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Design Ready

Under Production

Ready Product

Ready to Race


the people who make the track a great place to be.


Several years ago, as I was beginning to accumulate sponsors over my club racing career, I found myself facing a 1000£ expense for a new suit after alterations and patches. Being a family man and racer on a budget, this was an enormous pill for me to swallow and I knew there were many others in my position. I shopped all of the custom offerings out there but it seemed each one had a trade-off I was not willing to compromise.

Late in 2019

Late in 2019, my partner and I were still working our full-time jobs but A.S RACING was growing – fast! It was clear that we needed to take hold of this growth before we became overwhelmed. At that time I made the decision to leave my management level job (and 25-year career in the auto industry) to begin working full-time on growing the A.S RACING brand.


Thanks to the information garnered from our friends and Racer Ambassadors, the bespoke leather line received a number of tweaks and upgrades over the past couple of years. Improvements included materials changes, addition of ergonomic improvements, and standardizing some features that are only options even on higher-priced competitors’ suits and gloves. We essentially overhauled our already very nice products to create the pro-level gear we have today – and it continues to evolve.


It was at that time that my partner and I identified a need for a high-quality, bespoke line of race gear at a great price point. With the help of our Racer Ambassadors, I developed the race suit a kit that could be fully customized and included a slew of standard safety features, yet came in at a price significantly lower than the competition. Could we make this completely bespoke suit for under 700£ with zero compromise? Using our years of executive-level management experience, Muhammad Waseem and I came up with a business model that we calculated to be sustainable while meeting our goals of top protection and excellent value. The key was keeping our overhead low, and focusing on slow and steady growth.