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Corporation Corp.
‍ Acme LLC.

Corporation Corp.

Acme LLC.

Corporation Corp.

Mentoring Proposal Template

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Date: March 8th 2023



Acme LLC.

Corporation Corp.

This Contract is between Client (the "Client") and Acme LLC, a California limited liability company (the "Coach").

The Contract is dated January 23, 2023.


1.1 Project. The Client is hiring the Coach to develop a coaching relationship between the Client and Coach in order to cultivate the Client's personal, professional, or business goals and create a plan to achieve those goals through stimulating and creative interactions with the ultimate result of maximizing the Client's personal or professional potential.

1.2 Schedule. The Coach will begin work on February 1, 2023 and will continue until the work is completed. This Contract can be ended by either Client or Coach at any time, pursuant to the terms of Section 4, Term and Termination.

The Coach and Client will meet by video conference, 4 days per month for 2 hours.

1.3 Payment. The Client will pay the Coach an hourly rate of $150. Of this, the Client will pay the Coach $500.00 (USD) before work begins.

1.4 Expenses. The Client will reimburse the Coach's expenses. Expenses do not need to be pre-approved by the Client.

1.5 Invoices. The Coach will invoice the Client in accordance with the milestones in Section 1.3. The Client agrees to pay the amount owed within 15 days of receiving the invoice. Payment after that date will incur a late fee of 1.0% per month on the outstanding amount.

1.6 Support. The Coach will not be available by telephone, or email in between scheduled sessions.


- A coaching relationship is a partnership between two or more individuals or entities, like a teacher-student or coach-athlete relationship. Both the Client and Coach must uphold their obligations for the relationship to be successful.

- The Coach agrees to maintain the ethics and standards of behavior established by the International Coaching Federation (ICF).

- The Client acknowledges and agrees that coaching is a comprehensive process that may explore different areas of the Client's life, including work, finances, health, and relationships.

- The Client is responsible for implementing the insights and techniques learned from the Coach.


3.1 Overview. This section contains important promises between the parties.

3.2 Authority To Sign. Each party promises to the other party that it has the authority to enter into this Contract and to perform all of its obligations under this Contract.

3.3 Coach Has Right To Give Client Work Product. The Coach promises that it owns the work product, that the Coach is able to give the work product to the Client, and that no other party will claim that it owns the work product. If the Coach uses employees or subcontractors, the Coach also promises that these employees and subcontractors have signed contracts with the Coach giving the Coach any rights that the employees or subcontractors have related to the Coach's background IP and work product.

3.4 Coach Will Comply With Laws. The Coach promises that the manner it does this job, its work product, and any background IP it uses comply with applicable U.S. and foreign laws and regulations.

3.5 Work Product Does Not Infringe. The Coach promises that its work product does not and will not infringe on someone else's intellectual property rights, that the Coach has the right to let the Client use the background IP, and that this Contract does not and will not violate any contract that the Coach has entered into or will enter into with someone else.

3.7 Client-Supplied Material Does Not Infringe. If the Client provides the Coach with material to incorporate into the work product, the Client promises that this material does not infringe on someone else's intellectual property rights.


This Contract is ongoing until it expires or the work is completed. Either party may end this Contract for any reason by sending an email or letter to the other party, informing the recipient that the sender is ending the Contract and that the Contract will end in 7 days. The Contract officially ends once that time has passed. The party that is ending the Contract must provide notice by taking the steps explained in Section 9.4. The Coach must immediately stop working as soon as it receives this notice unless the notice says otherwise.

If either party ends this Contract before the Contract automatically ends, the Client will pay the Contractor for the work done up until when the Contract ends. The following sections don't end even after the Contract ends: 3 (Representations); 6 (Confidential Information); 7 (Limitation of Liability); 8 (Indemnity); and 9 (General).


The Client is hiring the Coach as an independent contractor. The following statements accurately reflect their relationship:

- The Coach will use its own equipment, tools, and material to do the work.

- The Client will not control how the job is performed on a day-to-day basis. Rather, the Coach is responsible for determining when, where, and how it will carry out the work.

- The Client will not provide the Coach with any training.

- The Client and the Coach do not have a partnership or employer-employee relationship.

- The Coach cannot enter into contracts, make promises, or act on behalf of the Client.

- The Coach is not entitled to the Client's benefits (e.g., group insurance, retirement benefits, retirement plans, vacation days).

- The Coach is responsible for its own taxes.

- The Client will not withhold social security and Medicare taxes or make payments for disability insurance, unemployment insurance, or workers compensation for the Coach or any of the Coach's employees or subcontractors.


6.1 Overview. This Contract imposes special restrictions on how the Client and the Coach must handle confidential information. These obligations are explained in this section.

6.2 The Client's Confidential Information. While working for the Client, the Coach may come across, or be given, Client information that is confidential. This is information like customer lists, business strategies, research & development notes, statistics about a website, and other information that is private. The Coach promises to treat this information as if it is the Coach's own confidential information. The Coach may use this information to do its job under this Contract, but not for anything else. For example, if the Client lets the Coach use a customer list to send out a newsletter, the Coach cannot use those email addresses for any other purpose. The one exception to this is if the Client gives the Coach written permission to use the information for another purpose, the Coach may use the information for that purpose, as well. When this Contract ends, the Coach must give back or destroy all confidential information, and confirm that it has done so. The Coach promises that it will not share confidential information with a third party, unless the Client gives the Coach written permission first. The Coach must continue to follow these obligations, even after the Contract ends. The Coach's responsibilities only stop if the Coach can show any of the following: (i) that the information was already public when the Coach came across it; (ii) the information became public after the Coach came across it, but not because of anything the Coach did or didn't do; (iii) the Coach already knew the information when the Coach came across it and the Coach didn't have any obligation to keep it secret; (iv) a third party provided the Coach with the information without requiring that the Coach keep it a secret; or (v) the Coach created the information on its own, without using anything belonging to the Client.

6.3 Third-Party Confidential Information. It's possible the Client and the Coach each have access to confidential information that belongs to third parties. The Client and the Coach each promise that it will not share with the other party confidential information that belongs to third parties, unless it is allowed to do so. If the Client or the Coach is allowed to share confidential information with the other party and does so, the sharing party promises to tell the other party in writing of any special restrictions regarding that information.


Neither party is liable for breach-of-contract damages that the breaching party could not reasonably have foreseen when it entered this Contract.


8.1 Overview. This section transfers certain risks between the parties if a third party sues or goes after the Client or the Coach or both. For example, if the Client gets sued for something that the Coach did, then the Coach may promise to come to the Client's defense or to reimburse the Client for any losses.

8.2 Client Indemnity. In this Contract, the Coach agrees to indemnify the Client (and its affiliates and their directors, officers, employees, and agents) from and against all liabilities, losses, damages, and expenses (including reasonable attorneys' fees) related to a third-party claim or proceeding arising out of: (i) the work the Coach has done under this Contract; (ii) a breach by the Coach of its obligations under this Contract; or (iii) a breach by the Coach of the promises it is making in Section 3 (Representations).

8.3 Coach Indemnity. In this Contract, the Client agrees to indemnify the Coach (and its affiliates and their directors, officers, employees, and agents) from and against liabilities, losses, damages, and expenses (including reasonable attorneys' fees) related to a third-party claim or proceeding arising out of a breach by the Client of its obligations under this Contract.


9.1 Assignment​. This Contract applies only to the Client and the Coach. Neither the Client nor the Coach can assign its rights or delegate its obligations under this Contract to a third-party (other than by will or intestate), without first receiving the other's written permission.

9.2 Arbitration. As the exclusive means of initiating adversarial proceedings to resolve any dispute arising under this Contract, a party may demand that the dispute be resolved by arbitration administered by the American Arbitration Association in accordance with its commercial arbitration rules.

9.3 Modification; Waiver. To change anything in this Contract, the Client and the Coach must agree to that change in writing and sign a document showing their contract. Neither party can waive its rights under this Contract or release the other party from its obligations under this Contract, unless the waiving party acknowledges it is doing so in writing and signs a document that says so.

9.4. Noticies.

(a) Over the course of this Contract, one party may need to send a notice to the other party. For the notice to be valid, it must be in writing and delivered in one of the following ways: personal delivery, email, or certified or registered mail (postage prepaid, return receipt requested). The notice must be delivered to the party's address listed at the end of this Contract or to another address that the party has provided in writing as an appropriate address to receive notice.

(b) The timing of when a notice is received can be very important. To avoid confusion, a valid notice is considered received as follows: (i) if delivered personally, it is considered received immediately; (ii) if delivered by email, it is considered received upon acknowledgement of receipt; (iii) if delivered by registered or certified mail (postage prepaid, return receipt requested), it is considered received upon receipt as indicated by the date on the signed receipt. If a party refuses to accept notice or if notice cannot be delivered because of a change in address for which no notice was given, then it is considered received when the notice is rejected or unable to be delivered. If the notice is received after 5:00pm on a business day at the location specified in the address for that party, or on a day that is not a business day, then the notice is considered received at 9:00am on the next business day.

9.5 Severability. This section deals with what happens if a portion of the Contract is found to be unenforceable. If that's the case, the unenforceable portion will be changed to the minimum extent necessary to make it enforceable, unless that change is not permitted by law, in which case the portion will be disregarded. If any portion of the Contract is changed or disregarded because it is unenforceable, the rest of the Contract is still enforceable.

9.6 Signatures. The Client and the Coach must sign this document using Bonsai's e-signing system. These electronic signatures count as originals for all purposes.

9.7 Governing Law. The validity, interpretation, construction and performance of this document shall be governed by the laws of the United States of America.

9.8 Entire Contract. This Contract represents the parties' final and complete understanding of this job and the subject matter discussed in this Contract. This Contract supersedes all other contracts (both written and oral) between the parties.



Acme LLC.

Corporation Corp.
Table of contents

The mentoring proposal can help to break the ice, establish trust, and lay the groundwork for a successful mentorship program. 

We provide five tips on writing an effective mentoring program proposal to win over your mentor and foster a lasting relationship between the mentor and the mentee. 

So get ready to write that winning proposal!

Note: Try our mentoring contract template to help you kickstart an agreement with a new client. Our documents are legally reviewed by attorneys so you can know you are covered. You'll get access to all our other templates, time tracking and task management tools as well. Claim your 14-day free trial here.

Why write a mentoring proposal?

Mentoring is a great way to improve professionally. By writing a proposal, you can showcase your skills and knowledge in an organized way. The proposal provides insight into your goals and objectives, so the person you are proposing to knows what type of advice they would provide. 

To build trust and rapport.

When writing a mentoring proposal, it is essential to establish trust and rapport. Your submission gives potential customers enough information to know who you are and your intentions. 

To secure a commitment from the mentee.

A great way to secure a commitment from the mentee is by providing them with a detailed proposal that speaks to their needs. Make sure that your submission is well-written and easy for them to understand. 

Five tips for writing mentoring proposal template

1. Clearly articulate the goals of your mentorship program and why it is necessary for the mentee. 

Mentorship programs provide a valuable opportunity to help professionals improve their craft, and mentor-mentee relationships can benefit both individuals. By detailing the goals of your program and why it is essential for the mentee, you will create a stronger argument for why they should participate.

2. Ensure you provide enough information so the mentee knows who you are and your intentions.

To be a successful mentor, you will need to have a good understanding of your mentee's goals and objectives. Provide detailed qualifications of the mentors for the mentoring program.

Additionally, provide information on what types of activities or projects your mentee is interested in working on together. Finally, share any additional advice or insights that you may have about helping someone achieve their dreams.

3. Use a well-organized, concise proposal template to avoid confusion or errors during the mentorship process.

The following outline sample will guide this essential component of any mentoring program:

  • Title page
  • Abstract/Purpose Statement (1 page)
  • Executive Summary (2 pages, limited space)
  • Overview of Program Components including Goals, Objectives, and Methods (3 pages)

4. Be willing to ask for additional information

You demonstrate your seriousness and dedication to helping the mentee achieve their goals by asking for more detail!

5. Keep communication open

Following up after submitting your proposal will help ensure a positive response. Maintaining a regular dialogue will help ensure that the mentorship program remains effective.

The content of a mentoring proposal

Some essential things when creating a mentoring proposal are: 

1.1.Background information

Give detailed information about the mentor's profile, from their education, experiences, specialties, professional certifications, and the organizations they are affiliated with. For instance:

Name: Thomas Smith

Position: Director of Technology at Mobile Network Operator 

Education: Bachelor's degree in Computer Science from Northeastern University, MA.

1.2.Why are you a good match for mentoring?

As a mentor, you will be essential in helping your mentee grow and develop their skills. You have the experience, knowledge, and attitude to provide positive feedback that is helpful for them to improve. Plus, you are reliable and always available when needed. 

1.3.What resources will you need?

You should also specify the time commitment you are willing to offer and any applicable fees. It is also imperative to state why you believe this mentorship would benefit the other party involved. 

 The time commitment will show sincerity and help ensure everyone's interests are aligned. 

1.4.Your strengths and weaknesses

When mentoring someone, encouraging them to take your suggestions and advice on board is essential. Above all, you must make sure that the relationship benefits both of you in a significant way. 

Mentioning your relevant skills and experience can help the other person see how they could benefit from working with you. Explain why being under your guidance will benefit their development as a professional

1.5.The goal of a mentoring proposal

A successful mentoring proposal is a document that showcases your skills and experience as a mentor, emphasizes the need for mentorship, and outlines what you offer in return. Some key points like:

  • What goals or objectives do your mentee have that you could assist with? 
  • How much available time can you commit to this mentorship, and when are you available? 
  • What guidance or support do you feel comfortable offering your mentee? 

1.6. How you can help the mentees

When proposing to mentor someone, it is crucial to understand what you can offer. The proposal might include offering advice on a particular topic or skill set, providing support through tough times, and listening attentively. 

Once the mentee knows what they can expect from you and feels comfortable with the proposal, it's time for you to meet in person. 

During this meeting, which should be formal and laid out in an agreement, discuss how your skillset and experience could help them achieve their career goals. 

1.7. Mention Roles and Responsibilities

The roles and responsibilities section covers the roles and responsibilities of each individual involved in the program. The more clearly defined your roles and responsibilities are, the easier the relationship between mentor-mentee during the program. For instance:


Responsible for ensuring that: Meet with the mentee regularly (e.g., weekly or monthly).

Attend the final review meeting with a mentee.


Responsible for ensuring that: Attend training sessions (e.g., 1-2x weekly or monthly) and complete the assigned tasks. 

1.8. Share sample report

You could create a custom report based on mentee requirements. The sample report will show the potential customer that your mentoring program matches their program mentoring goals.

You can explain that when your proposal wins, you should regularly check in with mentors and mentees to ensure the relationship is going well. Mentors can send a quarterly survey to ask about their mentee's development.

1.8.1 Session report

Program managers need to know how successful mentoring program sessions are for their programs. You can measure by:

Skill and goal tracking

Program managers can use the data from these reports to help them create mentoring programs corrections as needed. The session report is beneficial when your mentoring program gets off track, which happens occasionally. You have several best practices we recommend that you review if you want to be successful with your mentoring program:

  • Track both skills and goals on each session report
  • Track all skills and goals in one place
  • Use an objective grading system to evaluate sessions
  • Use baseline scores before every session to track progress (for example, using a 1-5 scale)
  • Use common language when reporting on success or failure ( for example, "improved" or "failed")

Validate your assessments and goals so you know what works


Having read through this blog, you now have everything you need to write an effective mentoring program proposal. You can submit a proposal for well-written mentoring programs relevant to the mentee. 

Remember to keep the content of your proposal tailored to the mentee's needs and interests, and ensure to include any relevant statistics or evidence to support your claims. 

Frequently Asked Questions

Questions about this template.