How to Hire Coaches for Your Coaching Business

If you are working out how to hire coaches for your coaching business, here is the short version: decide first whether the new coach will be an independent contractor or an employee (in the US the IRS looks at who controls the work, and some states such as California apply a stricter test), then pick a pay model you can afford even in a slow month, write down your coaching method so quality does not depend on you being in the room, and hand clients over with a written introduction and a full client record. Classification rules vary by country and by US state, so have an employment attorney or accountant check your setup before the first associate starts. This article is general information, not legal or tax advice.

We make Coachful, a coaching platform, so we will say where it fits once and keep it short. Its team plans add coach seats with per-coach availability and staff permissions, and every coach on the team works from the same client records, programs and booking pages. That matters most for the handoff and quality-control parts of this answer, which is where we come back to it. The rest of this guide stands on its own whatever software you use.

What does the hiring checklist look like at a glance?

Start with the whole job on one page. Most first-time hires go wrong because the founder handles the exciting parts (finding someone good, agreeing on a split) and skips the dull ones (classification, tax forms, written method, handoff process). The table below is the order we would work in, with the question each step answers.

The rest of the article walks through why each step matters, with official sources where rules apply, then gives you copyable wording for the parts you will actually say out loud or put in writing.

Are you actually ready to hire another coach?

You are ready when you are turning away clients or running a waitlist for an offer that works, and the bottleneck is your hours rather than your marketing. You are not ready if the plan is to hire a coach so they can bring in clients for you. That is a sales hire, and it rarely works when the person was recruited for their coaching.

Three signs suggest the timing is right:

• Demand is steady, not seasonal. You have had more enquiries than open slots for several months in a row, not just after one launch.
• The offer is repeatable. Your clients go through a recognisable structure (a 12-week program, a set number of sessions with set themes) rather than a different bespoke engagement each time. A repeatable offer can be taught; a personality-driven one cannot, at least not quickly.
• Your margins can carry a second coach. If you charge clients for a package and pay an associate a share of it, the remainder has to cover your marketing, software, insurance, admin time and the hours you spend supervising. If your package price only works when you deliver it yourself, raise the price or restructure the offer first. Our guide to how much business coaches charge covers how to set a fee that leaves room for a team.

There is also a quieter readiness test: can you describe, in writing, what a good session in your practice looks like? If the honest answer is "it depends on the client and I just know," start with step 7 (the playbook) before you post a role. You will hire better once you can show candidates what you expect.

Contractor or employee: how do you classify an associate coach?

Classification depends on the real working relationship, not on the title in the contract. In the US the IRS asks how much control you have over what the coach does and how they do it; in California the default is employee unless you can prove three specific conditions; in the UK, HMRC and employment law each have their own status checks. Get this wrong and you can owe back taxes and penalties.

The US federal view: the IRS common-law rules

The IRS page on whether a worker is an independent contractor or employee groups the evidence into three categories, as listed in November 2026:

• Behavioral: does the company control, or have the right to control, what the worker does and how they do the job?
• Financial: are the business aspects of the job controlled by the payer, such as how the worker is paid, whether expenses are reimbursed, and who provides tools and supplies?
• Type of relationship: are there written contracts or employee-type benefits like a pension, insurance or vacation pay, will the relationship continue, and is the work a key aspect of the business?

The IRS is explicit that there is no magic number of factors and that no single factor decides it; you weigh the whole relationship and the extent of the right to direct and control the worker. It also tells businesses to document the factors used in reaching the decision. Two details matter for coaches in particular. First, remote work does not make someone a contractor: the IRS says a remote worker is still an employee under the common-law rules if you can control what will be done and how. Second, if you are still unsure, either you or the worker can file Form SS-8 and the IRS will make an official determination, although the same page warns it may take at least six months.

Translate that into coaching terms. An associate who runs sessions on your schedule, uses your scripts word for word, attends your weekly team meeting, works only for you and cannot take outside clients looks a lot like an employee. An associate who has their own coaching business, sets their own hours, chooses how to run sessions within your program's outcomes, invoices you, carries their own insurance and coaches other clients alongside yours looks more like a contractor. Most real arrangements sit somewhere between, which is exactly why the written note of your reasoning matters.

The California view: the ABC test

California's Labor and Workforce Development Agency describes the ABC test: a worker is an employee unless the hiring business shows all three of these, as listed in November 2026:

1. A: the worker is free from the hiring entity's control and direction in performing the work, both under the contract and in fact.
2. B: the worker performs work outside the usual course of the hiring entity's business.
3. C: the worker is customarily engaged in an independently established trade, occupation or business of the same nature as the work performed.

Prong B is the hard one for a coaching business hiring coaches. The state's own examples say that contracted workers who provide services in a role comparable to existing employees will likely be seen as working in the usual course of the business, and it uses the example of a bakery hiring cake decorators to work regularly on its custom cakes as a case where prong B is not satisfied. A coaching company hiring coaches to coach its clients is close to that pattern. The same page also says prong C is not necessarily satisfied just because you label someone an independent contractor or require them to sign a contract saying so, or where an individual's work relies on a single employer. California has exemptions to the ABC test for some professions and business-to-business arrangements, and whether any apply to your associate is a question for a California employment attorney, not for a blog post.

Other states use their own tests, and the test can differ between unemployment insurance, wage law and state income tax within the same state. If your associate lives in a different state from you, assume the rules where they work may apply and check both.

The UK view: two separate checks

GOV.UK's guidance on self-employed people and contractors makes a point that surprises many coaches: HMRC may treat someone as self-employed for tax even if they have a different status in employment law, so employers should check both. It says someone is probably self-employed if they are self-employed for tax purposes and most of these are true: they bid or quote for work, they are not under direct supervision, they invoice for work done, they pay their own National Insurance and tax, they get no holiday or sick pay, and they work under a contract for services or consultancy agreement. HMRC offers an online tool to check status for tax purposes, and the page points contractors to the off-payroll working rules (IR35), which changed on 6 April 2021. Get it wrong and, in GOV.UK's words, individuals and employers may have to pay unpaid tax and penalties, or lose entitlement to benefits.

Elsewhere, assume there is a local equivalent of these tests. Canada, Australia and EU countries each apply their own employment status rules, so the safe sentence is the same everywhere: describe the real arrangement to a local adviser before you sign.

How the main approaches compare

Not legal or tax advice: these are summaries of official guidance, and the outcome for your associate depends on facts only you and your adviser can weigh.

What paperwork do you need once you have decided?

For a US independent contractor, you collect a Form W-9 before the first payment and report what you pay them on Form 1099-NEC if it reaches the reporting threshold. For an employee, you run payroll, withhold taxes and pay the employer share. Either way, you need a signed written agreement.

The IRS page on forms and taxes for independent contractors sets out the contractor route, as listed in November 2026:

• Form W-9 collects the contractor's correct name and taxpayer identification number. The IRS says to keep it on file for four years.
• Form 1099-NEC reports payments to non-employees for services to your business once they total the reportable payment threshold for the year. The threshold and exceptions are in the current Instructions for Forms 1099-MISC and 1099-NEC, so check that document for the tax year you are filing rather than relying on a figure you remember.
• Backup withholding: you must withhold 24% from reportable payments if a US contractor has not provided their taxpayer identification number as required.
• Electronic filing: if you file 10 or more information returns in a calendar year, you must e-file. The IRS's page on reporting payments to independent contractors describes the free IRIS portal, and the forms page notes that from the 2027 filing season (tax year 2026 returns) IRIS replaces the older FIRE system.
• Foreign associates: payments to a nonresident alien contractor are reported differently (on Form 1042-S) and may be subject to 30% withholding unless a treaty lowers it. If you are hiring a coach who lives abroad, this is an accountant conversation before the first invoice.

The employee route costs more than the hourly rate suggests. The IRS explains that for employees you generally withhold and deposit income tax, Social Security and Medicare from wages, pay the matching employer share of Social Security and Medicare, and pay unemployment tax. The SBA's guidance on business insurance adds that businesses with employees must carry workers' compensation, unemployment and disability insurance, and that some states require more. For a contractor, none of that is yours to pay: they handle their own self-employment tax, which the IRS lists at 15.3% (12.4% Social Security plus 2.9% Medicare). That gap is real money, and it is why so many coaching businesses want the contractor label. It is also why tax agencies look closely at it.

Two more items belong in the folder before anyone starts. First, your business structure: the SBA notes that a sole proprietor can be held personally liable for business debts, while an LLC protects owners "in most instances" (see choose a business structure). Bringing other people into client relationships is a common moment to revisit that choice with an accountant. Second, insurance: the SBA describes professional liability insurance as protection "against financial loss as a result of malpractice, errors, and negligence" for businesses providing services. Ask your broker whether your policy covers work delivered by contractors under your brand, and ask associates for proof of their own cover.

How should you pay an associate coach?

Pay per delivered session or a fixed monthly fee per active client if you want predictable margins; use a revenue share if you want the associate to care about renewals; use a salary only when you can genuinely fill their week. Whatever you choose, model it at your slowest month before you agree to it.

There is no reliable public data set of associate coach pay that we can point you to, so the figures below are illustrative examples to show the arithmetic, not market rates. Plug in your own package price.

Whichever model you pick, write these into the agreement:

• When the associate is paid: on delivery, monthly in arrears, or when the client's payment clears. If the client is on a payment plan, decide whether the associate is paid per installment or up front.
• What happens on refunds and no-shows: is a late cancellation paid? Is a refunded client's share clawed back?
• What is included: session prep, notes, messaging between sessions, attendance at case reviews. If you expect it, say so and price it in.
• Who sets the client price: you do. An associate quoting their own rate to your clients creates confusion and, in some tests, looks like control running the other way.

One more caution on recruiting. If you promote an associate role or a "license our method" program with income figures ("our coaches earn six figures"), the FTC's guidance applies to earnings claims. Its Endorsement Guides Q&A says testimonials showing exceptional results need proof they are what people generally achieve, or the ad must make clear the generally expected results. If you charge coaches to join a program that promises income, read the FTC's guidance on the Business Opportunity Rule, which can require a disclosure document at least seven days before the buyer signs or pays. The FTC's consumer warning puts it plainly: "If it promises guaranteed income, large returns, or a 'proven system,' it's likely a scam." Paying someone to coach your clients is not that, but do not market it as if it were.

How do you find and assess the right coach?

Recruit from people who already coach your kind of client, and assess them by watching them coach, not by reading their certificates. A paid trial session, observed and scored against a written rubric, tells you more than any interview.

Where good associates usually come from:

• Your own past clients who went on to train as coaches. They know your method from the inside. Make sure they are coaching independently first, both for quality and because it supports a genuine contractor relationship.
• Peers from your coach training cohort or professional association chapter. You have seen them coach in practice sessions.
• Coaches in an adjacent niche who want extra steady work without doing their own marketing. Our article on companies that hire life coaches shows what associates are used to from larger employers, which is useful when you are pitching your role.

A simple assessment sequence:

1. Short written application. Ask for their niche, how many paying clients they coach now, their training, their insurance, and one paragraph on how they handle a client who stalls.
2. Thirty-minute conversation. Focus on fit with your client type, not on selling them the role.
3. Paid trial session. With consent, they coach a volunteer (a past client, a peer) using your program's session structure. Pay them for it.
4. Scored rubric. Rate the trial against the five or six things your playbook says a good session includes.
5. References. One from a client, one from a peer or supervisor.
6. A defined first period. Two or three clients for the first eight weeks, then a review conversation before you add more.

If you coach in a niche where scope matters (health, fitness, money, relationships), add scope to the rubric. A good associate in health coaching should be able to say, unprompted, when they would refer a client to a doctor or therapist. Our list of questions to ask a health coach is a useful bank of interview questions for that, even though it was written for clients.

How do you keep coaching quality consistent across the team?

Write down the method, measure what clients do between sessions, and watch a session every so often. Quality slips when the founder's standards live only in the founder's head, and clients notice the difference within a few weeks.

A coaching playbook does not need to be long. For a small practice, a dozen pages is plenty if it covers:

• The client journey: what happens from payment to first session to final session, and who sends what.
• Session structure: the opening, the check on last week's actions, the core work, the commitments, the close. Leave room for each coach's style inside that frame.
• Tools and exercises the program uses, with when to use each one.
• Scope and referral rules: what your coaches do not do and the exact words they use to refer out.
• Response times: how quickly messages between sessions get answered, and on which days.
• Notes standard: what goes in a session note so any coach could pick the client up tomorrow.
• Escalation: when an associate must tell you about a client (a complaint, a refund request, a safety concern).

Then decide what you will look at every month. Satisfaction surveys help, but behaviour tells you more: are clients completing their tasks and check-ins, are they turning up, are they renewing? A drop in check-ins across one associate's caseload is an early signal you can act on in week three, rather than discovering it in the form of a refund request in week ten.

Be careful how you use this. Close supervision of exactly how someone coaches is one of the behavioral factors the IRS looks at. Quality control focused on outcomes (client engagement, renewals, complaints, adherence to scope) sits more comfortably with a contractor relationship than dictating every question an associate asks. Your attorney can help you draw that line in the agreement.

How do you hand a client over without losing their trust?

Introduce the new coach yourself, send the full context ahead of the first session, and run the first session as a short three-way call if you can. The client should never have to repeat their story.

Clients sign up with a person. When they get passed to someone else, the risk is that they feel downgraded. You remove that feeling by being explicit about why this coach was chosen for them, and by making sure the new coach already knows their goals, history and recent wins on day one.

The handoff in five steps:

1. Tell the client before they meet anyone. Use the script below. Never let the first they hear of it be a calendar invite from a stranger.
2. Write a client brief for the associate. Goals, what has worked, what has not, current actions, anything sensitive, and the client's preferred way of communicating.
3. Move the record, not just the name. Notes, intake answers, agreements and session history should all be visible to the new coach in the same place.
4. Hold a 15-minute three-way call at the start of the first session, then leave.
5. Check in with the client after session two. One short message from you: "How is it going with Priya?"

For new clients, it is simpler: sell the program and the practice, not just yourself, from the start. "You will be coached by one of our certified coaches, matched to your goals" on the sales page avoids the handoff problem entirely.

What should you actually say and sign? Scripts and templates

Here is wording you can adapt. Agreement clauses are starting points to discuss with an attorney licensed where you operate; they are not legal advice and will need local changes.

Role description (contractor)

Associate Coach (independent contractor), [Practice name]
We are looking for an established coach with their own practice to deliver our [12-week program name] to [client type]. You will coach [number] clients at a time, on days and hours you choose, using our program outcomes and materials, and your own coaching approach within them. You invoice us monthly. You keep your own clients and your own business. Requirements: [training or credential], current professional liability insurance, at least [number] paid coaching clients of your own in the last year.

Key clauses to raise with your attorney

• Services: "Contractor will deliver coaching sessions to clients referred by the Company under the [program name], toward the outcomes described in Schedule A. Contractor determines the means and methods of delivery, subject to the scope and referral standards in Schedule B."
• Independence: "Contractor sets their own working hours, provides their own equipment, and is free to provide services to others."
• Fees: "Company pays Contractor [amount] per delivered session (or [percentage] of fees received) monthly in arrears against Contractor's invoice. Late cancellations under [hours] are paid; Company-initiated refunds [are / are not] deducted."
• Client relationship: "Clients referred under this agreement are clients of the Company. Contractor will not offer their own services to these clients during the term and for [period] after, where permitted by law." (Non-solicitation rules differ sharply between states and countries; some limit or ban these terms.)
• Materials: "Program materials remain the Company's property and may be used only for Company clients."
• Confidentiality and data: "Contractor keeps client information confidential, stores it only in the Company's client system, and returns or deletes it at the end of the engagement."
• Insurance: "Contractor maintains professional liability insurance of at least [amount] and provides proof on request."
• Ending the agreement: "Either party may end this agreement with [number] days' written notice. Contractor will complete or hand over active clients as agreed."

Client handoff message

Hi [Client name], I have some good news about the next stage of your program. From [date], your sessions will be with [Associate name]. I picked [Associate] for you because [specific reason: they specialise in, they have coached many clients through]. I have shared your goals and our notes so you will not need to start over, and I will join the first 15 minutes of your session on [date] to introduce you properly. I am still here if you need me, and I will check in after your second session. Any questions before then, reply here.

Associate welcome checklist

• Signed agreement and tax form on file (W-9 in the US, or your country's equivalent)
• Proof of insurance received
• Access to the client system, program materials and booking calendar
• Playbook read, with a 30-minute walk-through call
• One observed session (the associate observes you) and one shadowed session (you observe them)
• First client briefs sent at least two days before each first session
• Review date in the calendar for week eight

Monthly quality review agenda (30 minutes)

1. Caseload: who is thriving, who has gone quiet, who is due to renew
2. Any scope or referral questions from the month
3. One client story worth learning from (anonymised)
4. Anything in the program materials that is not working
5. Next month's capacity

What does this look like in practice? A fictional example

This is a fictional example to show how the pieces fit, not a real customer.

Dana runs a career coaching practice for mid-career professionals changing industries. After two years she has a 10-week program, a waitlist of nine people, and no evenings left. She decides to hire.

She begins with the role: two associates, each coaching four clients at a time on the 10-week program, on their own schedules. Before posting, she spends a week turning her session notes into a 14-page playbook. Writing it, she notices that half her session structure was never written down anywhere.

Dana lives in Oregon; one candidate, Marcus, lives in California. Her accountant points out that California's ABC test may apply to Marcus's work and that prong B is a concern because coaching is Dana's core business. Dana books an hour with an employment attorney, who suggests an arrangement and paperwork for each associate. (In this fictional case the attorney's view is what matters; your facts will differ, which is the point.)

For pay, she models a per-session fee against her package price at four clients and at one client per associate. At one client the margin still covers her software and supervision time, so she goes ahead. She adds a renewal bonus for clients who continue into her follow-on group program.

Recruiting takes five weeks. She runs paid trial sessions with three candidates, coaching past clients who volunteered, and scores them against her rubric. Two pass. Each starts with two clients from the waitlist, who receive her handoff message, a three-way first call and a check-in from Dana after session two. By week eight she reviews check-in rates and session notes with each associate, adjusts one exercise in the playbook that both associates found confusing, and opens two more slots each.

What Dana did not do: she did not post "earn $10k a month coaching with us," she did not hand anyone a client without a brief, and she did not assume the contractor label settled the classification question.

How do you set this up in Coachful when you are starting out with a team?

In Coachful, a team plan adds coach seats, and each associate gets their own availability, their own permissions and access to the same client records and programs you use. That covers the operational side of the checklist: booking, handoff, delivery and quality signals. It does not cover classification, payroll or contractor tax forms, which stay with your accountant and payroll provider.

Coachful is a coaching platform for coaches who deliver programs, not just sessions, including solo coaches growing into a small team. One subscription covers booking, payments, coaching agreements, program delivery with habits and check-ins, courses, community, a website with funnels and email, and an AI assistant. It is not a payroll system, it is not HIPAA-certified (so clinical records belong in a clinical system), and it does not pay contractors for you. Team seats come with the Studio and Agency plans (current plans: Lite: $29/month for up to 5 clients; Solo: $49/month for up to 20 clients; Pro: $99/month with unlimited clients; Studio: $199/month with unlimited clients). More on the team setup is on our page for coaching teams.

Here is how the steps above map onto the platform:

• Booking across coaches. Each coach sets their own availability. For session types more than one coach can run, such as a discovery call, bookings can go round-robin or to the least busy coach. Calendars sync two-way with Google, Apple/iCloud and Outlook, and video links can be built in or auto-created in Zoom, Meet or Teams. See scheduling for coaches.
• Client agreements. Coaching agreements with e-signature go out before the first call and are stored on the client record, so whoever coaches the client can see what was agreed. See coaching contracts. (Your contractor agreement with the associate is a separate document your attorney prepares.)
• Handoff without the client repeating themselves. The client record holds goals, check-ins, habits, notes, intake answers, tags, payments and sessions, so the new coach reads one page instead of a forwarded email chain. See client management.
• Consistent delivery. Build the program once, with weekly goals, daily tasks, habits and check-ins, and every associate delivers the same structure. See program software.
• Quality signals. Each client carries a status of thriving, active, quiet or at risk, and program dashboards show task completion and streaks, which is the behaviour-based review described above.
• Payments stay with you. Clients pay through your own Stripe Connect or Razorpay account, with one-time payments, subscriptions or payment plans, and Coachful charges a 0% platform fee. You then pay associates through your normal contractor or payroll process.

Session types are where you define what associates can be booked for, each with its own duration and video-call setting.

The sessions calendar shows the week in one view, colour-coded by session type, which is useful when you are deciding whether there is room for another client.

When a client moves to a new coach, the client profile is the brief. The new coach sees recent progress, engagement status, streak, open tasks and the next session before they say hello.

For the monthly quality review, a program dashboard shows active clients, task completion, average streak and who needs attention, across the whole cohort an associate is running.

This short walkthrough covers Coachful's team features:

Why Coachful stands out: a free white-glove service. If you are about to hire, your time is the scarce thing. From Create, then "We'll build it for you," you can describe what you need (a program your associates will deliver, an application form for coaches who want to join you, a sales page that introduces the team, an onboarding email sequence for new clients) and attach up to 8 reference links and up to 10 files. The Coachful team builds it inside your account, usually within about 24 hours. Nothing is invented: no fake credentials, testimonials or prices, and gaps are left for you to fill. It does not include recording videos, logo design, ad management or ongoing marketing. Read more about the free white-glove build service, then start with a free trial.

Which mistakes cost new coaching teams the most?

The expensive mistakes are the ones that are hard to undo: a classification decision made by default, a pay model that only works in your best month, and clients handed over without context. Here is the full list we see most often.

• Calling everyone a contractor because it is cheaper. The label does not decide status; the relationship does. California's own guidance says requiring a worker to sign a contract calling them an independent contractor does not by itself satisfy the test.
• Controlling how a "contractor" coaches, minute by minute. Mandatory scripts, set hours and exclusive work point toward employment. Control outcomes and scope instead, and take advice on the rest.
• Skipping the W-9 until January. Chasing taxpayer details at year end is miserable, and without a valid number you may need to apply backup withholding.
• Paying a share of a price you later discount. Agree in writing whether discounts, refunds and payment plan defaults reduce the associate's share.
• Hiring for credentials rather than coaching. Watch a paid trial session before you decide.
• No written method. Associates guess, clients get different experiences, and you end up re-coaching everyone.
• Silent handoffs. A calendar invite from a stranger is how clients start asking for refunds.
• Recruiting with income claims. "Our coaches make six figures" invites FTC scrutiny if it is not what associates typically earn.
• Forgetting insurance. Ask your broker whether your policy covers work delivered by others under your brand, and require associates to carry their own.
• Keeping client data in personal inboxes. When an associate leaves, the notes leave with them. Keep everything in one system you control.

If you are weighing whether to grow with associates or with a coach of your own guiding the business side, our guide to finding a business coach for coaches covers what that kind of help looks like.

Frequently asked questions

Can I hire associate coaches as independent contractors?

Often, yes, but it depends on the real relationship and where the work happens. The IRS weighs behavioral control, financial control and the type of relationship, while California presumes employment unless all three ABC conditions are met. Write down the factors you considered and have an employment attorney or accountant review your setup.

Do I need to send associate coaches a 1099?

In the US, if a contractor is not your employee and your payments for services reach the reportable threshold for the year, you generally report them on Form 1099-NEC. Collect a Form W-9 before you pay them. Check the current IRS Instructions for Forms 1099-MISC and 1099-NEC for the threshold and exceptions that apply to the tax year.

What is a fair split between me and an associate coach?

There is no official standard, so build it from your own numbers. Start with your package price, subtract your marketing, software, insurance, admin and supervision time, and see what you can pay per session or as a share while still making a margin in a slow month. Model it at low and high caseloads before you agree to anything.

Who owns the client when an associate leaves?

Your agreement should say so in writing, along with how active clients are handed back or completed. Non-solicitation terms are treated very differently by different states and countries, and some places restrict them heavily, so an attorney licensed where you and the associate work needs to draft that clause.

Should associate coaches be certified?

Certification shows training, but it does not show whether someone can coach your clients your way. Ask for the training and credentials that make sense in your niche, then decide on the basis of a paid, observed trial session scored against your own rubric.

How many clients should a new associate start with?

Two or three for the first eight weeks works well for most small practices. It gives you enough sessions to review quality and gives the associate time to learn your materials before the caseload grows.

Can I hire a coach who lives in another country?

You can, but tax and employment rules follow the associate as well as you. In the US, payments to a nonresident alien contractor are reported on Form 1042-S and may be subject to withholding unless a treaty lowers it. Talk to an accountant who handles cross-border payments before the first invoice.

How do I tell clients they will work with a different coach?

Tell them yourself, before they meet the new coach. Say why you chose this coach for them, confirm their notes have been shared so they do not have to start over, join the first few minutes of the first session, and check in after session two.

Does Coachful handle contractor payments or payroll?

No. Coachful handles client-side operations for a team: coach seats, per-coach availability, shared client records, programs, booking and client payments through your own Stripe Connect or Razorpay account. You pay associates through your own contractor payment or payroll process.

What is Coachful's free white-glove service?

It is a build service included on every plan. You describe what you need, such as a program, an application form for associate coaches or an onboarding email sequence, attach references, and the Coachful team builds it inside your account, usually within about 24 hours. It does not include recording videos, logo design, ad management or ongoing marketing.

If you are ready to put the team side of your practice in one place, start a free trial and ask for the build you need.