‘We have a car that is better than we've ever had before' – James Vowles, Williams Team Principal
The name Williams has been synonymous with Formula One for half a century. Founded by Sir Frank Williams in the late '70s, the Grove-based outfit dominated the sport for two decades, winning seven Drivers' and nine Constructors' titles before the turn of the millennium.
The British team has found the going tough over the last few years, finishing dead last in the standings four times between 2018 and 2022, collecting just 39 points over the duration.
Under the ownership of US-based Dorilton Capital, and with former Mercedes Motorsport Strategy Director James Vowles at the helm since 2023, Williams has made rapid strides. The constructor eclipsed its 2024 points tally within four races of the 2025 season and looks set to challenge for fifth in the standings for the first time since 2017.
Taking over from the Williams family, who nurtured the team for 43 years, is no easy task, but Vowles has managed to instil confidence into the struggling outfit in his role as Team Principal.
In an exclusive chat with Sportstar on the sidelines of the Saudi Arabian Grand Prix, Vowles spoke at length about the team's progress, his data-driven approach, preparing the garage for the soon-to-arrive regulations, the future of the sport, and more.
Five races into 2025, Williams has gotten off to a fast start compared to the last four seasons. How's the mood in the garage?
Highly positive. I think we always have to remember where we've come from. It is a privilege and a pleasure to be racing with a car that can score points every weekend — and it is — with two world-class drivers. You'd be surprised how much that carries you through the tireless and sleepless nights.
You've spoken about the continuous improvement you looked to bring when you took on this role in 2023. Two years on, do you think you're on the right track?
Yeah, I think the direction of travel is a good one. This car isn't what we've put our focus on. We've just been fixing some foundational issues, putting in system software, infrastructure, culture, technology, people — and it's nice to see that the car is moving up and corresponds to that. We have a car that is better than we've ever had before. I think the real test is breaking away from the midfield, closer to the front.
Track stars: Vowles with the two Williams drivers — Carlos Sainz (left) and Alex Albon (right). | Photo Credit: Getty Images
You touched upon your two drivers, Alex Albon and Carlos Sainz. Both of them are very experienced in the top tier of racing. What is it like working with them?
It's a breath of fresh air. First of all, there's no politics. Neither one wants anything more than for the team to be successful, which means that every meeting we have is about the greater good. How do we make it better next year? What's our direction of travel? What can I do to help? It's great to see that dedication they're putting into the team.
Over the last decade or so, Williams has given so many drivers their first shot at F1. Was it a genuine choice to go with two experienced drivers?
It was very much a case of me wanting experienced drivers by my side. I love investing in young drivers — they absolutely have a future with Williams. But we also have to acknowledge that last year, our attrition was high, and it meant we couldn't move forward in the field. For a few years, we've got to take stock and start developing this team into championship material.
Does the tag of being F1's fourth most successful team weigh heavily on you? Is there added pressure?
I don't think anything will put more pressure on me than I put on myself. That's probably the right way to describe it. The reason I'm here is because of our history. It's an incredible history. I want this team to be successful with all my heart. I'll make it my career goal to do so. That's more pressure than our legacy.
Right from your time with Mercedes, you've been very data-driven. Does it help that both your drivers are of the same ilk?
There's a reason why I've surrounded myself with individuals who are built the same way I am. That goes for our drivers, our senior management and our leaders. Data has to be at the heart of what you're doing. Because if you have someone going in a different direction, you can deviate from what is good.
This is a slightly different year for development, considering the new regulations coming in next season. Will teams focus on circuit-specific development?
You're going to find an interesting debate taking place up and down the pit lane. And that debate probably is between now and June. Do we do more, do we do less? There'll be some teams like Ferrari who came out and said, 'No! We have to fix this.' Red Bull also said that not long ago. But for teams like ourselves, our future isn't racing for 8th, 9th or 7th. Our future is racing for championships. You'll see we're making sacrifices for the next few years to bring ourselves to where we need to be.
Cut to the chase: Sainz and Albon battle it out at the Saudi Arabian GP. | Photo Credit: Getty Images
When the cost cap rule was brought in, you explained how Williams was behind the leaders in capital expenditure, leaving you short on machinery and software. Two years on, are you better placed?
Yes, I was able to get us USD 20 million more, but by the time we finished the meeting, I think it was all spent. The rules are changing in 2026. You can spend whatever you want on capital expenditure, but you have to pay for the depreciation in your annual operating cap.
The 20 million allowed us to do the short-term bits that were needed, and the remainder will be done in conjunction with those rules.
An interesting topic came up in the press conferences in Saudi Arabia, about the V8 and V10 engines being brought back. What is your take on it? Is that the direction F1 should take?
Let's race with the rules that we've spent three years and hundreds of millions of dollars developing. After we've been racing for some time, let's take an honest step back. Are we doing the right thing for the sport, for the world?
I love the sound of the old V10s and V8s, but we also have to be honest with ourselves. I think what we are asking for is, let's make sure we have a tone to the engine — a sound that has emotion to it.
Both drivers have mentioned a fundamental issue affecting performance, which is a characteristic of the Williams car in itself. How difficult is it to handle an issue related to the structure?
The important thing is an open, honest discussion about what the real problems are, to make sure that we are not taking them into future cars. It's a problem that has been here for many years.
Though we've made improvements between 2023–24 and 2024–25, it's nowhere near the level of the top three teams. We need a bigger change to improve it considerably — and that's what Carlos and Alex are bringing to the party.
F1 requires fast cars to win championships. But how important is the team behind it? How much does the backroom staff influence a team?
Everything is about people and culture. People create your systems, processes and communications. The fast car is just an output from a thousand people working well together. I am not the reason why this team will be successful. My job is just to bring the right people together. If you don't have a set of people pointing the right way, the team will not win a world championship. Every single person matters.
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