Bortoleto reveals how Audi takeover has transformed the former Sauber team

Gabriel Bortoleto has pulled back the curtain on Audi's Formula 1 transformation, describing a team that barely resembles the Sauber operation it replaced in 2025. The Brazilian says the changes run far deeper than a simple rebrand, fundamentally reshaping the finances, manufacturing capabilities and daily mindset of the workforce at Hinwil.

Why it matters:

Sauber spent years fighting near the back of the grid with limited resources and little hope of breaking into the midfield. Audi's arrival as a major manufacturer has injected serious capital and confidence, altering what the team believes it can achieve on the world stage. Bortoleto's candid comments reveal how quickly a full manufacturer takeover can rewrite a team's identity and long-term ambitions.

The Details:

• Bortoleto explained that Audi's backing has eliminated the financial struggles that previously hampered the squad, allowing a completely different approach to car development and operations.
• The team is now manufacturing its own power unit in Neuburg, marking a dramatic shift from customer status to full works manufacturer.
• He praised the Neuburg engine team's achievement in producing a first-year power unit under the 2026 regulations, calling it an "incredible thing" given it was their first-ever Formula 1 engine project.
• Despite the progress, Bortoleto insisted there is no complacency inside the camp, acknowledging the team knows it must improve and currently remains behind the established front-runners.
• Cultural shifts are clearly visible throughout Hinwil, with Bortoleto noting that staff are behaving differently and working with far greater purpose compared to the previous season.

What's next:

Audi remains firmly midfield-bound for now, but the groundwork for a genuine front-running challenge is being built race by race. With clear internal targets, substantial manufacturer investment and an ambitious in-house engine program, the team has definitively shed its backmarker mentality. The real challenge now is closing the performance gap to the leaders and turning that newfound confidence into consistent, measurable on-track results.