Firstly, I want to say we endorse and support you making sensible precautionary investigations about this programme before deciding to commit to it. We are proud of what we’ve built here so far and the mission we are on. We are proud of every member of our network. We feel we are an ethical and dedicated group that is passionate about our success and our clients and every partner in our group.

We also recognise that, as with any rapidly growing business, most people joining us are recent joiners, and the model is evolving (and improving) every year. So, some of our stats and data will naturally reflect the stage of our journey, more than the long-term trends of a big old company. The picture is changing and improving all the time for us still, and so you need to engage with your entrepreneur’s hat on, not just your accountant’s hat.

Secondly, we want to ask for your understanding because we have to balance the needs and wishes of our clients and coaches against your needs as a prospect. They must always come first. The reason for that is that they have already shown us trust, faith and commitment, and we are committed beyond anything to repaying that trust in return. If you join us, we will offer you the same. But if you ask us for confidential/private data, or demand too much of their time, to make your decision easier at their expense, then we will politely decline.

If you are willing to decide based on the (extensive) public information out there about us, and which we cover in the several hours of calls with you before asking you to sign anything. Great! If not, we would ask you to wait and engage when you are ready to show us that faith. Waiting for perfect information is the path to inaction. So please understand, we can’t give you absolute certainty.

This brings us neatly to the final thing we have to say. YOU are by far the most significant factor impacting the chances of your success with our programme. You will hear statistics, case studies, testimonials and so on, but not one of those business owners, however similar or different they are, is a predictor of your success or failure. Not even a little bit. Because if you believe in the quality of our model when you look at it, and when you hear how we will work with you to build your practice, if you commit to that programme and process, it will likely succeed, and if you don’t it will likely fail.

So, ultimately, are you willing to work hard? Are you ready to try things that might put you outside your comfort zone a little? Are you willing to stick to tasks and not get distracted by what others are doing? Are you ready to ask for help if you struggle with something?

If we are there working hard to support you, do you think you have what it takes to be the boss of your practice? If so, we will put our reputation on the line with you and fight to make you successful too.

Our ethos is that we all trust each other and succeed together.

If you are good with that, join us. If not, no hard feelings. It just isn’t for you.

In 2010 Rob founded a luxury adventure travel brand which he sold to a mid-market Travel Agency in Scotland in 2013.

In 2011 Rob started a concierge bookings service for which he was voted South West Entrepreneur of the Year 2012, and which he sold to Wyndham’s in 2014.

In 2015 Rob moved back into Transformation and Growth Consulting, for a mix of larger companies, Governmental bodies and SME businesses, under the Pendleton Global brand his family incorporated in 2009, and following the success of his keynote address at the National Business Growth Show in Birmingham in 2020, the Pendleton Partners scheme has expanded from 3 to 30 coaches in just two years.

Pendleton Global is the lean central hub around which the franchisees own businesses operate.

Most of the experts who support the central team hold their own businesses and are paid through retainers and bonus payments.

Client contracts are struck directly with coaches, and fees for client access to the Business Waterwheelheel™ system are paid to Pendleton on a monthly basis from client takings.

Over the last 2 years (since our keynote address at the National Business Growth Show in Birmingham) we have grown 10x, so the picture is one of stable beginnings, followed by rapid growth.

We aim to have 200 coaches, in the UK and in a limited selection of other countries, by 2025, and over 1000 across the world by 2030.

Multiple hundreds of businesses worldwide have completed at least one circuit of the Business Waterwheel™, and a high proportion renews to retain access year after year.

Because of the huge, incremental value we’ve observed when a client works with a coach, we’ve consciously reduced numbers going through the online programme and promoted working with Pendleton Partners around the world as they come onboard.

Clients who work with coaches stay engaged for longer and see even better results!

Licenses are priced based on the primary operating location of the Partner’s business but allow them to practice anywhere in the world.

Most people find their first clients local to them or from their contacts network, but referrals can be anywhere, so it’s important to have the option!

We only sell to Partners who we believe can add great value to their clients and who add skills and experience to our network.

Attitude, trust and respect are critical.

The SME marketplace is so big (on average, there are ~10,000 SMEs in every 25-mile radius) that territories don’t make sense.

So instead, we allow each coach to reserve 50 leads that no other Pendleton Partner can prospect, and as they say yes or no, the coach can replace them on their list.

So far, we have never seen a conflict arise; this is just us planning ahead!

Simple, if you are ready to be a Business Coach, you want to work for yourself.

Employee Coaches taking home 25% of the fees their work generates tend to become quickly dissatisfied and leave to set up their own business!

We help shortcut this process by giving prospective business coaches a tried and tested approach to get started.

And if someone isn’t ready to be a coach in their own right, we don’t expose a client to them.

So the right thing to do is give experienced individuals the programme and support they need to build a coaching practice and deliver a proven product to their clients.

It is a win, win, win for clients, coaches and the central organisation.

For an average to be meaningful, you have to account for the three main types of practice that coaches want to build.

1. A part-time, side-line or semi-retired coach will want ~5-6 clients for a £50k top-up to their income on just a few working days per month.

2. A full-time coach will want ~15-20 clients for a £150k+ income off around 20h work per week.

3. A practice builder will want over 20 clients and will typically pass the coaching to others in the group to earn a passive income while selling to progressively more clients.

Our system caters to all three models perfectly, so they can choose the style and size of their portfolio and know the infrastructure is behind them, ready to deliver.

Sorry, but no.

We have strict confidentiality agreements and our job is to make their time MORE efficient, so they can sell more, more easily and live a better life.

Using them as unpaid salespeople for us would be totally against our ethics and mission.