Coaching Practice Management Template
Two documents and four sheets that flag any customer at ten percent of revenue and time the live pipeline against the date it lapses.
Free download · No account needed
Renewal Tracker · Marsh Leadership Coaching · reviewed 3 Aug 2026
One cohort at 4.4x the flagging line, six retainers nowhere near it
| Client or Cohort | Share of Revenue | Flag | Ends | Last Call | In-Time Coverage |
|---|---|---|---|---|---|
| Voss Retail Group, 4 seats | 43.6% | Flagged, 4.4x the 10% line | 30 Sep | 26 Aug | $1,900 of $4,400 |
| 6 individual retainers | 9.4% each | Under the line | Rolling | n/a | n/a |
Same practice, same $10,100 a month, two different risks. One sponsor's cohort is 43.6% of it, all ending on a single date. Six individually staggered retainers make up the rest, and every one of them sits under the 10% line alone.
Even if both in-time enquiries convert on schedule, $2,500 a month and four of the eight freed sessions go unreplaced in October.
Search coaching practice management template and every result is a dashboard: revenue by month, sessions by coach, a client count, a capacity percentage against however many clients the coach can hold. A few add a contract-end date column. None asks what happens once two practices post the same revenue and the same utilization, and one holds it across ten staggered retainers while the other holds nearly half of it in one sponsor's contract ending on a single date. A flat percentage cannot tell those two practices apart, and only one of them is actually exposed.
This pack borrows the line public companies already disclose under: ASC 280-10-50-42 requires naming a single customer at 10% or more of revenue, and treats a group under common control as one customer. A sponsor paying for four named seats under one contract is one customer at their combined value, not four separate clients each under the line. The Renewal Tracker flags that row the day it signs, computes a last-call date from the practice's own median enquiry-to-signed cycle, and nets the live pipeline against it using each enquiry's own projected close.
Marsh Leadership Coaching runs $10,100 a month at 83.3% of a deliberately set 24-session ceiling. Voss Retail Group's four-seat cohort is 43.6% of that, ending 30 September; six staggered individual retainers make up the rest, each under the 10% line alone. Two open enquiries project to close in time; a third misses by one day on its own source's median. Even in the best case, $2,500 a month and four of the freed eight sessions go unreplaced. Run the engagement itself on the coaching engagement pack.
What's in the pack
Practice Plan
The session ceiling set as a deliberate choice, the revenue target checked against the package mix that can actually reach it, and the 10% concentration threshold that decides what gets flagged.
Package Definitions
Every package's price next to its real session cost, so a VIP client and two individual retainers filling the same headroom carry different concentration profiles, not just different totals. Set what to charge for each with the rate card and positioning pack.
Client Register
The current roster staged from contracted through active to alumni, with every sponsor-funded seat marked as one customer for concentration regardless of how many people it names.
Revenue and Capacity Model
Sessions and revenue by client and cohort against the ceiling, so utilization reads in the unit that actually runs out. The general consulting-practice version of the same ceiling problem is the practice metrics template.
Enquiry Pipeline
Every open enquiry projected off this practice's own closed-enquiry history, broken down by source, never one blended cycle time applied to a lead that actually came in cold.
Renewal Tracker
Every customer at 10% of revenue or more, flagged the day it signs, with a last-call date and the live pipeline's realistic in-time coverage netted against it in both dollars and sessions. A fractional or advisory seat paid in equity or a flat fee doesn't fit this dollar-concentration model at all; that pack tracks commitments instead of revenue share.
How it works
- 1
Open in River, or take it blank
Open the pack in River and send the current roster with invoices and enquiry history, or download the Word documents and CSV sheets and fill them in yourself.
- 2
Set the ceiling before the roster
Choose the session ceiling deliberately, then check the revenue target against what package mix actually fits inside it. A ceiling that equals current bookings is one nobody decided.
- 3
Flag concentration at signature
The day a contract signs, check its share of total revenue. Combine every seat one sponsor pays for into a single customer first. Flag anything at 10% or more immediately, however far off its end date sits.
- 4
Net the pipeline against the date, not the ratio
Project each open enquiry from its own source's median, sum what actually lands in time, and report the dollar gap and the session gap as two different numbers.
Frequently asked questions
Is this template free?
Yes. The zip is Word documents and CSV sheets, no account and no card. Edit with AI is the optional half: the agent reads your roster and enquiry history, sets the session ceiling, and flags any customer at 10% of revenue with a last-call date already computed. The rest sit in the template library.
What format are the downloaded files?
Two Word documents and four CSV sheets in one zip. The sheets carry the columns that do the work: sessions per month, share of revenue, the concentration flag, and the last-call date. Open them in Excel, Numbers or Google Sheets, and the two documents are .docx.
Why flag a customer at exactly 10% of revenue?
Because that is the line public companies already have to name a major customer under. It is not an arbitrary round number: below it, losing one customer is ordinary churn, and above it, the loss is large enough to change the year. Using the same line gives a one-person practice the same discipline a public filing already requires.
My sponsor pays for four employees under one contract. Is that one customer or four?
One. The same accounting standard treats a group of entities under common control as a single customer, and a corporate sponsor funding several named seats under one agreement is that same shape. One decision not to renew ends every seat on the same date, so it gets flagged as one row at the combined value, not as four rows each individually under the line.
What does the last-call date actually mean?
It is the point past which a brand-new enquiry, starting from nothing, stops being a realistic way to replace a flagged row in time, based on the practice's own median days from first contact to signed. It is not a deadline for the client to renew, and it does not apply to an enquiry already in motion, judged on its own projected close date instead.
How is this different from a revenue and capacity dashboard?
A dashboard reports what is true right now: total revenue, sessions booked, a utilization percentage. None of that changes based on whether the revenue sits in one contract or ten. This pack adds the one axis a snapshot cannot show, when each piece of revenue actually ends, and checks that date against what the live pipeline can realistically deliver in time.
Flag the concentration before the calendar forces it
Take the Word documents and CSV sheets blank, or send River your roster and enquiry history and get a last-call date on anything already concentrated.
Edit with AI