Try to find out what an agency coach charges and you’ll mostly find a booking link. It’s a category that sells clarity and prices itself in the dark, which stays strange until you consider what the opacity is for: a number nobody can check is a number that can move depending on what you look like you can pay.
Mine sit on the homepage. Most people who book have already read them and show up past the sticker question, which is the job I want a published price doing. It filters. It’s never closed anything by itself, and I’d be wary of anyone claiming their pricing page does.
So here are the numbers, and the part that matters more, what the money is supposed to produce.
One-on-one coaching runs $2,997 a month. The cohort runs $1,497 a month across 90 days. A one-time Advantage Intensive, two ninety-minute sessions, is $1,997. The 90-day engagement carries a guarantee: by the end of it you’ll have a marketing system that’s fully operational and fully yours, ready to bring in new conversations without leaning on referrals, and if you don’t, I keep working with you until you do.
Quick Take
- The numbers are deliberately reachable for a $500K to $1M agency, because positioning sets pricing and premium rates would signal a different buyer than the one I want.
- The realistic investment band for agencies that size is $8K to $20K, and most get there on a payment plan rather than a single check.
- The guarantee is pinned to a system being operational, not to a revenue number, because I don’t control your market or your close rate.
- Published pricing does one job well, which is filtering. It has never closed anything on its own.
- Three types of founder reliably waste the spend, and all three are visible before day one if you’re honest about which one you are.
What this covers
- The actual numbers
- Why they’re set there
- What the guarantee covers, and what it doesn’t
- What should change across 90 days
- Where the money gets wasted
- When “I can’t afford it” is the right answer
How much does agency growth coaching cost?
One-on-one coaching is $2,997 a month. The 90-day cohort is $1,497 a month, so $4,491 across the engagement. The Advantage Intensive is a one-time $1,997 for two ninety-minute sessions, and it exists as the entry point for agencies that aren’t the right shape for ongoing work yet. If you’re still working out whether coaching is even the right product, that’s a separate question from price and it’s worth settling first: a coach, a consultant, a mastermind and a course do different jobs.
For context on the category, agency coaching broadly spans from a few hundred dollars a month for group programs up to five figures a month for advisory to larger shops, and most of it isn’t published anywhere you can check. That opacity is a choice, and it’s usually made because the price flexes based on what the buyer seems able to pay.
The reason to publish is that it filters. Somebody who can’t get to $2,997 a month doesn’t book, which saves both of us a call, and the people who do book arrive already past the sticker question and ready to talk about fit.
Why are the numbers set there?
Positioning sets pricing, and mine is built around being reachable for smaller agencies. If I cranked to premium rates I’d be signaling something different about who I am and who I’m for, and I’d lose the founders I’m best for, which is a bad trade even when the math on a single deal looks better.
The design constraint is the band those agencies will realistically invest, which runs about $8K to $20K. Most of them get there on a payment plan rather than a single check, because runway at that size is thin and a big lump sum competes directly with payroll. So $2,997 a month lands inside that band across a real engagement, and $1,497 a month for the cohort gives a thinner agency the same thinking at a commitment they can carry without gambling the quarter on it.
The other thing the number does is set the bar for me. At $2,997 a month, an engagement has to produce something an owner can point at, and it has to do it on a timeline they can feel, which is a healthy pressure to design against.
What does the guarantee cover, and what doesn’t it?
The 90-Day Guarantee is this: by the end of our 90 days you’ll have a marketing system that’s fully operational and fully yours, ready to bring in new conversations without leaning on referrals. If you don’t, I keep working with you until you do.
Notice what it’s pinned to. It promises a system that runs and belongs to you, which is something you can look at on day 90 rather than something either of us has to argue about. And the remedy is continued work rather than a refund, because handing back the money doesn’t fix your pipeline and finishing the job does.
Notice also what it doesn’t promise, since a guarantee that hides its limits isn’t worth much. It isn’t a revenue number. Revenue depends on your market, your close rate, your delivery capacity, and how fast you move on what we decide, and guaranteeing a figure that rests mostly on your behavior with my money would be a marketing decision rather than an honest one. I’m putting my time behind the part I control, which is whether the system exists and works.
Most coaching in this space sells motion instead of outcomes, where frameworks get delivered and sessions get attended and if nothing changes in the pipeline the client apparently didn’t implement hard enough. That leaves all the risk on the buyer, which is a strange arrangement for an industry that talks this much about confidence.
What should change across 90 days?
The shape is consistent even though the calendar varies. The typical starting point is an agency with no clear position in the market that does know what services it can deliver, which is a more common state than owners expect and it’s why the marketing never lands.
The first stretch is building the ICP, which means getting specific about who the work is for and what problem they have, because everything downstream is guesswork until that’s settled. Then it’s determining how to market to those people, which is a channel and room question rather than a content question. Then outreach starts, and outreach is the part owners resist because it’s active and uncomfortable and it’s the only thing that produces conversations you control.
What tends to happen after that is inbound starts arriving too. That sequence matters and it runs the opposite direction from what most owners want, which is inbound first so they never have to do outreach. Outreach is what produces the conversations and the pattern data that make the inbound work worth building.
So by day 90 the thing that should exist is a system that runs without you improvising it each week: a defined buyer, a decided position, a channel you’ve worked long enough to read, and conversations arriving from something other than a referral. Not necessarily a transformed revenue number, since ninety days is short for that, and a pipeline you can see is the leading indicator that the number follows.
For what it’s worth on the outcome side, the results I’ve seen from engagements include an agency going from zero to $1M ARR in nine months, another booking its second-best revenue month ever within two months of repositioning, and a founder moving from what she called a glorified freelancer to an offer that sells itself. Those are real and they’re also not promises, since they took different amounts of time and started from different places.
Where does the coaching money get wasted?
Three founders reliably burn 90 days, and all three are identifiable in advance.
The first wants validation. They’ve already picked the path, and what they want is confirmation, so every session turns into them explaining why the thing I’m pointing at doesn’t apply to their situation. Ninety days pass and the plan is exactly what it was on day one. This is the hardest one to self-diagnose, because wanting validation feels identical to wanting advice until the advice disagrees with you.
The second wants the work done for them. Coaching only compounds when the distance between advice and action is short, and that’s precisely why I target sub-$1M agencies, since a founder that size can hear something on Tuesday and have it live by Friday without a committee. If you’re waiting for me to build it, that distance never closes and you’ve bought the wrong product.
The third is Decision Drag, and it’s the version that looks like success right up until it doesn’t. They agree with everything, take good notes, and decide nothing. The pricing change gets discussed for six months. The service line everyone agrees should be cut is still on the site at day 90. Every decision that doesn’t get made is a no that nobody said out loud, and by day 90 the engagement has turned into a very expensive conversation series.
When is “I can’t afford it” the right answer?
Sometimes it’s just true, and pushing past it is bad practice.
It’s true under $500K, because the durability problem is real at that size and one lost client can force a pause mid-engagement, which wastes the money already spent. That’s math rather than fear, and it’s exactly why the Intensive exists at $1,997 instead of pushing someone into a monthly commitment they’ll have to break.
It’s true when there’s a cash problem underneath, meaning invoicing chaos, net-60 terms by default, and receivables sitting on the founder’s desk. That needs financial stabilization before strategy, and coaching layered on top of it is a weight the business can’t hold.
And it’s the Drag talking when the money exists and the decision doesn’t. The tell is easy to spot from outside and nearly invisible from inside: affordability is the stated reason, and the same person has three other decisions sitting in the same holding pattern, none of which cost anything. That’s not a budget constraint, that’s the same unmade-decision pattern showing up in one more place.
The Monday version
Whatever you’re considering, price it against the band rather than against the monthly figure. Work out what you can genuinely commit across a full engagement, and check it against the $8K to $20K range that agencies your size typically invest. If the full engagement doesn’t fit, a shorter bounded piece of work is the right shape and a monthly commitment you’ll break isn’t.
Then run the honest version of the readiness check. Ask what you want out of it, and if the answer is confirmation of a decision you’ve already made, save the money. And ask the affordability question a second way: if this cost half as much, would you have decided by now? If the answer is no, the constraint was never the price.
If you’re an agency owner between $500K and $1M weighing this against another quarter of figuring it out yourself, come talk it through inside the Dynamic Agency Community.
FAQ
How much does agency coaching cost?
Mine is $2,997 a month for one-on-one, $1,497 a month for the 90-day cohort, and $1,997 one-time for the Advantage Intensive. Across the category it ranges from a few hundred a month for group programs to five figures a month for advisory to larger agencies, and most of it isn’t published, which usually means the price flexes based on what you seem able to pay.
Is there a guarantee?
Yes. By the end of the 90 days you’ll have a marketing system that’s fully operational and fully yours, ready to bring in new conversations without leaning on referrals, and if you don’t, I keep working with you until you do. It’s pinned to the system existing rather than to a revenue number, because revenue depends on your market and your close rate, and the remedy is more work rather than a refund.
What should I expect to change in the first 90 days?
A defined buyer, a decided position, a channel worked long enough to read, and conversations arriving from something other than referrals. Revenue usually moves later, since ninety days is a short window for that, so the pipeline you can see is the leading indicator to judge it on.
Can I afford coaching if my agency is under $500K?
Ongoing monthly coaching usually isn’t the right fit at that size, because a single lost client can force a pause mid-engagement and waste the spend. A short bounded engagement makes more sense, and ongoing work fits once you’re past $500K with revenue steady enough to absorb some churn.
Does publishing pricing help close deals?
No, and that’s the wrong job for it. Published pricing filters, so the wrong people don’t book and the right ones arrive past the sticker question. Somebody still has to ask for the decision at the end of the call, and a pricing page has never done that part for anyone.