“We don’t have enough space” for every circuit asking to host MotoGP

MotoGP just wrapped up its first season under the Liberty Media umbrella after the US-based giant completed the acquisition of an 84% stake in Dorna Sports, the championship’s promoter.

Carmelo Ezpeleta remains the CEO of the Spanish company, but his son Carlos — MotoGP’s sporting director — has taken on an increasingly prominent role in recent years. Motorsport.com had the chance to speak with him about Liberty’s arrival and the direction the championship is set to take under its new ownership.

Motorsport.com: How should we interpret the 12% growth in the fan community this year?

Carlos Ezpeleta: Overall, we’re very happy with the growth trend, because it’s the result of work we’ve been doing for many years. We analyse metrics and demographics, and they confirm that we’re heading in the right direction. We’re at the beginning of a new era for MotoGP, one that is very much focused on investment in the brand and in the sport itself.

MS: What would you say is the biggest challenge remaining?

CE: I don’t really like the term ‘unfinished business.’ The reality is that we love this sport so much that we want to take it to the very top. But the truth is, it’s already at a very high level. Both teams and riders should be proud of what we’ve built.

Of course, we’re ambitious and want to keep growing, but the metrics we receive are those of a major global sport, of a sport and a brand that are already very well established. That said, there is huge potential for business growth. We’re focused on strengthening our own assets rather than copying other disciplines, and that’s reflected in the fact that we’ve managed to captivate 600 million fans worldwide.

MS: Do you think Formula 1’s recent boom distorts realistic expectations for MotoGP’s growth?

CE: Absolutely. To begin with, we’re two very different animals. There are some similar aspects of the business, but on a very different scale. We’re very clear about our own reality. We’ve always said expectations need to be managed, because F1 is a unique case. The level of expansion and penetration it has achieved — especially in a market as particular as the United States — is something no other sport has managed. Not even football, with its billions in revenue, has reached that scale.

MS: Is that view shared by Liberty Media’s executives?

CE: There’s really only one view. As an employee and executive within MotoGP, I operate under the strategic vision of Liberty’s shareholders. That doesn’t mean the ambition for growth isn’t huge — it is. But we need to define the right pathways and timelines and adapt them to our reality. Formula 1 is a unique and exceptional case in the history of sport; it shouldn’t be something to replicate. We see MotoGP as having many advantages in certain areas, and fewer in others.

MS: Liberty arrived several months ago. Do you think what they’ve found has met their expectations?

CE: That’s a question they’d be better placed to answer, but I don’t think anyone at Liberty has been surprised. From the very beginning, we were very honest with them about the championship we manage — what we believed would come sooner and what might take longer. Liberty is extremely happy with what it has acquired.

MS: Where do negotiations with the teams stand regarding the new agreement that will link them to the championship?

CE: We’re in the final stages of the negotiations. I’m very optimistic; I think we’re aligned.

MS: Dorna has asked teams to invest more in visibility and marketing, but they argue that it’s not financially viable. How do you expect that gap to be bridged?

CE: I don’t think that’s entirely true. There are independent teams whose business is doing very well. As for manufacturers, it depends on what you consider relevant. For brands, how do you measure the reputational value of being part of MotoGP? The value they get from competing in our championship is enormous — astronomical, even. They still apply the principle of ‘win on Sunday, sell on Monday’. What’s happening is that resources are being focused primarily on racing. If more were invested in attracting new fans to the sport, it would benefit everyone. You can’t invest the same amount and expect greater returns.

MS: Has investor interest in buying teams or taking stakes in them cooled off at all?

CE: Interest remains overwhelming. And I use that word deliberately — we receive calls every single week from new individuals or funds interested in investing in MotoGP.

MS: Until now, Dorna’s operations have been split between Madrid and Barcelona. Are there plans for any changes or relocations?

CE: There’s nothing planned at the moment. We’re still happy with how things operate today and don’t foresee an immediate relocation, although it’s something we’re exploring — particularly how to attract more people and more global talent to the company. That could involve opening an additional office elsewhere, but we don’t see any major change in that respect right now.

Greg Maffei, CEO of Liberty Media, Carmelo Ezpeleta, CEO Dorna Sports

Photo by: German Garcia

MS: How should we interpret the departure of Dan Rossomondo, who was head of the commercial area, just two years after taking the role?

CE: Everyone in the paddock knows how close Dan was to us and how strong our relationship with him was. Unfortunately, he wasn’t able to reconcile the demands of this role with his family life, and that’s something we fully respect. Anyone who works here and follows the championship all year knows how demanding it is. Dan achieved a great deal in his two and a half years — he attracted a lot of talent — and we’re very grateful to him for that. We remain fully committed to the direction and vision he helped establish.

MS: His role covered a very broad area, including marketing and communications. Is the idea to replace him with one person or split his responsibilities among several people?

CE: This situation wasn’t something we were looking for, but it does give us the opportunity to reassess things — especially now that Liberty has come on board. We have the chance to define what commercial strategy we want to pursue, but we won’t rush into any decisions.

MS: You mentioned earlier that you receive weekly calls from investors interested in teams. What about new circuits?

CE: There’s also a lot of interest there. In this case, the calls aren’t weekly but monthly. There’s a very strong desire to associate with the MotoGP brand, and we simply don’t have enough space for all the requests we receive. With 14 races in Europe and eight outside, it’s clear where the biggest expansion potential lies. There’s significant interest in Asia, the Middle East and South America, and that will inevitably force us to make decisions regarding Europe.

MS: Your father, Carmelo, will turn 80 in July. Do you see him easing off the throttle at some point?

CE: Carmelo is doing very well and continues to contribute a great deal, particularly in institutional relations and dealings with manufacturers, governments, broadcasters and major sponsors. His pace is different now, that’s obvious, but he’s very happy because he loves what he does. All of us try to get him to slow down a bit, but he’s incredibly motivated and very excited about this new chapter.

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— The Motorsport.com Team