The Book
Mark Ramsey didn’t just theorize about data-driven performance. He built a professional racing program — Big Data in Action — and took his theories to the track at 140 mph. The result is a leadership book unlike any other in the data canon.
About the Book
A professional race car at speed is relentlessly data-intensive, intolerant of error, and unforgiving of hesitation. Data at Speed: What Professional Racing Teaches Leaders About Decisions and Performance takes you inside that cockpit — and shows what it teaches every leader about data strategy, analytics, and competing with data.
Drawing on more than 35 years at the forefront of data, analytics, and AI — and a parallel life behind the wheel of the #592 KTM X-BOW GT2 — Mark distills five racing principles for organizations that want to stop merely talking about data and start winning with it: decompose your key metrics, predict your resources, expand your use of external data, find unique data sources, and mine your history creatively.
Three parts, twelve chapters: life in the data-driven cockpit (including Formula 1, the pinnacle of data-driven competition), the five principles and organizational design for data programs, and lessons in leadership, culture, and resilience — including what happens when another car lands on your hood at race speed.
“A rigorously constructed framework for understanding the organizational imperatives of data-driven leadership… It is with the utmost confidence that I commend this book to you without reservation.”
— Richard Y. Wang, Ph.D. · Former MIT professor · Founder, CDOIQ Symposium & Certified CDO Program
Big Data in Action
The #592 is a 600-horsepower KTM X-BOW GT2, campaigned by Mark under the Ramsey International Racing “Big Data in Action” banner in professional competition — following seasons racing a Mercedes-AMG GT4 in IMSA Michelin Pilot Challenge and SRO GT4 America weekends at circuits like Laguna Seca and Portland.
The program was never a hobby bolted onto a career. It was a live experiment: a race car generates thousands of data points a second, and a race team is the purest example of an organization that converts telemetry into decisions in real time — or loses. Tire degradation is resource depletion. Pit-stop timing is change management. The telemetry engineer is the analytics function every enterprise wishes it had.
Those parallels — and the crashes, fires, and comebacks that tested them — became Data at Speed.
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