Charles E. Gaudet II

Most 6-, 7- and 8-figure founders share the same frustration:
"I built something successful… but I can't step away. I'm trapped inside my own company."

That's the Founder's Trap™ - and I've spent 16+ years helping entrepreneurs escape it.

The International Business Times named me "The Go-To Business Coach for 7 and 8-Figure Entrepreneurs" and MSN calls me "the leading coach to 8 and 9 figure CEOs." 

But what matters most isn't what the press says - it's what I've helped my clients achieve.  A few client highlights:

→ $250k a year to $250k every 3 weeks
→ $1M to $24.1M in 3 years
→ $1.4M in revenue to a $45M valuation (and an exit)

And countless others who escaped the grind and created more predictability in their revenue (https://predictableprofits.com/testimonials/ ) 

Recognition:

✅ #1 Marketing & Sales Thought Leader 2025 – DMNews
✅ "The CEO Whisperer" – Yahoo Finance
✅ "The leading coach to 8 and 9 figure CEOs" – MSN
✅ Certificate of Leadership Development – U.S. Army War College (nominated and selected)
✅ "10 Innovative CEOs to Follow" – CEO Weekly
✅ "Top 20 Business Experts to Follow" – Grit Daily
✅ "Top 50 Industry Influencers" – American Geniuses
✅ "Top 15 Business Coaches" – Disrupt Magazine
✅ SUCCESS Magazine Emerging Entrepreneur Finalist
✅ Ernst & Young: "One of the Best Seed Stage Companies" (and selected as such by VentureOne)

Featured in Forbes, Inc., Entrepreneur Magazine, Fox Business, The Globe and Mail, Yahoo Finance, Thrive Global, and 100+ other publications worldwide.

My story: Entrepreneur since age 4. First multi-million dollar company at 24. Today I lead Predictable Profits - the premier coaching company for 7-, 8-, and 9-figure CEOs who are ready to scale without sacrificing their health, family, or sanity.

➡️ Author: "The Predictable Profits Playbook"
➡️ Podcast: Beyond 7-Figures (named a Top CEO Podcast by Inc. Magazine)
➡️ 3x State Wrestling Champion | 2x Brazilian Jiu-Jitsu Gold Medalist

The discipline that builds champions on the mat is the same discipline required to scale a company.

Ready to escape the Founder's Trap?

✉️ DM me "SCALE" or visit PredictableProfits.com
🔈 For keynote and other speaking opportunities, visit CharlesGaudet.com

CEO & Founder | Business Coach for 7 & 8 Figure Companies

Predictable Profits is an international network of premium business coaches and strategists for 7- & 8- figure entrepreneurs who seek better sales and revenue systems for more predictability, profitability, and scalability in any economy.  

The company follows The Predictable Profits Methodology created in 2010, which has helped thousands of businesses in over 55 industries scale faster.

Advice from our team is featured on Fox Business, Forbes, Inc., Success, Entrepreneur, and countless other media channels around the world.

See what countless others have said about their experience with us here: https://predictableprofits.com/testimonials/

Charles II

97% of founder-led businesses never break $3M.

I've worked with 1,000+ founder-led businesses.

The pattern is clear: Those who depend on referrals hit a ceiling and stall out.

Here's the brutal math:

When your pipeline depends on someone else's conversation, you can't scale.

You can't hire confidently. You can't forecast accurately. You can't plan growth.

Because you have no control over when the next referral walks through the door.

**The excuse I hear most?**

"We're really good at what we do. Our clients love us. We don't need to market."

Let me translate that: "Hope is our lead generation strategy."

**Here's what nobody wants to admit:**

Being excellent at delivery doesn't build a pipeline. It creates satisfied clients.

Those are two completely different things.

You can be the best in your industry and still be trapped at $2.8M because you're waiting for referrals instead of creating systematic demand.

**The companies that break through?**

They don't abandon referrals. They just stop depending on them.

They build systems to:
1.  create demand, 
2. capture demand, and 
3. nurture demand 

...whether or not anyone's talking about them at a cocktail party.

They understand this formula:

**Predictable input = Predictable output**

Random referrals = Random revenue  
Systematic demand = Systematic growth

**So here's my question:**

What percentage of your revenue comes from referrals right now?

And if referrals stopped tomorrow, how long would your business survive?

Be honest... because the answer tells you everything about whether you have a business or just really good luck.

“The Go-To Business Coach for 7 & 8 Figure Entrepreneurs” (IBT) | “The CEO Whisperer” (Yahoo Finance) | Author, Podcast Host & Speaker

Most business owners think AI disruption is coming.

It’s not.

It already happened.

The problem is it didn’t arrive like a freight train.

It arrived like fog.

Quiet. Gradual. Easy to ignore.

Your leads didn’t “dry up.”

AI overviews started showing answers (instead of your website) and buyers just started asking different questions… to something that isn’t you.

AI is already shaping:
• who gets discovered
• who gets shortlisted
• who gets trusted
• who never even gets considered

Most founders still think disruption looks like a new competitor.

Nope.

It looks like invisibility.

This year and the years ahead, AI won’t just automate tasks.

It will mediate demand.

Meaning:
If AI doesn’t understand your business, your offer, your proof, your outcomes, your differentiation… you don’t exist in the buyer’s decision process.

And no amount of hustle fixes that.

Here’s the fork in the road.

For founders who understand what’s happening:
- This is a once-in-a-generation opportunity.
- AI becomes leverage.
- Distribution.
- Authority at scale.
- Predictable demand without chasing it.

For founders who ignore it:
- It becomes death by confusion.
- Lower conversion.
- Longer sales cycles.
- More “ghosting.”
- More price pressure.
- More effort for worse results.

Same market.
Same economy.

Wildly different outcomes.

AI won’t replace great businesses.

But it will replace businesses that fail to adapt how they’re found, framed, and trusted.

This isn’t about tools.

It’s about strategy.

And it’s why my work as a business coach is increasingly about helping founders see what they can’t yet see.

(The link to the article can be found in the comments below.)

Over the last few weeks, I've been featured in the media and on podcasts for a bold prediction about the future of sales.

At first glance, I was told that I was "crazy."

Then again, I've been called crazy for most of my career (that's when I really know that I'm onto something.)

But I would ask you to suspect judgment and pay attention because most companies are completely unprepared for what's already happening to the buyer's journey.

Here's what I mean:
Between January and November of last year, we saw an estimated 60% drop in organic traffic for many businesses. 

Why? Because AI-generated search overviews prioritize answers over taking you to a website. 

And this AI-forward buyer's journey is growing FAST!

Giving your buyers curated answers, frameworks, pricing context, and even vendor red flags.

This is making a MAJOR impact on how your buyers make decisions.

And the data shows that by the time a buyer reaches out to talk to a human, they've already narrowed it down to 2-3 options. The decision is 80-100% made before you ever get a chance to have a conversation.

(I have the data to prove it!)

This isn't coming. It's here. Right now!

And this year? It's only going to accelerate.

This was the main topic of our conversation with our coaching clients during yesterday's Board of Directors meeting.

I cannot stress this enough.

The companies that understand this shift - that AI is becoming the front door to decision-making - will have an outsized advantage. 

Those who keep relying on the old playbook of expecting the sales rep to "sell" and "pitch" will severely struggle.

I'm not saying this to be dramatic. I'm saying it because I'm watching it happen in real time.

The window to adapt is short - maybe 18-24 months before the gap becomes impossible to close.

So my question for you: are you set up for the AI-forward buyers' journey? 

If you're not sure, send me a message or drop me a comment. It's time to find out.

I stopped trying to close deals in DMs.

Started helping instead.

Results quadrupled.

Here's what I learned: 
Nobody wakes up thinking "I hope someone pitches me today."

But they do wake up with problems. Questions. Challenges they can't solve alone.

So I changed the game.

**Before:**
- Lead with credentials
- Push for the close
- Track conversion rates
- Wonder why people ghost

**After:**
- Lead with insight
- Ask better questions
- Solve one problem for free
- Let them ask about working together

The shift isn't about being "nice." 
It's about being smart.

When you help first, three things happen:

1. **You disarm their skepticism** - They expected a pitch. You gave them value instead.

2. **You demonstrate competence** - Talk is cheap. Solving their actual problem proves you know your shit.

3. **You create reciprocity** - Humans are wired to return favors. Help them, and they'll want to help you.

Last month, I spent 20 minutes on a DM conversation helping a founder fix their sales qualification process.

Didn't pitch. Didn't ask for a call. Just solved the problem.

Two weeks later, he joined our Board of Directors program.

$30K deal. Zero sales pressure.

Because sales became a side effect of being genuinely useful.

**Here's the truth most coaches won't tell you:**

If your offer is strong and your help is real, you don't need to pitch.

You just need to show up, add value, and let them connect the dots.

The people who need what you offer will ask.

The ones who don't? You saved yourself a shitty sales call.

---

**What's your take?**

Are you still leading with pitches, or have you shifted to leading with help?

And if you've made the shift, what changed in your results?

---

**P.S.** This isn't about giving away everything for free. It's about strategically demonstrating value to the right people. There's a massive difference.  

I'm holding a workshop giving away the exact framework and process we use every day... (plus a few secrets I don't talk about here).  

Comment "LEADS" and I'll send you the details.

You have to earn your right to scale...

...and most companies aren't ready.

If you're stuck at $1-3M, scaling is the LAST thing you should do.

Here's why: You don't have a growth problem. You have a founder dependency problem.

80% of your leads = referrals (no systematic marketing)
70% of your deals = you close them personally  
100% of important decisions = require your approval

Scaling this? You're just digging yourself deeper into the trap.

I've watched 1,000+ founders try to "push through" this stage. Know what happens?

→ They hire more people (who can't make decisions without them)
→ They work MORE hours (65+ per week becomes 75+)
→ They burn out and sell for pennies (or worse, shut down)

The ones who break through? They stop scaling and start SYSTEMATIZING.

They build:
→ Lead generation that works without networking
→ Sales processes teams can execute  
→ Operations that run when they're on vacation

Then (and only then) they scale.

Result? Predictable month-after-month growth without working longer hours.

That's why the International Business Times said I am: "...the expert that many seven and eight-figure CEOs turn to when they need to bring predictability (hence their name) to their sales organization."

If you're grinding at $1-3M, you don't need motivation. You need the Founder's Trap escape plan.

Been helping founders do this for 16 years. Happy to show you how.

Drop "TRAP" in comments if you want a lead strategy to get you started.

I asked a $4M founder last week: "What's actually breaking in your business right now?"

He listed 12 things.

Then I asked: "Which ONE is costing you the most revenue?"

Long pause.

"I don't know. They all seem urgent."

Here's what I've learned after working with 1,000+ CEOs:

Your business isn't breaking in 12 places. It's breaking in one of three.

The Three Breaking Points:

1. Lead Gen - You can't predict when the next qualified lead shows up. You're stuck in "hope marketing" mode, praying referrals keep coming.

2. Conversion - Deals only close when YOU show up. Your team can't seal it without you in the room. That's not a sales process. That's founder dependency.

3. Scaling - Quality falls apart the second you step away. You're approving everything because "no one does it like I do." Which means you can't scale.

Most founders try to fix all three at once.

That's the fastest way to burn out and change nothing.

The breakthrough happens when you pick ONE, fix it completely, then move to the next.

Here's my question for you:
If you're brutally honest with yourself, which of these three is actually costing you the most right now?

And what's the ONE thing keeping you from fixing it?

Drop it in the comments.

Yutori Method

Boutique strategy and staffing for the CEO's Big Three™
Chiefs of Staff/COO| Executive Assistants | Personal Assistants

We don't just fill a role. We design a Center Office strategy by assessing your resources and identifying gaps so you can reclaim time and focus.

Yutori™ is built for visionary leaders who want more than a hire - they want alignment, longevity, and freedom.

Founder

ChatterBoss

More than just task doers. We’re thought partners and outsourcing coaches, invested in your success. Our highly-trained executive assistants are organizational gurus, strategy partners, and client management experts. We are your remote resource helping you attain long-term business success and personal peace of mind.

Founder + CEO

CUNY Startups

Entrepreneur in Residence

Confidential

Personal Assistant & Chief of Staff to Celebrities/HNW Individuals

Deutsch

Account Executive

BBDO

Mars Brands Account |
M&M's, Snickers, Pedigree, Whiskas, Cesar, Sheba, Uncle Ben's

International Network Operations

Most founders don’t fail from lack of vision.
They fail because they don’t have the right support to carry it.

I’ve spent 15+ years inside the offices of high-growth founders, A-list leaders, and successful family offices. From the inside, I saw what real success looks like - when the Office of the CEO is built with the right structure, the right people, and the right rhythm.

I built ChatterBoss into an Inc. 5000 company serving 1,300+ founders, then created The Yutori Method: a system for building and supporting the Visionary–Integrator partnership (CEO + Chief of Staff/Executive Assistant/Personal Assistant).
	•	95% of our placements last beyond a year
	•	Flat-rate, data-driven, human-led
	•	Designed for fit, not friction

Our research shows the Visionary–Integrator dyad is the single biggest factor in whether a founder scales or stalls. We build, coach, and optimize those partnerships so leaders can focus on growth, not logistics.

If you’re still wearing both the Visionary and Integrator hats, it’s not a productivity problem, it’s a design problem. You don’t scale by doing more yourself. You scale by architecting the right support systems around you.

Let’s connect. I’ll send you our Org Chart Audit, built for leaders who want their teams designed around their next chapter, not their current workload.

Valerie Trapunsky

Led my first workshop of 2026 yesterday!

The topic was organizational continuity for an organization with roots dating back to 1865 and unusually long tenure across their team.

Leading this work matters to me, because organizational continuity has been at the core of everything I've built since the earliest days of ChatterBoss.

When I launched in 2016, we built a hyper-unique two-assistant virtual assistant model. Every client had a primary assistant and a backup who could step in seamlessly.

At least, that was the intention.

In practice, we struggled early on.

Handoffs were messy. Context was lost. SOPs didn't hold. Clients felt the friction every time someone was unavailable. 

We learned continuity the hard way.

What changed wasn't effort - it was structure.

We rebuilt SOPs that actually held up. We tightened project management hygiene. We documented work so critical knowledge stopped living in one person's head.

That principle now lives in every Office of the CEO we design through Yutori Method.

Most organizations design roles around individual capability - who's best at this, who can be trusted with that.

We design around continuity - what happens when this person is unavailable, who can step in, and what breaks if they can't.

The Office of the CEO should have built-in redundancy. Most don't - and it shows.

Redundancy isn't about replacing people. It's about protecting what they know.

During the workshop, one question got nearly 20 minutes of interaction.

"What would someone struggle with most if they stepped into your role tomorrow?"

The answers were consistent:

The context.
The history.
Knowing who to ask about what.

None of that is about competence. It's about undocumented architecture.

Then I asked what a successful week looks like.

More than one person said some version of, "A good week is when nothing breaks."

That's a clear signal.

When success is defined as survival, the system is running on individual strength - not redundancy.

Heroics can look admirable. Unfortunately, they don't scale.

Redundancy in an Office of the CEO looks like this:

Not a single point of failure where everything runs through one role.
But layered support that creates buffer, coverage, and continuity.

Not "they're the only one who knows how to do this."
But systems where anyone with the right access can step in.

You can't build a scalable organization on individual reliability alone.

When knowledge lives in one person:

- Time off creates stress.
- Promotions create gaps.
- Transitions become emergencies.

When knowledge lives in systems:

- Time off is supported.
- Promotions are clean.
- Transitions are planned.

That's the difference between dependence and design. The Office of the CEO is your organization's operating system.

If it's built around individual capability without redundancy, the whole system is fragile.

If it's built on transferable systems with intentional backup, it scales.

Leading Research on Yutori | Architect of Visionary-Integrator Partnerships for High-Performance Teams | Best-selling Author | Keynote Speaker I 2x Founder Yutori Method (™) + ChatterBoss

Every CEO has an integrator. Most just inherit whoever was standing closest.

Here's how it happens:

Your company scales. The CEO intuitively knows they need a buffer - someone to translate vision into execution, manage the chaos, keep the trains running. To fill in the gaps that a visionary personality naturally creates.

But instead of intentionally designing this role, they unconsciously select whoever is:

- Closest (physically near their office)
- Most trustworthy (highest tenure)
- Most capable (naturally organized, executes without drama)

I just spoke with an HR leader who's been playing Chief of Staff for 5 years. She never chose the role. The CEO just started pulling her into everything because she was reliable. This means roughly 30% of that HR role is reduced to admin functionality.

Same story with a CMO I met: 60% of his time supporting CEO's objectives unrelated to marketing systems.

This is the "unintentional integrator."

And it's creating three hidden costs:

1. Strategic talent drain
Your Head of HR can't focus on people strategy when she's running the Office of the CEO. Your CMO can't build demand gen when he's managing your next funding round.

2. Compensation misalignment
You're paying executive salaries for fractured roles. They're doing two jobs - only one matches their paycheck.

3. Resentment compound interest
Research shows the average CEO only sees 4% of organizational problems. Your unintentional integrator is drowning in the other 96% - without recognition, title, or proper compensation.

I watched an HR leader serve as a family's personal assistant for 30 years. Loyal to the end. But she spent three decades doing work she never wanted, pulled away from the HR expertise that she was excellent at.

If you're a CEO:
Stop doing this. Don't drag talented people into roles through proximity and convenience.

Build an intentional Office of the CEO:

1. Chief of Staff OR Chief Operating Officer (the buffer)
2. Executive Assistant (operational support)
3. Personal Assistant (life management)

Design the structure before chaos designs it for you.

If you're the unintentional integrator:

This IS a real role. It deserves:

A proper title
Clear scope
Compensation that reflects the actual work

You can build a business case for it. But first, you need to name what's happening.

The integrator role is one of the most valuable in any organization. It deserves to be filled intentionally - not by whoever happened to be standing closest when the CEO needed help.

What's your experience?

Are you the unintentional integrator? Or did you acquire one without even  realizing it?

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