From vision to victory

GB Snowsport's Head Coach, Pat Sharples, explains how the vision of their leadership becomes real on the slopes.

GB Snowsport has created a single high-performance culture across its 12 disciplines, based on the principles of trust, discipline and purpose. While that vision is set by CEO Vicky Gosling, its day-to-day reality is down to the world-class coaches who have been recruited for the job.

Head Coach Pat Sharples oversees their efforts, providing a bridge between the organisation’s leadership and coaching staff, and ensuring they are aligned with the common goals and values of the organisation. With his support the coaches make the “one team: one mission” mentality a reality during training with the athletes on the slopes and in the gym.

From athlete to coach

Sharples’ journey into skiing began on local dry ski slopes in the UK, where early access to snow was limited and support minimal. “As an athlete, I was almost winging it,” he recalls. Without structured coaching or support, he had to figure things out on his own – an experience that would later inform his coaching philosophy.

“When I transitioned into coaching, I reflected on what would have been truly supportive for me as an athlete back then,” he explains. That meant creating an environment where athletes feel safe and confident to take risks in a dangerous sport, while also providing clear technical feedback to help them improve.

Pat Sharples, GB Snowsport Head Coach, wins Coach Award at UK Sport PLx Awards

Listening first, leading second

Each GB Snowsport discipline has its own distinct culture, personality and training environment. Sharples admits there was no blueprint for his role when he began. Success has come from understanding and respecting those differences.

“It’s sometimes quite easy for people to come in and feel that what worked in one discipline will work everywhere. That’s not always the case,” he explains. For Sharples, effective leadership starts with listening – understanding what each discipline and individual needs to perform at their best and shaping the conditions around that.

This attentiveness extends directly to the athletes as well. Sharples balances individual and collective goals through performance planning that is largely athlete-led. While coaches and support staff contribute, athletes set the direction of their own development, creating buy-in and accountability.

“It’s about creating an environment where they can all achieve their individual goals under that team umbrella,” he explains. The approach fosters autonomy, responsibility and confidence, while ensuring personal ambitions remain aligned with the wider aims of the organisation.

Navigating the unknown

Leadership in snow sports also means managing uncertainty. Equipment can fail, weather can change at the last minute and a single run can swing results dramatically. Sharples keeps his team grounded by focusing on the controllables – preparation, training and building confidence. “My job is to make sure athletes are prepared and confident in what they can control. If it doesn’t come together, but we’ve done everything in our power, we can walk away with our heads held high,” he says.

Setbacks, whether injuries or disappointing results, are inevitable. For Sharples, providing consistent support during those moments is essential. “The injury side of it can be a very lonely time for athletes. Making them feel that you’ve got their back 100% through those difficult times is really important,” he notes. Strong communication and a sense of collective responsibility help ensure that athletes and coaches remain connected, even when challenges are faced individually.

A team on the rise

Under Sharples’ leadership, GB Snowsport has grown into a multi-discipline force, winning medals across World Cups, World Championships, the Paralympics and the Winter Olympics. Yet for him, success isn’t defined solely by podiums, but by demonstrating what is possible for British athletes – many of whom over recent years have come through grassroots programmes and working-class backgrounds – when the right support structures are in place.

“A big part of this next chapter will be developing and supporting the next generation,” he says. With over 70 artificial ski and snowboard centres in the UK, the grassroots pathway is strong. Sharples is clear that sustaining success means continuing to invest in those early stages – developing not only future athletes, but the coaches and leaders who will support them.

Pat Sharples

Head Coach, GB Snowsport