When Zak Brown joined McLaren a decade ago, the future CEO wasn’t exactly signing on to a winning enterprise: Once a
Formula One juggernaut, the team had slumped into irrelevance on the race track—with an internal financial crisis to match.
Ten years later, the McLaren turnaround story is well known among millions of F1 fans around the world, and clear even to racing novices like me. Brown, a former driver turned marketing executive, has revitalized the team and its accompanying business. In 2024, McLaren won its first constructors’ title since 1998, and in 2025 the team—helmed by drivers Lando Norris and Oscar Piastri—secured 12 wins, including the Monaco Grand Prix. Money is pouring in: Brown tells me that McLaren is approaching $500 million in annual sponsorship revenue (the team barely scraped together $50 million when he took over a decade ago).
If you’re an F1 aficionado, or know and love one, then you’re probably familiar with the fervent fandom that accompanies the sport. As a non-driver and complete F1 amateur, I wanted to understand it better. So I asked Brown to stop by the WIRED offices for a conversation. We talked about the early-career hustles that led him to McLaren, how he deals with obsessive fans—the good ones and the bad ones—and the meticulous, tech-infused, and very, very expensive process of building and iterating on a McLaren race car. Which, yes, he still sometimes gets to drive.
This interview has been edited for length and clarity.
KATIE DRUMMOND: Welcome, Zak.
ZAK BROWN: Thank you for having me on.
Thrilled to have you. I need to start with a confession. I'm the global editorial director, which is a fancy way of saying I'm the editor in chief. I'm not an expert in everything we cover here at WIRED—and cars and driving is not my strong suit. I do not have a driver's license, but I do know that F1 has been breaking through in the US in a significant way.
We're going to get into the specifics of it all. You're going to teach me more about auto racing. I want to learn, I want to understand this world. I think our listeners do too. But first I want to start with your personal story, because it's a fascinating one in terms of how you got to where you are now. I understand it started with watches, and it started with Wheel of Fortune. So take us back many, many years to the origin story of Zak.
I don't think any of us can be experts at everything. I'm certainly not an expert at all things McLaren Racing.
I just always laugh when I'm talking about cars because I literally cannot drive one.
Fair enough. Fair enough.
I mean, there are people in the WIRED newsroom who were begging to come listen to this taping because they are such massive F1 fans. So I understand the power of Formula One. I just don't know as much about it as I would like to.
We're going to change that today.
Where do I get started? I'm originally from Los Angeles. My first ever Grand Prix was the 1981 Long Beach Grand Prix. I remember it like it was yesterday. I remember meeting my first racing driver, getting my first autograph. The speed and the sound and the kind of the visceral experience. I was 10 years old. I'm a lot older now.
A couple years later, I was able to go on Wheel of Fortune teen week. I was 13 years old. Won the first two rounds.
And you do what you do as a 13-year-old, you look immediately at what's the most expensive thing you can buy.
How much money are we talking about here?
$3,050 I think it was, or $3,000.
That’s not an insignificant sum of money.
Went to the top of the list, which happened to be his and hers watches, which as it came out of my mouth was, what does a 13-year-old want with some very nice Cartier watches?
Then I went back to the Long Beach Grand Prix in 1987 with my buddy in high school, met Mario Andretti, and I was very intimidated. Now I wanted to kinda get into racing, and I asked him, "How do you get started?" He said, "Karting."
By karting, you mean go-karting?
Go-karting, yep. It's the little league, if you'd like, even though it's very serious. And I thought, "Ah, I know how I can pay for this. I got some watches in my drawer that I think I can take to a Van Nuys pawn shop." Went and sold them, got some cash.
They never asked me, "Why do you have these watches?" Today they’d probably not pass the KYC test at a pawn shop. So I sold them, bought a go-kart, and that's how I got started.
And your parents were, "Yes, sell these watches, buy a go-kart?”
No, I'm not sure I ran the idea past them. They were my watches.
An independent teen.
Exactly. Yeah, I was definitely a very independent teen.
But from there, you actually had a career as a driver.
Yeah, for 10 years. I was successful in karting, so then I wanted to pursue my dream of Formula One. It requires sponsorship. My family wasn't in a position to support me much, certainly by racing standards. My mom gave me her salary for one year, which was enough to move to England, which was very great of her. But not enough to go beyond that. But she was a travel agent, still is a travel agent. She knew someone at TWA who liked racing, so they gave me some airline tickets, which I would then barter and sell, and that's how I got started in the sponsorship business.
This is a hustle.
I would go to companies and go, "Give me 50 grand to go racing, and not only will I put your logo on my race car and you can have some hospitality, I'll give 50 grand in airline tickets to match it."
It was kind of, "That's a good deal." That's how I got started. Then I became obsessed with both my racing career and the need for sponsorship. So I just started calling everyone and just trying to understand, how does it all work? I still carry that with me to this day.
You were running a mini-enterprise. I mean, you were running your own business.
I raced for 10 years, and then when I stopped racing everyone said, “Hey, you're really good at the sponsorship stuff.” I ended up building what was the world's largest motorsports agency. Looked after the corporate side of the sport—so the sponsors—because I felt no one was advising them. They've got a lot of juice in the sport. They're the money. So I thought, “Hey, I can get you great deals here." I had the credibility of understanding the sport, being a racer.
I built that business up and did it for 20 years. Sold it, and then had the opportunity, a great opportunity, to either join Formula One itself or McLaren. Ultimately, it was a tough decision, but I’m very happy with my decision. I'm a racer, so I felt I'd done sponsorship for so long that joining McLaren would give me both the commercial side of the business, which I absolutely love, but when the lights go out—or in America, the green flag comes out—you go racing. That was something that was very exciting for me. Now I'm in my 10th season at McLaren.
You raced for 10 years, so you would know what kind of person is drawn to the sport. Who wants to get behind the wheel of that car? Looks terrifying to me personally.
I think certainly adrenaline plays a role. Being competitive, loving the feel for speed.
You get nervous, and if you get scared too often you shouldn't do it. But anyone who says they don't get scared … You know, you have big moments or you crash or you're in wet weather or something like that. But I think the same thing applies to being a baseball player, which is what I wanted to be. If you have a 100-mile-an-hour fastball coming at your head, I would imagine that's pretty scary. Or if you're a football player and Michael Strahan's about ready to hit you, that's gotta be pretty scary. I think fear is a natural element of sport, but that actually creates adrenaline and excitement, which drives performance.
Motor racing requires not just physical skills but mental, because the race cars are very sophisticated. So understanding the equipment. There's playing the sport, but then there's understanding how the sport is played. In motor racing, you need to be pretty switched on to understand how to get the most out of the race car and the team.
I want to ask you a lot more about the cars themselves in a few minutes, but I'm curious about your arrival at McLaren. What were the biggest challenges when you showed up?
There was a lot of arrogance in the team given the unbelievable history. We were new with Honda, and Honda was really struggling. I came in with the belief, that I think the team believed, and led everyone to believe, which is, "We're great. This is all on Honda." That was not the case.
Honda definitely had their challenges. But when we replaced Honda, and we put another engine in, Renault, while we took a step forward, we went from being our worst year ever when I joined, ninth, we hopped up to an all-great sixth.
And it was like, OK, Honda might be responsible from ninth to sixth, but who's responsible from sixth to first? That's on us. So that's when I realized, wow, we're not as good as we think we are today. We had record low sponsorship, less than $50 million. Today we're up close to $500 million. We were ninth in the championship, a team that has been the second-most successful team in the history of the sport.
We had our worst year. Our employees were not happy. As I say, other than that, everything was great. What was great was we have this great iconic brand that was not in a good place, but, you know, sitting here in New York, it's kind of like, OK, if the Yankees have a bad season, they're still the Yankees.
Yeah.
You can revitalize that brand with success quite quickly. We have 1,400 people at McLaren, about 1,000 of those in Formula One. And as you walked around the halls in the shop, it was like, there's a lot of race wins and championships here.
The problem isn't the masses, the problem is the leadership, or the lack of the leadership team, and that wasn't any one person's responsibility. It was the leadership team as a whole. So I set out focusing on the people. I changed the leadership team quickly, one at a time.
Get the right leadership in place to create the right energy and the right culture. Attacked the commercial side of the business, because that's something I love and was very comfortable with, and I felt we could set a new vision and get people to buy into that.
The first big partner to buy into that was Dell Technologies, in 2018. And it was like, OK, once you get a Dell, then they're going to help attract the Googles and the Mastercards.
Success begets success.
Yeah. That created a new energy that brought in some revenue so we could upgrade our technology. We were behind in technology. We could hire the best drivers in the world, and it all just started to build. Sitting here now, today, 10 seasons in, we've won the last couple championships. We've got the best driver lineup in Formula One. We have revenues, on the partnership side, knocking on $500 million.
We were kind of a dark, unfriendly team. I called us Darth Vader, and people like Darth Vader. Darth Vader can be cool.
Foreboding.
But Luke Skywalker is the good guy. So we went to our papaya, which was our iconic color, orange, and we did that because that's what the fans wanted.
We started to really engage with our fans and be a team that fans loved or liked. There was some data that came out recently and we were the most loved and least disliked racing team.
It’s great to be the least disliked!
Yeah, because sport, it's quite a polarizing business.
And a lot of credit for that goes to our two drivers, world champion Lando Norris and Oscar Piastri, two of the nicest guys in the world when they don't have helmets on. And when they got the helmets on they're tough characters.
I wanted to ask you about the fans and the fandom piece of it. Something I was wrapping my head around as I was learning about F1, and learning more about McLaren, is that you have the McLaren team, but you have two drivers, and fans can get behind the team, but they get behind one driver or another. There's a bit of that rivalry piece. Can you explain how that works and the significance of that for McLaren fans and the fandom?
There's a lot of different ways fans take in sports and racing. You have people that are fans of teams. I'm a McLaren fan, I'm a Ferrari fan, I'm a Mercedes fan.
When a driver moves, they kind of remain loyal to the team, and they pick a favorite driver or two; it’s not necessarily an either/or. Then you have fans that are fans of the drivers, and if the driver moves, they maybe move with the driver. Take Lewis Hamilton as an example. You know, the most famous Formula One …
I do know about Lewis Hamilton.
You have people that, you know, are Lewis fans in front of Mercedes, who he was driving for. When he went to Ferrari, they're now Lewis Ferrari fans. I think when you have two drivers competing for the World Championship, they have a huge fan base. So it's interesting where, you know, I'm cheering for McLaren, but I want Oscar to win, or I want Lando to win.
When they become each other's biggest rivals, then naturally when you're a fan of one, it kinda makes you not a fan of the other, 'cause you want your guy to win. So it's an interesting dynamic where fans can at times get grumpy with the team. But we love both our drivers. We try to get our fans to be papaya fans, and maybe if you have one driver as your favorite, maybe the other should be your second.
But when they wanna win, they then start to see them as the rival, even though we're inside the same team. Different from stick and ball sports, right? I'm a St. Louis Cardinals fan, but we're in New York, you're a Yankees fan, but you're kinda cheering for everybody on the Yankees because it's a team win. While Aaron Judge might be your favorite player on the Yankees, you probably don't dislike anyone else on the Yankees 'cause you want the Yankees to win. Where in our sport, you've got a team aspect to it, but then you have an individual aspect to it, and that sometimes conflicts fans where they're for your driver but grumpy with the team if the other driver's winning 'cause they somehow see it's kinda your fault.
Right. Yes. I am wrapping my head around this.
It's a weird dynamic. It’s a different dynamic.
Do you think about these for the fans in the context of storylines? Are there narrative arcs that you're thinking about as a season progresses?
All we try to do is we are very principled on our racing values. We stay the course, I think, in sport, and it's a beautiful thing because it's such a popular thing.
Has there been anything in the time that you've been with McLaren that has surprised you about the fans?
There's good and bad. Let's start with the good. The passion people have, the notes I get from the strong majority of fans of the love they have for McLaren and our drivers. I got a note—I read them all, try to read them all—of kids that decorated their rooms. We try to reach out for every fan as much as we can because I remember, you know, the 1981 Long Beach Grand Prix, meeting my driver. So those are the awesome stories. The strong majority of it is people’s love for the sport, and when they convey that, and you see the birthday cakes, we’ve seen people propose at McLaren, we’ve seen weddings. That is awesome when we’re that much ingrained. So that's the beautiful side.
The 2 percent, which sometimes are louder than the 98 percent, are quite frankly shocking, as far as the language, the allegations, the death threats.
No!
I've seen it all, and that's pretty disappointing. You gotta just ignore it and kinda go, “Maybe this is something wrong with some of these people in this …”
Some of the 2 percent.
They can be pretty, pretty loud. But I think that's the world we live in today.
Oh, sure it is, yeah. Same with journalism.
I think we see it around all varieties of topics. So the haters, if you'd like, are pretty loud, but I think you just gotta blow 'em off and, and realize that's not really our fan.
You know, as fervent and passionate as this fan base is, I know that you have aspirations still to grow it.
Definitely.
You've talked before about women and the gender dynamics of the sport. Talk to me about how you plan to grow the audience for F1 racing, especially in the context of women. To be clear, plenty of women in the WIRED newsroom really wanted to be here.
It's amazing. It's already happening. To kinda wind back, when Liberty [Media Corporation] acquired the sport in 2016, ’17, there were three things the sport needed to go to the next level.
It needed North America, and I think—you know, five years ago I wasn't sitting in New York doing interviews about Formula One. So it's tackled North America. I think Drive to Survive played a big role, because I think we opened up the sport. We went from being exclusive to inclusive, showing people how the sport worked. It's got a big soap opera drama element to it, which everyone loves. I think fans wanna engage and understand. Formula One for a long time was look-but-don't-touch, and we don't want to show you what's behind the Wizard of Oz robe.
That also brought in women, diversity, and youth. That was what the sport needed to go to the next level. You know, we have a racing series. We're the only team that has two female racing drivers in what's called the F1 Academy. Racing drivers obviously get everyone excited, but then also lots of engineers.
We have programs with our partners around STEM. So we're trying to get women involved, you know, actually working at McLaren, and those numbers are dramatically increasing. Same thing with the fandom side. Now when I'm stopped, often it's by women or it's by guys who go, "My wife, my daughter, they're a fan of Lando."
It probably has much more of a balance than people would think. You know, it's about a 60 percent male audience, 40 percent women. And the audience is getting younger, which is great. Seventy-five percent of our new fans are women and youth. That's exactly what the sport needs to have a really strong future.
We want to be the most exciting and most engaged sports team in the world. We want everyone to feel part of McLaren. It probably doesn't hurt that we have two pretty cool racing drivers that are multimillionaires racing around the world.
Yes, yes.
Very nice guys. They definitely draw attention.
I want to ask you about Formula One's deal with Apple. My understanding is that Apple now has exclusive rights to broadcast Formula One races. How do you think about that kind of deal in the context of accessibility and building up a new fan base? The need to subscribe to watch the races, is there a limiting factor there?
Definitely an opportunity, and that's proving out. I think there was concern by some, myself included, that any time you go behind a paywall, are you going to lose an audience?
The reality is they've now gone public with their numbers. They're up over, I think, 30 percent. The production quality, the content is amazing. I think the reality is, the way we're all growing up today is in a technology world. And pay to play is a thing, right?
I think if people want content, they're prepared to pay for it or go that extra step. And everything's on your phone now or on your tablet or on your laptop or your TV. You know, for me, it would've been, "Oh, it's an extra step," but people want live sport.
You're talking about technology, which brings me to a very interesting, and very WIRED, conversation we can have around the cars themselves. I mean, this is an incredibly technical, technologically sophisticated sport. Talk to me about the teams who actually build the cars. How does one of these cars get made, and what are the key considerations in that process?
It's a big team effort. As I mentioned, we have a thousand people for two race cars.
I mean, that is a shocking number of people.
Now, let's take out probably 300 of those that aren't responsible directly for building the race car. When I say directly, I mean our comms team, our marketing team, our commercial team, our HR team, our finance team, which are those 300-plus people, they've got to create the opportunity to hand it over to the race team to design it.
They're the ones that are raising the money and engaging with the fan base and creating culture and spending the money wisely. They're very much as important as anyone on the racing team. But once you get into the racing team, it's pretty much an aerodynamic game.
You've got your aerodynamicists, you've got your design team, you've got your vehicle dynamics team. It's amazing watching a race car that has 80,000 parts that lives in a prototype world. We don't just build it and then go, "That's what we're racing for the year." We build it, and by race one, by race two it's changing.
If you take the car at the beginning of the year that qualified first, and you didn't touch it, by the end of the year it would be last. That's the pace of development of the entire field. We're chasing perfection, but you never actually catch it, because you can always be like "We're done with that. Let's put it on the car. Now let's keep working on it to make it better, lighter, faster, more aero," whatever the case may be. You know, it's close to $100 million just to develop and build these race cars.
One car?
Two cars. You ultimately end up building up about four or five over the course of the year, because the chassis will flex out or have accidents, things of that nature, and you need spares. We have 300 sensors on the car. We pull down one and a half terabytes of data over the course of a weekend.
We run 50 million simulations over the course of a race week. The technology is absolutely insane, which is why we have so many technology partners. They are very much integrated into the team. You look at Dell, we're running their servers and their storage and their, you know, high-performance computing.
Cisco's responsible for our communications, Google and Gemini around our AI activities. So that's why I think so many technology partners gravitate towards the sport: It's a place for them to showcase, design, and develop their technologies. It’s such a fertile playground for these great companies.
Have there been any breakthroughs in car design or manufacturing or testing or anything in that space that have been particularly exciting for you in recent years?
I mean, it dates back to the seatbelt and the rearview mirror …
Yeah, those were good ones!
… that started in motor racing. Then you get into the carbon-fiber chassis. Safety is a big aspect in racing that gets transferred to the road car materials. Now you don't take something off a Formula One car and put it on a road car, because the road car wants it to go 200,000 miles.
We want it to go 200 miles. And then be done with it and move on. But materials, you know, the carbon-fiber chassis was something. We were the first Formula One team in the early '80s to have a carbon-fiber chassis. Now every road car has a carbon-fiber chassis, and that's safety, performance, and a lightweight thing.
Paddle shifts, that's something that is now in an everyday car. We're big into hybrid and electrification. We're now running sustainable fuels. We are 10 years ahead of what you might start to see in road cars.
We actually have a piece of our business we work with in Australia, the coral reefs, about reproduction. So we have some knowledge and know-how that we've used to do good around the world around sustainability. We’ve had a product on the Mars lander.
Wait, what's the product on the Mars lander?
It was before my time. Like I said, I'm not an expert in everything.
You’re not an expert in space?
That would've been materials. I don't recall specifically which material, but that would've been around materials.
You said that, at this moment, you would describe these cars and the technology as maybe 10 years ahead of what's on the road for the average consumer. Can you give us any insight into what you are investigating or considering right now in terms of technology that might be 20 or 30 years down the road for standard drivers?
Materials are always a thing. Sustainability is very much a thing. So using materials that you can recycle, things of that nature. We'd love to have a fully recyclable race car.
Oh, wow.
And I think that's possible. And then AI.
Tell me about the AI piece of it.
We're using AI everywhere around strategy, on performance of the racing team—it's one of the big things that Gemini brings to the table—on design of the race car, and then engagement with our fans, and then operational efficiency and productivity. It's like it is in most businesses now, across all areas of our business. It's early days, which is exciting 'cause I think we continue to discover, and racing teams naturally want to know what's happening tomorrow.
We live in tomorrow land. So I think AI is going to continue to help us learn quicker, and I think that will ultimately end up in new discoveries as well.
You think that AI—in sort of analyzing all of that data you're pulling out of these cars, you're pulling out of every race, the materials involved in the car, how the car is designed—could actually help create the better McLaren vehicle of the future?
One hundred percent. One hundred percent.
It's amazing how when you go in and you see a Formula One team, and you see the technology, and the data flying around, and the server racks, and the AI. It's pretty mind-blowing. And when you take the engine cover off and you look at what propels these race cars—it's not like popping the hood on your everyday road car. You look at it and it's like, what is going on here? It is definitely flying-to-the-moon stuff.
That is so wild. Now, you've talked about revenue here and there throughout the conversation, but my impression is that there is just a massive amount of money pouring into F1 right now.
Can you talk a little bit about that? Break it down for us. Where is the money coming from? Is it primarily sponsorships? How big is this sport becoming, particularly in the United States?
It's primarily sponsorship. You do get a good revenue stream from the league itself. Our numbers are public, even though we're a private company.
In England, you have to file a company house. Our revenues are around £700 million pounds. So depending on the current exchange rate, what is that?
I'm like, “Eh, billion-ish.” Billion.
Yeah, a billion-ish. Not quite.
That kinda puts us in the NFL category when you look at what NFL teams generate from revenue. Our shareholders are all about winning and our people and brand, and then the revenue follows.
The value creation of Formula One has grown immensely, but when you look at what an NFL team is worth, there's 11 Formula One teams. It's a global business. It has NFL-type revenues for the teams, not the league. The NFL is in a different league. It is the best business of sport in the world, and hats off to them. I think we all look up to the NFL and go, "We wanna be like the NFL when we grow up."
I would say probably three-quarters of our revenue is sponsorship. Then you get some licensing and merchandise, and then you do get from Formula One itself a pretty healthy check that's based on three different categories. There's an appearance fee that we all get the same for if you're in the sport, and then it's performance-based on how you finished last year. That’s another piece of the pie that you share, and the better you do, the more you get. So the revenue streams are pretty simple.
Now let me ask you this: What would you tell a new or aspiring fan? Someone who's like, "This sounds interesting. This sounds fun. I don't even know where to start." Where should they start?
If you can, go to a race. Because then, I think, like most sports, it makes the television experience that much better. Because seeing a car go 200 miles an hour in real life looks a lot faster than seeing it on TV.
I think, if someone can get to a race—now, that’s currently the 1 percent. Can we get the other 99 percent? Probably not. You could use almost the second-screen experience because there's watching the race, but then there's watching the strategy of the race and the technology.
If you just turn on the TV and you're watching race cars go around, you're only kinda getting half the experience. The more you can understand the strategy, how the race is playing out, it's a great second-screen experience. I think our sport is probably more so. You got the TV on, and then you got your tablet open, and you're watching telemetry and lap times and sectors, listening to radio.
You can have in-car cameras from your different drivers.
Oh, that’s fun.
You can set up on your kitchen table kind of a whole scene. I think once you get immersed in it, it really draws you in because you start to follow the strategy and, "Here's what I think they're going to do. What tires are they on?" So there's a lot of strategy, as there is in all sports, but I think ours is quite complicated. The more you get immersed in it, the more you understand it, the more intriguing it is.
You were a driver, and now you run McLaren. Do you ever get FOMO? Do you ever wish you were still racing?
Oh, all the time.
Yeah, you wish you were behind the wheel?
All the time.
Do you ever get behind the wheel?
I do.
Do they let you test the cars?
No, 'cause of regulations. I can't drive the new stuff, but I drive the old stuff.
An area that I contribute a lot to on the team is our driver relationship. So, there are areas I can't contribute—sitting down with our aerodynamicist trying to suggest how we put more down force on the car.
It's good to know what you know.
And I don't know that at all.
I listen and I don't say a word. But then when it comes to drivers and maybe some strategy and things of that nature, I know the commercial side, I lean in on a lot. So, my view is I work for the team, they don't work for me, so I go around trying to see how I can help everyone be better at their job.
Some things, I can get my hands dirty on and really dive in. Others, it's kind of, "Tell me what you need, and what support you need, and let me get that.” That's one of the reasons, coming back to why I joined McLaren, is I love being in the race, and I still definitely am in the race, I'm just not driving the race car.
Yeah, I mean, perk of the job, occasionally driving one of the cars.
Yeah, they are amazing machines.
Hey, no judgment here. Zak, we like to play a little game that we invented to end each interview, if you're up for it.
Of course.
It’s called Control, Alt, Delete. So I wanna know what piece of technology you would love to control, what piece you would love to alt, so alter or change, and what you would love to delete, so vanquish from the earth. This can be F1-related or it can be totally general with regards to what you're experiencing in your life.
Control. I would love to ... You know, we're now using paddle shifts. From the good old days of an H pattern, and then you had sequential gearboxes, which were somewhere in the middle. I'd like us to go back to sequential gearboxes. Gives the driver a little bit more control of the car.
OK. What are you altering?
I would love to alter the battery technology. That's a big topic. At the moment, I think batteries are relevant. I think the whole world was going EV five years ago, and now it's put the OEMs in a pretty difficult situation. I would like to go back to what we had, which is more internal combustion engine, hybrid, and battery. Maybe dial down the battery a little bit now that we have sustainable fuels.
OK. Very specific. What are you deleting?
What would I delete? I'd like to see some sound back in the engines, because of the turbos and the hybrid and the battery, they're not quite as visceral as they once were. I don't want them to go back to what they were. They were so loud. You couldn't even have a conversation during a race, but kind of halfway in the middle would be good. So a little bit more sound. 'Cause race cars going 200 miles an hour with sound just look faster.
Sounds very satisfying.
Yes. It is.
I don't think I've ever had someone delete silence.
Yes.
Zak is deleting silence. I love it.
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