Chip Ganassi just passed Roger Penske for the most championships in IndyCar history. Paul Pfanner on the racer behind the record, and why he is nowhere near done.

Paul Pfanner on IndyCar's new IR-28, and what a race car is for once the meaning leaves the machine.

Paul Pfanner makes the case that the flood of machine-made content is raising the price of the few things no machine can fake.

The future isn't coming to IMSA. It has always been here. Paul Pfanner’s half-century perspective on the sport, the brand, and the spirit that connects them.

When Mohamed El-Erian says he understated something, pay attention. Paul Pfanner has been reading recessions long enough to explain why.

Formula E's Gen 4 arrives exactly on time. Paul Pfanner questions whether its owners understand what they're holding.

Jim France never wanted to be CEO. He wanted to build things and stay out of the spotlight. Then the sport needed him. Paul Pfanner on what those eight years meant.

Fifty-one years on the same streets. Paul Pfanner on what Indychella actually revealed — and why the sport that didn't build that audience now has one chance to deserve it.

Paul Pfanner is the 2026 Russo-Marvel Founders Award recipient. He dedicates it to the late Jim Michaelian — and to the reporters and editors who held the standard in the sport he dedicated his life to .

Paul Pfanner traces the three data points that have already decided the future of sport, mobility, and media — and asks why the industry is still arguing with the scoreboard.

Bill Sparks introduces Algorithmic Meta-Capital — the strategic asset class that determines whether your organization exists in the AI decision-making loop or has already been written out of it.

Paul Pfanner asks the question every leader eventually faces in the dark — and reframes it from fear into the only competitive posture that actually works.

Paul Pfanner spent decades inside motorsport media — and watched the infrastructure around independent journalism quietly thin. In Suzuka last Thursday, Max Verstappen walked through a door that was already open. What fills that space looks like coverage. It isn't.

Paul Pfanner watched Jim Michaelian tend the Long Beach Grand Prix for fifty-one years — and never once make himself the story. When Michaelian died at 83, he had already done the hardest thing a leader can do.

Every business tracks performance indicators. Few have warning lights for their brand awareness, relevance, and trust. The diagnostics exist. The question is whether you're reading them before the light comes on.

The economics are strong and the audience is growing. But the systems now controlling distribution, behavior, and value are reshaping what the sport actually is. The most important asset may be the one no spreadsheet captures.

One truth stands out from a lifetime of decisions made under pressure with immediate consequences. The future isn't something you wait for. The leaders who know that are already moving.

Stability once signaled strength — in periods of rapid change, it can be a warning sign. The organizations that endure don't just survive disruption. They learn what to do with it before everyone else does.

For sixty years one organization has dominated sport and business with a consistency no one has fully explained. The results are visible to everyone. The source of the advantage is something most organizations walk right past.

Melbourne opened Formula 1's new regulatory era with record attendance and genuine excitement. Beneath that, a harder question is already forming. The real power unit has never been mechanical.