An hour of coaching ends. The client leaves the call, the value was delivered, and next month they decide again whether to buy another one. That is why hourly pricing feels safe. Every transaction is complete in itself.

A membership does not end. The member is not buying sixty minutes. They are buying continued access to your thinking, a place to bring problems as they arise, and the quiet confidence of knowing they are not navigating alone. Priced correctly, a membership is not a discounted bundle of hours. It is a different product, and it needs a different method.
Here is the method. Three inputs, one formula, three bands. Bring your own numbers; I will use clearly labeled hypothetical ones throughout.
Input one: your current hourly rate
Say your rate is $250 an hour. That number is your floor logic, not your price. It tells you what your time already trades for when someone buys it retail. Whatever you charge for the membership has to make sense next to it. A membership that includes a monthly group call and costs $500 a month sits oddly against a $250 hour. A membership at $30 a month sits even more oddly, and we will get to why.
Input two: your list size
Say your list is 4,000 subscribers. List size does not set the price. It sets the realistic size of the room, which tells you how much personal attention you can promise. From a list of 4,000, a well-run warm room sequence puts a fraction of the list in a live session, and a fraction of that room says yes. You do not need me to invent the exact fractions; you will learn yours on your first run. The planning point is this: your first membership cohort will likely be small enough that you can be generous with access, and generous access justifies a real price.
Input three: what the membership replaces for the member
This is the input coaches skip, and it is the one that matters most. Your member is not comparing your membership to zero. They are comparing it to what they currently spend, in money or in pain, on the problem you solve.
Say your members are director-level leaders. Ask: what does one bad quarter of indecision cost this person? What would one private session with you cost them, retail, every time a hard situation came up? If a member would otherwise book even one $250 session a month when things get difficult, then a membership that gives them a monthly group session, a place to ask questions between sessions, and your eyes on their specific situation is replacing at least $250 of spend, plus the friction of scheduling it.
Write down your honest answer to this question: what does the member stop paying for, or stop suffering through, because this membership exists? Call that number R, the monthly replacement value.

The formula
Price your membership between 30% and 60% of R, and never below 10% of your hourly rate times the hours of live access included.
In our hypothetical: R is $250. The band is $75 to $150. The membership includes one 90-minute group session, so the floor check is $250 times 1.5 hours times 10%, which is $37.50. The band clears the floor easily. A defensible price for this hypothetical coach is $99 to $129 a month.
The 30% to 60% range is not arbitrary. Below 30% of replacement value, the member cannot believe the math; the offer reads as too cheap to be the real thing. Above 60%, the membership stops feeling like obvious value and starts requiring a sales job, which you are not willing to do and should not have to.
The three bands
Almost every coach membership that works lands in one of three bands.
Band one, $49 to $89. Content and community. The member gets your written thinking, a library, and peers, but little or no live access to you. Fits when your list is large, your capacity is small, or the membership is deliberately a first rung under your private work.
Band two, $99 to $199. The core band, and where most coaches in this circle should start. Monthly live group session, asynchronous access to you, templates or tools. The member can get a real question answered by the actual coach every month. This is the band our hypothetical $250-an-hour coach lands in, and it is not a coincidence that it clears the formula cleanly.
Band three, $250 to $500. Proximity. Small cohort, personal review of the member's real situations, maybe a hot seat. Fits MCC-level coaches, senior audiences, and anyone whose hourly rate is $400 or above. Do not start here unless your hour already trades at a level that makes this band look reasonable by comparison.
Why underpricing fails with this exact audience
You will be tempted by $29. Resist it, and not for revenue reasons.
Your audience is senior professionals who use price as information. They cannot evaluate your coaching before buying it, so they read the signals available, and price is the loudest one. A $29 membership from a $250-an-hour coach creates a contradiction the buyer has to resolve, and they usually resolve it against you: either the hour is overpriced or the membership is empty. Both conclusions cost you.
There is also an ethics angle, which I know is where your mind goes. Underpricing feels humble. In practice it often transfers the cost of your discomfort onto your best clients, who would happily pay a fair price, while attracting members who churn fast and engage little. Charging a price that lets you show up fully prepared, month after month, is the more honest arrangement.
Run your numbers
Three lines, five minutes:
1. My hourly rate is ___. Floor check: rate times live hours included times 10%.
2. My replacement value R is ___. Band: 30% to 60% of R.
3. The band I land in is ___, and the access I am promising matches it.
The pricing calculator in the template library runs this for you. But do the written version once by hand first. The point of the exercise is not the number. It is that you finish it able to say your price out loud, to a real person, without flinching. That sentence, delivered calmly in your Fireside Chat, is the whole sale.
Want this done for you? For $49 a month we write and send your campaign to your list, in your voice. Reply to this post or message me on Accomplishr.