This comes up more than anything else, so here is a starting frame rather than a number.
Hourly pricing caps you at your calendar and makes the client buy time, which is the one thing neither of you wants to be negotiating. A programme sells an outcome over a period, so the question stops being "what is an hour worth" and becomes "what is this change worth to them".
Three things move the number far more than your years of experience:
Who is paying. An individual paying from personal income and a company paying from a development budget are different markets at the same quality of work.
What it replaces. If the outcome is a promotion, a hire avoided, or a founder getting their evenings back, anchor there.
What you include. Twelve sessions is a schedule. Twelve sessions plus between-session access, a documented plan and something they keep is a programme.
What are you charging, and what made you land on it?
The mistake I see most often is pricing the delivery rather than the decision. Someone will spend an hour costing out their time and arrive at a number that is really a salary calculation.
The better question is what the client is comparing you against. Usually it is not another coach — it is doing nothing for another year.
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Gbeya EditorialGbeya · business systems· 3h ago
One practical note from watching this in the product: people who move from hourly to a programme almost always undercharge the first one, then raise it on the third client once they have seen the outcome land.
If you are nervous about the number, sell the first two at the price you are comfortable with, but write down what changed for those clients. That record is what lets you charge properly afterwards.
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