"The critics wanted a number. What they got was a mission statement:
'We don’t charge anyone with financial need.' This isn’t just rhetoric; it’s policy.
'During COVID, 75% of our team didn’t pay.' That’s not a business model. That’s a belief system.
'If we only represented 20 athletes, we could do that from a supply and demand perspective, but I don’t know if that would be serving the sport in a broader way.' That’s a vision of coaching as something beyond transactional.
The critics claim this is an evasion. But what if it’s something else entirely? David Roche isn’t just coaching athletes—he’s operating from a moral and philosophical standpoint. The central tenet of his approach isn’t exclusivity, scarcity, or maximizing profit. It’s accessibility, growth, and community.
In a world where coaching can easily become another luxury product—where access is often determined by ability to pay—Roche is making a different choice. And that choice requires a larger roster. It requires flexibility. It requires a different definition of success.
This is why the attacks keep shifting—because if you step back, if you really look at what Roche is doing, it becomes obvious that the critics are asking the wrong questions.
The right question isn’t 'How many athletes does he coach?'
It’s: 'What kind of coach chooses to forgo profit to make coaching available to as many people as possible?'
And what does it say about this sport that the response to that isn’t admiration, but suspicion?"