The existing literature lacks theoretical and empirical research when exploring the phenomenon of sustainable change as a result of executive coaching. Despite the rapid growth of executive coaching, there is a disconnection between practice and academic research in assessing sustainable change. This means that reflective practitioners face critical challenges in facilitating sustainable change in their clients, because there is no blueprint for how to implement it. To address these challenges, I present my recent postgraduate investigation undertaken at Oxford Brookes University, which introduces a three-category theoretical model that fills the gap in the current research and offers a practical implementation of sustainable change.