Pluspunten
• On-site gym is genuinely excellent and a real benefit
• Some individuals across the business are highly capable and great to work with
• Working in motorsport is inherently exciting and meaningful for many people
Minpunten
• Pay is consistently 20–30% below market rate. Staff are told not to discuss salary, which is not aligned with UK employment law.
• Clear communication around pay benchmarking was promised by HR and then quietly dropped. Pension contributions are minimal and not competitive.
• Entire team were told flat-out that no promotions were possible, only to then watch widespread promotions announced elsewhere in the commercial organisation at company town hall. This has a serious impact on morale and trust.
• The business heavily exploits people’s passion for motorsport, resulting in overqualified staff doing senior work without pay or progression.
• Leadership quality varies significantly. In some teams there is a complete lack of support, accountability, and strategic direction. I spent ~7 months effectively doing two roles with no additional compensation or meaningful support, in a structure that felt set up to fail. HR approach is to put a JD up for a week then take it down - weird methodology resulting is few high quality candidates.
• Despite strong internal messaging around mental health, there is little follow-through in practice. accountability is lacking.
• Shockingly outdated ways of working for a modern global brand including no proper project management tools because senior leadership cannot agree on which to adopt.
• Digital is not well understood or valued at senior levels. Comments like “it’s just a video” reflect a fundamental lack of understanding of modern content, platforms and audience impact. Team budget reflects this. High turnover in digital team.
• Budgets are stuck in the past, making it difficult to attract or retain top-tier talent.
• A small number of power-driven, controlling personalities create unnecessary friction, micromanagement (down to controlling meeting attendance), and very high turnover.
• Some very old-school attitudes persist, including resistance to staff taking annual leave because it is seen as “taking time out of the business”.
- Some managers appear to have progressed into roles through timing rather than demonstrated expertise, which is reflected in gaps in knowledge, inconsistent decision-making, and overall performance that falls short of what you would expect in a top-tier organisation.
• There is a recurring pattern of reactive hiring, with roles filled in a rush and candidates selected who are not well suited to the scope or seniority required, creating downstream issues for teams and delivery.