, who regularly enjoy drinking to their successes with little thought of the hangover to follow.
‘What I heard from my team here is that in the past we accepted a non-mature product and would launch it and deliver it to the customers. The Artura was the first project where we didn’t do that. We saw that the car wasn’t mature, so we stopped deliveries. We already had a significant delay in our production line at the time and we reduced [production] to zero [cars] a day to fix our quality problems.
What he found at McLaren was broadly what he expected – ‘some things were worse, some things were better’ – with quality firmly in the former category. But he also believes that McLaren is still leaning on the start-up story too much and needs to take the next step. ‘We’re not young enough that we can still have compromises. We have to develop into a more mature organisation.’
Away from the cars, there’s the business side of McLaren, which has been far from healthy for over half its life. Ron Dennis’s acrimonious split from the group is considered by some to have been the spark that ignited the financial fires the firm has been putting out ever since, though a turbulent market and product overlap are also considerable factors.
One a car brand has earned a reputation for poor build quality & reliability, endemic electronics issues which the company can’t fix and rubbish residuals, it’s difficult to shift.
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