The car is instrumented to the millisecond. The people running it are instrumented by instinct.
Sloane Labs is the human performance intelligence layer for race teams. It reads cognitive and physical readiness across race operations, engineering and the factory, forecasts where capacity is about to fall short of the calendar, and acts before the deficit reaches the pit wall. Built for twenty four rounds, five continents and a full regulation cycle.
Performance ceilings in this sport are now human, not mechanical.
A modern car produces hundreds of telemetry channels per lap. Every one is logged, modelled and argued over by engineers working sixteen hour days across back to back flyaways. The car's state is known continuously. The team's state is inferred from how people look on Thursday morning.
Under a cost cap, headcount is fixed. You cannot out spend fatigue or out hire it. The only remaining lever on the human side is throughput per specialist per week, and that is governed by recovery, circadian alignment and how workload is structured. Those are measurable variables that almost no team is currently managing with data.
The 2026 regulation cycle sharpens it. New power units, new aerodynamic rules and new manufacturing demands mean more iterations, longer sprints through tunnel and CFD queues, and more pressure on race operations. Load rises fastest exactly where the margin for error is smallest.
Four places fatigue turns into lap time
The pit lane
A stop is decided in the 300 milliseconds between the car settling and the gun coming off. Cumulative sleep debt and circadian misalignment degrade simple reaction time long before anyone reports feeling tired. That degradation is measurable, and it is predictable a day out.
The pit wall
Strategy calls are made under time pressure with incomplete information. Fatigue does not make strategists slower, it makes them narrower: fewer options considered, heavier anchoring on the first plan. The cost surfaces as a missed undercut, not as an error report.
The design office
Under a regulation reset, aero and vehicle dynamics groups run at sustained peak for months. Throughput per specialist falls quietly, rework rises, and the CFD and tunnel allocation gets spent on iterations that a rested team would have discarded on paper.
The factory floor
Night shifts and compressed build cycles concentrate risk at handover. Most quality escapes trace back to a transition point where the outgoing shift was at the end of its physiological rope. Shift structure, not individual effort, is the controllable variable.
Five layers, from raw signal to a decision on the pit wall
Sloane is wearable agnostic and sits above whatever hardware and tooling you already run. No new devices, no endpoint agents, no access to vehicle or engineering systems.
Wearable agnostic ingestion via a unified device API covering WHOOP, Oura, Garmin, Polar, Apple Watch and Fitbit, plus calendar metadata and travel schedules. Signals are normalised into a canonical time series store on arrival, so a Garmin HRV and an Oura HRV resolve to the same comparable unit.
Raw signals are compiled nightly into per person daily features: recovery trend, sleep regularity, circadian phase shift, calendar density, fragmentation of focus time and out of hours load. Features are deterministic and versioned, so any score can be reproduced and audited months later.
A composite readiness index scores each person against their own baseline rather than a population average, then aggregates to cohorts. HRV trend, sleep debt and calendar load are weighted inputs; anomaly detection flags the person whose pattern has broken, not simply the person with the lowest number.
A 72 hour forecast projects readiness forward against the calendar that is actually coming: the flyaway, the triple header, the homologation deadline. Scenario simulation answers the operational question directly, for example what a departure moved twelve hours earlier does to crew readiness on Saturday.
Sloane is agentic: it does not wait to be opened. A delivery router pushes the morning readiness brief and threshold alerts into Slack, Microsoft Teams or email, and follows up individually with people who opted in. Every action taken is logged for review.
A race week, read the way you read the car
Crew readiness through a flyaway, with the forward projection that lets you move a departure, change a rotation or protect a shift before Sunday, rather than explain it afterwards.
What we read, and what each signal decides
A signal earns its place only if it changes an operational decision. Anything that does not is telemetry for its own sake.
What is actually running, not what is on a roadmap
Morning readiness brief
A single page delivered at 06:00 local to the Team Principal, Sporting Director and Head of Race Operations. Cohort readiness, what changed overnight, the two groups to watch, and one recommended action for the day.
Cohort readiness dashboards
Race operations, pit crew, trackside engineering, aero and manufacturing reported as separate cohorts with trend lines across the season. No cohort renders below five people, so no individual is inferable from the view.
Forward risk alerts
When a cohort is forecast to cross a readiness threshold inside 72 hours, the alert fires with the contributing factors and the confidence level attached, so leadership can weigh it rather than take it on faith.
Individual agent, opt in only
People who opt in get their own coach: sleep and travel guidance around the calendar, recovery targets between sessions, and answers grounded strictly in their own data. Nothing an individual discusses is visible to management.
Scenario simulation
Model a schedule before you commit to it. Change the flight, change the rotation, change the shift pattern, and see the projected readiness effect on the crew for that weekend.
Season evidence record
An aggregated, anonymised record of how load was managed across the season. Defensible with the performance department, with the board, and with the drivers' and staff representatives.
Monitoring people in an elite team only works if the boundary is unambiguous
Trust is the adoption constraint. These are commitments, written into the design partner agreement, not preferences.
Opt in, always
No one is enrolled by default. Participation is individual, explicit and revocable at any time, with data deleted on withdrawal.
Five person minimum cohort
Aggregate views suppress any group smaller than five. Leadership sees cohorts, never a named individual's physiology.
Metadata, never content
Calendar and messaging integrations read timing, density and participant counts. Titles, bodies and message content are masked at ingestion and never stored.
Separated from selection
Contractually and architecturally excluded from selection, appraisal and disciplinary processes. That separation should be written into the design partner agreement.
UK GDPR and DPIA ready
Lawful basis, retention schedule, data subject rights and a pre drafted DPIA template supplied for your DPO before the first device is connected.
Encrypted, isolated, exportable
Encryption in transit and at rest, per organisation isolation with row level security, defined retention windows, and full export or deletion on request.
Twenty four rounds. One human system running the whole calendar.
An eight week pilot with a defined exit
We are taking a small number of design partners for the 2026 cycle. A partner shapes the roadmap directly, gets preferential commercial terms, and keeps the right to walk away at week eight with no obligation.
Scope and governance
Agree cohorts, success measures and the data boundary. DPIA reviewed and signed. Integrations connected in a sandbox with a small internal group.
Baseline
Volunteers connect wearables and calendars. Individual baselines establish across a home round and a flyaway. No alerting yet, observation only.
Live briefing
Morning readiness briefs start reaching leadership. Forecast alerts switch on. Calibration against what the team already believes about its own load.
Readout and decision
Joint review of accuracy, adoption and the decisions the signal changed. Written readout, roadmap input, and a clear go or no go.
What we need from you
- One executive sponsor, typically CTO, COO or Performance Director
- Twenty to fifty volunteers across two or three cohorts
- Calendar and messaging integration approved by IT and the DPO
- Two review sessions across the eight weeks
What you get
- Full platform access for the pilot cohorts, configured to your calendar
- Direct roadmap influence on Formula 1 specific capability
- A written readout of accuracy, adoption and decisions changed
- Preferential terms and first refusal on the sector for your championship
The questions we get asked first
Is this a wellbeing programme?
No. It is a performance system. Wellbeing programmes ask people how they feel and offer resources. Sloane measures capacity against the operational calendar and changes decisions: rotation, travel, shift design, workload distribution. Sustained elite output is the outcome; avoided burnout is a by-product.
How does it sit alongside our existing human performance staff?
It reports to them. Sports scientists and performance leads already have the expertise and often the wearable data. What they lack is a continuous, aggregated, forward looking view across several hundred people. Sloane is the instrumentation layer beneath their judgement, not a replacement for it.
We already issue WHOOP or Oura to staff. Why add this?
Those devices answer an individual question well. They do not join physiology to workload, they do not aggregate to cohorts, they do not forecast, and they do not act. Sloane sits above whatever hardware you have already deployed and keeps it.
What does integration actually require from our IT team?
OAuth connections for calendar and messaging, and individual device authorisation for wearables. No agents on endpoints, no changes to the network, no access to engineering or telemetry systems. A technical review pack and security questionnaire responses are available before any contract.
How do we know the signal is real and not a plausible narrative?
Every score is deterministic and reproducible from versioned features, every forecast carries a stated confidence, and the pilot readout compares what the system predicted against what the team observed. If it does not beat your existing judgement, we would rather you did not deploy it.
Can it live inside the cost cap and partnership structures?
Design partnerships are structured as a defined engagement with commercial terms agreed up front, and we work to whatever classification and reporting treatment your finance team requires.
Instrument the team the way you instrument the car
A thirty minute conversation covering the architecture, the data boundary and what an eight week pilot would look like inside your operation.