Making moves: Brad Keselowski on the changes that made RFK what it is today
March 24, 2025
By the Blue Print Editorial Team
By the Blue Print Editorial Team
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Everyone knows what Brad Keselowski drives. But what drives him? Turns out, it's a pursuit of excellence. Yes, the man has a passion for racing, but he also wants to continuously improve, innovate, and ultimately lead his team to success. His commitment to growth, both personally and professionally, keeps him competitive in the demanding world of NASCAR.
Thanks to his success in the sport, Keselowski was able to become a part-owner in Roush Fenway Keselowski Racing (RFK). That one change had a waterfall effect. When did he know other changes were needed? “Day 0,” Keselowski chuckles. “I knew before I walked in, I needed to make changes, because we weren’t getting the results we wanted. The company was very much an Industry 2.0 company. So, not only did it need to get to Industry 3.0 to be competitive, but it needed to get to Industry 4.0 to have a shot to win in the future.” His approach to change management involves being hands-on, making data-driven decisions, and making strategic investments. Here's one concrete example: Keselowski made the decision to pour new concrete for the team's surface plates. Also known as QC plates, surface plates are used for precise measurements and alignments on the RFK cars. Making this move ensures they have the tools to remain competitive. RFK’s been busy since Keselowski joined. They’ve taken on significant construction projects, plus revamping both the shop and day-to-day operations. And they’re expanding to a 3-car team. To say that it was important to have a plan before going into all of that is an understatement. “Yeah, it’s interesting, because people see results, but they rarely see the planning,” Keselowski says. “And we pride ourselves on embracing 5S and Lean manufacturing. To do that, we have to really focus on elite workflows. And you know, adding a third team, it gives us an excuse to do just that. We’re able to apply even more best practices but across all three entities.” People often think of racing teams as just that: teams. But so many teams are actually organizations trying to accomplish goals. Keselowski, like so many other people, walks the fine line between boss and fellow employee. His advice on getting friends/co-workers to accept change? “Balancing the authority, autonomy, and accountability,” he says. “And being really defined on what that means for each person. So, they have the autonomy to go out and do their job as needed, authority to be successful in it, but accountability to where we still hit the goals we need to hit." “You try to hire people who understand that change is inevitable, and if done right, can be a good thing. And you ask for their empathy along the way and try to give them empathy in return.” You may also like:Vertical Divider
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