HEAD OF
PERFORMANCE:
CANDIDATE

BRIEFING PACK

MESSAGE TO CANDIDATES

Dear candidate,

I’m delighted you're considering joining us as our new Head of Performance at GB Wheelchair Rugby.

This is an incredibly exciting role to lead the strategic direction of our high performance programme.

You’ll be joining an experienced and dedicated team, all incredibly passionate about wheelchair rugby

and bringing success to GB. Our athlete cohort is a mix of seasoned veterans and youth with high levels

of high-performance potential. The successful candidate will support the coaching staff to unlock and

realise this potential as we prepare for the 2026 World Championship in Sao Paulo, 2027 European

Championship, LA 2028 Paralympics, and on to Brisbane 2032.

2025 has been a year of rebuilding for the GB squad across our culture, personnel, and playing style.

This role is the final piece of our rebuilding phase and will ensure that 2026 can begin with strategic

leadership, focus, and direction.

If you’re a strategic leader that knows how to get the best out of their staff and athletes,

we encourage you to apply.

Best regards,

Jason Brisbane

CEO, GB Wheelchair Rugby

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ABOUT GB WHEELCHAIR RUGBY

The GB national team took the gold medal at the Tokyo 2020
Paralympic Games – the first medal of any colour for a European
nation. The team has also secured gold at the European
Championship a record total of seven times since 1995.

GBWR activities are funded through a mix of government, National
Lottery, commercial, and philanthropic funding. UK Sport has
recognised the achievement of the GB national team, with GBWR
being in receipt of £3.2M for the LA 2028 cycle. Sport England has
also recognised the success of GBWR, with annual awards totalling
£0.5M to support grassroots and talent delivery.

Great Britain Wheelchair Rugby (GBWR) is the national governing
body for the game of wheelchair rugby in England, Scotland, and
Wales, is a registered charity and company limited by guarantee,
and is a full member of World Wheelchair Rugby (WWR) and of the
British Paralympic Association (BPA).

In the last ten years, GBWR has grown the paralympic discipline of
the sport from a domestic league with a single division comprised of
seven teams, to one which now has three leagues providing
competition opportunities for 22 teams. The domestic league is
internationally recognised for its high level of competition, where it
regularly sees international players from Europe joining domestic
teams and strengthening the level of competition.

In the last five years, GBWR has developed a new discipline of the
game aimed at attracting those with greater functionality than the
Paralympic discipline permits. Wheelchair rugby fives allows us to
reach more people with wheelchair rugby. Although in its infancy,
the discipline has proved popular with new teams developing across
the country, and more recently has seen international growth
through WWR. With the development of wheelchair rugby fives

and the Paralympic discipline, GBWR has grown and now supports
35 clubs across England, Scotland, and Wales.

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The sport's trajectory

Since winning gold at the Tokyo Paralympic Games in 2021, wheelchair rugby has been on an upward trajectory.

Community

Membership has grown by 30%, with female participation increasing by nearly 50%

50%+ more competition days (15 in 2022 to 23 planned in 2025)

We rebranded the organisation and have started on the journey of building a greater external brand

We relaunched our talent and performance pathway after the return of UK Sport funding

We have developed a platform to engage the non-disabled community with disability issues and drive disability awareness

Our social media presence has expanded by over 2,000%, making us one of the most followed and visible para sports online,
eclipsing 50,000 combined followers across all of our social media platforms (as at April 2025)

£1.7 million of funding for all of our clubs for capital spends from the Mark Benevolent Fund

We launched our 28 for 28 initiative, aiming to bring 28 partners together on the road to the LA 2028 Paralympic Games to engage
their staff and stakeholders, and support Great Britain Wheelchair Rugby

Maintained a great relationship with UK Sport and Sport England, securing long-term funding to operate Great Britain Wheelchair
Rugby and our GB team

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There is still lots to do

As we set our sights on LA 2028 and beyond, we wanted to succinctly articulate

what we do as an organisation and what is important for us to achieve.

We move forward into the new cycle with a clear purpose:

using wheelchair
“
rugby to enrich
lives and promote
positive perceptions
of disability

”

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What success looks like in 2029

Commitment to equality, diversity, and inclusion (EDI) supported by strong

governance, compliance, financial stewardship, and commitment to safe sport.

Diversity

Greater representation of backgrounds, women and girls, and young people within the sport, enabling more disabled people to live happier lives,

supporting Sport England’s ‘Uniting the Movement’ vision to tackle inequalities.

Thriving clubs and a more collaborative community

Sustainable clubs with engaged membership, strong leadership, and increased junior presence. A clear direction for all formats of the game with

wheelchair rugby and wheelchair rugby fives communities working closer to grow both formats, drive recruitment, and enhance standards.

World-class officials

A strong pipeline of experienced and high-quality officials who support the development of the game and represent GB internationally.

Great experiences

High-quality competitions and events with a strong, inclusive community culture, underpinned by a commitment to safeguarding and safe sport principles.

High performance

A high-performing GB programme with a strong talent pipeline, with increased female representation at every pathway stage.

Advocacy leadership

Establishing GBWR as a driving force for disability awareness and inclusion.

Financial stability

Increased commercial revenue to fund programmes, reduce member costs, and support our GB teams, enabled by mutually beneficial long-term partnerships.

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We aim to achieve
this through

our strategic
objectives:

Grow the sport and create great experiences

Elevate wheelchair rugby and disability awareness

Drive success on the international stage

Build and strengthen partnerships

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Strategic Objectives

1. Grow the sport and
create great experiences

For many, joining a wheelchair rugby club is more than just playing a sport – it’s finding a place where they truly belong. Whether for fun, fitness, competition, or recovery from
injury, our clubs provide vital opportunities for engagement, friendship, and purpose.

We envision a thriving wheelchair rugby community where anyone with a physical impairment can experience the sport. By expanding access, resources, and competitions, we
will create an ecosystem where clubs flourish, more people get involved, and the sport is seen as an exciting and viable pathway for disabled people.

We will focus on:

Increasing participation, with a focus on recruiting classifiable players, women and girls, underserved groups, and junior players through the launch of our junior
academies to broaden the diversity of our membership

More and better supported coaches delivering a great experience through the launch of our new coaching qualifications

Creating a long-term plan for the development of wheelchair rugby fives and bringing standards and styles of play closer to wheelchair rugby with a new
strategy and clear direction

Creating a competition offer to consistently deliver high-quality and meaningful experiences that bring the community and supporters together

Recruiting and developing a high-quality workforce that supports the growth of the sport

Enhance club sustainability through support, funding, and developing programmes that drive positive and inclusive cultures, underpinned by robust safeguarding practices

Launch our community commission which will act as a voice of the membership up to senior leadership and the board of trustees

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Strategic Objectives

2. Elevate wheelchair rugby
and disability awareness

While our core mission remains to serve our members and deliver the sport of wheelchair rugby, we now recognise an equally important role beyond the game
– advocating for the broader disability community.

Wheelchair rugby is the only mixed-gender, full-chair-contact, team sport that features at the Paralympic Games. Our goal is to leverage this platform to raise
awareness and reshape societal narratives around disability. We aim to make wheelchair rugby an everyday conversation, breaking barriers and changing
perceptions of disability. Through powerful storytelling, strategic alliances, and increased media presence, we will ensure that wheelchair rugby is seen not just
as a sport, but as a platform to promote inclusiveness and support the disabled community in more than their recreational pursuits.

We focus on:

Leveraging the powerful storytelling available in our sport to create an engaging new content series that tells the stories of athletes and clubs, amplifying
the voices and needs of our membership through our channels

Strengthening alliances with non-disabled rugby and disability advocacy organisations to integrate our sport and community more fully into the national
rugby conversation

Using our partnerships and actively driving new ones to generate greater awareness and advocacy for disability

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Strategic Objectives

3. Drive success on the
international stage

As with all Paralympic sports, we have one major opportunity to showcase every four years. Success at these key moments is

vital to drive the sport forward, attract new players to our community, and support our communication and commercial objectives.

Our ambition is to be a dominant force in international wheelchair rugby, consistently competing for and winning medals at the

highest level. By nurturing talent, integrating cutting-edge performance strategies, and fostering a strong team culture, we will

create a programme that sustains high-performance and inspires future generations of athletes.

We will focus on:

Building a GB programme that is capable of consistently winning medals

Recruiting and developing more women into the GB squad and talent pathway via our women and girls programme

Building a sustainable and diverse player pipeline from grassroots to GB teams through improved club and community relations, to enable us to win and win well

Enhancing team resilience and performance through technology and innovation in collaboration with our partners

Creating a pipeline of qualified and experienced British officials who can officiate on the international stage

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Strategic Objectives

4. Build and strengthen
partnerships

We will create a powerful network of partners that share our purpose and want to invest in the future of wheelchair rugby. By building
sustainable long-term revenue streams, forging meaningful collaborations, and engaging the wider community, we will expand the sport’s reach
and impact, ensuring a legacy of opportunity for the disabled community. By 2029, we will have expanded the reach, quality, and visibility of
wheelchair rugby, ensuring more individuals experience the transformative power of this incredible sport.

We will focus on:

Establishing long-term commercial partnerships with like-minded organisations to drive financial sustainability and support their CSR and
EDI initiatives

Working closer with the home nations to unlock opportunities for wheelchair rugby to thrive across Great Britain

Collaborating with disability and other sports organisations to embed ourselves further into the disabled community

Developing corporate and community engagement programs to positively influence how disabled people are seen and do our part in
creating a more equitable society

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THE ROLE

This exciting role sits as part of the GBWR senior leadership team (SLT) and will oversee
the GB Paralympic World Class Programme and provide oversight for the entire talent
development pathway. The ideal candidate for this role will be one who will complement
the existing team with a strategic view, lead implementation of the performance strategy,
and can identify and fill the gaps that will contribute to the long-term success of the squad.

Priorities for the role

Lead the development and implementation of performance strategy, quadrennial and
annual planning with the SLT, and report regularly on progress against objectives to the
chief executive officer (CEO) and board. Lead and manage the performance team to
integrate and align excellent, evidence-based coaching and performance support

(science and medicine, performance and data analysis, equipment, research and
innovation, talent development, and lifestyle and welfare support) as appropriate

to each programme/stage of the pathway.

To be accountable for the performance of the GB programme.

JOB TITLE

Head of Performance

Reports to

Chief Executive Officer

Department

GB and Talent

Location

Hours

Home based with regular national and some
international travel expected

Full time: 37 hours per week

While the role is advertised as full-time (five days per week), we also
welcome applications from candidates who wish to work four days per
week. In such cases, salary and benefits will be offered on a pro rata basis.

To build and maintain effective ongoing relationships including but not limited to:

Salary and benefits

Gross annual salary: £50,000 to £60,000

·       Key point of contacts at UK Sport and the world class programme (WCP)

·       GBWR CEO and SLT

·       UK Sports Institute (UKSI), British Paralympic Association (BPA), World Wheelchair

·
Rugby (WWR), Rugby Football Union (RFU), and Loughborough University and the

·
Peter Harrison Centre

·       All GB staff including the head coach, assistant coach,
·
·       GB athletes

·       Performance pathway manager

talent coaches, and team manager

Expenses as per the GBWR expenses policy

Homeworking expense contribution

Healthy lifestyle contribution

Pension scheme

Life assurance

Health cash plan

A laptop and relevant software

Smartphone and work number can be provided

26 days annual leave per year plus bank holidays
(increases by one day on anniversary of appointment, up to 28 days)

Additional leave between Christmas and New Year

Additional leave through wellbeing days

Job type

Permanent

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KEY RESPONSIBILITIES

Strategic leadership

·       Working collaboratively with the CEO, coaching staff, and support team to set challenging
·
targets and to establish the strategic performance plan, supporting the coaching team to
·
develop operational plans determining resources necessary to maximise delivery success,
·
including but not limited to:

        ·       The model of preparation and competition

        ·       Squad structures

        ·       Selection policies for squads and events

        ·       Athlete selection in collaboration with coaching staff

        ·       Athlete and staff development

        ·       Competition and training debrief/review processes

·       Lead, support, and manage direct reports ensuring they appropriately resourced to enable
·

high performance within their roles.

·       Overall responsibility for the performance department budget ensuring efficient allocation

·

of resources.

·       Overall accountability for performance

·       Ensure best practice is always followed, including but not limited to, anti-doping,
·
safeguarding, and the health and welfare of GB wheelchair rugby athletes, coaches,
·
and support staff.

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Athlete development

·       Develop and implement long-term athlete development strategy that aligns with the short to medium-term training camp plan to maximise athlete development

·       Continuously improve the depth of knowledge about the profile of medals winners

·       Oversee process for athlete reviews and development plans with assistant coach

Line management

·       Head coach

·       Assistant coach

·       Team manager

·       Performance scientist

·       Performance pathway manager

Reporting and communication

Regularly report to the CEO and performance board on effectiveness of the talent pathway, GB programme, and overall development of athletes against performance objectives and
overarching strategy including but not limited to:

·       Overall performance reporting

        ·       Annual performance plan (April to March)

        ·       Quarterly full-performance pathway reviews

        ·       Quarterly reports for the board against the strategy (including attendance at board meetings – virtual/in-person)

        ·       Monthly progress review against current objectives with coaching staff

·       Competition

        ·       Performance plans for upcoming tournaments

        ·       Tournament performance reviews

·       Personnel reporting

        ·       Quarterly personnel reviews of staff and athletes

        ·       Athlete selection plans for selection ahead of all competition

        ·       Talent Identification/talent transfer updates

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Performance support

 and delivery is quality assured

·       Work with the team manager to ensure that performance support services achieve maximum impact and are effectively commissioned with partners
·
·       Support the holistic development of the individual as an athlete and a person

·       Provide sports science support and advice as required to the performance pathway manager

·       Manage the UK Sport Athlete Personal Performance Awards and contracts with athletes in collaboration with the performance senior leadership team

·       Agree the annual sports science and medicine budget with the CEO and ensure it is managed effectively and in accordance with GBWR financial policies

·       Engage with the GBWR SLT as required and contribute to setting the strategic direction for the sport and corporate goals, and to the development and
·
·
·       Meet GBWR and UK Sport requirements in relation to monitoring and evaluation of the programme

 delivery of the annual

 operational plan and budget

·

Business leadership

 of the annual operational plan and budget

·       Engage with the GBWR SLT and contribute to setting the strategic direction for the sport and corporate goals, and to the development and delivery
·
·       Work with the CEO to ensure cross departmental integration and collaboration for maximising delivery of the business wide strategic plan

·       Have responsibility for the annual performance budget

·       Work collaboratively with the support functions of HR, marketing, commercial, communications, IT, and finance to achieve WCP and organisational
·

 goals, maximising resources wherever possible

·

·

Key relationships

·       GBWR CEO

·       GB head coach, assistant coach, and talent coaches

·       GBWR coaching development lead

·       GBWR performance pathway manager

·       GBWR athlete development programmes lead

·       GBWR CFOO and operations manager

·       GBWR communications lead

·       Key stakeholders including but not limited to: UK Sport; Sport England, Peter Harrison Centre, UKSI, BPA, WWR, RFU, sponsors, clubs, and officials

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Skills and experience

·       Experience of providing integrated performance support to athletes and coaches within high performance sport

·       Proven experience of supporting the development and maintenance of a sustainable high-performance culture

·       The ability to lead and manage a decentralised team of specialists and practitioners

·       A broad understanding of all aspects of technical performance solutions (coaching, science, medicine and technology

·       Proven ability to lead and work collaboratively within a multi-disciplinary support team

Personal attributes

·       Think strategically but equally able to operate on the ground

·       Be a proven, experienced, principled and values-driven leader

·       Possess excellent communication skills

·       Be flexible, confident, and comfortable with working in the ‘grey area’

·       Possess strong IT skills

·       Be a winner, results driven, and always searching for the competitive advantage

·       Be open, honest, and transparent

·       Be a team player who is comfortable with working as part of a small group

·       Be able to multi-task but be clear about what the priority is

·       Be willing and able to travel widely both at home and overseas for extended periods of time and be comfortable with working unsociable hours

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HOW TO
APPLY

To apply, please submit:

·       A CV of no more than two sides of A4;

·       A covering letter outlining your suitability for the role;

·       Names and contact details, including email addresses,
·

for two referees and in what capacity you know them; and

·       A completed diversity monitoring form: click here to complete

Completed applications should be sent to: nas.al-sabaeiova@gbwr.org.uk

by Monday, 24 November 2025. Please put ‘Head of Performance application’

in the subject title.

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RECRUITMENT
PROCESS

In order to shortlist, GBWR will assess each application against

the person specification and select who to invite for interview.

Candidates will be notified that they have been shortlisted

for interview by email no later than 27 November 2025.

First stage of interviews will be held virtually on 4 December 2025.
The final stage will be held in person at a location to be confirmed
on 18 December 2025. GBWR will reimburse reasonable travel
expenses for candidates attending in person.

References will be taken up for the successful candidate.

If you would like an informal discussion about the role, please
to arrange for the CEO

email
to speak to you in confidence.

 nas.al-sabaeiova@gbwr.org.uk

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CONFLICTS OF
INTEREST

You must provide details in your supporting statement if you have any
interests that might be relevant to the work of GBWR and which could
lead to a real or perceived conflict of interest should you be appointed.

EQUALITY, DIVERSITY,
AND INCLUSION

GBWR is an equal opportunities organisation and we welcome applications
from all suitably qualified and experienced people regardless of race,
religion/belief, gender, gender reassignment, disability, sexual orientation,
age, marital/civil partnership status, or pregnancy/maternity.

SAFEGUARDING

GBWR is committed to safeguarding and promoting the welfare of children
and adults. GBWR expects all staff, volunteers, and participants to share
this commitment. GBWR believes it is everyone’s responsibility to promote
the welfare of children and adults, to keep them safe, to practice in a way
that protects them, and to be familiar with the processes to report
safeguarding concerns.

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CONTACT US

Rugby House

Twickenham Stadium

200 Whitton Road

Twickenham, Middlesex

TW2 7BA

© Great Britain Wheelchair Rugby, 2025

gbwr.org.uk