Background: Performance in long-distance running depends on scientifically planned training delivered within a supportive coaching and organisational system, yet evidence on how such systems operate in South Asian countries is scarce. Objective: To identify coaching-related problems affecting national-level long-distance track athletes in Bangladesh, as perceived by athletes, coaches and athletics officials, and to derive evidence-informed remedies. Methods: A cross-sectional convergent mixed-methods design was used. Thirty long-distance athletes (3000 m to 10,000 m) completed a structured questionnaire, ten long-distance coaches completed a parallel questionnaire, and ten officials of the Bangladesh Athletics Federation and affiliated clubs were interviewed. Four training sessions and the associated facilities were observed with a checklist. Proportions are reported with 95% Wilson confidence intervals (CI); open-ended data were summarised descriptively and integrated with the quantitative results. Results: All athletes were coached exclusively by men. Although 80.0% (95% CI 62.7–90.5) trusted their coach’s ability, only 10.0% (3.5–25.6) had taken part in planning their own training and only 10.0% (3.5–25.6) had undergone any entry test. Most athletes perceived poor coordination between coaches and administrators (86.7%, 70.3–94.7), and 73.3% (55.6–85.8) intended to move to another discipline. Economic reward was the most common motive for choosing a long-distance event (18 of 27 respondents, 66.7%). Among coaches, six of ten held only a diploma, nine planned training alone, and eight reported that club officers recruited athletes, mainly on the basis of competition results. None of the observed sessions was guided by a written training plan, and facilities, equipment and accommodation were predominantly rated poor. Conclusion: Coaching problems in Bangladeshi long-distance running are systemic rather than individual, spanning coach education, talent identification, athlete involvement, facilities and inter-organisational coordination. Coordinated reforms across these domains, rather than isolated interventions, are required.