Not sure that's as true now as it used to be, with the growth of street-circuits on the calendar. Not a lot of high-speed corners on those tracks.Mr Brooksy wrote: ↑16 Jun 2026, 23:16It's my understanding that the prevailing view is, if a car works well at Catalunya then it's usually a decent car...
That didn't go too well
https://www.grandprix.com/news/stalled- ... sainz.html"It's clear that what we brought this weekend hasn't worked. We were expecting a significant step forward that hasn't materialised.
"It's starting to become worrying and frustrating because the improvements aren't working."
The four-time grand prix winner believes the problem runs deeper than the new parts themselves.
"When you bring something to the track that shows a lot of laptime in the wind tunnel and in the simulator, and then you see that you've only made a very small step forward, it means there's something not working in our calculations, numbers, development... and that's worrying."
"With this set of rules, for whatever reason we still don't understand, we're not able to develop the car properly."
This is depressing. They can change leadership, engineers, and drivers, but the more things change the more they stay the same. It's starting to appear that the improvements over the last couple seasons were a blip instead of a trend.
This is the difference Pat Symonds made while he was there. He looked at the bottle necks, and the capability of each department and focused each of them on doing what was possible, instead of ideal.ME4ME wrote: ↑28 Jun 2026, 18:59That might've been true but as far as I known Dorilton has invested plenty, brought the team up to the cost cap and investined towards the limit for Capex too, ERP system and all that.
Now it's about execution.
I still feel that Vowles got stuck in the Seidl trap and sought to fix the team 3 years into the future but failed to work in the here and now through continues progress. His perfectionism let him to believe that 2026 would be different by investing everything into it, but failed to compound organizational performance year over year. Too much strategical planning and too little getting things done.