Motorsport

The secrets of the only Ferrari that wins. The Endurance racing prototype

Harmony, skills, good human relations. Coletta, team leader, tells how a cohesive team won two world titles and the 24 Hours of Le Mans

by Alberto Sabbatini

4' min read

Translated by AI
Versione italiana

4' min read

Translated by AI
Versione italiana

There is a Ferrari that loses and accumulates embarrassments. But there is also a Ferrari that dominates and wins. It is the Ferrari that races in the WEC, the World Endurance Championship, that of covered-wheel prototypes made famous by races such as the 24 Hours of Le Mans. In this category, which in terms of technological endeavour is equivalent to F1 but in comparison to which it does not have the great media notoriety, Ferrari has triumphed and amassed records. It won the Le Mans 24 Hours for the 3rd consecutive time and took the Constructors' World Championship title with the 499P 53 years after its last success (in 1972). In addition, the drivers of the No. 51 car became Endurance World Champions. Of the three, two are Italian: Antonio Giovinazzi (former Sauber and Alfa F1) and Alessandro Pier Guidi, a multiple GT champion in the past, always with Ferrari. The third is Englishman James Calado. An absolute domination that Ferrari has realised by winning four out of eight races in 2025 and taking all three of its crews to the top three places in the world Drivers' standings.

A comparison that strongly clashes with the F1 world where, on the other hand, Ferrari is having its worst year in recent seasons: no wins, many retirements and only fourth place in the Constructors' Championship. The difference, cars aside, what is it? The team and the organisation. But also the size.

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The F1 world is four or five times the size and turnover of the Endurance world. Ferrari F1 has a structure of around 1,500 people including engineers, mechanics, logisticians, managers. That of the WEC is composed of less than 250 people: thirty designers, two hundred technicians and about thirty mechanics on the race track. F1's investment budget is around $150 million per year, limited by regulation. In the WEC, less than a fifth is spent: around thirty million in the starting season, but much less in subsequent years because the regulations are geared towards cost containment. For example, while in F1 the teams design and build a new single-seater every year, in the WEC the car with which the championship began (in 2023 in the case of Ferrari) is "frozen" until the current regulations expire in 2029. It is forbidden to completely redesign it as is done in F1. This is to keep costs down.

So is small size the secret of the Ferrari team's different performance in F1 and the WEC? Absolutely not! The answer lies in the men and the working methodology. The Ferrari Endurance-WEC team has nothing to do with the F1 team. It consists of a much smaller nucleus - almost all Italians - led by Antonello Coletta, head of the global Ferrari Corse Endurance and Clienti activities. Who is a bit like the Vasseur of Endurance. But with more style and sympathy. Coletta, a 58-year-old Roman, has put together a winning team in recent years with stubbornness and determination. And he has made good internal harmony the secret of success.

The two categories, Endurance and F1, are also very different from a technical point of view: WEC Hypercars are covered-wheel prototypes with hybrid engines, like F1 cars. But the principle behind the WEC regulations is very different: it does not have the same fixed-displacement engine for all, like the 1.6-litre V6 turbo hybrid used in F1. The WEC is based on endurance racing, from 8 hours up to the 24 hours of Le Mans. Therefore, the regulations emphasise overall car efficiency and endurance, not pure speed.

This means that there is no spasmodic technical quest for a smidgen more horsepower to make a difference as in F1, but rather an equal power ceiling has been set (around 700 horsepower) that the hypercars must meet. And then an amount of energy is imposed, both in the form of fuel and electric kilowatts that can be used in racing. Each constructor is free to build the engine he prefers and which he considers the most suitable for going as fast as possible while consuming the energy available. Whoever solves this equation best wins.

That is why the engines in the WEC differ widely: from the 5.5-litre naturally aspirated eight-cylinder of Cadillac to the turbocharged V8 of Porsche and BMW, to the 3.5-litre V6 of Toyota and Renault. Ferrari opted for a smaller power unit: a 3-litre turbo V6 derived from the 296 GTB's road-going engine and boosted by the hybrid system. This proved highly efficient, however, and allowed the 499P to dominate the Endurance World Championship scene.

Behind the technology, there is team harmony. The real secret of success. Which leads the Ferrari team to work as a team without being influenced by envy, technical jealousies or the fear of making mistakes.

"Our strength," explains Coletta, "is that we are a young team but made up of a hard core of people who have been working together for ten years; we raced for years in the minor GT categories where we refined our technique to then win in Hypercar. Because it's not the more or less powerful cars that make the difference, but the approach to racing and the working method. Our team was put together based on individual skills, but what binds us is human relationships: with us there is no incessant search for the culprit when you don't win, but we all sit around looking each other in the face and trying to understand why it didn't go well. This helps us to develop and grow the team. We work together without creating hives and clear separations, which is the first reason why a team can implode.

The reference to F1, even if not expressed in clear words, is obvious. Over there there are complaints and accusations that drivers, team principals and technicians hold against each other, not even agreeing on the causes of the lack of competitiveness. Over here, in Endurance, there is teamwork where everyone is united and pulling in the same direction. In case of failure, the hunt for the culprit doesn't start, but we all ask ourselves together how to solve the problem. And how to aim for the next success. Which in the case of Ferrari Endurance means banally repeating themselves. Because to do even better is impossible.

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