The heart of winter sports in Spain beats in the very centre of Madrid. At number 16 Calle Ferraz, just a few metres away from the hustle and bustle of politics and city life, the walls of the headquarters of the Royal Spanish Winter Sports Federation breathe passion, strategy and snow.
There we are greeted by Olmo Hernán, general manager and sporting director of the RFEDI, a man who knows the mountains inside out: he was an athlete, coach, physical trainer and, for years, manager of a project that seeks to take Spanish winter sports to a new dimension.
At a key moment for national skiing and snowboarding—with a mature strategic plan, a historic budget, new scholarship programmes, and sights set on the 2026 Milan-Cortina Games—Olmo represents the new generation of sports leaders who combine specific training (CAFYD), experience, technical knowledge, international vision, and social awareness.
In this extensive conversation, we review with him the challenges and opportunities facing the RFEDI, the changes coming from the International Ski Federation, the evolution of our most outstanding athletes, and how Spain can join the world elite in winter sports. An in-depth dialogue that reveals the pillars on which the RFEDI is based today: professionalisation, sustainability, equality, and a deep commitment to serving the sport.
Table of Contents
RFEDI strategy and the Milan-Cortina 2026 Olympic Games
The Olympic horizon is approaching, and with it a new opportunity to consolidate Spain’s role among the international elite in winter sports. On the eve of Milan-Cortina 2026, the Royal Spanish Winter Sports Federation is at a decisive moment: a historic budget, a reinforced technical structure and the creation of the Spainsnow Foundation mark the beginning of an ambitious phase, focused on both high performance and grassroots development. In this first part of the interview, we talk to Olmo Hernán about the objectives, challenges and strategic vision that will guide Spanish snow sports in this Olympic cycle.
What is the roadmap you have designed to arrive in the best possible condition at Milan-Cortina 2026?
We have devised a strategy based on two pillars: constant analysis and stability in management. Throughout 2022, we conducted an in-depth review of all technical and organisational processes, identifying areas that needed greater consistency and those where coordination between teams needed to be strengthened. Our goal is to ensure that every talented and promising athlete has everything they need to reach their maximum competitive level.
“We are providing all the necessary resources to win medals again.”
Olympic planning is not just a sporting project; it is also a question of management, internal cohesion and clarity of objectives. In this regard, the first step was to build a solid model that would maintain institutional stability and allow us to work in the long term, beyond immediate results. When we arrived, we found a federation in a state of technical bankruptcy, with a very significant inherited debt, and we had to implement a strict viability plan to clean up the accounts and ensure the sporting and economic survival of the RFEDI. From there, we have been able to consolidate structures, generate stability and also achieve results: Olympic medals and diplomas have been won. Everyone wants more, but the reality is that it is not easy. It is worth remembering that it took many years to win another Olympic medal and it depends on many factors, although we are providing all the necessary resources to make it happen again.
Milano Cortina 2026 will be the first edition of the Winter Games with a polycentric model, with experiences shared between Milan, Cortina, Valtellina and Val di Fiemme. What do you think of this format?
It is a format that has both positive and negative aspects. On the positive side, it distributes the events across different areas of the country, and each region will have its moment in the spotlight, which is positive because it generates synergies and has a greater impact on the different territories. Furthermore, it is a model that will surely be replicated in future games because it attempts to use existing facilities and avoid making huge investments that will later fall into disuse. Therefore, I believe it is much more sustainable than focusing investment on a single territory, building everything, and then having it go to waste.
“The spirit of camaraderie between disciplines, which has always characterised the Olympic Village, is being lost somewhat.”
However, there are negative aspects such as the logistics of the teams. There will be several small Olympic villages at each site, and this polycentric model means that the spirit of camaraderie within the village, between the different disciplines, is somewhat lost, as they are all divided by discipline: men’s alpine skiing in Bormio (Valtellina), snowboarding and freestyle in Livigno (Valtellina), cross-country skiing in Val di Fiemme… To a certain extent, the spirit of camaraderie between disciplines that has always characterised the Olympic Village is lost: that exchange of cultures, experiences and common motivations, and this will make the more human side of the Olympic Games a little more difficult, as well as the camaraderie between athletes.
You have often mentioned the importance of placing the athlete at the centre of all decisions. How does that translate into the Federation’s daily practice?
Our philosophy is clear: athletes come first. Everything else — structure, sports policy, technical or budgetary decisions — revolves around that premise. Putting athletes at the centre means listening to them, understanding their needs, providing them with real tools, and measuring the impact of each decision on their performance and well-being.
“The key to the RFEDI model is to put the athlete at the centre.”
It also involves something that is not always visible: generating stability. Talent needs continuity, and continuity can only be achieved with a stable structure, trained technical teams, technology that helps measure and optimise work and, of course, a transparent relationship with sponsors. Major institutional and private supporters must feel part of the process, convinced of the project, not only as contributors but as allies on a common path towards excellence.
The Spainsnow Foundation was created with the aim of promoting equality, sustainability and support for young talent. What specific impact do you hope to achieve with the first scholarships and projects underway?
The Foundation is a fundamental instrument because it allows us to act in a manner that complements the federative framework. Thanks to it, we can develop projects that do not entirely fit within the traditional structure of grants or subsidies, but which are vital for the growth of sport: support for promising athletes, technical training, infrastructure improvements, and equal opportunity programmes.
“It is a tool that gives us flexibility, transparency and the ability to reach places that the federative structure cannot.”
It also offers us flexibility to reach areas where public regulation is more rigid.
We can, for example, channel support from companies or institutions to specific projects, ensuring transparency and efficiency. In short, it is a tool that allows us to reach beyond competition and strengthen the social and economic sustainability of sport.
International and FIS – Governance and the future of skiing
Changes in the International Ski and Snowboard Federation (FIS) are redefining the global map of winter sports: new governance models, centralisation of audiovisual rights, greater emphasis on sustainability and transparency in management. These global transformations have a direct impact on national federations such as the RFEDI, which must adapt and position themselves with vision and balance.
The FIS has embarked on a new phase with the centralisation of audiovisual rights and a more global commercial structure. How might this affect Spain’s visibility and the resources it receives?
The FIS has had two rather turbulent years with political issues. The conflict is natural because there has been a radical change in the way television rights are distributed and, therefore, marketing duties and rights, but also the responsibility of the organisers and the prominence of each country within the circuit, etc.
At this point, on 16 October, I can say that expectations are good because we have managed to get Austria to join this model and we, as an emerging country—I don’t like to call it small—I think we can benefit within the FIS circuit. I sincerely believe that we can come out stronger because the global FIS business should grow.
“The centralisation of FIS audiovisual rights could benefit emerging countries.”
Firstly, because there is a centralised sale of rights by a single entity. The product obviously has a greater impact and this model has already been implemented and tested in Formula One, MotoGP and tennis. And it works. Secondly, it allows you to do things that were not possible before. For example, I have heard that Disney wants to make a series related to what top-level skiers do, and I think that kind of content can only be made if you have total control over the product. You cannot make a recording in Kitzbühel (and the legendary Streif) and then go to Wengen (Lauberhorn) and not have a similar recording because you do not have the rights. So with that centralisation, from an economic point of view, we’re already winning. For example, we have a platform for collecting videos and using them on social media. This method makes it much easier for us to generate content.
The athletes themselves can record themselves and download their content, and all of that has an impact. It is true that the FIS has invested heavily in personnel and in the profile of the entire communications and sponsorship area, and right now it is very well structured, and I think it can be positive for Spain and for other countries.
I would like to emphasise that Spain is a large market for snow. It is a large country that could bring a large audience to these television markets. But for this model to really work, we say it openly:
“With the global sale of rights, FIS gains consistency and countries such as Spain gain visibility.”
It is not a question of distributing resources equally, but rather of offering specific support to those countries which, despite having limited structures or reduced activity, are working determinedly to grow.
Countries that have been committed to developing skiing for years through hard work, investment and dedication deserve additional compensation within this centralised system. Ultimately, it is also in the FIS’s own interest that these efforts continue and that more nations are able to establish themselves on the international stage.
It is essential to incorporate and consolidate markets such as Brazil, Spain and Argentina. These are large countries with a sporting tradition and a significant social base, which have already had international role models at different times. If these role models are reinforced and new figures capable of inspiring younger generations emerge, the impact on skiing and on the FIS itself would be very positive.
The FIS international calendar faces a significant environmental and logistical challenge. Does the RFEDI support a more sustainable reorganisation of competitions and what does it propose to achieve this?
It is a complex issue, as we need to balance the “show” that sport represents and the international distribution of sport with, obviously, reducing the carbon footprint that we are all committed to in our daily lives. We need to take a broad view. On the one hand, we must maintain a competition that is present in many countries, not just in Central Europe, where travel distances are shorter but the reach would be limited. Skiing is practised all over the world and it is important to reflect that diversity, while avoiding chaotic or oversized planning.
“There is a great opportunity if we extend the season slightly.”
The calendar could be extended beyond March, as is already the case in freestyle and snowboarding, and even include some events in the southern hemisphere. This would be a way to make better use of the athletes’ preparation, as they train for eight or nine months to compete for just three.
With such a concentrated season, any setback—an injury or the flu—can knock you out of a significant portion of the competitive year. A broader, more balanced calendar would be fairer and more sustainable for everyone.
From a sporting perspective, extending the season makes sense. But to do so responsibly, we must plan with stability and foresight. A predictable calendar helps reduce unexpected transport of equipment and, therefore, the carbon footprint generated by the circuit’s logistics.
It is also important that events are designed to be sustainable in the long term. In this regard, the FIS is taking on a prescriptive role, and national federations are learning and adapting. However, this transformation requires very clear dialogue with ski resorts, which are key players in issues such as piste grooming, snow production and the choice of dates.
Now is the time to prioritise these decisions, because they will determine whether we can continue practising this sport in the coming years. Our daily challenge is to find that balance between maintaining a high competitive level and minimising environmental impact. That is, ultimately, the true standard set by the FIS today.
The new technical requirements of the FIS pose a challenge. Is Spain prepared to adapt and remain competitive?
We were recently in Barcelona at a meeting with ski resorts, federations and clubs, discussing precisely this issue: how to balance innovation, regulation, safety and costs. It is a challenge that requires a global vision, because technical decisions have a direct impact on all levels of the sport. It is not a question of seeking easy headlines or simplifying the debate. Safety and technological developments must be addressed rigorously, through dialogue and with a complete understanding of the economic and operational implications involved.
Many injuries are not caused by a single fall, but rather by accumulated fatigue or poorly managed training loads.
Regulation is necessary, but we must always analyse its real impact on athletes and families. Improving safety — whether through airbags, protective fabrics or cut-resistant systems — comes at a cost, and a reasonable balance must be found.
Skiing is, by nature, a risky sport. The pursuit of speed, jumps and pushing the boundaries of comfort is part of its essence. But it is our responsibility to do everything possible to minimise that risk and protect athletes in all circumstances. In Barcelona, we are not only talking about external equipment, but also wearable technologies and training for technical staff. Many injuries are not due to a single fall, but to accumulated fatigue or poorly managed training loads. That is why our greatest contribution as a Federation is to offer tools and training: technical workshops, prevention programmes and control protocols. The risk cannot be eliminated completely, but it can be reduced to the minimum possible. And that must be the common goal of all of us who are working for the future of skiing.
What role does RFEDI play within FIS, and how much influence does Spain have in international decision-making? Do you feel that our voice is stronger today than it was a few years ago?
I have been with the Federation for ten years and I can tell you that in the early years no one listened to us: they didn’t even greet us. Thanks especially to the work done by May Peus with the Council, today we are very well represented within the FIS and, above all, we are listened to. Not only because of the value of their vote —remember that the Council is made up of just seventeen members and each decision carries great weight—, but also because of the influence that comes with being at the forefront, directly participating in key decisions.
“Today, the RFEDI is not only listened to, but sometimes serves as a reference point.”
Furthermore, in recent years we have consolidated excellent relations with various countries. We maintain close contact with Chile, Argentina and Andorra, with whom we share common interests, as well as with Switzerland and Austria, which are leading players on the international circuit.
At present, the FIS is represented by the two factions that contested the last elections, led by Johan Eliasch and Urs Lehmann, and we have managed to maintain a constructive relationship with both. This balance allows us to participate in relevant discussions and be taken into account on important issues such as innovation, the development of emerging countries, quota management and participation quotas.
Today, the RFEDI is not only listened to, but on some occasions serves as a reference point. People are interested in how we are doing things in Spain, and that, quite frankly, is something that had not happened before.
High performance – Athletes and results
Behind every medal and every bib number lie years of quiet work, training, travel and sacrifice. Spain is enjoying a brilliant generation of athletes — from Lucas Eguibar to Queralt Castellet, from Audrey Pascual to Jaume Pueyo and other emerging talents — who are paving the way to Milan-Cortina and beyond. In this part of the conversation, Olmo Hernán breaks down the keys to high performance: physical preparation, team selection, technical planning and human support that enables athletes to reach their maximum level.
You’re coming off a good season with many athletes performing at a high level. What sporting goals have you set for 2025–2026 in each discipline?
We’ve had a very good season. In addition to Audrey Pascual’s great performance, whose explosion has been spectacular, we’ve also had excellent results from Jaime Pueyo and several cross-country skiers, which is great news for Spain. Having top-level athletes competing in the Cross-Country Skiing World Cup now shows that the groundwork is paying off.
They are joined by other young people who are making great strides in alpine skiing and snowboard cross. There are also new generations growing up in disciplines that are not yet Olympic sports, but could soon become so. In fact,
“On 16 December, the FIS will vote in France on the possible inclusion of freeride in the Olympic calendar, a key decision that we support from the Federation.”
This inclusion would allow two of our international stars, Abel Moga and Núria Castán, both world leaders in freeriding, to take part in the Olympic circuit. It would be a very important step not only in terms of sporting and media recognition, but also at an institutional level, as it would open the door to more public aid and support programmes.
This year we are facing a crucial season, with the entire World Cup underway and the 2026 Olympic Games (February) and Paralympic Games (March) on the horizon. These are the major goals of each four-year cycle, but our planning is not solely focused on them: we prepare for each season with a global vision, taking care of each athlete’s peak form and progression.
I expect stronger results from Juan del Campo and Quim Salarich in the World Cup. Both have the ability to consistently rank among the top 15 in the world; the difficult part is not getting there, but maintaining that stability. I am also confident that Albert Ortega and Aleix Aubert, in giant slalom, can consolidate their positions in the top 30, and that we can regularly count on two Spanish places in the second run.
“The new Spanish generation arrives with talent, ambition and the experience of those who have already reached the podium.”
The group of young athletes is also growing rapidly. Athletes such as Luken Garitano in alpine skiing are beginning to gain experience in speed and show their potential. In snowboarding, Lucas Eguibar and Álvaro Romero continue to be our leading figures: both have achieved podium finishes and victories in the World Cup and are facing the season with real chances of winning medals in Milan-Cortina 2026.
For her part, Queralt Castellet, one of Spain’s most veteran and decorated athletes, remains a serious contender for the podium. She already won a medal at the previous Games and, at 36, she faces her next Olympic event with the same enthusiasm and determination. Behind her comes a promising generation with names such as Nora Cornell and Unai López, who are beginning to stand out on the international freestyle snowboard circuit. In freestyle, we have great talent such as Javi Lliso, who won an Olympic diploma in Beijing, and Thibaut Magnin, as well as a team in moguls made up of the Verdaguer brothers (Lucas, Oliver and Anton), who also have a chance of being in the world’s top 30.
In Paralympics, Adrián Pascual was one of last season’s big revelations, dominating the World Cup. And last but not least, cross-country skiing, with the outstanding progress made by Jaume Pueyo. Last season, he managed to finish eight times in the top 30 in the World Cup, confirming his enormous potential.
How is it decided who joins or leaves the national teams? Are results, potential or long-term commitment valued more highly?
The process of joining and remaining on the teams is based on objective criteria, which are known to all athletes from the start of the season. Each year, the requirements for admission and continued membership are published, drawn up in conjunction with the technical directors of each sport.
We know that strict application of the criteria may seem harsh, but it is the only way to ensure transparency and accountability in the management of public money.
“We prefer to be selective in our admissions rather than include someone without being able to offer them the right conditions.”
On occasions, when an athlete has suffered exceptional circumstances, we have made efforts to offer an extension, but the general rule is clear: joining the national team means having all the necessary resources to compete at the highest level.
We prefer to be selective in our admissions rather than include someone without being able to offer them the right conditions. It is a model that prioritises quality over quantity and seeks, above all, to optimise investment and ensure that every athlete representing Spain truly has the opportunity to reach the highest level.
From grassroots to elite level: strengthening the partnership between the RFEDI and the resorts
The development of Spanish skiing inevitably involves ski resorts: they are the place where clubs are formed, athletes train and the first vocations emerge. But they are also the place where the real accessibility of the sport is put to the test. In this part of the interview, Olmo Hernán reflects on the need to strengthen collaboration between the RFEDI, ATUDEM and ski resorts, and on how to ensure that no young talent is left out due to a lack of resources or adequate facilities.
How can collaboration between RFEDI, ATUDEM and the resorts be strengthened in order to identify and train new talent?
I believe we have made significant progress in terms of synergies and communication with ski resorts in Spain. This is not only due to technology, but also thanks to the people who are currently at the helm of some key resorts. We maintain weekly management contact with many of them, which allows us to better understand what we need from each other: what the Federation demands and what the resorts can offer.
How can we continue to improve together? By continuing to communicate, innovate and share information and experiences. We can do this through training sessions, such as the one we held recently, or through the collaboration channels we use on a daily basis. Competition, athlete training, event organisation and the use of technical equipment provide invaluable knowledge that, in a way, turns resorts into true laboratories of innovation.
“What you learn in sports can then be applied to recreational skiing.”
Today, technology allows us to take another leap forward. We can place a GPS on an athlete and track their route, their level of fatigue, the most used areas of the resort, or the type of snow in real time. All this information helps us to improve the skier’s experience and personalise the sport.
This same technology can be used to open up skiing to a wider audience: people with disabilities, young people in training, master skiers or beginners who require adapted conditions. The Federation can plan competitions at the best times of the season, when conditions are at their best, and contribute to more efficient management.
Ultimately, the important thing is to maintain a common vision. And I feel that today, the Federation and the resorts are moving in the same direction: improving the skier’s experience and ensuring that Spain continues to produce top-level athletes. There is room for improvement, of course, but we have a solid foundation. If we continue to focus on technology, communication and cooperation, we can grow together and consolidate that progress.
What measures is the RFEDI promoting to democratise access to skiing and support families with limited resources?
In recent years, we have seen a clear change in leisure habits, especially among young people. The pandemic accelerated this transformation, and today there is enormous competition for attention, with immediate and digital entertainment options.
However, contact with nature and snow continues to offer something unique: a real, physical experience that generates values and emotions that no screen can replace. I believe that this need to reconnect with authenticity will grow again and that the mountains have a lot to offer in this regard.
“Contact with nature and snow offers something unique: a real experience that no screen can replace.”
The Federation supports initiatives that facilitate first contact with snow: programmes such as “A Day of Skiing” in Catalonia, the introductory programme in Navarra, and school programmes promoted by the Granada Provincial Council. Thanks to these initiatives, many families discover the mountains and skiing for the first time.
The challenge lies in maintaining that connection: ensuring that those who try snow sports once want to return. That is why we work alongside clubs and regional federations to ensure that this first experience becomes a lasting relationship with the sport and the mountain environment.
Connecting with the digital generation: the new challenge for Spanish skiing
The mountains are changing, and with them, the way we understand sport. New technologies, applied science, data measurement and sustainability policies are shaping a new paradigm in ski and snowboard management. Spain is no stranger to this revolution. In this final part of the interview, Olmo Hernán reflects on the importance of innovation, environmental responsibility and the need for technical progress to be accompanied by an ethical and sustainable vision of sport.
What content strategies do you have for turning competitions into “sports entertainment” and growing your audience among young people?
I remember when I joined the Federation in 2014, I was surprised that there was still no clear digital strategy. Social media was already commonplace, but it was considered expensive or secondary. Since then, we have undergone a real transformation: today it is one of our greatest communication opportunities.
Unlike other sports, winter competitions do not always generate large live audiences. However, we have managed to spark interest by showing what goes on behind the scenes: training, preparation, the athletes’ lives. This has allowed many athletes who previously went unnoticed to now have a community that follows them and identifies with them.
“Young people do not always watch races live, but they do consume content on social media: that is where we need to be.”
That visibility is hugely valuable because it allows us to offer real returns to sponsors and connect with new generations. Young people don’t always watch the races live — because they’re out on the slopes themselves at the weekend — but they do consume highlights and content on social media. That’s where we need to be.
That is why we are investing in high-quality, accessible and positive content that inspires and fosters a sense of belonging. Social media has given us the opportunity to reach audiences we could not previously reach and to build a community around Spanish skiing.
I believe that is our responsibility: to show that snow is also part of the digital present and that it can generate attractive, authentic and motivating content for the new generations.
The human side of leadership: Olmo Hernán
Beyond budgets, results, and strategies, there is one dimension that defines every person who leads a collective project: the human dimension. In this final part, we delve into the more personal side of Olmo Hernán—his approach to managing RFEDI, difficult decisions, lessons learned, and the vision for the future that drives him to continue building the path for Spanish snow sports. A conclusion that reminds us that behind every structure and every sporting success, there are always people who believe, work and dream.
What advice would you give to Olmo ten years ago, when you took on this project?
I would tell him to surround himself with good people, people who are passionate about this sport. That has undoubtedly been one of the greatest successes of recent years. We have been fortunate to have an exceptional team, who may not always appear in the photos, but who are the ones who have really made this growth possible: going from a budget of two and a half million to more than seven million euros.
When we arrived, May Peus and I went against the grain. We won by one vote and arrived with new, even uncomfortable ideas that generated some scepticism. Some were utopian, but others proved to be necessary. The important thing was to remain true to our principles, commit to professionalisation, and avoid those who seek to take advantage of the system without contributing to the sport.
“Consistency breeds respect.”
Ultimately, the secret lies in surrounding yourself with honest and passionate people who work with conviction and not for personal gain. In sport, passion is a natural filter that separates those who do it out of vocation from those who do it out of convenience.
Furthermore, I would remind you that every project, no matter how inspiring, needs a solid financial foundation. Without funding, nothing works. But that stability is not achieved solely by seeking sponsors, but by building credibility. It is not enough to be professional; you have to look the part and prove it with facts.
Over the years, we have gained credibility because we have been consistent: we have made difficult decisions and stuck to them, even when they were unpopular.
People know what to expect from you, and that is what gives an institution its strength. We have also been fortunate to have an extraordinary support network: specialists in legal, fiscal, administrative and innovation areas who collaborate altruistically. They are top-level professionals who contribute their knowledge because they believe in the project. This network of expert volunteers, whose value is impossible to quantify, is one of the greatest strengths we have built.
If you had to choose two measures to multiply the performance of Spanish athletes, what would they be?
There are no magic formulas, but I believe the key lies in long-term planning and the intelligent use of technology. Results are not achieved in two years; they are built over ten. An athlete may have ups and downs, but they need to know that they are part of a system that is focused on their long-term development.
“If I had unlimited resources, I would invest them in the grassroots: that is where the future of top-level sport is built.”
Technology is changing the way we train: sleep analysis, physiology, biomechanics and load control provide us with data that we did not have before. In other sports, this has been implemented for decades; in skiing, we are just beginning to apply it rigorously, and there is a great opportunity there.
And if I had unlimited resources, I would invest them in the foundation and technology: more training days, better monitoring, specific programmes for young people — especially women — and systems that ensure that every athlete trains well from the age of 12 or 13. That is where the future of high performance is built.
And looking ahead, what legacy would you like to leave as director of the RFEDI?
I would like to leave behind a solid Federation that functions independently of the people who run it. One that does not depend on names, but on a professional and stable structure. I am concerned that, historically, there have been too many ups and downs; that is why I am trying to build a model that has institutional inertia, one that will remain in place over time even if things are not done perfectly.
My greatest pride would be to have formed a team of people who are better than me in every area, capable of sustaining the project with autonomy and vision. And, of course,
“I would like this stage to be remembered as a period of great results for Spanish snow sports.”
We have come a long way, but there is still much to be done. Finally, I would like everyone who has been involved with the Federation — athletes, coaches, administrative staff — to remember their time here as a positive experience, a place where they were treated well and where they learned. In the end, that is what gives meaning to everything: knowing that the collective effort has been worthwhile and that, in some way, we have contributed to leaving Spanish skiing a little better than we found it.
Olmo Hernán’s voice combines the serenity of a manager with the determination of an athlete. His words reveal method, but also passion and a remarkable education at INEF (CAFYD); the conviction of someone who has experienced the mountains from the snow and now leads from the office. Leaving the RFEDI headquarters, walking past the Temple of Debod in the heart of Madrid, leaves a curious feeling: one imagines the distant sound of skis on snow, the dreams of the young people training today in Baqueira, Sierra Nevada or La Molina, and the certainty that the future of Spanish winter sports is being built, day by day, with a mixture of vision, professionalism and love for the mountains.
Because beyond the results and the podiums, what Olmo conveys is a simple and powerful idea: that Spanish snow has a present, a future, and above all, a soul.
