

That’s not really a concern for us at all. From the TWG Global and General Motors standpoint, these are sizable corporations with shareholders. As entities, they’ve calculated the expenses and understand what’s involved in joining F1, which has been part of the rationale for entering the sport. Thus, it’s fundamentally about performance and enhancing that facet. I believe we possess a sound thesis and comprehension of the expansion in motorsport and [thanks to TWG’s other franchises], the growth in live sports and entertainment, particularly in the U.S.
And we are witnessing that expansion globally with advancements in MLB, in the NFL, and the NBA. Motorsport mirrors that. While that [risk] certainly exists, this genuinely revolves around the Cadillac brand, regarding having resources, creating those remarkable moments, and cultivating champions.

The path to ultimately receiving the go-ahead to enter F1—initially under the Andretti banner, then not, and I’ve been quite vocal about the injustice of it all—was lengthy and challenging. Do you ever take a moment to reflect and say, ‘We’re finally here’?

Yes, I do think so, especially on days when someone is feeling the pressure! Cassidy, my spouse, quickly reminds us that we fought for the right to feel stressed, we fought for the right to expend this much effort, you know? Then you recognize, you’re right where you want to be, and it’s perfectly fine that it’s arduous. It’s supposed to be hard. That’s what transforms it into a competition, and it resets that determination to progress.

Since you mentioned her, and I regret bringing this up in her absence, but you know I’m a huge admirer of Cassidy. I believe she contributes tremendously, not only to the team but I appreciate what she epitomizes in F1 and all of motorsport. Someone who voices her thoughts and possesses ambition. She doesn’t conform to the establishment; on the contrary—and her passion for racing is genuine. That must be pretty remarkable for you?

It’s been incredible for me to witness her contributions to the team and her vision on particular matters. Initially, it wasn’t the intention for her to take on a role with the team. In some early meetings I attended regarding the team kit, her ideas and the value she added in those discussions were recognized by many on the team, and they actively sought her input. It was their suggestion to include her in this role. She was welcomed in—it wasn’t a matter of me declaring, ‘Hey everyone, make some room. My wife is really into Formula 1, so give her a spot.’ It wasn’t like that at all. She was invited to contribute, and people hold her opinions in high regard. For me, I just get to step back, smile, and observe, and I love seeing others appreciate the worth in her that I’ve always recognized.

For what it’s worth, I believe we need more Cassidys in this sport.

Be cautious what you wish for!

Lastly, the season initiated with an unforeseen five-week hiatus following the cancellations of the Middle Eastern races, and then an amendment to the regulations, and undoubtedly more adjustments to come. Those last-minute alterations are challenging for all teams, but particularly for one still in its infancy. How do you handle those unexpected changes?

This is where our culture and communication framework become advantageous; when something shifts, it allows an organization to be flexible and adaptable.
If everything is rigid, hierarchical, and excessively structured, those organizations struggle to respond to changes and evolving environments. It’s about constructing the team with the mindset that nothing is constant, change is a given, so it’s crafted to evolve. It’s designed for adaptation. And that encapsulates the philosophy behind our culture, and that’s the rationale behind concepts like alignment, culture, and collaboration across teams. It’s Graeme [Lowdon]’s philosophy as a team principal to cultivate one team, and it’s those shared values that propel us.

Return to Europe

After transitioning from Australia to Asia for the Chinese and Japanese GPs, and then to North America for Miami and Montreal, it’s time to return to Europe. With the Canadian GP recently completed, team leadership and the Cadillac crew are currently elated. Both vehicles demonstrated solid pace during every stint, and given that it was a Sprint weekend, there were numerous stints. Checo delivered a commendable qualificiation performance and even climbed to 11th during Saturday’s Sprint, before a penalty dropped him back down the order. However, a rather dramatic and sudden suspension failure cut his race short on Sunday, reminding everyone that there’s still substantial development, extensive testing—and just a lot of work still ahead.

But as Dan stated, these “are typical occurrences,” so they simply need to proceed “step by step.”

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**Interview with Cadillac F1 CEO Dan Towriss on the Challenges and Pressures of the Racing Industry**

In an exclusive discussion, we meet with Dan Towriss, the CEO of Cadillac F1, to delve into the various challenges and pressures associated with leading a team in the fiercely competitive realm of Formula 1 racing. With expertise in both engineering and business, Towriss has been at the forefront of Cadillac’s entry into the F1 domain, navigating the complexities of a sport that demands innovation, precision, and resilience.

**The Competitive Landscape**

Towriss begins by tackling the fierce competition present within Formula 1. “The racing industry is unlike any other; it’s a relentless quest for excellence,” he asserts. “Every team relentlessly pursues the limits of technology and performance. The pressure to innovate is tremendous, as even a minor boost in performance can be the pivotal factor between victory and defeat.”

He highlights the necessity of staying a step ahead of the competition, not only regarding car performance but also in grasping the constantly evolving regulations set by the FIA. “Regulations change frequently, and adapting to these shifts while maintaining our competitive advantage is an ongoing challenge,” Towriss articulates.

**Financial Pressures**

Another key element of the racing industry that Towriss underscores is the financial burden. “Formula 1 is an expensive endeavor. The expenses associated with research and development, logistics, and team operations can be overwhelming,” he mentions. “Acquiring sponsorships and effectively managing budgets is essential for sustainability. We must be strategic in our investments to ensure we can compete at the highest level without jeopardizing our financial health.”

Towriss also addresses the influence of economic shifts on sponsorship agreements and team funding. “The global economy can impact our partnerships, and we have to be flexible in our strategy for securing and maintaining these relationships.”

**Team Dynamics and Talent Management**

Towriss acknowledges that the success of Cadillac F1 hinges not solely on technology and finances but significantly on the individuals working behind the scenes. “Building a robust team is crucial. We need to bring in top talent and foster an environment where they can excel,” he states. “The pressure on our engineers and drivers is palpable, and it’s essential to cultivate a culture of teamwork and support.”

He elaborates on the significance of mental health in such a high-pressure atmosphere. “The racing industry can be ruthless, and the mental demands on our team members can be considerable. We prioritize mental health and provide resources to support our staff in dealing with the stresses inherent in the sport.”

**Looking Ahead**

As Cadillac F1 sets its sights on the future, Towriss is hopeful yet pragmatic about the challenges that lie ahead. “We are dedicated to pushing the boundaries of what is achievable in racing. Our aim is not just to compete but to emerge victorious,” he asserts. “Nevertheless, we must stay adaptable and responsive to the continually evolving landscape of Formula 1.”

In summary, Dan Towriss’s insights expound on the intricate matrix of challenges and pressures that define the racing industry. From intense competition and financial management to team dynamics and mental wellness, the role of a CEO in Formula 1 is both demanding and fulfilling. As Cadillac F1 forges ahead in the sport, Towriss’s guidance will be crucial in navigating the complexities of this thrilling arena.