Enquirer Consulting Group

Reachable Buyer Map

Prepared for Hilary Aylesworth · United States · August 2026
Here is the map, and it counts the United States only, one of the three regions your own site names. Your site is positioned at enterprise, so this page starts with large employers and then covers the band directly underneath, which is larger, less contested, and buys the same thing for different reasons. Roles, segments and rough counts, with the sectors where the budget tends to already exist.
Large US employers, 1,000 people and up
The enterprise core of this category, where coaching is a funded program with a name, a sponsor and an internal owner. Longer to sell into and the most competed for, and the segment most likely to buy several products from the same provider once one lands.
Who signs: the chief human resources officer, the chief people officer, the head of talent development, the head of learning, and the chief executive on transformation work.
11,000 to 11,500
US employers at 1,000 people or more
US mid-market employers, 250 to 999 people
The largest group on this page and the one furthest from the enterprise core. Big enough to have a real people function and a leadership bench that is visibly thin in the middle, small enough that one or two people decide without a committee. In this market, buyers of this size tend to be reached last, because enterprise channels are built for enterprise buying and do not scale downward.
Who signs: the chief executive or founder, the single senior human resources leader, and the vice president of operations who owns the frontline.
27,000 to 28,000
US employers in this workforce band
US health care and social assistance employers at 250 people or more
The sector where retention, burnout and clinical outcomes are openly treated as one conversation, which means the budget already exists and the argument does not have to be made from scratch. Long cycles, committee buying, and recurring once it lands.
Who signs: the chief human resources officer, the chief nursing officer, the vice president of clinical operations, and the head of leadership development.
6,000 to 6,400
US health care and social assistance employers at 250 people or more
US manufacturing and industrial employers at 250 people or more
Where leadership problems present as turnover, safety and output numbers rather than as leadership problems, so they get diagnosed late and funded quickly once they are. Multi-site and shift-based, which makes the frontline supervisor the population that matters and makes anything that scales without travel unusually attractive.
Who signs: the vice president of human resources, the vice president of operations, the plant leadership team, and the chief executive on turnaround work.
5,900 to 6,300
US manufacturing employers at 250 people or more
Corporate parents, holding companies and sponsor-owned portfolios
Small by count and unusually valuable, because one relationship can reach several operating companies at once and the buying standard travels with it. Worth being straight about a limit: ownership structure is not recorded in any public employer register, so sponsor-owned operating companies cannot be filtered out of the wider market from public data and are identified one at a time.
Who signs: the group chief people officer, the operating partner, the group chief executive, and the chief of staff.
Roughly 450 to 550 at 250 people or more
US management and holding entities of that size, out of a wider register of roughly 2,800; deliberately a narrow, high-value list
The trigger layer, which is not a segment
A new chief people officer in seat, a merger, a restructuring, a survey that came back badly, a leadership bench that just lost two people. In this category the purchase is made at a moment rather than on a renewal cycle, and the moment is usually public before anyone internally has written a brief about it.
Who signs: whoever is newly accountable, which is often the person who arrived in the last ninety days.
Watched, not listed
assembled from public appointment, filing and restructuring signals across the segments above; the timing is the whole value

Where the openings are

1
The band under a thousand people is the largest unworked one. Roughly 27,000 to 28,000 US employers sit between 250 and 999 people, against 11,000 to 11,500 at a thousand and above. In this market, platforms in this category usually grow through enterprise human resources relationships, partner referrals and events, and those channels reach the top of the market well and the band underneath it barely at all.
2
This is bought at a moment, not on a cycle. A new people leader, a merger, a restructuring, a bad engagement survey. Watching several thousand companies every week for those signals is mechanical work that no referral channel can do, and it is the difference between arriving in the week the budget appears and arriving eleven months later.
3
Sector concentration beats company size. Health care and industrial employers at 250 people or more each run to roughly 6,000 organizations, and in both the problem presents as a number the operator already reports on. That is a shorter argument to make than a general leadership one, and it survives a procurement conversation better.
4
This is a distribution gap, not a credibility one. In this category the product and the proof are rarely the constraint. The machinery that puts a case in front of several thousand named people leaders and operators on a schedule, with one place to see what came back and from which segment, is a build, and most firms in this category never make it. That is the part we stand up, and we hand it over when it works.
Built from public federal registry data covering US employers that file a benefit plan, current to the 2024 filing year. Counts are banded deliberately. Workforce bands use plan participants as a headcount proxy, so they indicate scale rather than an exact staff count. Owner-only and very small employers are not published in this data. Sector codes are self-reported. Ownership structure and trigger events are not covered by any public register and are described rather than counted. It describes the market rather than your business, and there is nothing to buy at the end of it.
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