Peer advisory · CEO groups · Business owners
Vistage
CEOs, business owners and senior executives of companies with US$5 million or more in annual revenue.
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Founding — Founded as The Executive Committee (TEC) when Bob Nourse brought together several Milwaukee-area executives; renamed Vistage globally in 2006.
Vistage is a commercial peer-advisory and executive-coaching business rather than a member-governed association. It was founded in 1957 in the Milwaukee area by Bob Nourse as The Executive Committee, took the Vistage name globally in 2006, and is now headquartered in San Diego with 45,000 members in 40 countries. The unit of membership is a local peer group of roughly 12 to 16 non-competing CEOs or executives, convened and facilitated by a Vistage Chair, who also provides one-to-one coaching. Chairs are independent contractors who recruit and select their own members, which makes the Chair, rather than a chapter, the effective gatekeeper. The stated entry criterion is company scale: US$5 million or more in annual revenue for core CEO membership, with separate programmes for key executives, smaller businesses and emerging leaders. Vistage does not publish pricing; dues are quoted by the Chair. The company has been private-equity owned for years and was acquired in 2022 by Gridiron Capital with Bregal Sagemount and Constitution Capital Partners.
How it works
A prospective member is interviewed and selected by a Vistage Chair, who leads a group of non-competing peers. The group meets on a regular schedule, usually monthly, and members also receive one-to-one coaching sessions with the Chair. Vistage adds speaker workshops, research and online resources centrally.
Typical member
Members are decision-makers at small and mid-sized private companies. Vistage frames its core member as generating "$5M+ in annual revenue" and facing the operational complexity that comes with that scale; separate programmes exist for non-CEO executives and emerging leaders.
Membership requirements
Requirements in detail, with history →Requirements are the tests the organization itself publishes — an age ceiling, a company-revenue floor, a net-worth minimum, a role. Where a figure straddles a range, the organization's own assessment decides. Local chapters can apply stricter tests than the published standard.
| Criterion | Published requirement | Provenance |
|---|---|---|
| Minimum company revenue | US$5,000,000+ in annual revenue for core CEO membership | Verified September 2026Medium confidenceSource ↗ |
| Role or title | CEO, founder or owner for core membership; separate tracks for C-level (non-CEO), executive VP and vice-president/division-head roles | Verified September 2026Medium confidenceSource ↗ |
| Other criterion | Members are selected by a Vistage Chair | Verified September 2026Medium confidenceSource ↗ |
Published criteria as verified on the dates shown. Final eligibility and admission decisions belong entirely to Vistage. See how you compare against these criteria →
Initiation fees are paid once on joining; dues recur. Chapter dues, retreats, travel and events are usually additional and are listed separately when the organization discloses them. Figures are as published or reported on the date shown — not quotations.
| Cost | First year | Three years | Provenance |
|---|---|---|---|
| Annual dues | Not publicly disclosed. Vistage publishes no pricing on its site; dues are quoted by the local Chair and vary by programme, role and company size. A 2026 secondary estimate (leadersadapt.com) puts CEO peer-group dues near US$1,380 a month, about US$16,500 a year, with a one-time fee of roughly US$2,500; Vistage does not confirm these figures. | ||
Structure and programming
Independent context
Vistage is the largest organisation of its kind and the most commercially structured. Because Chairs are independent contractors who recruit their own groups, the experience depends heavily on the individual Chair, and the organisation publishes neither pricing nor selection statistics. That opacity is the main practical problem for anyone comparing it against EO or YPO, where at least the headline dues are public. The revenue bar of US$5 million is low relative to YPO and it admits non-owner executives, so peer groups can be more mixed in scale and mandate than a founder-only network. Private-equity ownership since well before the 2022 Gridiron transaction is worth noting: Vistage sells a service to members rather than being governed by them, which is a genuinely different proposition from a member association.
Editorial analysis by Peer Group Guide editors. It is separated from the record above and follows the editorial policy.
Similar organizations
Alternatives, grouped by need →Appears in: CEO peer groups without an upper age limit · The best CEO peer groups, and who each is for
History and changes
Site-wide change log →- milestoneBob Nourse convened Milwaukee-area executives to form The Executive Committee (TEC). ↗
- renameTEC changed its name globally to Vistage. ↗
- mergerAcquired by Gridiron Capital, with Bregal Sagemount and Constitution Capital Partners, from Providence Equity Partners. ↗
Milestones as published by the organization or reported by a named source. “Record” entries are changes to this site’s own record of the organization, kept in the public change log rather than overwritten.
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Sources
- Vistage — CEO Coaching & Peer Advisory, Vistage Worldwide. Accessed 6 September 2026.tier 1
- About Vistage, Vistage Worldwide. Accessed 6 September 2026.tier 1
- Vistage Partners with Gridiron Capital, Vistage Worldwide, January 2022. Accessed 6 September 2026.tier 1
- Vistage Membership, Vistage Worldwide. Accessed 6 September 2026.tier 2
- Providence Agrees to Sell Vistage to Gridiron Capital, Providence Equity Partners, January 2022. Accessed 6 September 2026.tier 8
- The Vistage Story, Brightspace (Vistage practice). Accessed 6 September 2026.tier 8
- Vistage Cost in 2026: Real Membership Fees and Tiers, Leaders Adapt, January 2026. Accessed 6 September 2026.tier 8
Source tiers follow the published hierarchy: 1 official site · 2 official membership materials · 3 application documents · 4 annual reports · 5 government filings · 6 reliable business publications · 7 credible interviews · 8 other reputable secondary sources. Sources and data policy.
Is something wrong or out of date?
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