Gabriela Mueller Mendoza: "For real change to happen, we have to shoot for the stars and set ambitious goals.”

An award-winning communications and leadership coach and diversity, equality and inclusion expert, Gabriela Mueller Mendoza has more than 20 years’ experience working across technology, corporate leadership and global sport, including the Olympic movement.

FIS is delighted to continue investing in the development of current and future leaders in the snow sports community through Women Lead Sports, led by Gabriela, a global leadership program designed to prepare women - and allies of women - to secure senior governance roles in sport through a deep understanding of systems, communication, policy design, strategy, and ethical leadership.

“The first cohort of female leaders is already making waves and with Gabriela's help and the support of our National Associations, that's sure to continue," said Sarah Fussek, FIS Integrity Director.  

And in the first of a series of Inside FIS interviews with Women Lead Sports coaches and participants, Gabriela reflects on the barriers that continue to shape access to power in sport, the skills women leaders already bring with them, and why long-term investment in leadership development is essential for meaningful change.

Inside FIS: You have worked in diversity, equality and inclusion across different sectors. What professional experiences most shaped your approach to leadership development?

Gabriela Mueller Mendoza: My career really started in the world of technology. I am a computer engineer by formal education, before I started doing executive coaching and organizational leadership coaching in sport and in corporations. One thing I noticed is that some of the same hurdles I would see in corporate environments were replicated in other sectors, including sport.

One of the key realizations was that the issue is not that there aren't women who can or will take on leadership roles. It is about access. It's about access to power, key knowledge and access to decision-making positions. That shaped my approach to leadership development, because it is not about fixing women. It has never been about fixing women. Women Lead Sports is really about helping systems fix themselves through good leadership, ethical practices, and rules that allow women to progress.

What are some of the key barriers women still face in sport governance, particularly in snow sports?

The barriers are not the same everywhere. Large summer federations have different challenges from winter federations. In snow sports, organizations tend to be more regional and have traditionally been male-dominated, not only in sport itself but in structures and systems.

In many cases, different National Ski Associations do not have the same rules, regulations, or guidelines when it comes to representation. Some have quotas, some have recommendations, and some constitutions say nothing at all. Ideally, the system should allow women through because they are great leaders who happen to be women. Quotas can be useful in some cases, but the real issue is that everyone understands the rules and has access to them.

Often, information does not reach women. It sits in silos. Many do not know when electoral processes happen or what deadlines and requirements apply, particularly after the Olympic Games. This lack of access to information has historically been one of the main challenges.

How does Women Lead Sports help participants navigate these systems?

We work closely with federations and encourage participants to speak directly with their contacts at federation or national level. We also cover knowledge and skills that many women have never been told: like the fact there are politics in sport, just like in every other sector.

For many women or former athletes, this can be a foreign concept. They believe that if they comply with the rules and apply, that should be enough. But there are other factors: stakeholder management, navigating politics ethically, presenting ideas well, and developing a strong personal brand. All of these are essential to gaining credibility as a candidate, running successful campaigns, and this is at the heart of the program.

Confidence often comes up in discussions about women in leadership. How does the program address this?

Many women enter leadership environments with confidence and self-awareness, but after spending time as the only woman in the room, especially in male-dominated systems, that confidence can take a toll. Credibility is questioned, ideas have to be repeated, and over time this has an impact.

It is important to say that this is not only the responsibility of women. Systems need to change, and there is a lot of responsibility on the men and any leader in the room to ensure clarity, transparency, ethical practices, and less gatekeeping.

What we do in the program is not empower women in the sense of giving them power. We help them remember how powerful they already are, to reconnect with their skills, strengths, and unique value as leaders. There is a big difference between not trying at all, and trying with courage and skill.

What qualities stood out among participants in the first cohort?

Winter sports are very regional, and that shapes the cohort. What stood out strongly was structure, organization, critical thinking, and systematic thinking. These are essential for mid- and long-term planning.

Many participants are former or current athletes. They bring discipline, resilience, and the ability to recover from failure. They are not defeated by one mistake, and that is invaluable in leadership, particularly in electoral processes where there is no guarantee of success the first time.

Looking ahead, how would you like to see program graduates shaping governance in the coming years?

Elections are already underway in many cases, so this is a key moment for participants to build relationships and have conversations with potential voters. In many sports, elections take place after the Olympic Games cycle. Once they reach decision-making tables, it is important to be ambitious.

Aiming for 20 percent representation does not change systems. Research shows it stalls progress. Thirty percent is better, but the real goal should be 50-50, because that reflects society. Federations that aimed higher from the start reached their targets faster. If you shoot for the stars, then you might still land on the moon!

Leadership investment is not short-term. It took many years for a woman to reach the presidency of the IOC (International Olympic Committee). This did not start yesterday. Federations need to take a long-term view and hold themselves accountable. Even if targets are not met immediately, the results will improve when there is sustained, meaningful investment.

Why should National Ski Associations nominate candidates for future Women Lead Sports cohorts?

The program builds long-term capacity and a pipeline of leaders. It is a marathon, not a sprint. Leaders in those NSAs and participants need to understand the commitment: they need to show up, engage fully, and do the work together. This is not a PowerPoint presentation. These are productive weekly leadership boot camp sessions.

It is not about getting things perfect. It is about trying, growing, gaining strategies, and future-proofing careers in the sport they love. At organizational level, I also want to acknowledge FIS for taking a long-term, visionary approach in recent years and for supporting cohorts of very high quality.