If Coaching Matters, Why Isn’t It Sustainable?

Insights from the 2026 CrossFit® Ecosystem Survey

Introduction

Coaching has long been positioned as one of the defining features of the CrossFit® experience.

It is what separates the affiliate model from "access-based" fitness. It is where relationships are built, where standards are upheld, where people are guided through challenge, and where fitness and health become something more personal than simply following a program.

As the ecosystem has matured, expectations around coaching have also evolved. Coaches are increasingly expected to manage group dynamics, support behaviour change, communicate effectively, continue developing professionally, and create meaningful experiences for members with very different needs and backgrounds.

At the same time, questions continue to emerge around whether the structures surrounding coaching have evolved at the same pace.

The 2026 CrossFit® Ecosystem Survey was created to better understand the realities of working within that environment today. The survey was conducted independently and is not affiliated with or endorsed by CrossFit® LLC.

This year, 1083 coaches and affiliate owners from across the world shared their experiences, perspectives, challenges, and reflections on what it currently means to work within the CrossFit® ecosystem.

While experiences differ significantly depending on affiliate, role, and location, several consistent themes emerged throughout the responses. Questions around sustainability, compensation, professional value, leadership, and long-term viability appeared repeatedly across different regions and contexts.

What also became increasingly visible throughout the responses was the degree to which passion, purpose, and personal investment continue to hold many parts of the ecosystem together. In many cases, respondents describe a deep sense of meaning attached to the work itself, even while simultaneously questioning whether the structures surrounding that work are fully supporting it long term.

This report is not intended to criticise any one group within the ecosystem. Rather, it aims to create greater awareness around the realities many coaches and owners are currently navigating, while encouraging broader reflection around what may be needed to support coaching as a sustainable profession moving forward.

Who Responded

The responses reflect a broad mix of 1083 coaches and affiliate owners working across the CrossFit® ecosystem today.

Geographically, responses come from across Europe, the UK, the US, and a range of other regions. While there is a clear skew towards English-speaking countries or environments where English is commonly used, the dataset still reflects a broad international mix. Despite differences in local context, many of the themes that emerge are consistent across locations.

Most respondents are actively coaching, with over half identifying as coaches only. Around a quarter combine coaching with ownership, and a smaller group are affiliate owners not regularly coaching. That mix matters, because many are not just coaching classes. They are also managing people, running businesses, and trying to make it all work together.

In terms of experience and qualifications, this is not a beginner sample. The majority hold a CF-L2 or higher. There are newer coaches in the mix, but overall these responses come from people who have spent time in the ecosystem and understand its realities.

The age distribution leans towards 35–44, with most respondents falling between 25 and 54. This is not a student or early-career group. These are people balancing coaching with careers, families, and other responsibilities, which shapes how they experience the work.

Gender-wise, the group is still male-dominated, but with a strong and visible number of female coaches and owners contributing.

This isn’t a perfectly controlled dataset, and it’s not meant to be. What it offers instead is a real-world snapshot of how coaching and ownership are experienced across the ecosystem right now (click on the arrow to see more charts).

The Big Picture

Across responses, a few patterns show up again and again.

Coaching is meaningful work. People care deeply about what they do. They take pride in helping others improve, in building relationships, and in being part of something that goes beyond just a workout.

At the same time, there is a consistent tension underneath that.

Many respondents describe coaching as highly impactful work, yet also question whether the structures surrounding it consistently reflect the level of responsibility, professionalism, and emotional investment involved.

Many are not able to rely on coaching as their primary source of income. The numbers, on the surface, can sometimes look reasonable. But when broader responsibilities, inconsistent structures, self-employment costs, and long-term sustainability are considered together, the picture becomes more complicated.

And while some coaches and owners describe strong, supportive environments with clear development pathways and leadership, others report the opposite. A lack of structure, limited progression opportunities, inconsistent expectations, and uncertainty around what long-term coaching development is supposed to look like within the ecosystem.

What also becomes increasingly visible throughout the responses is the role passion continues to play in sustaining the ecosystem itself.

Many coaches and owners continue investing significant time, emotional energy, and personal commitment into the work because they care deeply about the impact it has on people’s lives. In some cases, that passion appears to be compensating for structures that may not otherwise feel sustainable on their own.

Put simply, the picture that emerges is this:

Coaching is widely positioned as central to the CrossFit® experience. But it is not always structured, priced, developed, or supported in ways that consistently reflect that reality long term.

That gap shows up in different ways, and in the sections that follow, we’ll look at where it becomes most visible.

Coaching as (Un)Sustainable Work

When passion and reality start to collide

One of the clearest themes throughout the responses is the tension between the importance of coaching within the CrossFit® ecosystem and the reality of sustaining it long term as work.

Many respondents describe coaching as deeply meaningful. They speak about connection, impact, purpose, and helping people change their lives. At the same time, there is a recurring uncertainty around whether the role itself is realistically sustainable over time.

For some, the challenge is financial. For others, it is the accumulation of hours, emotional energy, inconsistent schedules, or the difficulty of balancing coaching alongside other work and life responsibilities. In many cases, it is a combination of all of those factors.

“I love coaching, but I don’t know if I can keep doing it like this long term.”

A number of coaches describe needing multiple jobs or additional income streams to make things work financially. Others describe reducing coaching hours, stepping away from full-time coaching ambitions, or reconsidering their long-term future within the ecosystem entirely.

Alongside this sits a broader uncertainty around professional progression. Many respondents describe continued investment into courses, certifications, mentoring, and years of experience, but without a clear sense of how that investment translates into long-term career development, financial stability, or future opportunity within the ecosystem.

This becomes particularly relevant when coaching is consistently positioned as central to the CrossFit® experience itself. If coaching is the primary differentiator from access-based fitness models, questions naturally emerge around what is required to make coaching sustainable not just in the short term, but as a profession people can realistically remain in over time.

Affiliate owners describe a different side of the same challenge. Many speak about trying to balance rising costs, member expectations, coach compensation, and the realities of running a business. Several responses reflect a desire to better support and develop coaches, while also acknowledging the financial limitations many affiliates operate within.

The responses suggest that sustainability within the ecosystem is currently relying heavily on the willingness of coaches and owners to continue investing beyond what the structure itself consistently supports.

What emerges is not simply dissatisfaction with coaching as a role, but a broader question around whether the current structures within the ecosystem consistently support the level of professionalism, responsibility, and long-term investment that coaching increasingly requires.

Despite these challenges, there are also responses that describe environments where coaching does feel sustainable. In most cases, this appears connected to a combination of clear structure, supportive leadership, professional development opportunities, and compensation that more closely reflects the level of responsibility involved.

“I’m fortunate to work in an affiliate where coaching is respected as a profession, not just a side role.”

These responses matter because they suggest the issue is not whether sustainable coaching environments can exist, but how consistently they currently do.

Taken together, the responses point toward a growing tension within the ecosystem. Coaching is widely positioned as central to the CrossFit® experience, yet many of the people delivering that experience continue to describe uncertainty around whether the role itself is being structured and supported in a way that allows it to remain sustainable long term.

The Pay vs Reality Gap

Why the numbers don’t add up

When people talk about pay, the numbers on the surface do not always look unreasonable.

Across responses, most coaches report earning somewhere in the range of €20–€30 per class or per hour, although regional differences exist. In parts of Europe, rates often sit between €15 and €40 per class, while in the UK this tends to fall around £15–£25 and in the US around $20–$35. In many cases, these roles are freelance or self-employed, meaning coaches are also responsible for covering costs such as insurance, taxes, pension contributions, holidays, and sick leave from that same income.

These figures are shared to provide context and transparency around current experiences within the ecosystem, not to suggest what coaches should or should not be paid. Conversations around compensation are often avoided entirely, making it difficult for coaches and owners alike to understand what is considered normal, sustainable, or professionally appropriate across different contexts.

While these figures may initially appear reasonable on paper, many respondents question whether they reflect the level of responsibility involved in the role.

A number of responses point toward broader questions of professional value. Coaches describe being responsible for safety, communication, behaviour change, relationship management, group dynamics, and helping people make long-term lifestyle changes. In many cases, they are also expected to continue developing professionally through courses, mentoring, and ongoing education.

When viewed through that lens, some respondents question whether compensation within the ecosystem reflects the level of responsibility and impact expected from the role.

“For the level of responsibility, the pay doesn’t match.”

Several responses also compare CrossFit® coaching to other professions focused on health, wellbeing, or human performance. While coaching is clearly different from licensed healthcare professions, respondents often describe feeling that the role carries a level of responsibility that is not always reflected in how it is positioned or compensated.

This becomes even more noticeable in affiliates where coaching is positioned as the core value being delivered to members.

In some cases, the comparison becomes more explicit.

“CrossFit coaching pays less than the receptionist where I am.”

At the same time, affiliate owners describe a different side of the same challenge. There is an awareness that coaches should be paid more and a desire to recognise the work being done, but also a clear sense of limitation. Costs, pricing structures, and the realities of running a business all shape what is possible.

“I pay my coaches first. I am paid in compliments.”

In that context, increasing pay is not always a simple decision. It becomes a balancing act between supporting coaches and keeping the business viable. In a number of responses, coaches describe feeling valued by the people they work with. At the same time, that value does not always translate into what members are willing to pay, or what affiliates feel they can charge.

Several responses suggest that a strong sense of purpose and identity attached to coaching can make lower compensation feel more acceptable than it might in other professions, at least temporarily.

Some responses also indirectly highlight how compensation expectations shape the ecosystem itself. When highly skilled coaches accept compensation that sits close to minimum wage because coaching is not their primary source of income, it can unintentionally influence what becomes viewed as normal or acceptable within the profession more broadly.

What emerges is not a clear divide between coaches and owners, but a shared constraint. Coaches describe feeling that the work they do is not fully reflected in what they are paid, while owners describe being limited in what they can offer within the structure they are operating in.

The gap, then, is not just in the number itself. It also shows up in how coaching is defined, understood, positioned, and compensated within the ecosystem. This is not the only factor contributing to the broader challenges described throughout the report, but it is a consistent one across many responses.

Can Passion Sustain a Profession?

When purpose starts compensating for structure

Alongside the challenges described so far, there is something else that comes through just as clearly in the responses.

People care deeply about this work.

Coaching is rarely described as just a job. It is tied to identity, purpose, connection, and the impact people feel they can have on others. Many respondents speak about helping members become more confident, healthier, more capable, and more connected, often describing coaching as meaningful in ways that extend far beyond physical training itself.

“I love helping people become more confident and capable.”

“Seeing people improve and be happy is what keeps me doing it.”

This is not something that appears occasionally within the responses. It runs consistently throughout them, regardless of role, experience, or location.

At the same time, that passion often exists alongside many of the challenges already described throughout this report. Respondents speak openly about financial pressure, long hours, inconsistent structure, limited progression, and uncertainty around long-term sustainability, yet many continue coaching despite those realities.

In part, this appears to be because the work itself provides a strong sense of meaning and personal fulfilment. For some, coaching remains something they consciously choose to do alongside another career because of the impact it allows them to have. For others, it becomes more of a balancing act between the parts of the work they value deeply and the practical realities surrounding it.

This creates an important tension within the ecosystem.

The responses suggest that passion is not only motivating people to coach, but in some cases also helping sustain conditions that might otherwise be difficult to justify long term.

Many respondents continue investing significant time, emotional energy, and professional development into coaching despite financial uncertainty, limited progression opportunities, inconsistent structures, or compensation that they themselves describe as not fully reflecting the responsibility involved.

In other professions, these conditions might lead people to leave more quickly. Within the CrossFit® ecosystem, however, the sense of purpose, identity, and impact attached to coaching appears to keep many people engaged for longer than the structure alone might support.

“I love coaching, but it’s hard to justify long term.”

“At some point, passion isn’t enough to make it work.”

This is not necessarily a negative reflection on the people within the ecosystem. If anything, it highlights the depth of care many coaches have for the work itself and the people they support.

At the same time, it raises an important question about sustainability. Passion can absolutely strengthen a profession, but it becomes more complicated when it also starts compensating for structural limitations around pay, progression, support, or long-term viability.

What emerges is not a lack of motivation, but almost the opposite. A group of people who are highly invested in what they do and who continue contributing significant time, energy, and emotional investment into creating meaningful experiences for others.

If coaching is expected to remain central to the CrossFit® experience, then the structures surrounding it also need to evolve in ways that better support the people delivering that experience over time.

Otherwise, there is a real risk that the ecosystem continues relying on passion and personal sacrifice to sustain conditions that may not remain viable long term.

The Affiliate Effect (Value, Leadership & Environment)

Why your experience depends on where you coach

Across the responses, one thing becomes increasingly clear. There is no single, shared experience of working in the CrossFit® ecosystem.

Instead, experiences vary significantly depending on the affiliate.

Some describe environments where coaching is supported, where there is clear communication, opportunities for development, mutual respect, and a genuine sense of being part of a team. In some cases, affiliate owners actively support coaches in developing professionally, creating clearer career pathways, or building additional revenue streams beyond group classes alone.

Others describe the opposite. A lack of structure, limited guidance, inconsistent expectations, little investment into coach development, and environments where coaches feel replaceable rather than genuinely valued.

The contrast between experiences can be extreme. Some respondents describe feeling professionally respected and supported in building sustainable careers. Others describe financial instability, living month to month without savings or security, and questioning whether continuing to coach is realistically viable long term.

“Here I am, a CF-L3 trainer…living in my car.”

In some cases, respondents describe experiences that feel emotionally draining, isolating, or unsustainable over time.

These differences are not subtle. They shape how people experience the work on a daily basis and influence whether coaching feels like something that can realistically develop into a sustainable profession over time.

In a number of responses, coaches describe feeling valued by the people they work with. Members recognise their effort, appreciate the support they receive, and build strong relationships over time. That sense of connection is a consistent part of what makes the work meaningful.

At the same time, that sense of value does not always translate into how coaching is positioned or compensated within the business.

This is where the role of the affiliate becomes particularly visible.

How coaching is defined, how expectations are set, how development is supported, and how pricing is approached are all shaped at the affiliate level. In some cases, this creates an environment where coaching is treated as a central part of the service being offered. In others, it can feel more like an add-on that sits alongside access to equipment or programming.

That difference has consequences.

When coaching is clearly positioned and supported, there tends to be more consistency in how it is delivered, how coaches develop, and how members experience it. When that structure is less defined, the experience becomes more variable, both for coaches and for members.

Several responses also raise broader questions around business structure and pricing. If coaching is positioned as the primary differentiator of the affiliate experience, then the ecosystem may also need to reconsider whether current pricing models and business structures fully reflect that reality.

Affiliate owners describe being aware of the value that coaching provides, but also uncertain about what members are willing to pay. Increasing prices is often seen as a risk, particularly in competitive markets or where there is concern about member retention.

At the same time, the earlier themes highlight how that pricing directly impacts what can be offered to coaches.

“Members say they value coaching, but they are not always willing to pay more for it.”

This creates a situation where value is recognised, but not always fully captured.

Coaches feel valued in their interactions with members, but that value does not consistently translate into pricing, and therefore not into compensation. Owners recognise the importance of coaching, but often operate within structures that make it difficult to adjust that balance without financial risk.

Part of that challenge may also be connected to how coaching itself is understood within the ecosystem. The better coaching becomes, the more invisible many of its skills can appear to members. Communication, relationship building, behaviour change, safety, group management, and long-term development are often experienced through outcomes rather than recognised as professional skills in their own right. If members do not fully understand what great coaching involves, it becomes harder for affiliates to clearly position, communicate, and price that value consistently.

Taken together, this reinforces the idea that many of the challenges described throughout this report are not only individual, but structural. They are shaped by decisions made at the affiliate level, but also by broader perceptions of what coaching is, what role it plays within the affiliate model, and what it is ultimately worth.

If coaching is genuinely the core value being delivered within the CrossFit® experience, then the long-term sustainability of the ecosystem may depend on whether affiliates, coaches, members, and the wider ecosystem begin aligning their structures, expectations, pricing, and investment more closely around that reality.

Which brings the focus back to a simple but important question.

If coaching is central to the CrossFit® experience, how clearly is that reflected in the way affiliates position, structure, support, and price it?

Closing Reflections

If coaching is truly central to what CrossFit® affiliates offer, then it needs to be treated that way across the entire ecosystem.

That responsibility does not sit with one group alone. It sits with everyone involved.

At the HQ level, this goes beyond simply positioning coaching as central to the CrossFit® experience. It also requires (pro)actively supporting affiliate owners in building sustainable businesses where coaches can realistically build long-term careers and earn a living wage. Coaches are the front line of the CrossFit® experience, yet the level of support, development, and access they receive varies significantly between affiliates. They are also the next generation of affiliate owners. If coaches are not developed, supported, and retained, the long-term health of the ecosystem itself becomes a concern.

At the affiliate level, creating a healthy business has to extend beyond profit and loss alone. It requires a shared understanding between owners and coaches around what they are collectively trying to create, the value coaching brings to members’ lives, and how that value connects to pricing, development, and long-term sustainability. If coaching is central to the service being offered, that has to be reflected not only in words but also in structure, communication, and decision-making.

At the coach level, there is also a responsibility to recognise the value of the work itself. If coaches become comfortable accepting compensation that sits close to minimum wage simply because they have another source of income, there is a risk of unintentionally undervaluing both their own impact and the impact other coaches have on people’s lives. That, in turn, influences what becomes viewed as normal or acceptable within the ecosystem, including the pricing attached to coaching services more broadly.

Across all four themes, the responses suggest that passion and personal investment are currently compensating for structural limitations in ways that may become difficult to sustain long term.

Over time, relying too heavily on goodwill, emotional investment, and personal sacrifice is not just a sustainability challenge for individual coaches and owners. It becomes a structural risk for the long-term health and development of the ecosystem itself.

What this report highlights is not a lack of passion, effort, or care from the people working within the ecosystem. If anything, the opposite appears true. Many coaches and owners continue to invest significant time, energy, and emotion into creating meaningful experiences for the people they serve, even when doing so comes with financial uncertainty, limited security, or personal sacrifice.

At the same time, many of the structures surrounding that work do not yet appear fully aligned with the level of responsibility, professionalism, and value that coaching is expected to provide.

That does not mean sustainable coaching environments cannot exist. There are clear examples within the responses where they do. But it does suggest that continuing to rely primarily on passion and goodwill is unlikely to create long-term consistency across the ecosystem.

If coaching is genuinely the differentiator, then it needs to be positioned, supported, and valued accordingly.

The question is whether that shift can happen before too many (more) good coaches decide that passion alone is no longer enough to justify the personal cost of staying.

About the author

Farran Mackay is a CrossFit® Level 3 Trainer, educator, and the founder of Virtuous Coach Development. With more than 30 years of experience as a sports instructor and a Master’s degree in Education and Communication, she has spent the past five years focused on developing coaches, coaching teams, and coach development systems within the CrossFit® ecosystem.

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

Through her work, Farran aims to contribute to a more sustainable CrossFit® ecosystem by improving how coaches are developed, supported, and valued across all levels of the community.

To continue the conversation around coaching, leadership, and the future of the CrossFit® ecosystem, you can sign up here for Farran’s weekly Inspire Elevate Transform newsletter.