A business coaching agreement sets the engagement term, session cadence, and fees — plus two things a general coaching contract doesn't need: an explicit statement that the coach doesn't guarantee any financial result, and confidentiality terms for the client's business information. Download the ready-to-fill template below, or read the field-by-field checklist first.
A complete, ready-to-fill PDF — 11 clauses, blanks for every detail, and a signature block for both parties. Free, no email, no account. Read it and adapt it before you use it; the cover page explains what it can and cannot do for you.
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This document is a general-purpose template provided for information only. It is not legal advice, it does not create a lawyer–client relationship, and nobody has reviewed it against your situation.
Laws differ by country, state and province, and they change. A clause that is standard in one place can be unenforceable — or illegal — in another. Terms that are ordinary between two businesses can be void in a consumer or employment context.
Read every clause before you use it, fill in every blank, and delete anything that does not apply. For anything high-value, unusual, or that you could not afford to lose a dispute over, have a qualified lawyer in your jurisdiction review it before it is signed.
These are the fields and clauses a business coaching agreement needs. Leaving one out doesn't necessarily void the agreement, but each gap is a spot where the coach and client can end up disagreeing about what they actually agreed to.
Client & coach names
Full legal name of the client (and the client's business name, if the engagement is on behalf of one) and the coach's legal or business name, with contact details for both.
Coaching focus
The area of the client's business the engagement centers on — sales, leadership, operations, growth strategy — described in general terms, not as a list of deliverables.
Engagement term
How long the engagement runs, and whether it renews automatically, ends automatically, or continues until either side ends it.
Session cadence and format
How often sessions happen, how long each one runs, and whether they're by video, phone, or in person.
Fees, payment and cancellation
The rate, payment timing, what happens if an invoice goes unpaid, and how much notice cancels a session without being charged for it.
No guarantee of financial results
An explicit statement that the coach does not promise any specific revenue, growth, profit or other financial outcome — the clause that separates a coaching agreement from a sales pitch.
Confidentiality of business information
The coach's obligation to keep the client's financials, strategy, customer data and trade secrets confidential and use them only for the coaching engagement.
Scope of advice
A short note that the coach isn't a substitute for a lawyer, accountant or financial advisor, so it's clear where coaching ends and licensed advice begins.
Ending the engagement
The notice required to end the agreement early, and how any fees paid for sessions not yet delivered are refunded.
Limitation of liability
A cap on what the coach can be held liable for, tied to the fees actually paid, with the usual carve-outs for fraud and things that can't lawfully be limited.
Signatures & date
Both the client and the coach sign and date the agreement. It isn't binding until both have signed.
Business coaching is usually sold on the promise of growth — more revenue, a tighter sales process, a team that finally scales. That's exactly why the contract needs to say, in plain terms, what the coach is notpromising. A general coaching or consulting template's soft "results may vary" language isn't built for an engagement where the client's expectation is often a specific number.
The template above states it directly: the coach does not guarantee any specific financial outcome, revenue increase, profit, business growth, valuation, or funding from the engagement, and nothing discussed in a session — a goal, a target, an example from another client — is a promise or projection of what the client's business will achieve. It then lists the factors that actually determine the outcome and sit outside the coach's control: the client's own execution between sessions, market and competitive conditions, the accuracy of the information the client provides, and decisions made by the client's own employees, partners, investors, and customers.
That specificity is what makes the clause do real work. A client who later feels the engagement "didn't deliver" has a much harder time treating that as a breach of contract when the contract they signed said, up front, that no such delivery was ever promised.
A general life-coaching confidentiality clause is built around what a client discloses about themselves — and it's usually enough for that. A business coaching engagement exposes the coach to something different in kind: financial statements and projections, pricing, customer and supplier lists, unreleased strategy, and other information with real commercial value if it reaches a competitor.
The template above names those categories directly as "Confidential Information," obliges the coach to use them only to provide the coaching services, and requires the coach to return or destroy them — subject to the coach's own ordinary record-keeping obligations — once the engagement ends. That's a narrower, more specific promise than "I'll keep this between us," and it's the version a business owner sharing real financials should be asking for.
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Not legal advice — for engagements with a certification body's own disclosure requirements or unusual liability terms, have a local attorney review your agreement.