The string of blazing spotlights that rimmed the ceiling glared down on Tony Stewart like the French fry heater at Dairy Queen. Tiny sweat beads shimmered on his forehead, but he was cooler than a triple-thick milkshake.
But now that the whirlwind had settled, and he’d had two full weeks since season’s end to digest it all, he’d have to admit in hindsight it was distracting. Right?
“It really wasn’t,” said Stewart, seated in a director’s chair and decked out in a business suit (no tie) last week in Manhattan, honest as always, yet uncharacteristically diplomatic.
To what does Stewart attribute this versatility?
“I think that it’s because of my background in open-wheel cars, having to switch gears and say, ‘OK, this is the setup we have in this car, but now I have to go run my heat race in that car,’ while keeping in mind the other package we’ve got over there. I’ve been programmed that way.”
The coming year will test that versatility like none other. As owner, Stewart will be faced with team issues, budget meetings and the occasional disgruntled employee. To assist in that responsibility, SHR assembled a fine management structure. Stewart hired Bobby Hutchens—the decades-long Richard Childress Racing veteran who is revered as a people person—as director of competition. Ryan Newman is on board as the second driver.
Hutchens is crucial to Stewart’s success. Proper management of the company will enable Stewart to focus on driving. Stewart must focus on driving. If he performs badly on the racetrack, everything suffers.
But ultimately Stewart is the face of the company. And he must accept the accompanying responsibility.
If it goes badly in the race car, he can’t throw a tantrum or run and hide.
There will be no Joe Gibbs to take the on the media crush in his place. Stewart must face the music.
“I don’t know that it’s comforting [to call the shots],” Stewart said. “I guess it’s a larger sense of responsibility now. I had to go through year-end bonuses with my other companies, and there were 42 people. And it’s not just 42 people. In, I’d say 30 of those cases, those people are married and have children.”
“So it’s not only those 42, it’s their spouses and children. And it’s the same way with the new race team. It’s over 100 employees. I’m responsible for them, their spouses and their children.”
“It makes you think about every decision you make. It’s not, ‘How does it affect me?’ ” It’s, ‘How does it affect everybody?’ That’s a huge sense of responsibility. It’s hard to explain until you get in that situation, what that feels like.”
“I’m not running the race team. I’m learning about how to run the race team. I’ve got a really good teacher with Bobby Hutchens. I’ll be at the shop a lot, which I’m not opposed to. I’ve been home and tried to relax at home, and I find myself wanting to be at the shop down in North Carolina more. I’m content to be there all winter.”
| 
|