“That relentless pursuit of performance, never accepting limitations but always seeking solutions, is what makes motorsport attractive sport.”
How did you first start your career in motorsport, and what was your first role? (Frédéric Bertrand, CEO & Team Principal of Mahindra Racing) My first job in motorsport, honestly, was quite imprecise because I was working in Renault at the time. I was in the purchasing and development of suppliers department, which has nothing to do with motorsport but was part of the normal production of cars. However, I had the dream of moving to motorsport. One day, Renault proposed me to move to another role. And I said, I would like to move into motorsport before moving to the new role. It turned out to be an adventure because when I went to meet the people in motorsport, they didn’t care at all about someone coming from purchasing background, except for one person named Bernard Ollivier. He was the boss of Renault Sport at the time and became the boss of Alpine. We had met once during negotiations for fuel and other matters. He remembered me, and upon seeing me again, he said, “Okay, we will try to do something with you.” So it started like this. Initially, my role involved more marketing at Renault Sport, focusing on creating the new products. Then I slowly moved into event management, with the World Series by Renault at that time. And so, that was my first job in motorsports.
So you’d have a depth of knowledge in various aspects of motorsports. (FB) Let’s say, I’ve done a few different jobs. I alternated between being part of a manufacturer, then an organisation, then federation. So, yes it has a few aspects.
How long have you been leading the Mahindra Racing in Formula E, and how did you join the team? (FB) I started last year, early in the year. It was the right moment for me as I had spent 10 years at the FIA and I wanted to return to racing, to feel that adrenaline because the adrenaline you get in the organising is not the same as the one you get in the racing. Then, there was an opportunity when Dilbagh Gill (Former Team Principal of Mahindra Racing), was stepping down. He reached out me, asking if I was interested in having my name on the list of candidates. So, I found myself on the list of candidates, underwent several interviews. They took a chance on someone transitioning from a federation, which was a bit of gamble for them. Perhaps they could have chosen someone more familiar with managing a team, particularly in Formula E. Instead they opted for someone with an organisation background, less directly involved in racing. It was certainly a bet, but I believe they appreciated my genuine enthusiasm and eagerness for the adventure. I think they like the fact that I was really motivated and really attracted by the adventure. Because I think, what they offered me wasn’t just a leadership role; it was an opportunity to be part of and lead the journey. That’s how I ended up in Mahindra Racing. And for the past few months, it has definitely been a journey and adventure.
“Jean Todtwas looking for someone capable of recreating the F4, F3, F2, F1, the system we know now as “The Road to F1.”
Previously you worked for FIA, the governing body of motorsport. What were the difference in responsibilities? (FB) Working at the FIA was a super interesting part of my career up until now because when I joined, I was transitioning from Peugeot Sport at the time. Jean Todt (Former President of Fédération Internationale de l’Automobile) contacted me, he was looking for someone to re-organise the single-seater ladder. I had experience with this in the past in Reanult Sport, which was part of my first job. He was looking for someone capable of recreating the F4, F3, F2, F1, the system we know now as “The Road to F1.“
(FB) He knew that I had that type of background from Renault, and when we met, I think it went quite quickly because I more or less started the interview, and then I asked, “When would be the start of the job?” And he replied, “You have already started.” So the match was quite quick, even if I was very far from his standards, I think because I’m more creative, marketing-oriented, a development guy, innovative, pushing new ideas, whereas he likes things very structured and organised. So maybe I was a bit more of an artist for him. But I think that was also what he was looking for, to have someone to push the boundaries a little bit.
(FB) That was my first job at FIA, and it was kind of an entrepreneurial approach. I was able to develop there, quickly propose new ideas, new projects. Because I was pushing ideas like this, I gradually moved into the single-seater role, overseeing all circuit racing activities and developing championships. One of them was Formula E, which came in 2013. The first time we discussed it, and then I gradually became the person developing the championships with an innovative approach. Eventually I became more like a director of innovative champions, so everything that was a little bit strange, or a little bit beyond the standard limits ended up on my desk. I had the chance to develop in that role.
“First event here, for example, in Japan, we’re drifting. That was the first drifting event of FIA. Integrating drifting with the codes of drifting into FIA world was something quite interesting.“
(FB) First event here, for example, in Japan, we’re drifting. That was the first drifting event of FIA. Integrating drifting with the codes of drifting into FIA world was something quite interesting. I worked on Formula E, but also on the regulations for touring cars for the Endurance Racing, and even something which was one of my babies, the Motorsport Games, akin to the Olympics of motorsports. So, I had the chance to develop a lot, challenged a lot by Jean Todt, but with full freedom to push the project. That was really, really fun. People see the FIA as a federation where you can sometimes get bored, or even told me, “Oh, you retired too early,” when I joined. But for me, it was quite the contrary. I had so much opportunity to push; the power of FIA was very strong. What was good is that people were not necessarily expecting that type of approach, but we were respected a lot. They were super enthusiastic to see FIA pushing boundaries. So it was really a great period for me.
“I think in general, the DNA is still the same. It’s about extracting maximum performance from any type of vehicle and pushing boundaries.”
How is motorsports evolving now compared to when you first joined? (FB) I’m not sure if the DNA has changed so much because it’s still the same thing: people want to maximise the potential of the product we have to deal with, whether it’s a single-seater or a rally car. What may have changed is the approach to organising events, much more responsible, trying to understand and ensure that our sport has a future. And to achieve this, we act in more reasonable and responsible way. This includes sustainable products, more recycled materials, and a greater focus on reducing the impact on the environment. There’s also a significant push for gender diversity and inclusivity.
(FB) However, I think in general, the DNA is still the same. It’s about extracting maximum performance from any type of vehicle and pushing boundaries. That relentless pursuit of performance, never accepting limitations but always seeking solutions, is what makes motorsport attractive sport. This is something that you can get in motorsport at a level that is not so easily found in other businesses. But once you have learned it here, you can apply it everywhere. That’s also why you find many people from motorsports able to ascend to significant positions in various groups, as they possess an appetite for performance. And I think that’s something that hasn’t changed.
You’ve mentioned the diversity. Have you noticed any changes in demographics of fans in recent years? (FB) I think you have two main trends. One is definitely on the fans. In a way, I think F1 is doing a great job with all the Netflix series, but also in the way they are managing the events themselves to make them more entertaining and attractive. Formula E is probably also doing a very good job by creating something different yet appealing for the youth. That’s one of the main topics right now – ensuring that the future generation loves motorsport, wants to join, and remains excited about it. When you see the number of alternative activities available today, it’s not easy for motorsports to maintain its relevance. So I think finding ways to generate excitement is crucial.
“While some may advocate for quotas to promote diversity, what we value in motorsport is selecting the best individuals we can find. People are chosen because they are deemed the best.”
(FB) There are also changes in the diversity of people participating in this sport. You are an example, now we see many women not only joining, but taking on very key positions across the board, regardless of their origins. They are reaching top positions in both organisational and racing structures based solely on their competencies. I believe this is one of main changes. While some may advocate for quotas to promote diversity, what we value in motorsport is selecting the best individuals we can find. People are chosen because they are deemed the best, not because of any external push. Right now, we are happy to discover talented people, regardless of their background or identity. This, to me, is the big step forward in the diversity movement.
“What’s exciting about racing at a new track is that nobody has raced there before, which opens up more possibilities.”
When racing on a new track like Tokyo, there must bee an extra preparations. How does the team get prepared? (FB) It’s not necessarily different, but there’s more potential. What I mean is that when you prepare for a race, in general, it involves activities using the simulator, analysing previous years’ data, understanding what you can do better on your car, and boosting drivers confidence, among other things. In the races where everyone has a lot of references, teams are arriving with pre-existing knowledge. So the one who’s able to adapt the fastest are the ones who are able to perform the most at the end.
(FB) What’s exciting about racing at a new track is that nobody has raced there before, which opens up more possibilities. So, when you arrive at a new track, you may have fewer references and encounter more unknown. That’s something particularly interesting for us because we may not have been the most competitive one on tracks yet. However, here we have a significant chance because the field is more open than usual. That’s what makes things different. The preparation is definitely the same but our opportunities are greater here.
“I’ve observed that some teams are content with merely participating, but to progress, we need individuals who are fiercely hungry for victory, success, and willing to put in the hard work.”
What are the main goals with Mahindra Formula E team this season and in the coming years? (FB) We proposed the plan to our management in three steps. I call it the ‘one plus two, plus two’ plan. The first year, where I arrived in the team, you had to deal with what was already in place and try to do the best out of it. Then, I focused on structuring the next season. During this time, I was primarily focused on convincing and explaining to people what needed to be done to elevate the team to a higher level. This has been done and that was an important year to convince people. What was important is to give a visibility of what we want to do not just short-term but also mid-term. While I don’t want to present a 10-year plan, a 5-years plan is good. We started with a plan where Season 10 marked a significant shift. We made substantial changes. I always give the example of trying to build a nice house on the beach. We have cleaned and removed all the sand and then we found the ground which is solid enough and strong enough to build the foundation and basement. Now we are building the basement and the basement means having new drivers able to understand what we want to do and be part of that spirit. Building a team is different than just coming in as strong team and perform here. While we may face challenges in immediately achieving success, the team understands that we are laying the groundwork for a successful future.
(FB) The second is to find the right people to make sure that both the drivers and cars develop in the right way. This entails identifying talented individuals internally as well as recruiting external personnel. In many cases, what we seek is a shift in mindset. I’ve observed that some teams are content with merely participating, but to progress, we need individuals who are fiercely hungry for victory, success, and willing to put in the hard work. Simply participating is not enough; we need individuals who are eager to go above and beyond. The plan will unfold further in seasons 11 and 12, during which we will introduce a new powertrain and expand our manufacturer perimeter in the car. This presents a significant learning curve, especially considering that our competitors have a deeper understand of their equipment from seasons 9 and 10, which they will carry into seasons 11 and 12. However, we will do a full change. So it’s challenging. Additionally, we are already studying GEN4, which will be introduced in seasons 13 and 14, although we are not yet committed to this. This step-by-step process aims to enhance performance and strengthen the team progressively.
(FB) For the current season, I hope that we can progress a little bit compared to last year, although significant changes are unlikely due to the consistent hardware. Nonetheless, achieving eight or sevenths place in the championship of teams would be already significant. Looking ahead seasons 11 and 12, we aim to be closer to the top five.
