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Coaching has become increasingly popular over the past decade. If the term comes from the intersection of several disciplines and is used for a variety of approaches, its effectiveness is generally accepted in practice. This theoretical article aims to take an academic’s perspective on coaching as a full-fledged branch of entrepreneurial support. It repositions coaching in the world of entrepreneurial support and characterizes the issues that can lead the entrepreneur to use coaching. We propose that in addition to the structural problems related to cognitive biases, paradoxical injunctions, and the posture of the entrepreneur, each stage of the firm’s lifecycle is associated with specific support issues (intention, start-up, growth, failure) to which coaching can provide relevant answers. Finally, the coach’s positioning and the impacts of coaching on the entrepreneur are discussed.