Founder's Story - This F1 Driver Got Cut, So He Built an AI Company | Ep. 413 with Jack Doohan Co-founder and CEO of Meuze

Episode Date: June 29, 2026

Daniel and Jack start inside the mind of a Formula 1 driver, unpacking how perception changes at extreme speed, why Monaco feels faster than wider tracks, and how drivers train their bodies to survive brutal heat and stress. The conversation then shifts into Jack’s entrepreneurial chapter, sparked by the uncertainty of being sidelined from Formula 1 after only six races. Rather than sit still and wait for racing politics to resolve, Jack leaned into business, relationships, and AI, building Meuze with two trusted childhood friends to solve one of the biggest problems in food commerce: fragmented systems, disconnected data, and the inability for large restaurant groups to properly use automation. Key Discussion Points Jack explains that speed is perception-based: on wide circuits, 360 kilometers per hour can feel manageable, while Monaco can feel like “the speed of light” because the walls and objects are so close. He breaks down the mental pressure of racing, saying confidence comes from preparation: training, sleep, nutrition, engineering work, mechanics, and doing everything possible before race day. Jack shares the physical demands of Formula 1, including losing two and a half to four kilograms of fluid during a race and training in heat with layers to replicate extreme conditions. He explains how F1 prepared him for business because drivers are also employees, brands, negotiators, and operators surrounded by contracts, sponsors, partners, middlemen, and high-stakes relationships. Jack reveals that coding started as a mental training tool, something strategic he could do in his downtime to sharpen problem solving rather than simply switch off. He opens up about dedicating nearly his entire life to Formula 1, then being sidelined six races into his career due to political circumstances outside his control. That moment pushed him toward entrepreneurship, because he did not want to keep all his future tied to something he could not fully control. Jack explains how his F1 network created an unfair advantage in enterprise sales, giving him access to conversations that would normally take months or years to reach. He shares the mission behind Meuze: aggregating fragmented restaurant and franchise data into one self-learning brain so large food and beverage groups can finally use AI and automation effectively. Jack talks about building with his two co-founders, childhood friends with different strengths, deep trust, and clearly defined roles that allow them to move fast without stepping on each other. Takeaways Preparation is the antidote to pressure, whether you are entering a Formula 1 race or pitching a multimillion-dollar enterprise customer. Athletes and founders both face the same truth: talent matters, but your future can change instantly if too much is outside your control. Relationships can open the door, but credibility and execution still have to close the deal. AI cannot solve fragmented industries until the data is unified, cleaned, and connected across the systems companies already use. Jack’s mindset is built around pressure, not comfort, and that makes him uniquely suited for startups where the stakes are high and the timeline is unforgiving. Closing Thoughts Jack Doohan’s story is about what happens when a lifelong dream collides with forces outside your control. Instead of waiting for Formula 1 to decide his future, he used the pressure, discipline, and access from racing to build something of his own. This episode captures a rare founder-athlete crossover: someone still chasing the grid, but also building Meuze, a company designed to solve a massive operational problem in one of the world’s most fragmented industries. Skip the region blocks and protect your privacy with ProtonVPN. Get 70% off a two-year plan: protonvpn.com/founder Cheers Restore helps you feel better the day after drinking, backed by real science. Take it after your last drink or your money back. 20% off at cheershealth.com Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

You know, I've dedicated this whole 20 years of my life to this sport where I thought my future was going to be. And six races into my Formula One career, I was sideline. This is Jack Duhan. He took everything Formula One gave him, the access, the obsession, the discipline, and built something the industry has never seen. I remember saying my mom, you know, I'll never have to go to university because I don't need to go to university to be a Formula One driver. So I knew that I didn't want to just sit on my hands and hope that something happens because, you know, I never really structured my life that way. If it doesn't happen, it's because of... I'd to say, probably one of the fastest growing sports that I've seen over the last few years has been F1.

Every time I've been to an F1 race, it's like a huge party. I went to Monaco two years ago, F1. I didn't even see the race because there was so many yacht parties and all this stuff happening. I'm like blown away by what it's become. I always wondered though, when I saw those cars, which I can barely even see the car going around the race when I was there, what is going through the mind of the driver? You know, I think it's very adaptive, right? When you're going at 110 kilometers on the highway or for you 60 miles, 70 miles an hour,

you know, things feel fast. You go 160 miles an hour. You're going to class cars. They're doing 50 mile an hour. You feel fast, right? and it feels like things are coming quicker at you. But it's strange how quickly your eyes and your body adapts

to going at a faster speed. But for a good example, what really does make things feel quick is when you are in a circuit like Monaco, like you mentioned, or in Jeddah in Saudi Arabia, where there are street circuits, you really then do feel how fast are going when you can see the objects so close,

so close by you. And that's where, for example, in Monaco, it being not so much of a physical circuit with it being more slow speed, less high speed corns, which means less lateral force in the body. But because things are so close, there's so much more risk, you sweat and stress and I'm more on edge than anywhere else, just from a point of a mental excursion. So the sensation when you're in the middle of Mexico, you know, Mexico City, you're driving down the long main straight and there's, you know, so much room on the left and right of you, you can be doing

360, 370 and it feels like 100 kilometers on the highway. I think it could be doing 150 down the straight in Monaco and it feel like you're going at the speed of light. So it's definitely perception-based, but it's very interesting how quick the body can adapt. So obviously if you're in a team sport like basketball, there's a lot of people that can help each other. I know behind the scenes you have a lot of people, but in the end of the day, you are the only driver. Like if the driver messes up, it's over, right? How do you mentally prepare for that? Because I think people in business, they can learn something from this, right? From this high stress moment. How do you mentally prepare to go out there knowing that everything is relying on you? Yeah, I think it comes down to, you know,

your mental, your physical preparation, things you've done with the team, which puts you on a frame of mind to know that, you know, at the end of the day, there's aspects as well from a machine perspective that you are driving a mechanical being which can break, which can have problems, which can have, you know, issues, then you're also with 19 other drivers or now 21 other drivers on track that also you don't have control over, like when you're out in the real world driving your car. So there is aspects out of your control that can contribute to your end result or to either success or defeat of your session or race. But for yourself, I think from being in the mental aspect of having everything under control and believing yourself that you're going to not,

you know, let's say make a mistake or do things wrongs, comes down to your preparation and really, you know, how much you are in control of what you've done. And I think that comes when you've done the right things. You've been trained properly, sleeping properly, eating properly, preparing with your engineers mechanics to the best your abilities. You're giving yourself the best chance, right? It's like if you're a basketball player and you've been practicing a thousand shots to hit that three-pointer, you know, you're going to have a lot more confident that you're not going to miss rather than just showing up on game day and thinking that it's going to happen. I imagine, right? It's like the separation between certain people is how strong is your mindset

because your skills might be similar. You might be honing them. But if your mindset is slightly off, what's the craziest thing that your body has to go through either in training or during a race? I think training comes down to the amount that you want to push it, right? right? So you could be we're coming into the, you know, European season now where depending on races, let's say, in Barcelona, or even in Silveston, the UK in summer, even though the UK's has some miserable weather, it tends to always be 35, 40 degrees, whenever we're there in July. But you're looking at some, you know, 38 degrees, 37 degrees Celsius. I don't know what that runs in Fahrenheit.

But then when you're, you know, in your fireproof, your suit over, also your fireproof under your helmet and you're sitting there baking inside it's obviously an extreme exertion position to be in plus than the stress that comes with it so we can lose anywhere from two and a half to four kgs over over a race of you know of body um of you know water let's say body water and fluid um and then in training you know what you can do to prepare that we get your sort of boxing sweatsuits or if you don't have that your your hoodies and your rain jacket and get out either on the push bike or out running in this heat for typical time zones of one hour to one and a half out to try to replicate those sort of situations.

Wow. I got this last 10 pounds I need to lose, Jack. It kind of reminds me of fighters because they got to drop weight really quick. They got to go in there and it's only up to them. They may have had a team to get them there. But if they have a bad fight day, it's over. You only get one shot. I could see why there's such a fatuation with effort.

F1. F1 has just become this, it's way bigger than a race. Long time ago, I went to the Daytona 500 race. It's hilarious how different that is the mass one experience. No, completely different bowl game. It's very different. So when you think about this race, all the things that you mentioned, how did that prepare you to be in business and something that MBA could never teach you? I think, you know, not only are, you know, are we, let's say, a racing driver, but you're also, you know, unfortunately, you know, fortunately and unfortunately, acclimatized from a young age to, you know, you're also an employee at the end of the day. So, you know, you have a lot of people either working for you or that you're working for

and you're communicating with that have, you know, contracts, clauses, limitations, a lot of middlemen that are either, you know, trying to, you know, screw you over or acting your interest, figuring out who is really in your corner, who's not, and a lot of pros and cons along the way that either, you know, you learn from very hardly because of the mistakes you've made. Today's sponsor, Cheers, went from a shark tank rejection to over $100 million in sales. That is a founder's story. Their pitch actually got labeled the Cuban heist because Mark Cuban hijacked it and ended in a rejection.

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Take Cheers Restore after your last drink or your money back. Listeners get 20% off with code Founders at CheersHealth.com. You know, away from the track, they end up biting with the bum along the way or, you know, the wise people around you that have helped you out of those circumstances. So you're naturally always, you know, not only communicating for yourself as a racing driver, but also then the brand behind yourself to build for, you know, partnerships, sponsorships, you know, brand deals that are with your Fortune 500 companies, you know, your large CIOs, CMOs of all different industries that come together to make Formula One go around.

You know, the sponsors and partners are from all corners of the world of business and technology and industry. So the sort of centralization of all these people gives great networking capabilities and great options to discuss and build relationships that you really wouldn't have distribution to if you were, you know, outside of that world. So it sounds like it's very. similar to business right you got a network with people you have to do contracts you have to bring in different types of revenue you have a lot of people

relying on you I mean it seems there's a lot of synergies yeah you were coding on the side you were learning tell me about that experience did you see something like driving won't last forever so I also need to hone this other skill no it was it was more um it was more on a standpoint of trying to build mental strength and having you know weird sort of strategic things that I could do in my spare time that were adding value as you know when we're off from racing which you know isn't much when you're not you know when you're away contracting you're not doing a partner day or media day or sponsor day you know you're off and you're fully off

and I never really you know I struggled to be fully off so I'd always trying to learn something new whether it was mastering chess or always learning to coat or trying to put my mind into areas where I can be you know adding strategic value to to myself and to what I'm doing, you know, putting myself in complex areas or problem solving circumstances to sort of help with the greater goal. So when I was doing such, it wasn't in the aspect or in the focus of actually, you know, using this as a tool to build something else. It was more of a solution to help, you know, build my mind and incur it to be stronger. And then how did that translate into muse. I know you have two partners, childhood friends. How did this come together?

Strangely, with Formula One being sort of my whole life, you know, since I was three years old, I remember being seven years old on my way to school and the singer assigned for university. And I remember saying my mom, you know, I'll never have to go to university because I don't need to go to university to be a Formula One driver. So that, that won't be an issue. And it was never any question of what I, you know, what I let's say wanted to be, whether or not I knew how realistic that was going to be or not. You know, you don't realize until you really, you know, go further up and climb of how sling that opportunity is, you know, I think 0.000, you know, 3% of whatever, you know, your chances are, you know, even once you're in go-karting, you might be on top of the

world of what those chances are to get to that point. So my full life was dedicated to it. And then six races into four yeah six races into my formula one you know career after um you know signing on a long-term deal and thinking that i had a great you know shot let's say ahead of me i was sidelined due to some you know political circumstances let's say out of you know my control um and it was a big sort of pivoting point for me of realizing that to you know i've dedicated this whole you know let's say 20 years of my life to, you know, this sport and where I thought my future was going to be. And now that uncertainty, I didn't want to put all my eggs into a basket as something that I wasn't fully in control of, which where then it pivoted me more to business, not only of initially building,

but more initially on the investment side and orchestrating, you know, vehicles to sort of benefit from some of the distribution that I'd gain from being inside. the paddock and some of these private companies. And I still, you know, felt obviously that I wasn't fully in the control seat. So I then, you know, pivoted into also doing some of that on the side still, but fully in control of building my own company. So what was that like? You go your whole life, like you said, every single day, every minute for decades has been culminating for this moment. after six races, you're sidelined. What was that moment like?

Yeah, it was, it was strange. It was very, it was very weird. It was a weird, a weird process. You know, it was, let's say, rumored already from the previous year in October before that that this could be happening due to, you know, another, another driver with strong, with strong backing from a strong, you know, let's say from a strong region with a good with a with a good value ad for for the sport um so it wasn't let's say that it wasn't known um it was just the thought of knowing that you know there was no way that it could happen due to my contract i knew i you know had a contract and that i was air

tied and for for for a long for a long period so um it was more that finally when it did happen it did catch me by surprise because it was nothing new to me at that point it was a it was a it was a already, it was sort of like a weekly thing, daily thing. And initially it was only for a short period. And then I was going to be back in while, you know, they took advantage of, of the reasons that I was put out. And then I was going to be back in five races later. So then it ended up being a bit of a cycle after those five races, which dragged on for a little bit. Do you ever notice when you travel, you open up your favorite streaming app, but it does not work. When you're in another country, the streaming app says, sorry,

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And this played on for a few months before it ended up, you know, I ended up drawing the line in around about the early September of last year. And that's where I completely pivoted away from sort of, you know, knowing what that could hold. I was also in a sticky situation contract wise of trying to ensure what I could do for my future. I didn't know really if I was going to be able to race and how. soon that was going to be. So I knew that I didn't want to just sit and, you know, sit on my hands and hope that something happens because, you know, I never really structured my life that way.

Yeah, I think a lot of people are realizing this. We talk to a lot of athletes, actors, people that don't have full control over everything. Because if you're an athlete, your one injury away for your career is just over. You have to have control. You have to do something. Do something while you have the leverage, whether that's an audience, whether that's exposure, whether that's access, do something that you can enable yourself to win where you have more control. So how did these enterprise connections that you had that you made during F1, how did that translate over? It's, you know, initially as well came from, you know, close friends and people that, you know, that relationship I've built over the last three to four

years that I didn't even know, you know, had, let's say, the distribution under their family offices or a part of the, you know, the funds or groups that they're a part of that hold, let's say, key, you know, ties to, you know, let's say big groups in the regions that they live in, or that they're connected to or a large holder of. So a lot of them were actually just relationships that I've built from good people that I was close to inside the paddock. And then once you start, inviting and getting further into the world and people hear about it and all of a sudden, you know, people like to, good people like to help other good people. And, you know, next minute you're in communication and texts go out and once there's more visibility on what you're doing

and they understand how they could be help and also benefit from their side if you're doing something strong, then these things happen quite organically. And specifically for us, when you're working with Enterprise and, you know, Enterprise is usually quite a slow, process and usually as many people you have to communicate through and build up to get to your C-suite level and then once you get the C-suite you usually get bounced back down to below sub-C-suite that are actually managing it and seeing if it is a fit so the process is usually quite long so we're really grateful as an unfair advantage that we have this you know let's say in our in our pocket and also that I have some trust and credibility you know behind my name which

which has been also helpful for full cold outreach. But at the end of the day, the door to the conversation is great, but you still need to then you're talking about very large, multiple million dollar contracts and deals that a big PNL, that are big, let's say, drops on PNLs if things don't work out. So as much as it's an open door for a community conversation, which is a big help, you know, more than many people can get to, you still then need to have some credibility and strong backing behind what you're doing.

Sounds like there's a lot of pressure in your life. That's what I'm hearing. I mean, your dad, five-time world champ in his world, Mick, and you have from a young age, you're being groomed for this role in F1 or racing. And then now you have the company, you have enterprise. How do you deal with all of this pressure? No, I think for me anyway, pressure is really good. I would hate to know. not have some sort of pressure in my life. As, you know, I don't, I hate being, I couldn't imagine being too comfortable. Even now in five years, I couldn't imagine having, you know, I wouldn't, I wouldn't want to have a nice, you know, a nice home with comfortability with knowing that things

are, let's say, are nice and enjoyable. You know, I want to be in a, in a tight environment, and cut throw that continues, let's say, to make me, you know, push for more and strive for more and know that I need to, you know, nonstop, keep pushing on to achieve what, what I want. And I think with the pressure that, you know, keeps you going, keeps you on your toes, you know, ensures that you keep wanting more. So, you know, regardless of whatever it is that I'm doing, I want to make sure it's to the, you know, the top capability and never just out to an enjoyable. comfortable level. Always want to make sure that it's in a tight timeline pushing for more, ensuring that it isn't in a normal cadence. As I think you have to always be above and beyond

if you want to really stretch to that point. So applying that in what we do and even with Mews as well, they're grateful that we have a strong team that is on the same cadence, but we're 24-7, you know, no standard, let's say, reliant of a nine to five. for, you know, five days through the week, we're very much, you know, 12 to 12, seven days a week at any time, you know, there's no Saturday or some days. And of course, that's how it has to be, you know, in startup, but I don't see it ever really being any different because we're working towards the same goal. And that's sort of the way, you know, gratefully that I've operated as well, you know, with, with sport. You know, there's no, you know, have your,

your typical week on and then your holidays off, it was, you know, always just 24-7. But, you know, it's a grateful position to be in when you're in control of this because that's, you get out as much as you put in. You're the perfect entrepreneur. Drivers could be great entrepreneurs because you like to live on the edge. And basically being an entrepreneur is like living on the edge. You're like two seconds away from your company going to a billion or your company going to zero. It's definitely a wild ride. Right now, technology is amazing in the sense that there's so many technologies that are at a pretty advanced state. you can really make a major impact on the world. What's the impact that you hope to make with MUSE? I think allowing this industry, which we're targeting,

which is the food and beverage, specifically food commerce, allowing automation and AI to really successfully optimize and take it to the level that the usage wants to be, which is very limited in this industry with it being so fragmented, it when you're talking about where we're starting, which is quick service restaurants. And that's a franchise model, right? So when you're franchise due or having a thousand, you know, anywhere the 20,000 locations, which not only run on many different third-party systems from PO, CRP, staff scheduling,

labor, reservations, compliance, supply, not only do you have these many different systems, you know, in one country alone, but when you're franchising, we're operating in 40, 50 different countries and all these different countries have all their own different systems as well. And when they're all third party, they're not in-house, they're not centralized. It'll be very, it's very difficult to optimize from AI or automation if you don't have all this data gathered in one place. So our first and four most biggest mission is to, you know, be, have the largest aggregation of data in this industry ever that is holding and finally unifying all these systems in

the one, you know, self-learning. brain for these large groups to optimize. And then based on this aggregation that we now have, which is fully complied and piled into one sector, we can then use machine learning and agenda technology to optimize it, but not only when we can aggregate it together. To see many large companies failing with pilots and losing hundreds of millions on some of this technology that they've been trialing and inputting, based on, you know, simply you cannot get the results out by integrating into one software.

You cannot expect to go into one POS system and try to deliver and optimize for 100% results. There's a reason why these groups can't do it. They can't afford to shut down. When you're talking about a burglick communication, that leakage, yes, let's say their profit is very, very low already, two to six percent margin. And your leakage is maybe three to four percent.

But if they were to shut down that location and try to optimize for it for what they do in that one day, it just doesn't make sense that the loss even from that one day of shutting down doesn't compile back to that amount of leakage. So we're really trying to be that invisible back a house. It's not easy because it hasn't been solved yet. But that's a long-term goal. You've done this with now your two friends. You also built a multi-million dollar merch business when you were teenagers from what I read. how is it working with the three of you?

The boys are exceptional. They're complete weapons. You know, hungry, incredibly hungry entrepreneurs from, you know, serial, from one of I think being 12, 13 years old, you know, already. I don't know if you can mention it, but, you know, trading and, you know, doing a lot of things under their parents' names and making things happen from when they were 13, 14 years old. really having to have their cameras off on Google meets and calls just so people don't actually see that they're 16 and 17-year-old kids that are orchestrating and behind some very large

companies and some of the largest CPG and beauty technology products in your countries like Israel and the US from not even being 18 years old. So they've been done incredible great things. I met William 11 years ago in Australia. even though he's not Australian, his dad, I think's Australian, and he's some Swiss nationality. I don't even know what he classifies himself under, actually. I think he's got an Australian passport,

but he lived in 10, 11 countries over the term. And then George is also our co-founder, our CCO, who I met through William when they were at boarding school, because I met him six years ago. And George is a completely huge fanatic, one of the smartest guys. as we know. And it's a very, very nice mix between us all that we're able to maximize. It's important that you have that blind trust between each other, that you know you can go a week away if you

have other commitments or days away and know that the other people are going to be able to execute while you're in the dark. Sometimes it can be an incredible experience having partners. I've also had experiences where it could go the other way. Did you all come together and did you create defined roles? the three of you have really, really different skill set. Did you define what each person is going to be doing so there's no anger towards one another? Yeah, I think to be honest, it kind of joined in organically to building up to where we are. You know, it really has grown and the idea has narrowed down and pivoted into where it has now, you know, by the help of one another.

And we really, I think it was either end of December. last year, beginning of January, where we really took three, four days of outlining all roles that the team were going to be managing and putting that and dissecting it. And it isn't easy to do. It sounds a lot easier when you just mention it in your head and you're going to appoint roles, but really tackling that down and when you put everything on paper of all the things that there are to do. And now it's quite clear cut.

Definitely when you're in this still early stage, you are overlapping a bit, but overlapping in an organic way where you're helping each other out and not necessarily stepping, you know, on people's toes, which is nice. And I think naturally as we move forward and you have more hires and more people in coming onto the team, you definitely start to be more verticalized than some of your focuses, which gives you, you know, greater control and greater coverage. But the moment it's been great. Last question for you. My wife and I wrote this book over here called Unlimited Possibilities. it's breaking through barriers that you did not think was possible.

What was a barrier that you broke through? Sounds like there's many, but what is one that really stands out of a moment that you broke through that you didn't think was possible? That's a good question. I think, you know, firstly on the racing, on the racing side,

everyone dreams obviously of making Formula One. Also, you know, although when I was back in Australia, I had a go car trap with 1,000, 500 kids. And if you asked any one of them, they would have, you know, said that they want to be a Formula One driver when they grow up. And then you get to Europe and you're racing on the world stage of go-karting and you have 1,000 kids there in Europe at the World Championship of karting event. And you're only a couple years older and you ask them and all, you know, all 1,000 of them

would say they want to be a Formula One driver when they grow up. And I look back to that, to that day now. And I think, you know, two of us ended up, you know, from there. ended up getting to the point and that was you know go-karting which is where you know prior to going into car racing that's you know where everyone starts and all 1,000 of those kids are pushing for and to think that out of 1,000 of those that only two of you end up getting there it's quite surreal and you obviously believe it and you dream of it but actually it happening is another element so you know to achieve my goal there was you know it was very cool and it was more on the essence of like once you break through that that ceiling it's it's um it's then

unlimited of how far you can go it was more of like if a lap time your target lap time around the track was a one minute 30.0 and once you then done broken that one minute 30.0 you're 129 point now nine or whatever it might be now it's unlimited you know it's from where you can go from there it's a there's there's no barrier um and then as well um on you know in this segment now of where we're at and to know that's, you know, that's gone from an idea of, you know, into, let's say, a little bit foreign territory for me, you know, orchestrating it, putting it together, it's very easy for, you know, let's say it gets tough and shit, it's hitting the fan and and you go cold for a week, things, things are not happening. It's very easy just to, you know,

let's say fold it in or for things to not execute and go exactly how you want or for it just to be mediocre, but for us to actually have gotten where we've gotten to to be, you know, with some of the largest, you know, brands in the world in this KSI industry already after such a short period of time and to actually be executing on a level that we are, you know, big numbers start to, you know, let's say feel familiar very quickly, but I think if you step away and realize actually, you know, what you're working with and what that felt like or what that looked like only six months ago, it's great. a surreal feeling. So hopefully we'll be able to share more on that in, you know, as time goes

on. And yeah, I think there is unlimited possibilities now to, it's as big as we want to, as we want to make it. I think it comes back to what we're saying offline as well of your perception, right? You know, from your mindset that you put yourself into what's good, what's acceptable and what's achievable. And you get comfortable and you can get comfortable very quickly. But that's where I like the pressure. I'm never, you know, never being comfortable, never getting over comfortable and always try having for more. But Jack, this has been great.

Co-founder and CEO, Mews, incredible what you're doing. And thank you for joining us today. Thank you so much. I really, really appreciate it. It's been great to chat.