Is Executive Coaching Worth It? The Honest Math, From Someone Who Sells It

Why You Should Distrust Coaching ROI Statistics

Search this question and you will find studies claiming coaching returns five, six, seven times its cost. Almost all of them were commissioned by coaching organizations, built on self-reported estimates, and quoted without their methodology. I sell coaching, and I will not put those numbers on this page.

Here is what is actually true: coaching ROI is not a property of coaching. It is a property of the match between a specific CEO’s constraint and what coaching does. When the constraint matches, the return is obvious and large. When it does not, coaching is an expensive weekly conversation. So the useful question is not “does coaching work” but “is my current constraint the kind coaching fixes.”

When Coaching Is Worth It

Coaching pays when the bottleneck is you: your judgment under load, your blind spots, the decisions only you can make and are making slowly or badly. In practice that looks like:

• Every significant decision still routes through you, and the queue is growing. That is the founder bottleneck, and it is the single most common reason CEOs hire me.
• You promoted or hired a leadership team and nothing got lighter. Your leadership team isn’t leading, and you cannot see why from inside.
• You keep having the same three conversations with the same people, and holding anyone accountable feels like micromanaging. That pattern has a name: Coaching versus Catching.
• You have nobody to think out loud with. Everyone around you needs you to be confident, so the real questions never get said out loud.

In every one of those cases the return mechanism is the same: one hour a week where the invisible becomes visible, with someone whose pattern library was built by operating, not observing. The decisions change. The decisions are worth multiples of the fee.

When Coaching Is Not Worth It

I turn people away in these situations, and you should not let any coach take your money in them either:

• The constraint is a skill gap, not a judgment gap. If your company needs a working sales process or a finance function, buy that. A coach nodding at your pipeline problem every week is not a pipeline.
• You want validation, not change. Coaching only compounds when you are willing to change how you lead. If you want a witness to your existing opinions, that costs less at dinner with a friend.
• The whole leadership team is the problem. If the plan dies in the hallway every quarter, one coached CEO cannot outrun an unaligned team. That is strategic planning work, done with everyone in the room.
• What you are missing is peers, not a coach. Some CEOs need ten people who carry the same weight, not one advisor. That is what The New Mastermind is designed for, at $997 a month instead of $3,000.

The Math, Done Honestly

My coaching costs $3,000 a month, published, month to month. Call it $36,000 a year. For that to be a bad deal at a founder-led company doing $2MM to $20MM, a year of weekly working sessions has to fail to change a single consequential decision. For it to be a good deal, it has to change one: the executive you stop carrying, the initiative you kill in March instead of November, the price increase you finally take, the hire you make right the first time.

That is the whole model. No multiplier studies. One changed decision per year clears the bar, and if a quarter goes by without one, you are month to month for exactly that reason. The full pricing landscape, including what everyone else charges, is in How much does a CEO coach cost?

What Results Actually Look Like

Not vague “clarity and confidence”. Kevin Amolsch, who runs Pine Financial Group in Denver, said working together changed his business more in a few months than the previous five years; his full quote is on the Executive Coaching page. Operators like Isaiah Rozek, Nathan Adams, and Mike Groselle say it on camera on the Results page, next to the numbers from the companies I ran myself: $5.9MM to $15MM in 18 months at Soccer Post, $7MM to $30MM in three years at NFFS. I hold client results and my own operator record to the same standard: named, specific, checkable.

How to Measure It, If You Start

Do not measure feelings. Every quarter, write down three things: the decisions you made differently because of the coaching, what each was worth, and what you stopped doing. If that list is empty after ninety days, quit. Any coach who resists being measured this way is telling you what their coaching returns.