
Sergio Perez: I've been told Red Bull regret axing me
Pérez was dropped by Red Bull after only finishing eighth last year in the drivers' standings, while his team-mate Max Verstappen stormed to a fourth world title.
The 35-year-old Mexican, who The Times reported is in talks to join new team Cadillac next season, was then replaced by Liam Lawson for 2025 — but the New Zealander lasted only two races before Yuki Tsunoda was promoted in his place.
It has become apparent, given all those drivers' struggles, that the Red Bull car is temperamental to drive, and only Verstappen is truly comfortable in it. Even he has demanded more from it, although some of the balance issues appear to have been partly remedied.
Tsunoda has struggled to score points consistently while McLaren appear to be racing away with the constructors' title for the second year in a row, opening up a 175-point lead on second-placed Mercedes, and 212 points clear of Red Bull in fourth.
Pérez, as the first driver to struggle as Red Bull's issues emerged, was a lightning rod for criticism — and sources have previously intimated that the team's problems were exacerbated by a lack of detailed feedback from Pérez. Only since the Mexican's departure has his role perhaps been more appreciated, but he does not believe he is owed an apology.
'No,' Pérez told Desde el Paddock. 'I mean, at the end of the day, that's how the sport is. They made certain decisions because of the immense pressure — pressure that they themselves helped create. But I know, deep down, they regret it. And I know that from a very reliable source.
'Still, what can you do? You move on. It's tough. I have very good friends there, and people might think I take pleasure in what happened — but no.'
Verstappen is still in contention for a fifth drivers' title in a row but finds himself in third, behind the McLaren drivers Oscar Piastri and Lando Norris. In the final year under the present regulations, Red Bull have struggled to unlock performance in the same consistent manner as McLaren, though Verstappen's sheer talent has kept him in the hunt.
'The truth is, Max deserves all the success he's having,' Pérez added. 'He's an incredible driver, and very few people understand the way he works — he's exceptional.'
While Verstappen's team-mates have all struggled, Pérez believes it is the absence of the renowned designer Newey that is causing Red Bull's biggest issues. Newey departed for Aston Martin as technical director, starting work there in March. Other key personnel such as Jonathan Wheatley, who is now the Sauber team principal, have also left.
'We had a great team. In the end, it slowly fell apart, but we really did have something special, during one of the most competitive eras in F1,' Pérez, part of a Red Bull team that won the constructors' crowns in 2022 and 2023, said.
'We didn't dominate an era like Mercedes, where they had a massive engine advantage. In our case, the performance gap was minimal, and we still built a powerhouse. When Adrian left — that's when the problems really started.'
Red Bull have been approached for comment.
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Telegraph
2 hours ago
- Telegraph
F1 simulator, barbers and smart urinals – inside Manchester United's £50m training ground
Tom Heaton starts chuckling when asked if any of the Manchester United squad have used the new barbers at the club's drastically remodelled training ground. 'Not to throw anyone under the bus but he's over there,' said the United goalkeeper, smiling, as he nodded in the direction of team-mate Diogo Dalot. 'He was first in. He'd have been odds-on favourite to have his hair cut first as well!' Next door to the barbers – where United's players can now invite their hairdressers to cut their locks and which can hardly be missed given the classic blue, red and white rotating pole at its entrance – is a Formula 1 simulator. Defender Ayden Heaven is currently top of the leaderboard with a time of 1:15:721, although Mason Mount evidently has some catching up to do. The England midfielder could only post 1:44:715. Small things, maybe, but at a time when Ruben Amorim has strived to root out the toxic culture that had lingered for too long at the club and foster a new culture of togetherness and unity, they are considered important enhancements all the same. Pop into the toilets and the smart urinals can measure if one of Amorim's players is dehydrated or not. Over in the main medical room there are MRI and CT scanners and even a state of the art DEXA scanner, which can provide a complete breakdown of a player's body composition in just seven minutes right down to their bone mineral density and the difference between their right and left limbs, which will be tracked year on year. Outside, just across from the players' entrance, there are plans to build a new padel court at the squad's behest. Welcome to United's revamped Carrington training base, which has undergone a dramatic £50m makeover over the past 12 months that has transformed what co-owner Sir Jim Ratcliffe likened to a 'a gloomy rabbit warren' and a 'hospital in the basement' into an inspiring new environment. When Cristiano Ronaldo walked back through United's doors in 2021, 12 years after leaving Old Trafford for Real Madrid in a then world record £80m move, the five-time World Player of the Year was shocked by what he encountered. 'Nothing had changed,' Ronaldo said. 'Not only the pool – the jacuzzi, even the gym, the kitchen, the chefs, whom I appreciate – lovely people. They stopped in time. It surprised me a lot. 'I thought I would see other things, technologies and infrastructure. Unfortunately, there was a lot of what I used to see at 21, 22 and 23 years old. I haven't seen an evolution at the club. Progress is zero. You have to tear it down and rebuild it.' United have not torn down the old Carrington but they have overhauled it to the extent that Ronaldo may no longer recognise the place. Ratcliffe has never been one to sugar-coat the club's problems and when he first toured Carrington when buying a minority stake from the Glazers, the petrochemicals billionaire quickly came to share Ronaldo's sentiments. 'It was leading edge I am sure in 2000 but 25 years later it wasn't at the level it needed to be for one of the top four or five clubs in the world,' Ratcliffe said at the formal opening of the much changed facility on Friday. 'Downstairs, there weren't many windows on the ground floor. It felt like you were in a hospital in the basement. It was a gloomy rabbit warren. 'It was the first decision when we arrived in the first quarter of 2024 – to invest in this training facility. Now it is open, fresh, modern. It encourages interaction. This is what we needed. 'This is one of the most recognised brands in the world. It stands shoulder to shoulder with Coca-Cola and Apple. The club has to compete at the highest level that is appropriate to the size and history of the club. While a world-class training facility won't take us to that position alone, it is one of the key ingredients. Now we have one.' Touring the facility, the changes smack you in the face. Open spaces with natural light pouring in have replaced the labyrinth of dark, dingy rooms and corridors and a keen emphasis has been placed on 'flows' to ensure that all areas of the training base connect seamlessly and are tailored to the needs of the players and staff. Whereas the main treatment room was previously centred in the middle of the training base and likened to a 'dungeon' by insiders, now it is a vast, airy room with leading technology that looks out on to the first-team training pitches and should provide a more motivational space for players working their way back from injury. The centre boasts dry flotation tanks, red-light therapy, hyperbaric and cryotherapy chambers. In the first-team dressing room, each player has their own in-built digital screen next to their personal pods welcoming them and detailing their individualised schedules. The only player not to have been allocated a number alongside his name is Jadon Sancho, whose No 25 was given to Manuel Ugarte last season. The sometime England forward – one of the so-called 'bomb squad' alongside Alejandro Garnacho, Antony, Tyrell Malacia and Marcus Rashford, who has joined Barcelona on loan – seems likely to depart before the close of the transfer window alongside those other outcasts. Collette Roche, United's chief operating officer, and board member Sir Dave Brailsford had visited a series of leading facilities in the US, including the LA Rams NFL franchise, to draw ideas and inspiration and they have all filtered through into the final design by architects Foster + Partners. United's new performance director Sam Erith, who arrived from Manchester City, and the players were all heavily consulted with a number of adaptations and additions made along the way. For example, it took three months to dig down to create the foundations to install a HydroWorx underwater treadmill, which can dramatically aid a player's rehabilitation from injury, that had not been included in the original design but was considered a non-negotiable. There is also one of the largest altitude training chambers in world football that can simulate training at a wide range of altitudes, temperatures and humidities and a specialist hub for United's team of analysts to watch and closely monitor players' workouts. The players' canteen – which houses the barbers and F1 simulator in the far corner – is a vast open area. Food and drink menus are displayed on digital screens outside the kitchens, where United's new performance chef Will Carvalho and his catering team serve up their culinary delights. Lunch on Friday was Italian themed and included gnocchi with basil pesto and salmon puttanesca. Breakfast options featured infused oat porridge, smoothie bowls, baked oats and a selection of pancakes. Chief executive Omar Berrada is sitting in the corner in a meeting with staff when we visit. The players' briefing room, where Amorim and his coaching staff can provide video and tactical analysis, comes complete with plush cream Italian leather seats and giant television. There is also a new 80-seater media auditorium in the facility. By the start of the new year, United expect to have around 500 of their 700-strong staff working out of Carrington, including the majority of senior executives. United's team of analysts work in a large open plan office with rooms at both ends where Amorim and his coaching staff and director of football Jason Wilcox can convene in privacy if needed. The recruitment team is a little further down the corridor. It is a similar set-up for staff on the opposite side. 'Culture, collaboration and performance' are three of the buzzwords United use to describe the new training ground and the centre certainly has an inclusive feel to it while amplifying the feeling of light and space. Heaton moved to United a couple of years after Carrington first opened and admits that the old facility had 'become a little bit clunky' as adaptations were bolted on. 'Walking back through the door having been out for a year, we've all been blown away,' Heaton said. United's first team were forced to train in the women's new £10m facility last season while the redevelopment work was underway. 'Of course it's people that give life to a building and players on the pitch bring performances and results but I think this facility gives us a great foundation,' Heaton added. Dalot, who is still a Portugal team-mate of Ronaldo, joked that he would send the former United striker pictures if he asked. 'I'm sure he would love it if he would be able to see it,' the defender said. Dalot and Heaton are both part of Amorim's new six-strong leadership group and expect the training base to help efforts to improve the culture in the dressing room. Heaton revealed he had already been forced to dish out one 'b---------g'. 'It's not just about delivering a sort of b---------s as you put it – I think it's also about supporting people that need it, trying to make sure we're guiding it and channelling it in the right way,' he added. Dalot agreed. 'I think finally we're getting to a level where this club deserves to be [off the pitch] and now it's up to us to, on the pitch, to match that standard,' he said. 'Ultimately, we're talking about our second home, which is where we spend the most time after our personal homes with our families. So I think you should be able to feel good once you come in. I think these facilities right now are exactly what we thought it would be – and even better.' Amid the 450 job cuts over the last year and raft of changes, United stood accused at times of losing some of their heart and soul but there will be an indelible link to the past every time people enter the reception doors now. Sir Alex Ferguson, the former United manager, was at Friday's opening ceremony to unveil a special plaque in memory of the late Kath Phipps, who was the club's longest serving employee before her death last year. The large plaque describes the beloved former receptionist as 'the welcoming heart of Manchester United for 56 years' and features her popular refrain: 'Work hard and smile, you're at Manchester United.' It is the job of the players now to do just that – and put smiles back on the faces of supporters, starting against Arsenal next Sunday. A building, after all, can only do so much.


Auto Car
3 hours ago
- Auto Car
Are you a Ford fan? Imagine having your name on the cars... We catch up with the father and sons running the company
Close In this bonus podcast, Autocar editor-in-chief Steve Cropley meets the Fords. Yes, those ones, whose name is above the door at Ford Motor Company. Ford remains the only major car maker to have been led and controlled by its founding family for the entirety of its existence, in this case 122 years and counting. Steve Cropley recently sat down with Bill Ford – executive chairman and only the fourth Ford family member to sit at the top of the company – and his two sons, Will Ford, general manager of Ford Performance, and Nick Ford, director of corporate strategy. In a wide-ranging discussion, the quartet discuss improving Ford's passenger car 'robustness' in Europe; Ford's enduring commitment to racing, including becoming Red Bull's Formula 1 engine supplier; the move to electrification and why you can't make people buy cars they don't want; the Transit; what it's like to run a family business the size of Ford; and why it's not a family employment agency; plus their favourite cars, and more besides. Make sure you never miss an Autocar podcast. Subscribe to our podcasts via Apple Podcasts, Spotify, Amazon Podcasts or via your preferred podcast platform. And if you subscribe, rate and review the pod – we'd really appreciate that too.


Auto Car
3 hours ago
- Auto Car
"We're accountable. Our name is on the product..." - Read our EXCLUSIVE interview with Ford's ruling family
Open gallery William Clay Ford, known as Bill, is Ford's charismatic executive chairman. Founding (great grand) father: Henry Ford's lineage at Ford remains unbroken Ford will become Red Bull's engine partner in Formula 1 from next season Ford has had a long and distinguished presence on the World Rally scene Close When the motor car was new, 120 years ago, hundreds of crazy young men in all corners of the industrialised world – including one Henry Ford in Dearborn, Michigan – fell to building self-propelled contraptions of their own design. These vehicles and their successes varied greatly, but when it came to naming them, the inventors all did the same thing: they used their surnames. By the time the Ford Motor Company opened for business in 1903, we had Daimler and Benz, Peugeot and Panhard, Renault and Opel, Dodge and Lanchester. Even Alldays & Onions. And more were waiting in the wings. However, while companies run by their founders were once common, family and financial fragmentation now means they are rare. Porsche is still active, of course, but Ford is the only major car company to have been led and controlled by the founding family for its entire history (122 years and counting). The architect of its survival in this guise is its current executive chairman for the past 19 years, William Clay Ford Jr, known far and wide as Bill. When Ford's charismatic big boss dropped into this year's Goodwood Festival of Speed as part of a brief UK tour, accompanied by his sons Will (aged 34) and Nick (29), both of whom have recently been recruited by Ford Motor from busy careers in non-automotive businesses. I grabbed the opportunity for a wide-ranging chat with all three. My first somewhat crude question – why are you here? – took us rather swiftly to the heart of their purpose. The trio were at Goodwood to appreciate cool cars and trucks, they said, and to mark the all-important 60th anniversary of the Transit – the van that forms the basis of Ford's thriving commercial vehicle business. They were also contemplating what would be Bill's first visit to Ford's 2026 Formula 1 powertrain partner, Red Bull Racing – from which CEO and team principal Christian Horner had just been sacked. However, Bill also made it crystal clear that a big part of this three-man tour was about publicly living out the family heritage, embodying the family brand. For Bill, maintaining family control of the company isn't primarily motivated by power or profit, even if such things are clearly important if Ford is to remain healthy. Much of it is about maintaining the focus of his great-grandfather Henry, who, while roundly criticised for views that wouldn't wash in today's world, funded a vast array of philanthropic projects and believed, once the company began to thrive, that Ford's purpose was to try to make the world better. Bill's view – faithfully passed on to his own notably close-knit family of four children – takes the same direction. His philanthropic projects are many and varied too, but the best known recently is the £500 million-plus resuscitation of the vast Michigan Central railway station in Detroit's Corktown district, active for 75 years but abandoned in the 1980s. Under Bill's leadership, the company bought this mighty edifice for £75m in 2018 and has revived it as a 30-acre technology and cultural hub for business occupants such as Google and his own company. It opened last year, attracted 100,000 visitors in its first week and is already bringing much benefit to a depressed district. 'People said I was crazy to take it on,' says Bill, 'but I felt it would be good for Detroit and Michigan, and for our employees who would work there. The community loves it.' Of course, there's a harder-nosed side to promoting Ford's family approach to management, and Bill tackles this with typical straightforwardness. 'The average tenure of a CEO these days is about four years,' he explains. 'That means a company has to switch gears all the time: new CEO, new plan, new strategy, new team. I think our kind of ownership produces not just a sense of stability but a longer-term vision. In a world of nameless, faceless and in some ways dehumanised corporations, we're not that. "People know there's a family there. We're accountable. Our name is on the product. And they know we care deeply.' To preserve Ford control, about 25 years ago Bill began holding quarterly meetings with family stakeholders aimed at pulling everyone together so the family interest – held mostly via special, voting shares – would be robustly maintained. 'Other family businesses implode, either by infighting or because of a lack of interest,' he explains. 'I didn't want our family interest just to ebb away, so we've been buying up the ownership of family members who aren't so interested and then consolidating them in a smaller group. I'm pleased we've been able to hang this together, and I think it will continue well into the future.' Bill deals neatly with the idea of bringing his two sons into Ford at an effective level. It's a move he knows is bound to attract criticism or comment in some quarters. His best utterance on this – that Ford should never be an employment agency for family members – has done much to deal with the sensitivities. This and his well-developed sense of duty to protect the company is why Bill has firmly required his sons, along with their older sister Alexandra, already a Ford director, to study for degrees at 'good' universities – Princeton for Will, Harvard for Nick – and to spend at least five years building worthwhile careers in businesses outside the automotive world. This plan works, says Bill. It protects the company, not least by allowing the new talent to fail or succeed somewhere else, regardless of their surname. 'I didn't have that,' he adds with some regret. 'So for the early part of my career, I used to wonder: am I only here because of my last name?' Nick Ford, the younger brother still in his first year at Ford, offers an intriguing insight into joining the family firm. 'You know you shouldn't have a bad day,' he says, 'because everyone's watching, for better or worse. It's a big shift from working somewhere else and a great responsibility. But it's a great honour as well.' Nick, whose first five years was spent in management consultancy at Boston Consulting, is now part of a team that is building partnerships and developing Ford's future enterprise strategy. Much of it is secretfor now, and for good reason, he says. 'The industry is in a sort of speed-dating period now, preparing for future challenges,' he explains. 'What's reassuring is that so many companies are lining up, wanting to do business with Ford. It's testament to how well we are positioned and how strong our brand is.' According to his father and brother, Will Ford has the job everyone wants. As general manager of Ford Performance, his task is to build and finesse Ford's motorsport portfolio, working with global motorsport director Mark Rushbrook. There's a Mustang racing 'pyramid' now, he says, starting with a junior driving academy, rising through a one-make series for Mustang Dark Horse Rs to Mustang GT3 racing at the highest level. Plus off-road racing, of course: in January he was in Saudi Arabia for the Dakar Rally. He loves driving the cars and lets slip that he's a bit of a speed freak – but regrets that he doesn't get to do as much racing as he would like. I ask about the objectives of the impending Red Bull visit but get little meat on the bone. It turns out Will visits quite often, even if Bill is yet to do so. My facetious suggestion that the team might make good use of a bright, young, Ford-nominated American for its problematic second F1 seat is met with something of a dead bat. 'Driver decisions are Red Bull's,' says Will. 'But they're a collaborative partner in every way.' Fearing that this might leave a chink of my suggestion still alive, Bill weighs in: 'I'd rather see the team win than put someone we recommend in the seat.' Meanwhile, what is Nick's view of cars and racing? Robust, it turns out. 'When Will gets into it seriously,' he says. 'I'll take him on.' Given that Bill has been interviewed thousands of times and can anticipate the next line of enquiry better than the hack himself, he's well prepared for the 'European reassurance' question. He starts answering almost before I've finished suggesting that Ford isn't doing very well with cars in Europe at present. Does the company still love Europe? Will it continue to be involved here? Will we see great cars like in the old days? 'Well, of course we'll go on,' he says, pushing back on my accusation of poor performance with details of increasingly impressive sales of Ford Pro commercial vehicles. 'On the passenger car side, we realise we're not as robust as we need to be,' he admits. 'But as Nick says, we're working on our future strategy right now. But I think you'll be surprised – pleasantly surprised – by what's coming.' Bill had always seen the point of clean air and efficiency and was earning credibility as an environmentalist many years before it was popular. He cites the production of the pioneering Ford Escape Hybrid, fully 20 years ago, as one of his best achievements. Such an Escape, along with a battery-powered Focus, is in his personal car collection, which consists mainly of first-of-build Mustangs. The move to electrification remains important to Bill, and he has no doubt that it will happen. Indeed, it's happening already. 'What went wrong is that the regulators got out ahead of the customers,' he says. 'That's never a good situation. In the future, electrification will play a very important role in transportation, but it won't be the only part. The ICE business will be gradually phased out, but it won't disappear. What happens will vary according to region. 'At Ford, we've invested in all of these clean technologies, and I feel good about that. But it's down to customers. They want what they want, and it's our job to give it to them.' Join our WhatsApp community and be the first to read about the latest news and reviews wowing the car world. Our community is the best, easiest and most direct place to tap into the minds of Autocar, and if you join you'll also be treated to unique WhatsApp content. You can leave at any time after joining - check our full privacy policy here. Next Prev In partnership with