Total pages in book: 83
Estimated words: 77816 (not accurate)
Estimated Reading Time in minutes: 389(@200wpm)___ 311(@250wpm)___ 259(@300wpm)
Estimated words: 77816 (not accurate)
Estimated Reading Time in minutes: 389(@200wpm)___ 311(@250wpm)___ 259(@300wpm)
All heads turn to me, the only female in the room. I take a deep breath and make my way to the end of the table where Hendrik sits. As the chief engineer, he oversees performance and development of the cars, managing several engineering departments, including mechanical, aerodynamics, electronics and the like.
Race strategy is my department, but he is my boss, so I’m not surprised to find him here. Although I’d sent him my recommendations in a report late last night, I’m new to the team and would expect his oversight.
Hendrik nods in greeting but no one else even acknowledges me.
Except Nash. His expression is pinned on me as I take my seat but so dead and expressionless, it’s a bit hurtful.
This is our last meeting before the race. We leave tomorrow, so this is where I’ll spell out the entire strategy and we’ll all work to tweak it together. The drivers will know exactly what will happen and where, barring any upheavals by other cars and teams. I hate that my palms are slightly sweaty as I cast my laptop screen to a large TV on the wall for everyone to see.
“All right, let’s get started,” I say, maneuvering to a spreadsheet that shows the final simulation data. “I’ve reviewed everything from last night’s sims, and based on the projected track conditions and temperature, we’ve got two viable strategies. I’ve broken them down according to the drivers’ strengths and the likely impact of tire degradation. After brainstorming with the entire strategy team, here’s my recommendation.”
I bring up the screen, showing the simulation data for both Bernie and Matthieu and go over the key points. I then pull up a comparison to the data from the last time the team raced in Jeddah, adjusting for upgrades to the cars made in the past year. A database spreadsheet contains numbers that would be incomprehensible for them to interpret, so I only show them the summary page with a projection of tire degradation based on known track conditions, weather and speed.
“For Bernie, I suggest a more conservative approach. The lower tire wear rate in the first half of the race will allow us to maintain pace without pushing too hard. We’ll maximize his stint on the harder compounds to avoid unnecessary risk.”
I click through to Matthieu’s data. “For Matthieu, on the other hand, the strategy should focus on pushing hard in the beginning. We can afford to risk a quicker stint on the softer compound for his faster lap times. If he’s able to capitalize on the first few laps and gain positions early, we’ll make up ground before the track temperatures drop and tire performance degrades.”
I pause, scanning the room. I feel the weight of everyone’s eyes on me but shrug it off. I’ve had to present my data before and my track record—pun totally intended—has always produced favorable and often winning results.
“That’s the gist of it,” I say after finishing the last slide. “But as always, this is just the strategy engineer’s suggestions. I’ll need everyone’s feedback to finalize the plan.”
I take a breath and look up at the group. I sense the subtle shift in the room. Matthieu’s expression is one of mild disinterest. Bernie’s face, however, has already twisted into a scowl.
“Let me get this straight,” Bernie says, the arrogance dripping from his words. “You want me to basically play it safe while Matthieu gets to go full throttle? I’m a team driver here, not his warm-up lap.”
There’s a hint of resentment in his voice, and I don’t blame him. But this is the strategy that makes sense. I can see it in the data. I’ve had to weigh risks against reward, and there’s a reason Bernie’s been a backup driver and not called to fill a permanent slot in FI racing.
I know it’s the right decision.
“Yes, Bernie,” I reply evenly, keeping my tone calm. “Your approach has to be less aggressive to ensure we don’t risk losing tire life in the early laps. You need to maintain pace, avoid overdriving the car, and focus on consistency. We can’t afford to make mistakes and our goal for you is to get a top ten finish.”
Formula racing is both a team and an individual sport, and while the drivers compete for their own championship, I don’t work for them individually. I work for Titans Racing and we are striving as a company to win the Constructor’s Shield. That’s a point-based championship and you must finish in the top ten of the twenty drivers in the field to get points.
Bernie scoffs. “You’ve got to be kidding me. Are we in a race or a test session?” He leans forward, his tone condescending. “I’m not going to let you ‘play it safe’ with me and I want to push as hard as we can.”