Mattia Binotto: Sauber’s switch to Audi a “blank sheet” for F1 innovation

Sauber is last in the Formula 1 constructors’ championship after scoring just six points in the season-opener in Australia before hitting a pointless streak for drivers Nico Hulkenberg and Gabriel Bortoleto. Ahead of the team’s transition to become the Audi works outfit from 2026, change is afoot at the historic side to try and turn around its results.

The team celebrated 600 grands prix at Imola earlier this month and in that time, it’s survived several incarnations. However, for Audi F1 lead Mattia Binotto, the anniversary may have marked a starting point for its future.

There is no point in hiding it: the Swiss team that shows up on track in bright green is increasingly taking on the soul of Audi’s grey and red. And while the side won’t officially rebrand as the German manufacturer until the start of the new season, the change in its DNA is already underway.

But the change from customer team to full works outfit will be seismic, and Binotto accepts that he has a difficult challenge ahead of him. He arrived at Sauber last August, and the former Ferrari chief has seen his responsibilities grow in the ambitious, yet complicated, project.

He has already taken on the role of CEO and now has the keys to the F1 programme in hand, so Motorsport.com sat down with the Audi F1 boss to uncover the state of play at Sauber.  

What does it mean to have become the CEO of the Audi F1 Team? 

“Above all, more responsibility.

“However, I am happy to have a further demonstration of trust from Audi, its board and its CEO. We began working together a few months ago, and there is a good understanding. We share objectives but also, I believe, the approach to our business.  

“This was an act of trust on their part that I welcome with great pleasure.”  

The transition from Sauber to Audi is a hard path to follow, how do you plan to manage the changes that will come this year?

“First of all, more than hard, it is long – the transition seems long to me.”

Would it be more convenient if the transition period was shorter?

“No, I think the team, regardless of the colours we wear on Sunday at the grand prix, is already looking towards the future.

“Internally, we look at what it will take to achieve our goals. Everyone knows that there will not be a moment of pause and, if anything, Imola, which represented the 600 GPs of Sauber was a way to celebrate the past, and perhaps to start projecting into he future.

“I think it had an important symbolic value, because ultimately Audi is based on the foundations of Sauber and that is the right thing to do.”

Audi is used to winning wherever it goes and has a history of chasing victory quicker than the five years it is predicting for F1. Are you still committed to this timeline, or are there ways to shorten it? 

“Audi has not only won wherever it has participated but has always innovated, and I believe that this is the guiding principle of the brand.  

“We remember the four-wheel drive in rallies and in touring cars, the diesel engine in WEC and the full electric in the Dakar. The five years that I predicted in F1 are not just my vision, but it is a shared objective with Audi and I believe that this is important to underline.” 

All true, but there are those who say you have created a long, comfortable timeline in which to look for results… 

“It’s not my time, the individual doesn’t count in this effort, but the team. This is the time [it takes] to win. 

“And if we look into the past, I was at Ferrari and I had a fantastic era with Michael [Schumacher], but all teams need a period to build themselves. Jean Todt arrived in Maranello in 1993 to win only in 2000, and I don’t think he’s the only example that worked to create solid foundations. 

“Just look at McLaren’s restart, which wasn’t fast. It takes time to act on the infrastructure, on the tools, on the people, on the organisation and also on the culture.  

“Audi brings its German culture to a Swiss team that has its own personality, and adds an important niche of foreigners. Blending them together will not be straightforward. 

“When one speaks of culture, one refers to behaviours, to team spirit, it should not be surprising if it will take time. It will take three years to build and two to consolidate.” 

What are the priorities at the factory?

“We are working on many fronts. There is not one, and they must all proceed in parallel.

“We need to expand, so we are thinking of building new buildings, then we need more people, and we need to increase internal manufacturing capacity. Anyone who knows Hinwil knows that it is not easy to expand the current facility, so we will have to go a little outside our perimeter.

“We need a new simulator: it is not enough to acquire and assemble it, but it takes time to make it work, adopting tools, methodologies, simulation calculations. In short, we will have to build processes so we can find repeatable data.”

Is the tunnel still suitable for modern F1? The Hinwil wind tunnel has always been a point of reference, given that WEC homologates its Hypercars there.

“Our tunnel has always been a point of reference for many categories because you can put the entire car inside it. So, it is a large wind tunnel for this type of purpose.

“The structure itself is still valid, because the flow of air that enters the test chamber is clean. But, we have fallen behind on how to carry out the tests, we need to change the working methodology to seek better results.

“We will need new software and more specific tools to improve the testing itself.”

Why don’t people want to come to Sauber, is Switzerland too far from the heart of racing? 

“Who told you that? I think we will surprise you. 

“No, I don’t agree. I like Switzerland, you know that. I think it is a good place to work, with a high quality of life and a high level of security.  

“I think this could become our competitive advantage. Of course, in order to attract people, you must first give credibility to your project. A name is not enough, Audi is not enough; concrete actions are also needed, which we are implementing.  

“An example is the arrival of [team principal] Jonathan Wheatley [from Red Bull] and some sponsors that we will announce; another is the investment that was made by the Qatar fund that guarantees the necessary money. We started with a new pair of drivers, with a young guy like Gabriel [Bortoleto]. And we will soon be hiring. 

“I am convinced that if we meet again in a year, the question will be different: ‘How did you manage to attract so many people?’” 

The expansion also includes a new technology centre in the UK, what will you call it? 

“It will be our English technology centre, so it will simply be called Sauber Centre of Technology UK.” 

And when could it open? 

“In the next few weeks. We will start in the middle of the year, so very soon.” 

How many staff will you be looking for? 

“Not much, at the beginning it will be about 20 people. For us, it will be a satellite centre to be present in that area. In reality, it could become an entry point for Hinwil. 

“Because, when you try to hire in England, you discover that it is never the right time. The children are still at school, the wife has a job, or there is still a house to sell. 

“So, the English base could become a support base to encourage the inclusion of staff who will have some time before moving permanently to Hinwil.”  

What do you expect from Formula 1 in 2025 and towards the end of the season? 

“Formula 1 will have a championship that will be fun until the end. More than one team will win races and there will still be a good fight at the top.” 

Do you expect the world championship to be dominated by McLaren? 

“No, I don’t expect McLaren to dominate, because I predict that other teams can also win, because many will bring developments. 

“It is possible that McLaren, having a technical advantage, decides to stop the development of the current car before the others who, therefore, will have the chance to get closer. 

“But even in the first races, there has never been absolute domination: there are a few tenths that make the difference.”  

And what are the expectations for Sauber this year?

“It must be a year of growth, if possible. I don’t think our position in the constructors’ championship matters as much as fighting for points at every race and we need to find consistency in results. That would be a major leap.” 

Let’s look to 2026 and Formula 1’s new regulations. What state will the series be in when they come into force and what do you think of those who have doubts about the new cars?  

“The regulation is written, [there are] those who say it is ready, but some improvements will still be made. And it will be important to know how small or big that step will be. 

“For me, the regulation can be considered ready, but that doesn’t mean we will all reach the same performance from the start. At least at the beginning, there will certainly be bigger differences between the first and the last cars compared with now, when we are at the end of a regulation.  

“That doesn’t mean there will be backlash, because even in 2022 when the ground effect racers were born, there were many question marks and some concerns. Then, over time, it has been shown that the change was valid. 

“Formula 1 must always be at the forefront of technology, it is a platform for innovation. Changing is right because we need to look at new technologies.  

“Aiming for sustainable fuels and the increase in hybrids, these will be necessary steps that we cannot stop. Maybe at the beginning, we will find some differences, but I am convinced that over the course of five years we will return to a natural convergence of performance.” 

You are talking about five years of the new regulations, but do you think the engine will be changed sooner? 

“No, I am talking about five years of regulation. 

“I think the meeting in Bahrain confirmed it. There will certainly be some fine-tuning to do, right? But this is the ongoing work that the FIA must do in collaboration with the teams.” 

Do you think we will see an expansion of the budget cap to allow engine developments for those who are behind the leaders?  

“I don’t know if it is a question of expanding the budget cap. It’s a bit like what happens on the chassis side: those who are further back have more opportunities to develop the car in the wind tunnel. We are thinking of having a development opportunity for those who are further back on the power unit side as well.  

“It’s easier to think about an increase in hours on the test bench, which can also correspond to a change in budget to allow for these interventions. These are opportunities that are already part of the current regulations, so it won’t be anything new, but we will have to formalise how to do it. 

“At the moment, we are comparing notes and discussing.” 

Are there any innovative solutions that Audi can bring to F1 within the current rules that will help differentiate its programme? 

“It won’t necessarily be in the technical area, on the car. We are lucky to have started from a blank sheet of paper and therefore we can set up the team with an organisation that is perhaps different from the others. 

“We have already started: between me and Jonathan there is a division of tasks that the others don’t have. I will focus more on the organisational part of the company, while he will dedicate himself to managing the 24 grands prix. I think it’s an innovative, evolved way of thinking about modern Formula 1.” 

But will there be the possibility of introducing innovative solutions on the 2026 cars? 

“Definitely, in the fuels and in the engine.” 

Next year, we will have sustainable fuels in F1…  

“The regulation is clear from the start: 100% sustainable petrol can be obtained in two ways: with e-fuel, synthetic fuel, or biofuel, which is made from two components. Each petrol manufacturer is free to choose the type they want, as long as it is sustainable.” 

Does this mean there could be a petrol battle? 

“Formula 1 is a competition, so we hope there will be a technological challenge on petrols used. So, fuel will become a differentiating factor.” 

Is there a risk we could have a 2026 championship that is dominated by engines? 

“In 2014, when hybrid power was first introduced, it was an engine championship at the beginning – because Mercedes had made the difference. 

“It’s a situation that could happen again, and those who have to recover will try to do so.”  

According to rumours in the paddock, Mercedes looks to be ahead again with the new power unit rules and the 50% electric power and 50% internal combustion?  

“Yes, it’s a rumour that I hear too. 

“But, as far as we’re concerned, we’re focused on ourselves. We know that 2026 will not be the year in which we’ll be at the top. We won’t have the best power unit, but the path that has been taken is the right one, I’m confident.” 

Does F1 risk launching an engine that is too complicated for the teams?  

“Making power units, I know this well because I was an engine engineer, is much more complex and complicated than one might imagine watching as a spectator. 

“There are very complex technologies, but the human factor also means a lot. There are mechanics who can make the difference because they know every detail of the engine: they know how to assemble it, how to open it and how to save it. 

“This experience in processes, in basic knowledge and in fine-tuning. I discovered in my past, there are many mistakes that can only be corrected with experience! 

“So, we are talking about a culture in continuous evolution. Now, however, we are entering something extremely advanced that has never been done.  

“Therefore, we will find a higher level of difficulty, even though the starting point is the same: an engine. We will have to change the culture of the engine and it will not be easy.” 

The development of new engines comes with two challenges, so does the search for reliability or performance scare you more?

“Both. I believe that they are two difficult issues, and one will not be inferior to the other.”  

Is there more fear or hope within the project? 

“I am increasingly convinced of this project. 

“In addition to being attracted by what the brand represents in motorsport, I am attracted by the possibility of writing the history of the four rings in Formula 1. 

“I was convinced by Audi’s desire to do well and to put the energy into the project. There is the conviction, despite the difficulties that the automotive industry is experiencing, to reach our goal by 2030. 

“This is a team game, not an individual game.”