If there is a lesson to all this unhappy saga — and make no mistake, unhappy it most certainly has been — it has to be that although people such as Ron Dennis make it all seem easy at the front of F1, it certainly isn’t. Jack Oliver, principal of Ohashi’s team, admits he made mistakes when putting the deal together. He is not, shall we say, a man conspicuous for his levels of success in F1, but he does very nicely, thank you. Footwork is one of the few teams currently unaffected by the cold draught of recession sweeping through the senior racing category’s portals, and had the necessary money to burn. It certainly went up in flames.
“I signed it before I saw the actual engine. I came away believing I’d done the F1 deal of the decade, based on Porsche’s past performance. Can you blame me?”
For once, Jack, no. Like Dennis in 1983, he believed he had enlisted the technical resources of one of the few European companies that seemed to possess the potential and the will to take on the Japanese. And based on the performance of the TAG turbo, who indeed could have blamed him for thinking he had pulled a real stroke? The problem was the timescale, allied to the naivete of Porsche’s senior motorsport management.
“Our partnership just didn’t reach the targets we had outlined for a development year. Not at all,” says Porsche’s motorsport PR Manfred Jantke with evident embarrassment. “The elements seemed to be there: Footwork had a modern new factory, we had our facilities. We had a reasonable budget. But the time-frame was wrong. When the deal was signed with Footwork our engine was just an embryo.
“The FA12 did not appear until late April. There was just too much optimistic, wishful thinking. On both sides.”