Bringing IndyCar’s broadcasts closer to the depth and vibrance found with Formula 1’s presentations is another area where Brown sees room for improvement when the series switches to FOX.
“There’s a lot to be excited about in the future, including the new multi-year TV deal with FOX starting in 2025,” Brown said. “I believe this will be a game-changer for the series, as FOX’s larger viewership will significantly boost domestic audiences. For too long, IndyCar has been split between network and cable, so having every race on a major network is fantastic news. I’ve known FOX Sports CEO Eric Shanks for a long time, and his passion for IndyCar makes him an ideal partner for the sport. FOX already does a fantastic job covering the first half of the NASCAR season, and I know they will bring that same passion, professionalism and know-how to their IndyCar operations.
“It’s notable that a lot of racing series have improved their coverage in recent years, and what’s exciting about FOX is the potential to revolutionize how IndyCar is presented on TV, especially with innovations such as drone shots, which can follow the cars through the most testing sections of a circuit or preview the track layout for fans pre-race. We should also utilize more on-board cameras, such as a suspension cam, foot cam, shifter cam, visor cam and rear wing cam that help showcase a driver’s skill. There’s also room for more data-centric broadcasts, similar to what we see in Formula 1. Sharing key data such as race strategy, predictive analytics and information on the different tire compounds and tire wear would engage the fans more in the intricacies of our sport.
“Maybe even a TV camera and microphone in race control would help to create a more transparent decision-making process. More often than not, race control has played a major part in races, and the fans and viewers should be able to listen in, where appropriate, to take the mystery out of how decisions are made. They might also be able to explain the ‘push-to-pass’ usage and when it is and isn’t legal to use!
“IndyCar should be engaging with all its fans, whether male or female, diehard enthusiasts or newcomers through the new TV partnership with FOX and its own digital output. It should be appealing to the fans by extolling the virtues of this amazing technologically advanced, high-speed, exciting sport. We should also celebrate our history. Programming around the Indy 500, for example, should remind everyone why this race is one of the most iconic in motorsports.”
One of Brown’s constant drumbeats for change by IndyCar is its strategies and expenditures in the digital realm.
“On the digital front, there’s a huge opportunity for growth, particularly among younger fans who digest their sports in different ways,” he said. “The IndyCar app has had a strong adoption rate with this audience and would benefit from more resources to provide a better, immersive experience with real-time data and customizable filters so users can tailor their experience by following specific drivers, interviews, race moments — even historic footage.
“It’s important that we give the stars of the show, the drivers, a chance to shine, too. One of the reasons behind the success of Netflix’s ‘Drive To Survive’ is that it lifted the lid on the F1 drivers and enabled us to see the personalities under the helmets. Look at what NBC Sunday Night Football does for NFL fans — we shouldn’t be afraid to take a page from their playbook. We can also do a lot more in the presentation at track, whether that’s in the pre-race driver announcements or on much improved podiums like we saw in Detroit. Many of our podiums remind me of when I grew up in karting. The current setup really is unacceptable given the stature of the racing series and our drivers. We need to elevate the overall experience and make those moments meaningful for all.
“Likewise, the teams need the freedom via their social media channels to bring fans closer to the action and capture new audiences with behind-the-scenes content that feels real and authentic. Every outfit on the grid should be allowed to leverage their social channels with a video-first experience. Pre- and post-race footage would amplify our voice and grow IndyCar’s audience collectively. By offering more tailored experiences, we’ll engage fans in ways that keep them coming back for more. We can do more to bring the sport’s rich history to life for a digital audience, too — this is a chance to tell stories that resonate beyond race day.
“Since 2017, when F1 was taken over by Liberty Media, there has been a huge effort in marketing the sport. They took a fresh, bold approach and you can see the massive impact it has had, especially in America. We should not treat Formula 1 as a competitor, but as a series we should embrace. If you’re a passionate motorsports fan, then you are going to be engaged with all forms of racing, whether that is F1, IndyCar, IMSA or WEC. In my experience, motor racing fans love the sport as a whole.
“When the FIFA World Cup descends on North America in 2026, you’ll see MLS embracing it and working hard to capture that audience. I think we’re missing the opportunity to do the same with new Formula 1 fans. They like the speed, the thrill, the wheel-to-wheel action and the story of the incredible drivers who put their lives on the line to be the best. I believe IndyCar can ride the same wave of enthusiasm by showing F1 fans what a great product we have, making it clear that it’s another form of thrilling motorsport to enjoy and not an alternative.”
Brown doesn’t see a lot of substance in the first iteration of IndyCar’s charter.
“On the business side, I understand the desire for the newly developed charter system for IndyCar teams, but in my view, what’s presented doesn’t really move the dial,” he said. “We need a structure that aligns the teams with the growth of the series, so perhaps we should look at evolving the charter system into a true franchise model, with a defined revenue-sharing stream that ensures long-term viability for the competitors. Healthy teams mean better racing, and better racing means a better experience around the Americas for IndyCar fans.
“The series could enhance the work done by its commercial and marketing group by actively engaging external marketers. We can be guilty sometimes of not being able to see the forest for the trees. Getting sponsors and outside experts to help with ideation and provide fresh perspectives and innovative strategies would help to deliver dynamic audience campaigns and fan engagement opportunities to drive greater growth and visibility for the series.”
Along with a desire for IndyCar to establish a Technical Working Group, Brown continues to push for Penske Entertainment to green-light a new chassis.
“The reality is, there’s no getting around the fact that our cars are outdated,” he said. “We have been using the DW12 Dallara for a dozen years now, and given the additional weight of the hybrid systems, a new chassis is essential to make the cars nimbler and more drivable.
“Plans for a new race car are in motion, but it’s critical that we push forward quickly. The introduction of the hybrid was intended to modernize the marketing message and be current in today’s more sustainable world, but a new car, designed with modern technology and hybrid power, will not only enhance performance but also excite fans. We need to ensure that our cars look more current and perform faster than ever.
“The future of IndyCar is bright, but we need to keep pushing forward strategically and focus on quality over quantity, whether that relates to car counts or on-track competition. This is the highest form of single-seater racing in North America. By improving the schedule, enhancing the fan experience, embracing new technology and strengthening the financial health of our teams, we’ll ensure that IndyCar reaches its full potential. I’m excited about what lies ahead.”