Andrea Stalletti
Entrepreneur | Studio Tetti Stalletti S.R.L.
The story of Andrea Stalletti - Entrepreneur | Studio Tetti Stalletti S.R.L.
I grew up breathing the scent of wood. My family has been in this world for five generations: a historic sawmill that has spanned eras, transitions, and industry changes. In the '70s, my father decided to expand the business by starting to build roofs, and from there, Fratelli Stalletti S.A.S. was born, founded together with my uncle.
When CNC machines arrived in the early 2000s, we realized it was time to make another leap. We transformed the company structure and founded Studio Tetti Stalletti S.R.L., with the entry of my brother and me. It was a natural but significant transition: combining tradition with the need to modernize processes, structure, and vision.
Over time, however, I realized that the word "roofs" no longer truly represented what we did. The term evokes a somewhat undefined artisanal imagery, distant from the evolution our company had undertaken. Today we create coverings, structures, and wooden buildings, carports, pergolas, arbors, and complete constructions. We remain wood specialists, but in a much broader and more contemporary way than where we started.
Despite this, for years I remained trapped in the day by day. Construction sites, urgencies, weather, clients, unforeseen events: every day seemed decided by events and not by me. I kept postponing important decisions, even though I knew I would have to face them sooner or later. I already had the idea that it was time to structure the company differently, but I didn't know where to start. Or, more honestly, I couldn't find the mental space to do it.
Entering Private Community was the first real interruption of that cycle. The CED™ (Core Emotional Desire), the work on Vision and Mission, was a turning point for me. Not because it contained new information, but because it made visible what had always been there, buried under routine. Putting in black and white why I do this work and where I want to take the company had the effect of organizing everything: the family history, the skills acquired, the desires, the responsibilities, the future.
An important step in my journey was realizing that it was no longer enough to "carry on the company." I felt the need to give it a clear direction, especially thinking about the next fifteen years and the issue of generational transition. I have two teenage daughters who are starting to question their future, and I myself could no longer afford to ignore questions like: what kind of company do I want to leave behind? In what form? With what foundations?
With Combine® I started working concretely on everything I had been postponing for years. An example is the management system: I knew we needed a serious ERP, suitable for the complexity of high-altitude projects and collaborations with other companies. But for a long time, I circled around the issue without really addressing it. The focus sessions helped me define the essential requirements, prioritize, make decisions, and carry on the work consistently.
Another area I unlocked was personnel recruitment. Today the most critical resource is not the client, but qualified labor. With Combine I obtained practical tools: sheets, evaluation criteria, suggestions for conducting interviews. I saw 25 candidates in one day, presenting the company with a clarity I had never had before. It was a moment when I experienced firsthand what it means to have structured support.
Then there's the more human aspect. During the CED™ (Core Emotional Desire), I happened to embrace a person I had only met that morning, sharing deep emotions. At fifty, it's not a given experience: it reminds you that the entrepreneur is not just the role they play, but the human being who inhabits it. It's a memory I carry with me, a sort of compass in the most complex moments.
Reflecting on the past, I realize that for years I told myself "I don't have time." It was my recurring excuse. And even today, occasionally, I risk using it as an excuse. The truth is, when something is truly important to me, I find the time.
My routine is demanding: I live in Milan, the company is in Valcuvia, 90 kilometers each way. I have two daughters, a wife who works all day, a company that operates in people's homes, with real urgencies. Yet I get up at five, I'm at the company by seven, and during lunch break, I carve out an hour and a half to work out. Not because the days have become longer, but because I've learned to make space for what matters.
The community has become a place of authentic exchange, growing awareness, and concrete commitment for me. It's a space where I no longer tell myself the usual story of "I don't have time," but where I return to asking myself if I'm focusing on what's essential: the growth of the company, my personal growth, the future I want to build.
This journey has allowed me to lift my head. To look beyond the construction site, beyond the urgency, beyond the routine. To truly choose the direction again.