With Stewart-Haas Racing closing at the end of the season, I’ve been reminiscing and reflecting on the team we’ve built and the work we’ve been able to do. While it’s incredibly bittersweet, I’m also incredibly grateful — and more than that, extremely proud of the team.
While I traditionally don’t write much about my work and the team’s work, I think closing out our time at SHR with a reflection or two over the next couple of months is fitting. It’s been nearly four years of immense growth, endless learning, and strong wins.
I lept to Stewart-Haas at an interesting time in my career, where I was fortunate to have worked for some amazing brands in sports and with organizations of all sizes. The exposure to different organizations and leadership meant I had experienced all kinds of different setups within marketing, content, and social — including various reorgs, the shuffle of social, and the over-complication of marketing in many ways.
When you experience different types of marketing orgs and the shuffle of social firsthand in the trenches, it gives you a different perspective on what it means to build a strong social and content team. Because when you live it, you understand how both small and significant changes can drastically affect how a team can operate.
Long story short, at the time when I interviewed with SHR, I had a list of three non-negotiables a new role would have to check to take a leap — and Stewart-Haas checked all of these:
1) Autonomy to Build.
Autonomy can be a scary word for an organization, but I think that’s because it’s often misunderstood — and I knew autonomy was a big key. Autonomy does not mean a team or leader operates in a silo and without any oversight or transparency. Instead, it means there is a culture of trust where leaders and teams are empowered to take ownership of their work and make informed decisions. I knew if I wanted to help an organization build something special in the brand, social, and content place, it needed to be at an organization where there was autonomy to build out the team thoughtfully. Simply put, an org that would hire good people and let them do their thing.
2) A Place to Push.
I wanted to be part of a place that was eager to build and not content with doing the same old thing. This meant joining an organization that was unafraid to take “risks” and had the ambition to set a different standard. A place willing to push isn’t focused on perfection but on evolution and continuous improvement — and there is no fear if the team takes a few swings and misses because that is all a part of the process. Too often, organizations are paralyzed by fear, which only holds teams back. Being comfortable pushing was incredibly important.
3) Social, Content & Brand Under One Umbrella.
This might have been my most important non-negotiable. I have experienced far too many marketing setups where social, content, and brand are siloed into different departments. When these areas are fragmented, processes become bogged down, and competing interests emerge. Bringing them together, I believe, is where the magic happens — and it was crucial that I joined an organization where social, content, and brand were all one team.
Stewart-Haas didn’t just provide these three things — the org exceeded all expectations. Through the last four seasons, I’ve felt immense trust, buy-in, and understanding of the team’s value. As a result, I think our team did one heck of a job building the SHR brand, telling stories, servicing our partners, and providing depth to our feeds.
Here’s just a small sample of the work produced over the years, from a retirement campaign for a future Hall of Famer to a rebrand to partner content and many strong in between:
All of this content was concepted, scripted and produced in-house by a small but mighty team compared to the size of the teams in the NFL, MLB, NHL, and NBA. So, what’s been the key to building a solid team? These are my five biggest takeaways over the last four years:
Tear Down the Teams Within Teams.
As I mentioned earlier, I believe that social, content, and brand need to operate as one cohesive unit—and building our team this way was a critical factor in our success.
Too many organizations complicate their marketing structures, and while it’s not simple, it’s also not entirely complicated. From my experience, it’s nuanced, and leaders must be intentional about how they set up the team to operate and encourage them to work.
At Stewart-Haas, we created a team of strategists and creatives working together within a single unit. The people on our team are specialists with utility. This means that we have people with a depth of capabilities in strategy, platform management, video/editing, design, and photography — and they specialize in these areas — but they have some depth to flex as needed.
While everyone has defined roles, capabilities, and responsibilities, we also encourage voices across the table. Strategy informs creative, and creative informs strategy. In simple terms, everyone can and should contribute to ideas and be able to roll up their sleeves without creating territorial lanes.
We also embrace a bit of a plug-and-play model in our operations, which plays a big role, I believe, in team buy-in and working together. This is not a team where social has to brief in everything and is not allowed to contribute to the actual concepting. In the same vein, this is not a team where creative is only allowed to act on an idea if it’s been briefed by social or brand.
This is a team instead that encourages action, no matter where it comes from. Since we’re a lean team, everyone has the opportunity to flex on big projects and content production days. Specific tasks are assigned based on workload and individual strengths, whether scriptwriting, producing on set, or creating run-of-shows. Rotating the load doesn’t just vary the work and allow people to flex different muscles but also fosters more natural collaboration within our group.
It’s hard to articulate, but the cohesive unit and plug-and-play model created an incredible working dynamic — one where collaboration feels so natural that I constantly ask how to replicate this wherever else I go in my career. It’s been a big key to our magic sauce, and I’m so proud of how our team doesn’t just build together but enjoys doing so.
I understand this can be hard to scale as an organization gets larger, but I don’t think it’s impossible. I think great leaders in our space are intentional about the nuances of setting up teams and creating natural working relationships, not forced collaborations, and being able to break down the teams within the teams is critical.
Build A Culture Without Fear & With Grace.
Working in social and content is extremely public—so much so that it can be paralyzing at times. It’s easy to understand why teams might play it safe, fearing a mistake that not only everyone internally can see but also anyone and everyone online. Pair that visibility with the relentless criticism from keyboard warriors, and it’s easy to slip into safe mode without even realizing it.
But the reality for us at Stewart-Haas is that we wouldn’t break through by staying in safe mode. In NASCAR, fandom is different from stick-and-ball sports; it’s often less about the teams and more about the drivers and even the league itself. We knew we had to take risks, push boundaries, and sometimes make mistakes to build interest and fandom.
One of the keys to our success at Stewart-Haas has been our ability to foster a culture where the fear of failure doesn’t dictate our decisions. Instead, we embrace the possibility of missteps as a necessary part of the creative process. This culture of grace—where mistakes are viewed as opportunities for learning rather than setbacks—enables our team to innovate without the paralyzing fear of internal scrutiny.
We encourage our team to be bold. More importantly, we refuse to let a few negative comments, when you can never fully satisfy everyone, drive our approach. Admittedly, this was tough at times, especially as we pushed to do things differently and test and try.
A prime example of when this was tough was during our rebrand launch. Our team worked on our brand strategy and new visual identity for over two years. When we finally rolled it out, we wanted it to be about more than just a logo—we wanted it to be a moment that reinforced our brand DNA, reflecting the intentional work we had put in. We crafted a rollout plan that, leading up to the unveil, that featured content highlighting what made Stewart-Haas a team of racers. However, for various reasons, the rollout was met with heat and mixed emotions.
Sample of the Rebrand Tease
The Rebrand Unveil Content
Seeing the online comments on something we had poured so much into wasn’t easy, but that happens when the work is public and highly subjective. Earlier in my career, I might have pulled the plug on the complete plan, but I knew our reasons for the work and how much time we invested in it, and I understood that brand work like this takes time. I can also appreciate the fan perspective and understand the subjectivity of what we do; it’s simply part of the game.
Would I do things differently with the rebrand if I knew then what I know now about the response? Sure, I’d tweak a few things, but I wouldn’t blow up the strategy as this was about a long game. Tough skin, perspective, and the ability to appreciate but also to take online feedback with a grain of salt are 100% required in these roles.
Another note about Stewart-Haas is that I have been fortunate to be surrounded by an executive team that doesn’t get caught up in the comments on the internet, and because of that, our team rarely dealt with internal fire drills fed by personal preference. I didn’t have to protect our team from a culture; we could build a culture without fear because it started from the very top. That’s key.
On this topic, I’ll leave you all with some advice for anyone leading a social and content team on this:
1) Give your team grace when mistakes happen (unless they become a pattern).
2) Don’t let internet naysayers dictate your approach. This does not mean you don’t pay attention to what people like and don’t, but remember you are playing the long game.
3) Keep perspective. Social teams in sports publish thousands of posts a year and aren’t defined by a mistake or a couple of content pieces that flop.
4) Finally, you’re not going to please everyone on the internet; you’re not pizza, after all.
Make Work Fun.
Working in sports should be fun. For leaders, I believe it’s our responsibility to create, encourage, and celebrate space for that. We work in social and sports. Yes, social is serious— but it’s not that serious.
When you’re in this space, you represent a brand, and that’s important. The work matters, and there’s no question about its impact on brands and the business. But we must also remember that people scroll to disconnect and be entertained. So, loosen up. Let the team take some swings.
Having fun is not just something I have preached; it is something we have implemented, and I believe it showed up in our work. As long as our team took care of the foundational work (brand and partners), I wanted them to try new things, take risks, and create lighthearted content. A few examples:
Making work fun isn’t just about the creative process, though. It’s also about how we show up as leaders and, in return, how our team feels like they can show up. I believe great managers care deeply about their team but also have boundaries. Get to know your team personally, practice humility, and foster an environment where people feel safe to express themselves.
More than that, create an environment where the team feels like they have fun and connect. What do I mean by this? Cubicle hallway hangs, silly shenanigans, and moments of joy that aren’t all business should be accepted and celebrated.
Some of our best ideas and work have come from moments of silliness at Stewart-Haas. And as a manager, there’s nothing I enjoy more than seeing a group who has fun with what they’re doing. When people enjoy their work, it shows in the output. And when leaders genuinely care, it creates a culture where creativity thrives, and everyone feels a part of something bigger than themselves.
Speaking of fun and silliness, I’ll forget a day when our team members ran around in old driver firesuits through the office with absolutely zero shame. I remember that moment because it was then that I realized I had created the type of culture I wanted within our team: one where people don’t take themselves too seriously, have fun, and still produce incredible work. It might seem small, but it was an incredibly big win for me.
Remove Process for Ego & Implement Process to Protect the Team.
Let’s talk about processes. Process is essential—when it’s done right. But too often, the process becomes a mechanism for ego, for control, or for creating unnecessary hurdles that do nothing but stifle creativity. I’ve seen it happen: layers of approval, endless meetings, and convoluted workflows that turn what should be an exciting, dynamic environment into a slog.
The right process empowers versus adds constraints. It’s about giving the team the structure they need to operate efficiently and without burning out while still allowing them the freedom to innovate and take risks. It’s about ensuring that everyone knows their role and the steps needed to get from point A to point B, but also that they have the flexibility to adapt and pivot.
At Stewart-Haas, we don’t have any fancy project management platforms like Monday or an exhaustive brief process. Our planning calendar and project management tool is a simple Google Sheet, and briefs are often just a few key points jotted down in an email. We keep things straightforward and focused on what matters: the work.
This simplicity allows us to be nimble. It means we could adapt quickly to changing priorities, jump on new opportunities, and move with the fast-paced nature of sports. Instead of getting bogged down in endless approvals and convoluted workflows, we focused on creating a clear vision and trusted the team to execute it.
The lack of rigid structure wasn’t a lack of discipline; it was intentional. We knew that the most important thing was to protect the creative process, not bury it under layers of red tape. So, while we might not have had the most sophisticated tools, we had something more valuable: a team that understood the vision, trusted one another, and had the space to bring their best ideas to life. That, more than any tool or process, is what drove our success.
So, my advice to anyone leading a team is this: Remove the ego from the process. Implement a structure that serves your team, not the other way around. Protect their time, energy, and creativity— in return, they’ll do their best work for you.
Planning is a Superpower.
Working in sports can make it easy to fall into a reactionary mode, constantly responding to the day-to-day events and losing sight of the bigger picture. The fast-paced nature of the industry can trick us into believing that planning isn’t possible for social media teams in sports. But this idea is a myth—and one of the biggest hurdles facing teams in our space.
Yes, sports are reactionary by nature. Unpredictability is part of the excitement. But even in those uncontrolled moments, there is room for anticipation and preparation. On top of that, there’s always space for evergreen content, player features, and brand storytelling that doesn’t rely on the outcome of games or events.
At Stewart-Haas Racing, we’ve focused on creating a culture of planning, making sure we put our plans to paper and into action. Our team made an intentional effort not to rely on what happened on the track; we built a broader content strategy showcasing our drivers, partners, and historical moments and forced ourselves to step out of the day-to-day grind. Here are the biggest keys I learned to do so:
1. Plan for the next season in the current season.
For most sports leagues, with maybe the exception of the NFL, you need to start planning for the next year before the offseason. Why? Because too much execution work needs to happen in the “offseason,” which is always short and rushed. If you wait to start planning AND executing in the offseason, then you’ll always feel behind.
For example, in NASCAR, our season runs from February to November. This means that by August or September, we need to start thinking about our big-picture goals for the next season, outlining our big buckets on how we’ll win, adjusting our social playbook, revisiting our content strategy, and defining our hero content franchises. If we can have a solid game plan by the first of October, it puts our team in a position to execute well heading into the new year.
2. Define your tentpole moments early.
Every sports season has key moments that will shape your content strategy, and it’s critical to identify these “tentpoles” at the very start of the offseason (if not earlier). Think of these moments as your marquee fan touchpoints throughout the year; those moments amplify your brand, drive engagement, and offer a platform for storytelling.
A tentpole moment can be anything important to your organization to help drive your goals forward, from the season kickoff, retirement announcements, jersey unveils, playoffs, marquee matchups, player signings, historical anniversaries, etc. These tentpole moments should be thought of as mini-campaigns to build momentum before, during, and after them. They should have thoughtfully planned and curated content with depth and range, and the team should be working hard against overall organizational goals.
By identifying these milestones early, the team should be able to build a memorable platform for fans and craft content series, social campaigns, and brand activations that leverage these high-emotional moments. Think of these moments as your anchors—your evergreen content and daily posts fill in the gaps, but the tentpoles are the centerpieces of your strategy.
3. Plan your “weekly programming” 4 to 6 weeks in advance.
Hero content franchises and tentpole moments create strong touchpoints for fans, but you still need to make sure your weekly programming is strong. At Stewart-Haas, our team will plan out and brainstorm our weekly content about 4 weeks in advance. These brainstorms focus on key race themes, driver storylines, historical moments, and upcoming partner activations.
Breaking your content strategy into 4 to 6 weeks allows for flexibility, keeps your team nimble, and ensures you have enough time to execute. Think of it as a flexible structure. It’s nearly impossible to lock n a content plan for the entire season, but if you can nail the content franchises, tentpole moments and strong weekly programming, your team will have an incredible content plan AND be ready to flex when moments happen.
This forward-thinking approach paid off. In a sport where wins can be rare, and during a stretch where we only secured four wins in four years, our planning sustained our social media and content efforts. Despite the lack of on-track success, we could keep pace with other organizations that were consistently winning.
Not only does planning help to take care of the foundation, but it lessens interpretation, debate, and guessing games. Putting things to paper and planning helps advocate for the work, gets buy-in, reduces fire drills, provides purpose, and allows you to push back.
The bottom line is this: Create a culture of planning. You’ll be amazed at how it will take the team’s work to the next level.
To wrap this long (ha) post up.
Looking back on my time at Stewart-Haas Racing, I realize this chapter has been filled with immense growth, pride, and enjoyment. Together, we’ve built something special—an environment where creativity, collaboration, fun, and boldness are central to our work. We aren’t afraid to push boundaries, take risks, and, most importantly, support one another.
What I’ve learned is that great work doesn’t happen by accident. It’s the result of intentional choices, a shared vision, and a culture that values people as much as it values results. As leaders, we have to build thoughtfully.
Though the chapter at SHR will close for us all in November, the spirit of our brand, content & social team will continue to inspire me. Our success is a testament to what’s possible when you create an environment where people can be themselves, embrace challenges, take risks, and have fun.
