In the private sector of sports performance, it's common to encounter a disconnect between what’s advertised and what’s delivered. More often than not, it’s not due to bad intentions—many of us enter this field because we love helping people, not because we’re driven to scale a high-margin business. But love for the work isn’t enough. If we don’t clearly define what we offer and assign appropriate value to those services, we risk overextending ourselves, underdelivering to clients, and undervaluing the profession itself.
The root of the problem often comes down to this: treating your practice solely as a service vs. treating it solely as a business. Neither approach can—or should—exist in isolation. A meaningful practice must embody both: honoring the integrity of coaching while operating with the clarity and sustainability of a business.
The Tension Between Love and Livelihood
Like many in this field, I sometimes struggle with the idea of pricing someone out of services that could benefit them. I love what I do, and I want to make it accessible. But there’s also a reality: businesses have bottom lines. They must generate revenue. If we, as coaches, fail to define our offerings and articulate their value, we unintentionally contribute to confusion for the client and burnout for ourselves.
When Clarity is Lacking, Value Drops Off
One of the most common pitfalls is promising more than can realistically be delivered. In the effort to attract clients—especially in competitive markets—there’s a temptation to offer everything: individualized programming, access to sports technology, nutritional support, assessments, consultations, and ongoing guidance. But without clear structure and defined limits, we end up with clients expecting more than we can give—at least, not without sacrificing the quality of the service or our own well-being.
This is when good intentions start to unravel. The volume of clients increases, the complexity of service expands, and the result is a watered-down experience for everyone. That’s not fair to the client—and it’s certainly not fair to the coach.
A Framework for Alignment: Offer, Value, and Delivery
The solution is clarity. Get crystal clear on what you offer, how it's delivered, and what it's worth. Think of it as creating a menu:
- 1:1 Personal Training: The most individualized, highest-touch format. Programming, assessments, and coaching are specific and responsive. Naturally, this comes at a higher price point, but for clients seeking precision and accountability, it's worth every dollar.
- Semi-Private or Small Group Training: A blend of autonomy and support. There may be shared programming themes, but individualized elements are layered in. This format relies on the client’s understanding of their training goals and a willingness to take ownership. It should be priced to reflect this middle ground.
- Group Fitness: High energy, low individualization. This is not a lesser offering—it’s just different. For many clients, this is exactly what they want. But it’s essential that they know what they’re paying for and that expectations are set appropriately.
Additionally, value-added services such as force plate testing, GymAware data, nutrition consultations, or individualized programming adjustments must be itemized and priced accordingly. These services take time and expertise. If we offer them without acknowledging their value, we normalize overwork and undervalue.
Define Your Time, Define Your Worth
Another overlooked aspect is time. Writing thoughtful programs, conducting evaluations, consulting with clients—these are all part of the service and should be included in your pricing model. Without doing so, we unintentionally make invisible labor a standard, further muddying the waters between what is promised and what is delivered.
Frameworks create alignment. They allow the client to choose what level of support they want. They protect the coach’s time and energy. Most importantly, they reinforce the idea that both business outcomes and service integrity can coexist.
Final Thoughts
In the private sector of sports performance, we must strive for both excellence and sustainability. That starts with defining what we do, communicating it clearly, pricing it appropriately, and delivering it consistently. When we do that, we honor both the business and the service.
Let’s not promise the moon and hope we can deliver under pressure. Let’s promise what’s real, deliver it exceptionally, and build systems that allow both our clients and our coaches to thrive.
