Why I Don’t Identify as a Coach (Despite Demand After Years of Advising)

As someone who’s been fortunate to collaborate with some of the biggest names in the business — from Cartier to Estée Lauder, Amazon, HP, and Walmart — many people assume I’ve adopted the “coach” label after years of advising. After all, I’ve helped countless multinational brands, and yes, I've created opportunities for individuals and brands to build transformative success, experiencing growth and impact along the way. But I want to set the record straight: an experienced advisor can change your business, your brand and your life.

I’ve received an overwhelming amount of public demand to be a “coach,” right from when I wrote my first book to recent weeks as I’ve hosted my in-person retreats. While many may associate retreats with coaching, I want to clarify that they’re not one and the same. These retreats are an extension of the same work I’ve been doing for years, advising founders, executives, and multinational corporations on brand building, consumer connection, storytelling, growth, and transformation. While companies need this strategic insight, driven, high-achieving individuals need it too. Corporations host retreats, off-sites and core weeks; people need them to be their best selves too.

No wonder I've never been comfortable with the traditional coaching model—where you’re pushing for people to buy into a program or a service. To me, that feels more sales-driven than impact-driven. My work has always centered on creating real, sustainable growth. That’s why I much prefer advising for equity rather than collecting coaching fees. I believe in the results of my work enough to know it will be impactful, driving increased value and market share. I know working with me delivers outsized returns that a simple fee can’t justify. As a 3X entrepreneur, I take pride in the growth journey and want everyone I work with to know that I’m incentivized to win with them.

If I could cover all the expenses of my retreats and be compensated with equity or a percentage of the future impact from our work together, that would feel more aligned with my vision. My vision is to build something that will continue to thrive long after we’ve completed a meeting, retreat, brand audit or consultation.

The retreats I launch?are a direct extension of the work I do with large organizations and executives—helping them understand strategy, transformation, and the steps needed to create real change.

I’m passionate about democratizing access to the kinds of resources that drive growth and transformation in big businesses. But I’m also passionate about providing this level of expertise and insight to entrepreneurs and individuals looking to make an impact. These retreats are designed to bridge the gap between the high-level strategic work I do with major brands and the personal development I believe everyone deserves access to.

So the difference between me and a typical “coach” is that I’m not interested in the sales-driven model. I’ve never built my career on pushing people to click a link or buy a program. My work has always been about creating long-lasting transformation—whether through brand building, storytelling, or market strategies.

The people I work with don’t just get a “coaching session”—they get a partner, someone who is deeply invested in their success. Whether we’re talking about business strategy or helping people reframe their careers, it’s achieving transformative results.

As I look ahead to 2025, I’m excited about the work I’ll continue to do. But I’ll continue doing it on my own terms. I’m not a coach. I’m a businesswoman. I’m a partner in growth. And I’m here to help businesses and individuals grow with impact, authenticity, and long-term success.?

From advisory to ascension,

Lauren Maillian