Support for the stage you are at.

Ask on the discovery call and you will leave those 30 minutes with a specific figure. There is no price list on this page because the streams are not the same amount of work — fortnightly ninety-minute 1:1 coaching is a materially bigger commitment than a monthly accountability rhythm, and a single headline number would misprice one of them. Two straight points while you are here. Buzz Coaching is not the cheapest coaching you can buy; there are group programmes running at a fraction of it, and if price is your deciding factor you will get more from a cheap programme you use than an expensive one you resent. And if the fee would genuinely stretch the business right now, say so on the call. Being told to wait a quarter is a real possible outcome, not a negotiating move.

A consultant leaves a document behind. This leaves you with commitments and a date you get asked about. The practical difference is who ends up owning the analysis: a consultant is paid to produce the answer, so the reasoning lives in their head and walks out at the end of the engagement. Here the first two sessions map your business with you, you decide what changes, and every session opens with fifteen minutes on whether you did what you said you would. Where we have run a business through the same problem you will hear what was done and what it cost — that is evidence, not consultancy. But nobody is going to run your pricing review for you. If what you want is a plan built and handed over, hire a consultant. It is a legitimate purchase, just not this one.

A mastermind gives you eleven other owners' opinions. This gives you one person who has read your numbers. Both are useful and they fix different problems. Peer groups are strong on perspective, network and the relief of finding out your problem is not unique, and weak on follow-through, because nobody in that room is accountable for whether you act. They also move at the pace of the group, so a quarter can pass without your particular constraint ever reaching the agenda. Coaching here is fortnightly, ninety minutes, entirely about your business, and it starts with what you committed to last time. If the problem is isolation, a mastermind may genuinely be the better buy. If the problem is that you already know what to do and it keeps not happening, this is built for that.

Fair, and common enough that it is worth being specific about how coaching goes wrong. Either it stays at the level of principle — vision, values, what success looks like to you — and never reaches a named person, a specific price or a conversation booked for Thursday. Or nothing gets written down, so what you agreed in March is never checked in April. Test us on both before you commit: ask what gets measured, who records it, and what happens at the ninety-day review if the measures have not moved. Vague answers to those are your signal to walk. The tell in the other direction is discomfort. If you finish three sessions and have not once been told something you did not want to hear, you are buying reassurance.

No, but be honest about what you can protect. The diary cost is ninety minutes a fortnight plus the actions you commit to, and for the first two months this costs you time rather than saving it — writing down what good looks like in a role takes an hour you do not currently have. The return usually shows up around month three, when decisions stop bouncing back to you. What does not work is starting and then cancelling. Half-doing it is worse than not starting, because it teaches your team that your new standards do not last. If you genuinely cannot hold one ninety-minute slot a fortnight for the next six months, fix the diary first. That is a shorter piece of work and we will say so on the call.

Say so early and we change the approach or we stop. Every engagement sets its own measures in the first month — hours you spend in delivery, decisions escalated to you each week, gross margin by job, whatever the binding constraint turns out to be — and reviews them at ninety days against where you started. If they have not moved and you have done the work, the approach was wrong. That is ours to fix, not yours to absorb, and we would rather end an engagement than keep invoicing a rhythm neither of us believes in. The harder version is when the measures have not moved because the actions did not happen. That gets named too. Continuing to meet fortnightly while nothing changes is the most expensive way to do this.

Most owners should not decide before the discovery call — working that out is what the call is for. As a rough guide: 1:1 Business Coaching if you are carrying too much in your head and cannot separate noise from priority. Strategic Growth Coaching if the model works but the margin does not, and the questions are pricing, capacity and where profit is leaking. Leadership Coaching if the team is the constraint — delegation, standards, the conversation you have been rehearsing in the car for six months. Accountability Coaching if you already know the work and the whole problem is follow-through. Financial Coaching runs with Peter, our Finance Director, and is the right route if the honest answer is that you cannot read your own numbers with confidence.

Yes. Nothing said in a session is repeated — not to your team, not to other clients, not to the accounting side of the group. That last point is worth stating plainly, because Buzz Coaching is a trading style of Buzz Accounting Ltd: if Buzz already does your accounts, coaching conversations do not flow into your accountant's file and nothing moves between the two unless you ask for it. Owners routinely raise things in sessions they have not said to a business partner or a spouse — an exit they are weighing, a hire they regret, a number they are embarrassed by. That only works if it stays in the room. If you want the position in writing before you start, ask on the discovery call.

Pre-revenue start-ups looking for a template, owners who want the decision made for them, and anyone who needs a specialist rather than a coach. If the live problem is an employment dispute, a tax question or a legal exposure, you need a qualified adviser and you will be told that rather than coached around it. It is also wrong for you if direct challenge is going to land badly — the most useful part of a session is usually the observation you did not want to hear, and if that is a problem this becomes an expensive way to feel supported. And it does not work if nothing changes between sessions. The session is where decisions get made. The business is where progress happens.