Given the series’ Midwest roots and headquarters, it’s the rare IndyCar employee who is not based in Indianapolis. But given IndyCar’s hopes for national expansion on a number of fronts, John Younger has become the exception since IndyCar brought the Charlotte-based salesman aboard last March as senior director of corporate partnerships. Younger recently spoke about what it’s like trying to develop business for IndyCar from the heart of NASCAR country, what the open-wheel series is doing to reach its goals and what the motorsports community needs more of.
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Not physically being in the office — there are times where I wish I was. But the biggest pro for it has been I’ve been able to focus 100 percent of my time and energy toward spreading the word on IndyCar’s value proposition.”
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Photo by: JESSICA CLELAND
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On working for IndyCar from Charlotte: Given my connections in the area with agencies, that it’s kind of the epicenter of the motorsports industry and that I’ve lived here for a number of years, I think there’s positives from both sides. There’s somewhat of a strategic angle given the connections here that I’ve developed, but there’s a strategy that [IndyCar chief revenue officer Rod Davis is] looking at as well with [adding salesmen in] other locations, so this was kind of just the first of a few I’d imagine.
On the approach he is trying to bring to IndyCar: A sales culture, and more measurement and data on our value. Not saying that we weren’t doing a good job previously, but really just being true partners in terms of us coming in and working with new partners on ongoing success. Business-to-business introductions is a huge focus for me, and really broadening our sponsorship base more nationally and globally is a big focus for our sales team.
On what motorsports business development executives could improve on: It’s educating people on, “Here’s the assets; here’s how it can be beneficial for your business.” Not, “OK, here they are; good luck!” It’s about really understanding and getting to know all of your partners. In a sense, I’m not selling IndyCar. That’s something we all can continue to improve on when we’re talking to prospects and current partners. Prior to a pitch, when I’m prospecting, the first thing I do is I want to understand their business, and then from there it’s, “OK, what do I have that can fit here?” I don’t want to sell them everything. I’d rather start small and grow.
On a piece of technology that could help grow motorsports: I’d love to see motorsports continue to be a proving ground, and given that we’re moving toward autonomous technology, there’s got to be some ways to incorporate that even if it’s during a caution or stuff like that. I think there needs to be a balance in how it’s incorporated. Drivers are what make the sport along with the technology piece. Part of it is how can we incorporate STEM technologies.
