Had a lot of fun building this model
An ML-powered tool that can analyze and optimize racing lines, compare strategies across drivers, and deconstruct strategic decisions at race starts
Loads to do still but progress! Stay tuned!
#F1 #IndyCar #Motorsport
CODEF(x) retweeted
F1 has informed Imola that it won't be required as a race venue at the end of this season. Plan remains to race in Qatar and Abu Dhabi, and if that needs to change then the season will end in Las Vegas #F1
Okay! Fair enough—you are saying the solution is that Elkann should INCREASE the distance to the F1 team and not decrease it (like I’m suggesting)
It’s a fair point btw
Thanks for engaging! Appreciate all of the comments!
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Here is a devil’s advocate position—The WEC team is succeeding under Elkann’s leadership which he can point to to suggest his effectiveness. Just not the F1 team.
Okay let me ask you this—what would you suggest? Given the existing structure
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Yes—but he is not the only board member
And if his responsibilities shift more towards trackside outcomes; then that means his decisions are significantly more consequential to his own position
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Replying to @Unpaid1ntern
I agree with you—I think his responsibilities (and therefore accountability) ought to be anchored to trackside performance.
Right now he can take material decisions about trackside operations without consequence to his own position
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Replying to @BambixRussell
Zak is a key decision maker—and he won last year
Toto is a key decision maker and he won this year
Whoever that is for Ferrari, should be trackside as well
Only a hypothesis, of course :)
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Replying to @GiovanniCi48815
Sorry—tried to save space 😅
Year over year = YoY
Typically, if you tether performance responsibilities to board members that ultimately aren’t satisfied, then you can remove them.
My suggestion is to tether trackside performance—since that doesn’t seem to be the case
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Replying to @HLSIII
Who would you say, is the key decision maker for Ferrari trackside operations? Whoever that person is—bring them trackside
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