The world of Formula 1 thrives on mystique, speed, and corporate drama. Yet, few recent moments have generated as much immediate, visceral excitement as the sight of a black-liveried Ferrari, stripped of its traditional racing color, taking to the track with a world-class driver behind the wheel. That driver was Sergio Perez. And the team running the show was none other than the ambitious newcomer, Cadillac.

This wasn’t a standard, high-gloss shakedown; it was a crucial, almost surgical, operation. Officially, the test involved Cadillac running a 2023-spec Ferrari F1 car as a TPC (Testing of Previous Car) day. But to focus on the raw data, the lap times, or the technical specifications of the two-year-old machine is to completely miss the point. This was less a test of speed and more a masterclass in survival strategy. The true value of Cadillac’s first proper F1 engagement lies not in its pace, but in the intricate, high-pressure world of human choreography that it allowed the fledgling team to practice.

Veteran F1 journalist Ben Anderson, speaking on The Race, aptly described the limited technical utility of the test. With F1 facing a revolutionary regulatory reset in 2026—bringing completely new chassis and power unit designs—a 2023 car offers little direct engineering insight. The value, Anderson noted, runs out quickly. But the inversely proportional cool factor—a blacked-out Ferrari generating massive buzz—was undeniably high, driving massive fan and media engagement.

For the team personnel, however, the real-world running was priceless. As Glenn Freeman pointed out, F1 is a world where “real world hands-on experience” is vanishingly hard to acquire. The essence of this exercise was to establish “methodologies, communication, etc.”—a pre-shakedown shakedown to get the organizational dust off.

The Deadly Choreography of the Pits

In modern Formula 1, races are not only won or lost on the track, but in the fractions of a second spent in the pit lane. This test, conducted far from the crushing pressure of a Grand Prix weekend, was a dress rehearsal for chaos. It was about mastering the “choreography” of a race team—the almost invisible dance of mechanics, engineers, and strategists that must execute flawlessly under intense time constraints.

The importance of this organizational muscle memory becomes brutally clear during a high-stakes qualifying session. Imagine Q1 in Australia, the team’s debut. You have 18 minutes, and a back-of-the-grid team might need three runs to scrape into Q2. Any delay—a person tripping over a cable, a missed instruction, a communication breakdown—can cost seconds, which translate directly into failure to qualify.

“Making sure you’ve not got people tripping over each other, making sure that you know what you’re doing, that nothing’s missed out, that you can focus on getting the car out in the right moment… that is actually the kind of thing that can make the difference between success or failure at the start of the year,” Ed Straw emphasized.

The TPC session allowed Cadillac’s personnel—many of whom are professionals but have never worked together in this specific environment—to learn the nuances of F1 garage life:

Physical Layout: Understanding the dimensions of an F1 car and how to organize the tight pit box for effective pit stops and maintenance. The rough dimensions give them a real-life reference point, unlike pure simulation.

Maintenance Speed: Learning the tricky, real-world aspects of quickly removing side pods or engine covers without snagging on other components—tasks that must be done in super-quick time.

Engine Prep: Practicing the unseen protocols for prepping a highly complex F1 engine for startup, which can involve minutes of necessary waiting and priming. “Actually having that really going on in the garage is a different sensation to having to simulate those delays,” Freeman noted.

This process is so complex that even established, championship-winning teams, with “eons of experience,” still make mistakes, missing the Q1 cut or having pit lane collisions. For a new team, getting this muscle memory established is existential.

The successful setup of this TPC day was itself a victory. Getting the green light required Cadillac to “jump through a lot of hoops” due to the inherent suspicion F1 teams have of newcomers. The deal, a customer relationship with Ferrari, was advantageous for the Scuderia primarily because the technical information gained by Cadillac on an older car is negligible for the new regulations, and Ferrari does not yet see them as a threat, making it good PR to facilitate their entry.

The Virtual Race Against Time

Cadillac’s preparation is a textbook example of how a modern F1 team must be built: a combination of virtual simulation and real-world testing. They have implemented an internal “race ready” program, meticulously simulating entire race weekends in real-time alongside the actual F1 calendar.

This rigorous simulation extends far beyond track laps. It involves running the whole timetable, accounting for non-driving elements like the media pen, where the driver will be unavailable for a crucial half-hour after qualifying. This holistic approach ensures that everyone—from the trackside engineers to the race support staff back at the factory—is familiar with the “geography” of the weekend, minimizing confusion over who is needed, when, and where. This also establishes the “constant feedback loop” between track and base, which is crucial for modern F1 operation.

This level of virtual preparation is a sign of how far simulation tools have advanced, a stark contrast to the 2001 Toyota effort, which had to physically go to Grand Prix tracks around the world to run a test car and replicate race conditions. Today, the vital operational and communication links can be established and refined virtually, providing a level of control and familiarity that shortens the learning curve.

The Driver Gambit: Perez and Bottas

The driver lineup of Sergio Perez and Valtteri Bottas is perhaps the most significant operational decision the team has made. These are not young, inexpensive rookies; they are race winners with recent, direct experience at Red Bull and Mercedes. Their value is not initially measured in points, but in their ability to fast-track the entire organization.

As Glenn Freeman observed, the project is too big and too much in its infancy for a young, unproven talent. A startup team needs experienced, reliable drivers who can command respect and deliver precise feedback. Perez, fresh from a Red Bull environment, can walk into the garage and say, “I want this done this way. This is how we communicate the flap adjustments. This is the feedback I need during the session.” Bottas brings similar experience from his Mercedes and Sauber chapters, offering two distinct top-team operational blueprints for the team to synthesize. Bottas is also better prepared for life at the back of the grid, having endured a challenging final chapter at Sauber.

However, the appointment of two established names carries a massive emotional risk. The panelists cautioned about the “long, hard slog” ahead and how quickly the novelty might wear off. If Cadillac consistently locks out the back row, the potential for driver frustration and internal conflict—perhaps even a “pointless back of the grid fireworks” collision between the two highly competitive drivers—is real. Both drivers are staking their limited F1 future on Cadillac’s rapid development; if it stalls, one or both could be “chewed up and spat out.”

The IMLA test with Perez specifically underlined the value of his experience. He is empowered to come in and feed his vast knowledge into “sharpening up our act,” telling the team exactly how they need to interact and communicate during sessions. This is knowledge that cannot be gained from a textbook or a simulator.

A Decade-Long Vision: Managing Expectations

The ultimate reality check for Cadillac’s F1 venture revolves around time and expectation. While the debut is slated for 2026, the team is building an organization from scratch, simultaneously finishing facilities in the UK and Indiana. The task is massive, especially facing the 2026 regulatory overhaul which established teams are already worried about.

The panelists agreed that expecting immediate success would be unrealistic. The goal for Year One must be “qualify, race reliably, just get what you can, gradually improve.” The realistic timeline for the team to fully establish itself and compete effectively might stretch across the first full rule cycle, potentially all the way to 2030, when the GM power unit program is expected to be fully integrated.

This is where the long-term vision of the investors, GM and the Terrace ownership, is vital. A conservative, but necessary, mindset must be adopted: “First three years I’m not necessarily expecting any points,” Ed Straw suggested, but the progression must be constant. This long-haul mentality is often the first thing to shatter in F1 manufacturer projects when immediate results don’t materialize, leading to wasted time and money.

The team culture must be defined by one thing: maximizing execution. This means if the car is only good enough for 106% of pole time, qualifying at 106.3% is a failure. If the car should be two laps down in a race, finishing three laps down is a failure. The mindset must be to “push and you race and you qualify and you do everything as if you’re fighting for victories.”

In short, if Cadillac is going to be last, they must be the best last possible. This relentless pursuit of incremental improvement is the true foundation that the black Ferrari test was designed to build. The test was not a spectacle; it was the indispensable first step in a grinding, decade-long commitment to the pinnacle of motorsport. By utilizing Perez and an old Ferrari to practice their “choreography,” Cadillac is laying a groundwork that is resilient enough, they hope, to withstand the inevitable disappointments and setbacks of F1 life, ensuring their ambition doesn’t become another wasted opportunity. It is a quiet confidence—the understanding that, in a complex sport, mastering the human element is always the first path to victory.