Coaching at a Crossroads: Insights into the Health of the CrossFit® Ecosystem

Introduction

Over the past few years, I’ve spoken with hundreds of coaches and affiliate owners. Many of them feel like they’re on an island passionate about what they do, but unsure how to make it work as a long-term career. Some have left coaching or closed their affiliate, not because they stopped believing in CrossFit®, but because they couldn’t make it sustainable.

At the same time, more and more people in the ecosystem want to take a professional approach to their work. They want coaching and affiliate ownership to be seen, and supported, as real careers.

This survey was created to give those people a voice. I wanted to ask questions that often go unspoken, and to get a clearer picture of what life is really like inside the CrossFit® ecosystem. The responses show patterns, struggles, and some hope too.

This report shares those insights. It’s not perfect or complete, this is an early step, not a final answer. But I hope it opens up important conversations across the ecosystem: from coaches to course providers, from affiliate owners to members, and even those leading at the country or global level.

Because if we believe CrossFit® can change lives, we need to make sure the system that supports it can survive and thrive too.

Who Responded

This survey gathered responses from 644 people across the CrossFit® ecosystem. While not representative of every voice, the responses reflect a diverse group of coaches, affiliate owners, and others who contribute to the daily work of training, leading, and supporting members (click on the arrow to see more).

How the Analysis Was Done

This report is based on an exploratory analysis of survey responses. Quantitative data, like demographics, roles, pay, and experience, were analysed using basic statistics and group comparisons. In some cases, correlations and regression were used to explore possible relationships.

For the open-ended questions, responses were grouped into themes based on common topics and repeated patterns. These themes were then clustered to highlight coach-level needs, business challenges, and broader systemic issues.

The goal wasn’t to reach definitive conclusions, but to surface the key tensions and opportunities shaping the CrossFit® ecosystem today.

This report shares the 4 main themes that were identified in this analysis.

Coaching as (Un)Sustainable Work

“Like I wrote last year, I’d make more money working at the local McDonald’s... nothing has changed. This cannot stay this way.”

It’s a line that’s stayed with me not because it’s dramatic, but because it echoes what so many others have shared over the years. Coaches and affiliate owners alike often carry deep passion for their work, but struggle to make ends meet.

In this survey, many described the financial strain of coaching:

“The feedback from members is really rewarding, even though the pay is pretty low.”

“My challenges are earning a living wage with benefits, affordability of continuing education... The return on investment is minimal.”

Just over half of respondents said their work in the CrossFit® space was their only source of income. But for many, coaching is still treated and paid like a side gig. And when coaching is treated like a side gig, affiliate owners and the eco system in general feel less pressure to pay fairly.

The result is a vicious cycle: coaches work just a few hours a week, they get fewer reps to develop their craft, they can’t justify investing in their own growth, and coaching remains something done “on the side.”

But this isn’t just about coaches. Many affiliate owners shared that they too are not paying themselves a living wage. Some are barely covering costs. The financial reality is more complex than simply raising hourly rates , especially in small gyms with fluctuating membership and rising expenses. Coaches also need to recognise the pressures that affiliate owners face. A sustainable solution needs to work for everyone involved.

Over time, this affects more than just individual coaches. It limits the depth of expertise in our gyms, weakens the continuity of relationships with members, and discourages newer coaches from seeing a long-term future in the profession. What starts as a financial issue becomes a developmental one for both coaches and the communities they serve.

Why does this matter?

If we want high-quality coaching and long-term sustainability, we can’t rely on passion alone. We risk losing good coaches and weakening the ecosystem not because they stopped believing in the work, but because the system couldn’t support them doing it well.

So how do we break the cycle without breaking the system?

Do we follow the lead of some UK shops that display a sticker on their front door with a simple but powerful statement: “Everyone working here earns a living wage.” What would it mean for affiliates to do something similar? To make a visible commitment that coaching is valued, and that those delivering it are paid fairly, not just in words, but in action?

Do we help members shift how they view their gym? Not just as a sports club, but as a place where health and longevity are built, and where coaches offer something of immeasurable value.

Coaching isn’t a product. It’s a relationship, a craft, and a service that requires time, consistency, and trust. If we don’t recognise and support that value, we risk losing the very people who make it possible.

Value and Recognition of the Coach Role

“The value on the money we receive doesn’t match the value we actually give out.”

This simple sentence captures something many coaches feel, a mismatch between what they pour into their work and how that work is seen, supported, or compensated.

Across this survey, coaches spoke of deep belief in what they do. Many described their coaching as a calling, not just a job. They show up early, stay late, build relationships, support struggling members, and carry a level of emotional and professional responsibility that goes well beyond the hour-long class.

Yet this kind of commitment often goes unseen. Several coaches shared that while some members appreciate them, there’s a lack of wider recognition, from some within all levels of the ecosystem, that coaching is skilled work. It requires ongoing development, energy, and presence.

Some referred to “invisible hours”, that is the time spent programming, mentoring, prepping for class, following up with members, as real work that for many still goes uncounted and unpaid. Others described the frustration of being asked to grow and evolve as professionals without the pay, time, or support to do so.

When the work that makes great coaching possible goes uncounted, it also goes undervalued, and so do the people doing it.

Why does this matter?

When the role of the coach isn’t recognised as professional, it becomes harder to advocate for fair pay, structured development, or long-term pathways. It also shapes how coaches see themselves. If the system treats coaching like a side task, even those within it start to believe that’s all it can be.

But treating coaching as a profession isn’t about how many hours you coach. It’s about how you prepare, reflect, and develop yourself to be the best coach your members need you to be. Professionalism shows up in mindset and commitment - in how seriously you take your growth, not just your schedule.

Recognition isn’t only about money, it’s about status, structure, and support. If we want the CrossFit® ecosystem to grow stronger, we need to elevate the role of the coach and not just in rhetoric, but in reality.

So what might it look like to change this?

Could we start by giving “invisible hours” visibility formally recognising follow-up, mentoring, and prep as part of a coach’s workload, not just extras done out of passion?

Could affiliate owners and coach developers shift their focus from evaluating coaches to supporting them by creating regular space for reflection, feedback, and development? Not just to track performance, but to actively invest in helping coaches grow as professionals.

Could we build a culture where continuing education isn’t seen as optional, but something we plan for with time, budget, and a clear development path?

Most importantly, can we shift the way we talk about coaching, not as something you do “on the side,” but as real professional work that shapes lives?

Support Needs Reflect a Broken Pathway

In a healthy ecosystem, there’s a clear pathway for growth. You can see where you are, where you want to go, and what support exists to help you get there. But in this survey, the message from many coaches and affiliate owners was clear: that kind of pathway is missing.

Support, when it’s available, often depends on the gym you’re in, the country you live in, or the people you happen to know. For some, there are no systems in place at all. Coaches are left to figure it out themselves: how to develop, how to earn more, how to build a future in coaching that lasts beyond the next six months.

Affiliate owners aren’t immune to this. Many find themselves isolated too, expected to lead, hire, and retain coaches while running a business and serving their community. Without (easy) access to business support, they fall into the habit of reinventing the wheel. And because affiliates are often seen as competitors, not collaborators, owners can feel like they have to figure everything out alone.

One thing stood out in the support needs survey responses: a strong demand for business education. Coaches want to understand how gyms operate. Owners want help with financial planning, marketing, and leadership. The need isn’t for more content, it’s for systems, mentorship, and connection.

“How to run a business.”

“Leadership development.”

One thing that came through clearly was the need for business education and leadership support. Coaches want to understand how gyms operate. Owners want help with planning, marketing, and systems. But what’s missing isn’t more content, it’s coaching, mentorship, structure, and community. Too many people feel like they’re figuring it out alone.

But the issue runs deeper than just support gaps , it’s also about vision. Right now, the unspoken assumption is that if you want to grow as a coach, you eventually become an affiliate owner. But not everyone wants that. And they shouldn’t have to.

We need to create clear career paths for coaches that don’t automatically end in business ownership. In many technical industries, professionals can choose between a leadership track or a technical track becoming recognised experts in specific areas. The same should be true in CrossFit®.

Some coaches want to specialise in programming. Others in coach development. Others in onboarding, mindset, or community building. These are real skills. And just like a technical expert in another field, these individuals should be supported, respected, and empowered to contribute beyond their own gym. A coach who becomes a deep expert in their craft could support and guide multiple affiliates not as a competitor, but as a colleague supporting the ecosystem to be healthier and stronger.

To do this we need a shared vision of what these pathways can look like. And we need to stop assuming that affiliate owners have to do everything themselves. The more we treat each other as peers rather than competitors, the more sustainable and effective this ecosystem will become.

Some responses were more blunt, reflecting frustration with what’s currently available. One respondent critiqued CrossFit® education and events directly:

“Couple of things: CrossFit certification sucks... Affiliate Day sucks. Getting a business owner from Paris who tells me how to get leads in <my location>... idiotic.”

The tone might be sharp, but the message is clear: support needs to be practical, relevant, and locally informed.

Another respondent questioned the way “community” is used in marketing:

“Community is part of the business model and a marketing tool... The biggest lie I ever heard.”

This isn’t a rejection of community, it’s a call for honesty. If we’re going to ask coaches and owners to build something meaningful, we have to back that up with real systems that help them succeed.

So how do we start addressing this?

First, we need to establish clear technical career paths for coaches that don’t automatically lead to affiliate ownership. Not every coach wants to become a business owner and that’s not a failure, it’s a choice. Just like in technical industries, we need professional pathways for those who want to become experts in programming, coach development, onboarding, or other specialisations. These experts should be empowered to support multiple affiliates, not as competitors, but as collaborators. Building a shared vision of what this could look like is essential for the long-term health of the ecosystem.

Second, we need to recognise that perceived cultural differences are often treated as deal-breakers. What works in one country, city, or affiliate may not feel relevant somewhere else but that doesn’t mean we can’t learn from each other. The deeper the support goes past teaching, seeing, correcting, the less likely a cookie-cutter solution or simply more knowledge will work. What we need isn’t more localisation, but more awareness and accountability and an understanding that what works for affiliate A may not work for affiliate B.

Third, we need to improve visibility and access to support. There are already excellent individuals and organisations providing the kind of help coaches and owners are asking for but unless they have a “big name,” they often go unseen. The system tends to amplify a few voices while others are left out. Just like every coach, affiliate, and community is different, so is every provider of support. What we need isn’t more noise. Just better matches.

If we want to retain good people, we have to stop asking them to figure it all out alone. We need to connect the dots...between people, between resources, and between what’s needed and what already exists.

Gender and Equity Gaps

This theme is complex, and, in many ways, under-acknowledged.

37.9% of respondents to this survey identified as female. That may seem like a balanced sample but based on what we know about gender representation in the ecosystem, especially at the affiliate ownership level, it’s likely higher than what exists in reality. That’s partly because of my own position. As a female coach and business owner, my professional network includes a greater proportion of women, and many of those women were more likely to engage with the survey and share their experiences.

There was a noticeable gender difference in pay for both affiliate owners and coaches, regardless of credentials or years of experience. Like in many other industries, men in this dataset had a higher median (average) pay than their female counterparts. Whether this is a systemic issue, or tied to other variables is something that needs further investigation. But we shouldn’t wait for the gap to widen before we pay attention.

While gender and inclusion didn’t come through strongly in open responses, that doesn’t mean the issue isn’t present. It may reflect the broader challenge many communities face that inclusion gets talked about at the member level, but stops there. Creating an inclusive culture must extend beyond the class floor. It needs to show up in who coaches, who leads, who’s supported, and who’s visible.

Although there are some promising local initiatives aimed at connecting female coaches and affiliate owners, more needs to be done. These pockets of support are valuable, but they don’t yet reflect a shared ecosystem-wide commitment to equity.

Why does this matter?

If we want a healthy, resilient ecosystem, we can’t only make space for women at the membership level. We need to ask whether women are truly supported, developed, and recognised at every level, as coaches, as owners, and as leaders.

This isn’t about blame. It’s about clarity. There are things male coaches and owners through no fault of their own may never fully experience: the hormonal shifts across the female lifespan, the societal assumptions placed on “strong women,” and the additional layers of effort often required for women to be seen as credible and capable in leadership roles.

As Dr. Stacy Sims says: “Women are not small men.” The needs, physiology, and life stages of women are different and that has implications for how we train, how we coach, and how we lead.

So what’s the ask?

Open your eyes. Really examine whether this ecosystem supports women not just in theory, but in practice.

Start learning. Start asking questions. Start listening and not just in formal settings, but in real conversations with female coaches, owners, and peers.

Equity doesn’t happen by accident. It happens when we choose to see what’s been overlooked and take responsibility for what comes next.

A good place to begin? Ask a female coach or owner you respect:

“What’s one thing you wish more male coaches understood or did differently?”

Then listen, not to respond, but to understand.

Closing Reflections

This report began with a simple goal: to listen. To understand the realities coaches and affiliate owners face, not just in theory, but in practice. What’s working. What’s not. And what might need to change if we want this ecosystem to remain strong.

What came through was clear: we’re not short on passion, skill, or belief in the CrossFit® methodology. But we are facing real tensions, between purpose and sustainability, between commitment and recognition, between what people need and what they actually receive.

Whether it’s the struggle to earn a living, the invisibility of professional coaching, the broken pathways for growth, or the gender and equity dynamics we often hesitate to name, these aren’t isolated issues. They’re systemic patterns. And they deserve systemic attention.

This report isn’t meant to provide all the answers. It’s a starting point for conversation, for reflection, and hopefully for change. Because we can’t build a healthy ecosystem if we’re not willing to see where it’s under strain.

To every coach and affiliate owner who took the time to fill in the survey, thank you! Your words, your honesty, and your willingness to share made this possible. I hope you see your voice reflected here, and I hope we can keep the conversation going together.

About the author

Farran Mackay is a CrossFit® Level 3 Trainer and the Head Coach and Owner of Virtuous Coach Development. With over 30 years of experience as a sports instructor and a Master’s in Education and Communication, she has spent the past five years dedicated to developing coaches and coaching systems within the CrossFit® ecosystem.

She is also the founder of the Coaches Gatherings, a global initiative that brings coaches together to connect, share, and learn from one another. Her work focuses on helping coaching teams grow with clarity, consistency, and purpose, while supporting affiliate owners in building environments where both coaches and members can thrive.

Farran’s mission is to help build a more sustainable CrossFit® ecosystem - one where the way we develop coaches, support leadership, and structure teams strengthens the entire community.