Edd Straw

There's always that process of just trying to troubleshoot.

And as I've said, this is a relatively young deal, so you're really early in this process.

So in terms of your role, if I get my timeline right with you, you'll have come in specifically to do this because it wasn't so long ago you joined the Haas team.

So when you're presented with our project...

It must be a fantastic opportunity, but it's such a broad brief and there's so many directions you could go in.

So how have you gone about trying to work out how to build this process in a constructive way, best efficiency, get the low-hanging fruit first?

Because it's...

It's not quite building a Formula One team, but it's building a big part of a Formula One team.

There's obviously a huge amount of potential in this because, obviously, Haas has achieved great things in Formula 1.

Dallara has been, and he's a great partner.

But...

What you're doing with Toyota is it's effectively building up your own manufacturing production facility, even though it is with Toyota, with a partner, rather than kind of the Hasses.

But this, I always think of teams in terms of performance potential.

And I see this as a long-term discernible thing that raises the performance potential of the team dramatically over a long enough timeline.

Would you agree with that?

So it's a very strategic project, isn't it?

Rather than one of these just go in and grab what you can.

It's long term.

And for it to work, it actually requires that kind of long horizon mindset.

Perfect.