‍A Diplomat in the Paddock

Bearne’s route into motorsport was anything but conventional. After studying Russian and international relations, she began her career at the British Embassy in Moscow, navigating post-Cold War transitions amid political turmoil. “I was there when the Berlin Wall came down, when Gorbachev was ousted—it was a time of extraordinary change,” she recalls.

Later, working with ultra-high-net-worth Russian clients in London, she was invited—serendipitously—to attend the British Grand Prix. “I watched Damon Hill win from VIP hospitality,” she says. “And that was it. I was hooked.”

One year later, Bearne spotted a job ad in the back of the Evening Standard: PA to the team principal of a new F1 outfit—British American Racing. “I’d been following the team’s formation in Autosport, so I knew the names involved. I applied immediately.”

From Startup to Superpower

Bearne joined BAR in its earliest days—literally. “Craig Pollock and I were working out of his rented apartment in London,” she laughs. “Jacques Villeneuve was often in the next room. It was surreal.”

The team’s journey from that apartment to the state-of-the-art facility in Brackley (now Mercedes’ HQ) mirrors the entrepreneurial trajectory of a startup—early ambition, hard lessons, and eventual evolution. “We thought we were a lean, mean racing machine,” she says. “But truthfully, we had all the gear and no idea.”

BAR’s turbulent rise—from a point-less first season to battling Ferrari for P2 in 2004—taught Bearne that success is often a byproduct of painful, iterative learning. “We had to unlearn a lot of assumptions, shift leadership, and embrace input from Honda before we saw real results.”

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Crisis, Culture, and Communication

Bearne’s defining chapter came during one of F1’s most dramatic pivots: the sudden exit of Honda at the end of 2008, leaving the team’s future in doubt. As Ross Brawn and Nick Fry scrambled to salvage operations—eventually creating Brawn GP—Bearne led internal communications.

“That morning, we had no idea what was coming,” she says. “We thought it would be budget cuts. Instead, Honda announced they were pulling out completely.”

With over 750 employees and a championship-caliber car nearly ready, the team faced an existential crisis. Bearne had to help rally a shell-shocked workforce without triggering panic. “The first step was to go quiet,” she explains. “We locked down information, gave leadership time to build a plan.”

A week later, Brawn addressed the full team in Brackley. “He was calm, honest, and transparent. He told people what we knew, what we didn’t, and asked if they were willing to fight. Everyone said yes.”

That authenticity proved vital. “People will go above and beyond if they believe in the mission,” Bearne says. “But you have to communicate with clarity and empathy.”

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Winning and Letting Go

Brawn GP’s 2009 season is the stuff of legend—world championship glory on a shoestring budget. But few know the Monday after their maiden victory in Australia was the same day 250 team members were made redundant.

“It was brutal,” Bearne admits. “We had champagne on the podium and heartbreak at the factory. But we owed everything to those people who stayed and those who left.”

That balance—of celebration and sobering consequence—taught Bearne a crucial business truth: “Winning doesn’t insulate you from hard decisions. But how you treat people in those moments defines your culture.”

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Building Mercedes: Culture at 300kph

When Mercedes acquired the team in 2010, Bearne stayed through the transition, working closely with two of motorsport’s most successful leaders—Ross Brawn and Toto Wolff.

“Ross led with quiet calm, logic, and trust,” she says. “Toto? He’s a challenger. Curious, bold, and emotionally intelligent. When he talks to you, you have his full attention.”

Wolff’s emphasis on psychological safety and “brutal honesty” helped Mercedes sustain excellence from 2014 to 2021. “He encouraged everyone to speak up, even the interns. We called it ‘tough love,’ but it was rooted in respect.”

Bearne credits those cultural foundations with helping the team avoid blame games even during downturns—like the 2022–2023 slump. “Growth mindset is real. If something’s broken, fix it. No finger-pointing—just progress.”

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Schumacher, Hamilton, and the Power of Connection

Working with both Michael Schumacher and Lewis Hamilton gave Bearne a rare comparison between two of F1’s all-time greats.

“Michael was about marginal gains,” she says. “But what stood out was his empathy. He’d remember your child’s name. He’d send flowers on your birthday. He built loyalty through kindness.”

Hamilton, she says, shares that people-first approach. “He’s warm, friendly, and relentless in pursuit of excellence. He pushes himself and others—but he leads by example. He’s a grafter.”

Both drivers shaped the team’s DNA, not just through performance, but presence. “When people like you, they’ll work hard for you. That’s as true in the factory as it is on the track.”

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Managing Success, Avoiding Complacency

How do you keep a team hungry after seven straight titles? “Remind them that every component—every person—can be better,” Bearne says.

The goal wasn’t perfection, but evolution. “Even if we won 16 out of 20 races, we’d ask, why didn’t we win 17?” she adds. “Winning makes you the target. Standing still means falling behind.”

That mindset—continuous improvement, zero complacency—is one any growth-focused organization can emulate.

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When Victory Feels Hollow

If 2009 was Bearne’s hardest moment, 2021 was her most bittersweet. The team clinched an eighth Constructors’ Championship, but Lewis Hamilton’s loss in Abu Dhabi—after dominating the race—cast a shadow.

“We achieved our goal. But the paddock was silent. No joy. It felt unjust,” she says.

The internal celebration was minimal—until Bearne revived a ritual from 2009: the “homecoming.” As Lewis returned to the Brackley factory, the entire team lined the driveway in silent, cheering solidarity.

“He was withdrawn at first,” she remembers. “But halfway through, he was filming it on his phone, smiling. That moment reminded us—this is more than sport. It’s family.”

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From Garage to Boardroom: A New Chapter

In 2023, Bearne left Mercedes to launch her own consultancy, Comms Exchange, and joined the board of Motorsport UK. Her mission: bring F1’s communication excellence to broader industries.

“Happy, high-performing teams communicate well,” she says. “That’s true whether you’re chasing podiums or quarterly results.”

Her approach blends diplomacy, motorsport grit, and emotional intelligence. “You can’t build performance without trust. You can’t build trust without communication.”

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Final Lap: Motorsport Lessons for Business

So, what can today’s leaders take from Nicole Bearne’s 25 years in the world’s fastest sport?

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Clarity in Crisis: In tough moments, say what you know, say what you don’t, and say it honestly.

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Culture First: Winning is a lagging indicator of culture. Get the people and values right, and success will follow.

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Rituals Matter: Traditions create identity. Keep them strong, especially when everything else feels uncertain.

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From start-up chaos to championship legacy, Bearne’s story proves that elite teams don’t run on horsepower alone—they run on trust, leadership, and communication that keeps pace with ambition.

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To book Nicole for your next event or conference, head over to MotorsportSpeakers.com. The full podcast is available soon!

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