What participants say about the EIC Coaching Programme and how it actually works
- ›The EIC Coaching Programme pairs European innovators with experienced business coaches to improve strategy, leadership and go-to-market execution.
- ›Coaching is offered free to EIC beneficiaries and applicants but the allocation of days is limited and varies by participant type.
- ›Participants report concrete short-term benefits such as stronger investor pitches and clearer strategy but long-term impact and evaluation remain limited in public reporting.
- ›Coaches must register via an open call and sign confidentiality and conduct requirements while the EIC handles contracting and payment.
- ›Matching quality, coach availability and the small number of coaching days are critical constraints that determine whether coaching produces durable change.
EIC Coaching Programme: participant experiences and how the service operates
The European Innovation Council offers a business coaching service intended to improve the odds that funded or shortlisted projects reach the market. The programme connects innovators with external coaches who bring hands-on entrepreneurial and fundraising experience. The stated aim is to strengthen strategy, leadership and go-to-market execution so that research, startups and scaleups do not fail for avoidable management reasons.
Why the EIC emphasises coaching
The EIC handbook frames coaching as a response to a common failure mode in innovation. It cites an often repeated industry figure which states that around 95 percent of innovation failure stems from poor strategy and leadership. Surveys cited by EIC materials add that a large majority of past coachees report measurable benefits from coaching in terms of improved strategy, faster time to market and better investor readiness.
Voices from the field: participant testimonials
The programme’s communications share short testimonials from founders and CEOs who worked with EIC-appointed coaches. These accounts describe practical, immediate benefits but are limited in scope and length. They provide useful illustrations while leaving questions about broader and longer term impact unanswered.
Selected participant feedback
How the programme works in practice
The EIC organises the coaching process end to end. Innovators search a pool of external coaches, run short chemistry calls and then the EIC contracts the chosen coach and covers the cost. Coaches must accept a Code of Conduct, sign confidentiality and non disclosure agreements and follow reporting rules after the assignment completes.
| Feature | Details from EIC materials | What founders should note |
| Eligible groups | EIC-funded projects and companies, applicants invited to step 2 of Accelerator, Seal-of-Excellence holders, Pathfinder, Transition, Accelerator teams, and participants in the Women Leadership Programme | Different target groups have different access rules and objectives for coaching |
| Allocation of coaching days | EIC beneficiaries: up to 12 coaching days in some descriptions. Accelerator applicants and Seal-of-Excellence teams: 3 days during full proposal preparation | Check your eligibility carefully. Additional days for other groups require project officer approval |
| Coach pool size | EIC cites several hundred coaches in its communications, described across different pages as 400+ or 600+ | Expect a large pool but availability will vary by sector, language and timing |
| Matching process | Coachee searches the database, shortlists coaches, coaches respond within three working days, chemistry call, selection, EISMEA contracts the coach | Speed matters. For Accelerator step 2 timelines can be tight and coaches may be needed at short notice |
| Administrative steps | Coach prepares a plan in Casetracker, contract signed before coaching starts, coach submits report and timesheet, EISMEA approves and issues payment | Coaches must be registered in the Funding & Tenders portal and have validated legal and bank account forms |
| Coach selection criteria | Experience in entrepreneurship and/or investment in early-stage SMEs, sector and market expertise, ability to build trust | Coaching quality depends on matching and the coach’s ability to ask challenging questions rather than produce deliverables |
Becoming an EIC coach
Experienced entrepreneurs, investors or business builders can apply to join the coach pool through an open Call for Expression of Interest. Applicants must provide industry experience, an executive summary and a CV and register as experts on the EU Funding & Tenders portal. Acceptance depends on demand for the coach profile, rotation policies to refresh the pool, verification of qualifications and feedback from coachees.
Assessment and limits: what the public record does not fully answer
EIC materials and participant quotes make a persuasive case that coaching helps. They also highlight two relevant data points: the handbook claim that roughly 95 percent of innovation failures come from poor strategy and leadership and a separate EIC page which reports that about 96 percent of peers confirm coaching made a significant difference to strategy and time to market. These are strong framing statistics but they are not accompanied in public materials by a detailed methodology showing how long term impacts were measured or how success is tracked across cohorts.
Practical constraints matter. Coaching days are limited. Matching quality depends on the available pool in a specific domain and language. Coaches differ in style and depth. The EIC covers coaching fees but the intensity of work required to change organisational habits often exceeds a few days of support. In short term wins like improved pitch decks are attainable. Embedding strategic changes and new leadership practices typically requires follow-up and an internal commitment to implementation that coaching alone cannot guarantee.
Practical advice for applicants and beneficiaries
If you plan to use EIC coaching, be strategic about it. Prepare focused objectives for the limited days available. Use chemistry calls to test pedagogical fit and to set concrete milestones for the engagement. Ask potential coaches how they measure success and request examples of prior engagements with comparable companies. If you are applying to Accelerator step 2, organise coaching time early because submission deadlines can compress availability.
Where to find more and how to apply or enquire
EIC resources referenced in this article include the Handbook on EIC Business Coaching, a How it works brochure and public pages on the EIC Community portal. If you have specific questions contact the EIC Community via their contact page and use the subject line 'EIC Coaching Programme'. Founders interested in becoming coaches should respond to the Call for Expression of Interest and register as experts on the Funding & Tenders portal.
Quick reference: steps to access coaching
| Step | Action | Typical timing |
| 1 | Check eligibility and receive notification or access the coaching site | Immediate after becoming an eligible beneficiary or applicant |
| 2 | Search the coach database and shortlist based on sector and priorities | Days |
| 3 | Invite coaches and receive availability within three working days | 3 working days |
| 4 | Run chemistry calls and select coach | Days |
| 5 | Coach prepares plan in Casetracker and EISMEA drafts contract | Days to 1 week |
| 6 | Coaching starts after contract signature; coach submits report and timesheet at end | Depends on agreed schedule |
Final note: business coaching is a pragmatic tool in the EIC toolkit. It can accelerate choices and help avoid common pitfalls. Its value for any single project will depend on the quality of the match, the clarity of objectives and the organisation’s willingness to implement change after the coaching ends. Public materials from the EIC present encouraging anecdotes and positive survey numbers but do not substitute for robust outcome evaluation across multiple funding cycles. Applicants should therefore treat coaching as a high-value but time-limited accelerator of progress rather than a full solution to deeper organisational challenges.