“Global motorsport” means racing that happens around the world, not just in one country. It involves more than driving fast—there’s also business planning like sponsors, travel, and team partnerships.
Andretti Global is a racing organization that competes in motorsport. The episode highlights it because Jill Gregory is leading it and helping shape where it goes next.
TWG Motorsports is a racing-related company where Jill Gregory serves as COO. The mention matters because it connects her executive responsibilities to a broader multi-series motorsport portfolio.
IndyCar is a big racing league in the U.S. with open-wheel race cars. The hosts mention it to show that Jill’s organization competes in more than one kind of racing.
Formula E is a racing series where the cars are fully electric. The show brings it up to explain how motorsport is changing and growing into new technology.
The “Formula One grid” is basically the lineup of teams that get to race in Formula One. The hosts mention it because getting into F1 is a huge, high-stakes step for any organization.
Extreme E is a racing series that takes place in tough, off-road environments. The hosts mention it to show the organization competes in very different types of racing.
The hosts talk about what it means for a racing team to move into a brand-new top-level league like Formula One. It’s not just about building a car—it’s also about the business side and planning.
Triage just means you handle the most urgent problems first. In racing, that could be something that affects the car right away, while other tasks wait.
They’re talking about how racing success and business success should reinforce each other. Winning on track makes partners happier, but you also have to build a program that partners actually want to invest in.
They’re saying racing results don’t just happen—they’re planned. The team sets clear goals and then builds a strategy so racing performance helps the business side, and vice versa.
They’re talking about their work in Formula One as one part of a bigger plan. It highlights that running motorsports at that level requires coordinating both performance and business across the whole organization.
Topic
Miami at the Grand Prix
The “Grand Prix” in Miami is referenced as a recent event where she had a personal moment. This functions as a narrative marker rather than a technical racing discussion.
She’s referencing Cadillac’s push into Formula 1. That’s a big deal because it’s a major car brand trying to build credibility and partnerships through top-level racing.
IMSA is a major racing organization focused on sports cars, including long-distance endurance races. It’s brought up to show the company’s involvement across different kinds of racing.
Spire is a racing team name mentioned alongside other teams. The conversation is about supporting several teams at once while letting each keep its own identity.
It means setting a high bar for how the teams should operate and then giving them the support to do it. That support can be people, equipment, and systems that help the team perform better.
Operational discipline is basically running the team with strong habits and structure. In racing, that helps teams avoid mistakes and perform consistently, even when conditions change.
It means making sure the teams follow proven “ways of working” so nothing important gets missed. The idea is to be organized and consistent, while still letting each team do what it’s best at.
It means managing racing teams across multiple types of racing, like IndyCar and NASCAR. Each series is different, so the goal is to keep the organization running smoothly without forcing every team to do things the same way.
Sonoma is a race track (Sonoma Raceway). The point here is that running a road-course facility day-to-day feels different than NASCAR’s setup, so team-building has to adapt.
NASCAR is a big form of racing in the U.S. It has its own rules and schedule, and the way teams are run there can be different from other racing environments. She’s saying her NASCAR experience taught her how to build people and develop drivers.
A sanctioning body is the group that runs the rules for a racing series. They decide things like how events are organized and what teams have to follow.
Topic
Precision Club
A “club” like this is usually a paid membership or hospitality area connected to events. The idea is that the track earns money not only from races, but also from premium experiences.
A race track is made of corners, and “Turn 11” is one of them. When someone talks about building or improving a specific turn, it usually means changing the track experience and how cars navigate that part of the course.
The idea is that leadership advice that works in one situation might not work in another. In racing, the best way to run a team depends on the specific challenge and environment you’re dealing with.
Driver development means helping a racing driver improve and advance. In this conversation, it includes not just driving skills, but also how drivers build their reputation online and with fans.
The Cup Series is NASCAR’s main, top-tier racing league. When someone becomes a Cup Series veteran, it means they’ve reached the highest level and have real experience there.
Topic
St. Petersburg
They mention St. Petersburg because it’s a key stop on the IndyCar schedule. It sets the timing for the conversation around the start of a new season.
The guest uses “best kept secret” to describe IndyCar’s relative lack of mainstream awareness despite strong racing and fan experience. It’s essentially a marketing/visibility concept: great product, but not enough people know it exists.
They’re talking about the Indy 500 as a huge audience event. The question is how to tell similar stories and keep fans interested when the racing moves to other places.
They’re basically saying racing needs a good story, not just fast cars. The goal is to explain why fans should care, using the same message everywhere.
Phoenix is just one of the places they mention as the next stop. The discussion is about how to keep fans interested as the series goes to different cities.
They’re asking what it’s like day-to-day in the job—how you actually make the partnership work in practice. It’s about coordination, not just big-picture plans.
General Motors is acting as a key partner for the racing effort. They’re not just funding it—they’re also actively involved in coordination and support across different countries.
They’re talking about how Cadillac already has a lot of fans who feel connected to the brand. The idea is that this existing enthusiasm can help make the racing effort resonate.
They’re saying that moving into a new racing series isn’t only about speed. You also have to deal with rules, engineering requirements, and the business side of running the program.
The FIA is the organization that sets the rules for certain racing series. Formula 1 has different rules than IndyCar, so a team has to plan and build around those specific regulations.
ROI (return on investment) is used to describe the measurable value partners should get from motorsports sponsorships or partnerships. The segment emphasizes that the “one-stop shop” structure should deliver the same ROI and visibility even when spanning multiple series.
The “one-stop shop” concept is the idea that a single organization can provide consistent partner service, ROI, and visibility across multiple motorsports series. It’s presented as a structural blueprint for how modern racing organizations could be built to avoid fragmented, siloed operations.
A “silo” is when different groups work separately and don’t share people, ideas, or resources. The host is saying racing series shouldn’t have to be separated like that.
Rolex 24 is a major endurance race. The host mentions it to argue that partners could move between different kinds of racing events without friction.
Topic
Day 200
“Day 200” sounds like a specific racing event name the hosts are grouping with other big races. They’re using it to show how partners could get access across many weekends.
Qualifying is when drivers try to set their fastest lap to determine where they start for the race. Starting up front usually makes it easier to compete for the best finish.
Hospitality is the VIP experience around the race—where sponsors and guests are hosted. It’s not racing itself, but it’s a big part of how teams build relationships and promote brands.
Sprint is a phone company. They’re bringing it up as an example of how telecom brands used to compete heavily for attention, including through sports sponsorships.
Visa is a company that provides payment services. In this context, it’s mentioned as a brand that wants to use race weekends to reach customers and promote itself.
They mention their YouTube channel where you can watch more interviews. It’s just a way to find the show’s other car-related conversations.
LIVE
The automobile is one of the most important inventions that revolutionize the modern world.
In America, the rich history of car culture runs deep as technology continues to shape
the future of the industry. Jason Stein is here to share the stories of people passionate about
cars from industry leaders and innovators to car obsessed celebrities. Buckle up as Jason takes
you inside the boardroom, onto the track and around the bend on Cars and Culture on SiriusXM
Business Radio. Welcome into episode 248 of Cars and Culture with Jason Stein here on SiriusXM
Business Channel 132. Great to have you along for the ride again with us this week.
Today we're stepping inside one of the most important and fast evolving organizations
in global motorsport. Because while the cars get the headlines, it's the leadership behind
the scenes that's shaping where this industry goes next. And few leaders are doing that more
directly than Jill Gregory. Jill is the COO of TWG Motorsports and President of Andretti Global,
a role that puts her at the center of one of racing's most ambitious platforms.
We're talking about an organization competing across multiple series, IndyCar, Formula E,
Extreme E, and pushing towards something even larger, now a place on the Formula One grid.
But what makes Jill's story compelling isn't just the scale, it's the path. She didn't come
up through the driver ladder, she built her career in marketing, partnerships, and brand
strategy, learning how to connect fans, sponsors, and teams in ways that move the business forward.
And now she's leading at the highest level of motorsport, where performance on the track
and performance in the boardroom are completely intertwined. So today we'll talk about how she
manages that. We talk about the scale of global racing and the realities behind expansion into
a new series like Formula One and how the business of motorsports is changing. It's Jill Gregory
joining us next on Cars and Culture. Hi, I'm Jill Gregory, and this is Cars and Culture with Jason
Stein. Sitting at the epicenter of one of the most ambitious global motorsports portfolios in the
industry, Jill. But I want to first start by thanking you for being on the show and commending you on
a year and two days. Do I have that right in your current position? You have done your resource,
yes, absolutely. This is my second St. Pete race here in IndyCar, and I love it.
The second day of the second year? Very, very true. Second day of second year, and I'm loving it.
How's the first year been in the role that you're in? There is so much to talk about with
TWG Motorsports and just your, the umbrella organization as a whole, but how do you characterize
year one? You know, I think it was a lot of test and learn, or a lot of learn, and then testing
kind of towards the end of the year. So I think anytime you take a new role, a big part of that is
really getting to know the people, understanding what's happening. You can't come in guns,
blazing, and change everything. So you do a lot of observation and learning, and we have a great
team, not just in Andretti, but across all of our teams at TWG Motorsports, which I'm sure we'll talk
about. And so learning about who they are, what they do, and what raw material do we have to work
with, and what we can tackle first. So it's been an amazing year of learning for me, and I think
any big challenges, like can you learn? Can you grow? Can you build a team? And those are all
things that I've been able to do this year. What does it mean in practice when you're juggling
multiple race teams in multiple series? How do you split your attention? How do you, where do
you focus in first? Yeah, I think, you know, there's probably two things. One, you have to do a
little bit of triage, right? So what is the most hands-on fire moment that you have in a given day
or in a given week? But as you kind of ease into it and you build a strategic plan, you know that
each of these seasons have cadence, each of the teams have a cadence. So I think you can really,
if you set out a good strategic plan, hopefully your firefighting is in the kind of rare occasions
because you're working a plan on each series. And then, you know, there's obviously a lot of overlap.
You know, we're going to start the season this year. We've already started a Formula E season.
We've already got a NASCAR race under our belt, the Daytona 500. We're here in St. Pete. Next week,
we go to Australia. We had Daytona with IMSA. So I think it's front-loaded to the beginning of the
season. After we get these season openers kind of under our belt, we will go kind of get into a rhythm.
Yeah, it's a rhythm of also categorizing, understanding, bucketing each one of those
series, right? Part of the emphasis of the announcement of you coming in was on aligning
on-track performance with commercial success, which you've known a lot about. How do you,
for lack of a better term, operationalize that alignment across that portfolio where you want
great results, podiums, but you also want to succeed on the commercial side?
You know, I think it's all about goal-setting and, like I said, having a strategic plan.
I think that there's on-track performance drives commercial success. So I think even,
from my very early NASCAR days, only to do research, what do fans want? Yes, they want big
personalities. They want to win. They want their driver to win, their team to win. So across our
entire portfolio, we need to be focused on winning. But I think there's also the flip side to that is
let's build a valuable program for our partners that they can really get behind and understand
and understand their business and how we can help drive it. And then, if we win on the track,
it's gravy for them. So I think you can't focus on one at the expense of the other. You've got to
have equal billing. But I think there doesn't need to be a big gulf between the technical side
and the commercial side. And what we've really tried to do across all of our teams is narrow
that gulf so that the teams work together and success for one side means success for the other.
Was the appeal of this the blank sheet of paper a little bit in that because of the
start of the Formula One journey combined with other journeys that you've been on before
and the expansion of say a Formula E journey, you could kind of look at all of them and say,
okay, how are we going to chart this? And it's my opportunity to craft all of it.
It was. I mean, look, I was an asker for a long time. I was very happy in Sonoma. We were laughing
in Miami at the Grand Prix last year. And we kind of saw two ladies sitting at the bar at 11 o'clock
having an apparel spritz. I'm like, oh, that was me like six months ago because I was bored and I
didn't have enough to do. Well, that is certainly not the case now. But I think that when you're
involved in this sport and you see an opportunity like this, your career is in across motorsports
and auto, like this is a once in a lifetime opportunity, right? Not just the Cadillac F1
piece, which that in itself is a once in a lifetime being a part of a team that puts that on the grid
for the first time. There's not going to be a lot of people that are going to be able to say that
they did that. But I think it's also what Dan and TWG Motorsports are building with
this motorsports portfolio that has highly functional and successful teams in multiple
forms of motorsports. You see pockets of it. You see, you know, some of our competitors have
IndyCar, NASCAR, you know, IMSA, you've got Formula One, IMSA, IndyCar, but the breadth of our portfolio
and the fact that we don't want TWG Motorsports doesn't necessarily need to be a household name.
We want Andretti to be successful, Spire to be successful, Wayne Taylor racing. So we have these
legacy teams and the ability to take each of those teams and really highlight what they're best at,
but then provide this back end standards of excellence and resourcing. That was another
kind of once in a lifetime piece of it. It's, it is standardizing those processes,
operational discipline, I would imagine, and yet allowing each team to function independently,
right? Let them go. Absolutely. Look, they broke your fixit, use whatever analogy you want.
But, and I can be very frank with you, you know, anytime a corporate entity comes in,
and these are race teams, they're like, oh, is, are they going to come in and tell us what to do?
Are we going to lose our individuality? Like, how's this going to work? And there's just a
natural skepticism. So I think year one has really been about, we are not coming in as the parent
company air quotes to tell you how to do something or change everything. Yeah, corporates here and
we're going to tell you how it's going to work. How do you take the best of what's already happening
and then provide, again, that standard of excellence, that operational discipline
that just makes each team do what they do best and do it better and maybe that'll be invisible
to the fans. The mandate is to compete at the very top of the sport. You've had leadership roles,
you've operated at the top of the NASCAR ladder and Sonoma too. How have those experiences
maybe shaped your approach on a cross-series management today? What are you borrowing from
what you did there? I think it's a great question. I think the core discipline of building a team
doesn't change whether you're at one sanctioning body or the other, or if you're at one track
or the other. You need to find the best people. You need to trust the people to do what they do best,
give them autonomy, but provide enough of a steady hand and guidance to really leverage
the capabilities. So I think that what I learned a lot at Sonoma was much different. Building a team
at the track level was much different than I probably even expected. I left NASCAR with a
pretty structured, process-oriented environment, rule book, sanctioning body, set schedule,
and a track environment is very different. Your employee base is different. What you're trying
to do, you are operating a facility on a day-in and day-out basis and you're monetizing that
facility. So we had a set schedule and we had our core events with the NASCAR race and the
Precision Club. We were trying to build Turn 11 and we're trying to go get all the OEs to come
and it was right after COVID. So I think what I learned there is that I think building a team,
the philosophy is the same, but how you take the individual pieces of that and build a team,
you have to be very flexible on what's going to work for that particular challenge.
And I kind of learned that one size doesn't always fit all. You have to be a little more
flexible and kind of take what the job needs versus applying some leadership principles that you've
read in a book. Respect for your employees and again letting them do what they do best
has always been a mantra of mine, but it comes to life a little bit different based on the structure
that you're in. A bit about your background, what did NASCAR need when you came in and
how do you feel you left it at that time? I'm really proud of my time at NASCAR. I
saw a lot of good friends there, a lot of them here this weekend, but we at the time probably
a couple of the things that we did that were most impactful I think because really got into the
driver development piece of it, not driver development on the track and like an academy type
situation. It was personalities, digital and social. When I started at NASCAR it was several years ago
and not very many motorsports leagues and still don't. We're using digital and social and having
the drivers get involved in social media and talk to them about building their brands. It's far more
advanced now, but we had a program there called the NASCAR Next and it was Blaney and Bubba Wallace
and Chase Elliott and guys that are now Cup Series veterans. Those were things that we were
doing for the first time when I was there. One of the other things that we did other than get out
of COVID, which is kind of a big one, but we rebranded the NASCAR far mark which is what we used
to call it and it was kind of very traditional, very hadn't been refreshed since the early,
early days and we just wanted to modernize it a little bit. So I think that you see when I see
the NASCAR bar mark now it's a very, it's an icon and we just try to do some things differently
and not try to alienate the core fans, but just try to bring NASCAR in and have it be appealing
to more people and I think you see IndyCar probably has the same opportunity in front of them right
now. I was just going to ask you about that as we sit here in St. Petersburg on the now the precipice
of another year and I've had Doug Bowles on the show this week, I've had Mike Schenck on the show
this week. What does IndyCar need this year from your perspective to step back, not necessarily the
team itself, but what does IndyCar need in order to push through to the next level because
Mike talked a lot about hitting the bottom of the of the roller coaster last May.
Trying to come up out of that. What do you think it needs? I think the raw material are there or
all the components are there. I think that what Fox is doing obviously was not just the investment
in the promotion of the sport, but investment in the sport itself. I think it just needs more
eyeballs. I think when I got here and obviously been around the IndyCar product before but not
in a role like this, it's the best kept secret out there, right? The racing's great, the drivers
are great. Everybody's accessible. Everything's accessible, people are happy and in a good mood
and you know there's just so much positive momentum. We just need more people to know about it. So I
just was talking to Doug earlier. I'm like what do you need us to do from the team standpoint?
Is it our drivers? Is it you know a commercial committee that we can get together on because
if we can work together and figure out how to let more people into the tent,
it's going to go crazy because I think there's so much positive momentum here just not enough
people know about it. Doug talked about having seven or eight million people watch the Indy 500
and seven days later in Detroit, a million people watch the race and trying to figure out why that
Delta exists and have it fix the Delta, if you will. And what is the storytelling not just at the
Indy 500 because yes, the storytelling around the Indy 500 is unmatched, right? But how do you
take what happens in safety and then take it to Phoenix now and then take it to Texas and the new
markets again, really positive. I mean when they announced the DC race, huge amount of interest.
So all the elements are there. I think if we can just as an industry string it together into a
narrative to tell fans why they should pay attention and what's compelling about it,
then we're going to take that raw material and take it to the next level.
The General Motors Cadillac relationship with the F1 team, what does the partnership
require operationally from your seat? How are you coordinating? We had Duncan Aldrid the head of
GM North America on the program recently talking about all of the energy the GM is putting behind it.
How do you fit into that puzzle? We are extremely lucky to have General Motors as a partner. I'll
talk about a little bit about that but then also Cadillac as a brand. So General Motors is a partner
and I feel really lucky for myself because I already knew a lot of the people I'm working side by
side with because of my NASCAR days. So Jim Campbell, Eric Warren, Mark Royce, General Motors loves
racing and loves motorsports. Their investment in this is not just financial or technology,
it's emotional. They want to win and I think we are side by side. So TWG and General Motors are
basically the two owners and then the Cadillac F1 team is the offspring of that. So for example,
when I head out to Melbourne tomorrow, we will be meeting our GM partners there. We will be sharing
a hospitality like we are partners side by side in that and then General Motors has the luxury of
in each market that we go to, they are going to have a really strong regional presence,
depending on the size of their. So General Motors Australia and New Zealand hugely energized by
this new entry into Formula One. But our day in and day out, we have a weekly call with the team
at GM, myself and a former current colleague, Brian Weatherford, who we basically plucked off
of the IndyCar and Reddy team and she has such a strong relationship with General Motors that she
handles that on a day-to-day basis. So we are really side by side with them on all the decisions
that we make and how we go to market because this is a shared brand. This is not just Cadillac is in
the name of the team, but we are equally invested in making sure that this is successful and I think
we are just trying to be side by side with GM every step of the way. And then the Cadillac brand,
I think the biggest, one of the bigger revelations for me is I knew the Cadillac brand was big,
but even, and if you had Duncan on the show walking around wearing a Cadillac F1 shirt or
sweatshirt in Vegas, every fan has a Cadillac story, has an affinity for that brand, they love it,
the script, the icons, there's so much to be told about people's affinity for the Cadillac brand
and the fact that we get to bring usher that into this form of motorsports and with a CEO and chairman
in Mary Barra and Mark Royce that love racing, it couldn't be a better partnership.
New layers of complexity with that, regulatory, technical, commercial. Does F1,
I guess, what does F1 introduce to the Andretti organization that changes the Andretti
view of it because of all of those things you kind of now worry about?
Yeah, I think we've got to just be, so we have to be a little bit separate. Obviously there's,
as we work on setting up this Formula One team from the very beginning,
you know, there are certain regulations in the FIA that you don't have with IndyCar,
they're different, right? So I think that just staying on the right side of that,
separate but equal, I guess, is a good way to describe it. Again, back to our earlier discussion,
it's how do you take the best of the teams and the partnerships that you have and apply them
when needed, although keep the teams standing on their own two feet when that makes sense too.
Yeah, when you step back with TWG Motorsports, ultimately you're building a collection of race
teams, but it's also a unified global motorsports enterprise, isn't it? That's a little, I mean,
those are sort of daunting goals and objectives and not every other team on the grid, actually,
I don't know if anybody else is doing the same thing at all of these levels. That's a unique
opportunity, isn't it, for TWG to separate themselves from? It is. I mean, when you think
about being a Motorsports and a Fishing Auto and you think of the Uber opportunity that would exist
if you're a partner or a fan and you want to be at the Day 200 500, at Bathurst, at Monaco,
at the Indy 500, there's no other team, collection of teams that can deliver that. So I think if we
unlock this opportunity properly, there could be partnerships that are across the TWG Motorsports
portfolio, but there might be partners that we have that really want to be invested in any car
and you see a lot of them here today. So we're going to let the teams kind of stand on their own,
but if there is a chance to, we are having a lot of conversations right now with Spire and
Andretti on partners that might be interested, they're already with us on the NASCAR side,
but do have interest in IndyCar. Hey, tell me what that's all about. Maybe we've reached a
different market geographically with one of the properties and not the other. Maybe there's,
you know, there are partnerships across the Wackenshaw Supercars team that have some
some raw material there we can look at. So I think we've barely scratched the surface of what
that could look like. Again, back to our earlier point, a lot of observation and learning about
what the scale of the opportunity could be, but if we're doing it properly, you could be a partner
across multiple Motorsports, but get that same level of service, the same ROI, the same visibility
that you want, you just can do it with a one-stop shop. Without knowing it, is the structure a bit
of a blueprint for how modern Motorsports organizations could be built in the future?
I think so. I mean, look, I think there's a lot riding on those at work. I think we've seen really
early signs. I mean, there are people that and you're here in St. Pete, you see whether it's the
NASCAR garage, the IndyCar paddock, the people are not that different. You see a lot of the same
folks. You have a lot of the same relationships. Why not? Why does each series have to be in
its own silo? It's just because it's always been that way. But if we can prove that it doesn't
have to be that way, you can move very freely across the Rolex 24, roll into the day 200,
come to St. Pete and move seamlessly through all of those ecosystems. Then I think that could
really unlock some power for a brand. What is just a couple more things? What success for you,
if you measure it, I don't know, five years out, Jill, is it championships? Is it global brand
growth? You're a brand person, right? Successful entry, competitiveness in a new realm like Formula
One. Is it all those things? Yes, yes, and yes. I mean, look, we are in Motorsports, right? So
wins and pulls. I mean, the very basic level. But as I mentioned earlier, if those things are
working, then nothing stands on its own. I think if we're winning, then the commercial piece comes
along. We need to be successful commercially and then bring wins to those partners. Nothing is really
that self-contained. So yes, we want to win on the track. Anybody that's involved in Motorsports,
that's the passion point, right? It's that competitive fire. We have a new driver with willpower,
and that guy wants to win. Not that our other guys don't, but you could just see it in his eyes.
So you want to harness that. But we want that same winning desire to be across commercial,
even how we're presenting ourselves here this weekend in St. Pete. We had a very set goal of
showing up differently. And I feel like we've met that this year, or at least first race.
So I think that the little things are the big things, right? We want to have that
winning competitive spirit, whether it's what the guys are doing to get the car ready to go
into qualifying here in a second, or if it's what the experience is when you walked up to the front
door of hospitality today. It's the same mentality. It's just the outputs a little bit different.
And it's way different than Visa, Bank of America, or Sprint, isn't it?
It is. Your background. It is. Now, those are selling phones.
Now, the phone wars are their own thing, right? Podiums there.
Yes. Our goal is, can we be a platform for those brands to do more of what they want to do,
whether it's sell phones or build a brand or promote Visa everywhere you want to be.
True. We can provide a platform for that.
Well, best of luck. Thank you for the time in the middle of the St. Pete craziness.
And especially before you're headed off to your 18-hour flight, definitely appreciate the time
and effort. Very enjoyable. I really enjoyed talking. And love to get you to the Miami GP.
I would love to be there with you. We could do some special things there as well.
That sounds great. Thank you, Jill. I appreciate it. Thank you.
A big thanks to my guest again, Joe Gregory, COO of TWG Motorsports and president of Andretti
Global. To see more Cars and Culture interviews, visit the Cars and Culture YouTube channel,
subscribe, comment, check out hundreds of conversations with the creators, collectors,
and culture makers who are driving the industry forward. That's this week's episode,
episode number 248 of Cars and Culture. I'm your host, Jason Stein. We'll see you down the road.
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About this episode
Jill Gregory, COO of TWG Motorsports and President of Andretti Global, talks about building a cross-series racing business where track performance and commercial success are tightly linked. She describes year one as “learn and test,” balancing IndyCar, Formula E, Extreme E, NASCAR, and the push toward Formula One. Gregory explains how she standardizes back-end processes without stripping teams of autonomy, and how her NASCAR experience shaped her leadership approach. She also weighs what IndyCar needs to grow viewership, and details GM/Cadillac’s role in the new F1 effort.
