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Outset media puzzles5/21/2023 Few have been happier to call Milton Keynes home. Horner leads an organisation employing almost 1,500 people. So from a very early stage I made a point of bumping into Adrian.” And the rest, as they say… I identified what the team really needed was technical leadership and direction. “Guenther was and is a character but it was obvious he was not a technical leader. That was the end of Steiner, or the beginning if you consider his rise to Netflix superstar. Dietrich invited me back at the end of 2004 and asked me to be team principal.” The Jordan deal didn’t happen and Red Bull bought Jaguar. “Helmut invited me to meet Dietrich in Salzburg in the summer of 2004. It was seat of the pants stuff.įormula 1 Interview 'Axing Mick Schumacher wasn't easy - but you can't beat up a dead horse' Read More At Arden people did not need to know how close to the wind we were sailing, the risks that were being taken. “It’s about getting the right people in the right roles, empowering them, creating the right atmosphere. “If you look after people and they feel comfortable in the environment they are in they will show you loyalty,” Horner tells i. Like Guardiola, Horner brought an approach and a vision to the leadership role that enabled more talented individuals to flourish. ![]() The experience gained was critical but not in itself a guarantee of success. Horner went from driving for the Arden junior racing team he founded to managing it. You might think of Horner as the footballing equivalent of Pep Guardiola, a competent player who recognised his strength was not behind the wheel but leading. His first job was to ease Styrian volcano Guenther Steiner out of the door in favour of the quiet genius of design guru Adrian Newey, a smart decision that did not make itself.
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