Conversation: Max Siegel

In little more than six months, since he was named president of global operations for Dale Earnhardt Inc. by Teresa Earnhardt, Max Siegel has had an impact on the diversified racing and business conglomerate.

While the goal of renegotiating a deal that would keep lead driver Dale Earnhardt Jr. in a DEI Chevrolet was not achieved, Siegel has proven -- as a guy without a motorsports background -- that he can comfortably settle into his role and make things happen.

Some subjects remain unsettled, as in who'll replace Earnhardt in the current No. 8 Chevrolet team; the long-term status of its sponsor, Budweiser; and even if the car will continue as No. 8 beginning in 2008, when Junior moves to Hendrick Motorsports.

But it's a fact that the team's performance has improved across the board in recent weeks, with team leader-to-be Martin Truex Jr. scoring top-three finishes in four of the last five races; Earnhardt averaging a 10th place in the six races in which crew chief Tony Eury Jr. was suspended; and Paul Menard making three of the last four races since joining with new crew chief Dave Charpentier.

In a break before last weekend's Lenox Industrial Tools 300, Siegel sat down to discuss working with Teresa, the surprises and challenges of his first six months at DEI, an ideal timeframe for getting Junior's replacement driver in place and spending his first Fourth of July celebration in Daytona Beach, Fla.

Q: Max, what's been the biggest surprise in your first six months at DEI, when you look at what your expectations were coming into this position?

Max Siegel: This might surprise you, but the biggest surprise to me has been how open everyone is, to embrace me -- as a non-racing guy -- and to share information and to really be open about areas that we need help in.

What tends to happen is that, in order to be a good support for your organization, you really have to understand what the issues are -- and it takes a while to build the trust in people; it takes a while to get people comfortable enough to share information and figure out your intentions and that kind of stuff.

But everyone at the company has been very forthcoming and it's made it easier to make the transition.

Q: What's been the biggest challenge in that period?

Siegel: The media, and managing rumors. We've got 400 great people [at DEI] and a lot of people overlook the fact that the company is 25 years old.

With all the stuff that's been going on, our driver change and everything else, a lot of people like to focus on the negative. So just making sure you manage morale [is a key].

We've got a lot of pride in our company, and it's just like when you pick up the paper and you read something negative that people who don't have all the facts say about you, you can do one of two things: You can let it get you down, or you can be motivated.

Q: When you first came on board at DEI, one of the priorities was keeping Dale Jr. "in the family," so to speak, at DEI. If you look back, is there any regret about how that transpired, or are you more looking ahead?

Siegel: He's still an Earnhardt, and he'll always be a part of the family. So we are going to find ways to work together, which more people within the sport should do.

So, with that said, it was disappointing that we didn't get him re-signed to DEI.

But I'm focused on how we can have another 25 years of success, and maintain not just a healthy, but a productive working relationship with he and Kelley [Earnhardt Elledge, his sister and business manager]. (Continued)