The Keys To Scaling Any Business: Why Your ‘How’ & Premium Pricing Are Your Only Path To Seven Figures With Carl Gould

Are you an owner-operator stuck in the cycle of feast and famine? In this interview, business scaling expert Carl Gould, founder of 7 Stage Advisors, breaks down the methodology that took him from a six-figure to a seven-figure coach. Gould explains that to successfully grow and scale, you must move past discounting and focus on creating a compelling ‘how’—a unique process that makes you ‘best in class’. Learn how to productize your services, charge premium prices to build the necessary margin for hiring, and leverage his seven stages of small business success to accelerate your growth.

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The Keys To Scaling Any Business: Why Your ‘How’ & Premium Pricing Are Your Only Path To Seven Figures With Carl Gould

Welcome to another episode of the show. The show where business owners get to learn from those who have already hit a thousand clients and more. I am going to share with you something I have been working on. If you are a coach, you are really going to like it. If you are not a coach, just bear with me. It will only take a minute. We have created a platform. It is called ClickCoach.io, and it is the absolute ultimate software for running a coaching business of any size, from one to hundreds of coaches. ClickCoach.io is the place to be.

It has everything you need. It has multiple calendars for each of your coaches. It has learning modules. It has courses. It has mastermind management, group coaching, session management, and we even just built AI directly into the platform to help you write your own accountability questions. I am telling you that you will not believe the experience.

I want you to go over to ClickCoach.io right now. First listen to the show, then go over and sign up for a trial. It is 30 days. If you do not like it after 30 days, you get your money back, but it is on special right now. I highly recommend you go over and grab it. Remember, it is ClickCoach.io. Now I want to talk a little bit about my guest. He is a very special guest. He has been a friend for many years now. I want to tell you a story about him before we start. While he was running a landscaping business, and on the way to a frat party, he decided that he was going to bounce a car sideways to entertain his friends.

There were three police officers in the car he chose to bounce. They just happened to be on a stakeout. Needless to say, it did not end well for him, but it became a story he could tell, probably now for the rest of his life. I am going to tell you more about him as we get started, but I want to welcome Carl Gould to the show. Welcome, Carl.

Thank you, sir. My life and career have never been the same since I started bouncing cars sideways, especially law enforcement vehicles.

Now Carl teaches people how to bounce cars sideways. It is just the entry-level service for his amazing business. I am sure he will tell you more about that later.

It is a niche thing. It is important to know.

I want to get certified in how to do that. You can help me with that. I would love that. Carl, you had an enormous amount of success. You built your business in college. You went on to build a log cabin company of all places, in New Jersey. Then you went on to become a business coach and work with people like Tony Robbins. Clearly, you have a great story to tell, particularly the story of Seventh Stage Advisors. Tell me, how did this all start for you?

It started out for me. I remember a friend of mine was looking into personal development. It was the late ‘80s. She said, “Do you know anybody who does seminars or personal development?” I said, “Not really. I am not really into all that stuff. I am not in that game, but let me do some research.” I came back, and I said, “There is this guy called Tony Robbins, and he seems to be doing some pretty cool stuff. Why do you not check him out?” She says, “That sounds good. I will do that.” She comes back to me a few days later.

She says, “I looked into it. I called the company. I am not going to do it.” I said, “What was the reason why?” She goes, “It is a little creepy. He does seminars in his house.” I said, “What?” She said, “Yeah, he does some seminars, but he does it at his home.” I said, “I do not think I want to do that.” Not knowing who he was or what it was at all. She said, “I am going to call the company back and see if I have got all my facts straight.”

She does call, and they give her comfort that it is a real business with a real staff. She went and did a certification program at Tony Robbins’s house with 20 or 30 people or something like that. This was right before his tape series came out. He really hit it big. While she was there, she enjoyed the programs and went through all of his programs. While she was there, she filled out the little form. Is there anyone else you know that might benefit from these programs that we should contact? She put my name in.

In 1990, I went to the Unleash the Power Within seminar in New Jersey, enjoyed it, and fell in love with personal development, NLP, disc, and all the peak performance sciences of the time, and dove right into coaching as a practice. I did not really make it my primary business for a decade, but for the ‘90s, that was my side hustle. That is awesome.

Again, what is interesting is that Carl and I met some years ago at a mastermind, and it was amazing to me how many parallel lines the two of us had in life in general. One of them is the fact that not only did Carl work with Tony Robbins and his coaches, but more importantly, you ended up coaching my business partner, Chet Holmes, with whom I became very close friends, some years later, which I thought was absolutely incredible. We have a lot in common. A lot of our backgrounds overlap, which is fascinating.

I was assigned to Chet, who came to Date with Destiny for Tony Robbins, and I was on the leadership team. I was assigned to Chet as a coachee. I coached Chet through that program and for the next couple of years, and he had listed on his goals. “I want to do a deal with Tony Robbins someday.” I coached them through that whole process and helped him create what is now known as business mastery.

It turns out that when I started working with Chet, it was after I sold my software company because we had remained friends all those years. He had helped me a lot. I even hired him after I sold my company to the company that bought us. I brought him in as a sales trainer. He did an amazing job as always. What was interesting was that later, when he got into some trouble, he called me looking for some help. That is when he asked me if I would get involved in his company.

Six months later, as you know, I got introduced to Tony Robbins and the three of us formed Business Breakthroughs International as partners. That is the origin story of all of that. What fascinated me most about you, Carl, is that you did not just take what you learned and continue to coach. You evolved this process in a very unique way. As you evolved it, you started to teach it to others, and that became Seventh Stage Advisors. What is Seventh Stage Advisors?

Origin Of The Seven Stages Of Small Business Success

Seventh Stage Advisors is my coaching and consulting firm, which is based on the methodology that I wrote. It started in the 1990s. It was called the Milestones Methodology. I refined that in the early 2000s when I did some work with Ichak Adizes and the Adizes methodology. I was on the team that was working with the Adizes methodology to try to bring it to small businesses, which ultimately, Ichak chose not to do. I showed him my methodology at the time, and he said, “This is what I have been looking for.” He offered to buy it from me.

I realized what I had at the moment. I said, “I think I am going to keep it.” He said, “Listen, if you are going to keep it, then you have to publish it, and you have to teach it to other people.” He was really an inspiration to me, and I am very grateful for the time that I had with Ichak over the years. I did. I created what is called the seven stages of small business success. It is the first half of the life cycle of a business. My theory at the time was that no small business is going to hang around for the back-end decline of a life cycle. They are just going to turn it around or turn it off.

That is it. There is nothing in between with a small business. The life cycle became what I call the growth cycle. At the same time, one of the things that we used to do primarily and still happens today, the tools of the time were NLP, neuro-linguistic programming, and disc theory. It was the main psychometric assessment of the time. If you were a coaching client, you did a disc assessment, and I debriefed tens of thousands of these assessments over the years.

I was doing these assessments like crazy. What I started to learn in talking to my clients, they would tell me, I would debrief their disc personal assessment, but they would tell me where their business was weak or strong or had a blind spot. Interestingly enough, there was a correlation between where you are strong personally, and your business tended to be strong.

Where you had a blind spot individually, your business tended to have a blind spot or a weakness. I said, “Wait, there is more to that.” I wrote an assessment as if the business were a person and had a voice. I created a disc assessment for businesses. I can now give your business an assessment, and it will come back with a personality. Based on that, we know where the greatest areas of impact are, what to focus on, and what to work on immediately in a company to bring 10% to 30% growth with almost no investment, just by optimizing what you have. Those became the tools of the time.

Ichak loved that. When I decided to publish it in the ‘90s, coaching as an industry was barely in its infancy. The name was there. Tony Robbins was one of the first to use the phrase in the frame that it is used in. There is a guy by the name of Thomas Leonard, who was much more of a pioneer of coaching as an industry. Some people wanted to be a coach, and there were only in the ‘90s, maybe 10,000 coaches worldwide. In 2005, there were like 30,000. Today, you go on LinkedIn, and you just type in the word coach and there are three billion, just on LinkedIn alone.

At the time, there were very few coaches. It was an up-and-coming industry. I was one of the first six-figure coaches, and then I became one of the first seven-figure coaches, and people were asking me, “What is it you are doing? How are you? You sold a construction company, and now you are doing coaching. How did you pull that off?” That is when I got into certifying other people who wanted to be coaches. I have certified somewhere in the neighborhood of 7,000 coaches worldwide over the years.

Just 7,000. You are just getting started, basically, I get it.

Just getting my feet wet.

I understand. Carl is being modest here. I just want to speak for a second and explain that I have watched the work he has done with clients, and it is actually amazing. Some of this stuff, Carl, you have pulled off. I have watched you help home staging companies double and triple. I have watched you help all these other companies really accelerate. Personnel, leasing companies, and all the stuff that you have done have been very impressive.

Your testimonials certainly speak for that. What I am interested now is I am interested in having you take the stage and teach exactly what one of our audiences can do in order to grow their company. Before you do, I just want to remind people who we are, what we are doing, and how to access this information. You are listening to Your First Thousand Clients. You can go to YourFirstThousandClients.com, and there you will see Carl Gould’s entire show page.

That is a page dedicated to this interview, and it will be transcribed word for word, with every mention, every link, every single thing that we talk about will be on that page. You can access that anytime. If you are in the car, do not try to write anything down. It is all going to be on that page. Just go there, and you will be able to get everything, including a very special free offer that Carl has for you, which he is going to talk about later. Carl, let us get into it. I am a small business owner. I am maybe six figures. What do I do? How do I grow?

The Power Of A Compelling How

First and foremost, you either have to have a compelling product or service, a compelling story, a compelling team, or a compelling mission that you are advancing, but note the word compelling. You need to be compelling. There are some exceptions. In today’s day and age, there is such a shortage of tradesmen that you do not have to be very good at just about anything. If you hang your shingle out and say you are a contractor, you are going to get work. You will get some work. You will not be great in that business, and it might not turn out to be a huge business, but you can get some work.

For now, I am going to assume that you want to be really good, known for it. You might not be the biggest, but you want to be darn near best in class. If that is the case, you need to have a compelling product, or you need to have a compelling way that you do it. You either have a compelling what, a compelling why, or a compelling how. We have heard about the book Start with Why, the why organization, has a compelling reason that you are in this business and what is going to drive you, especially when times get tough, and you need some motivation.

Having a purpose and a mission and really understanding why you are in your business is really compelling. We live in the age of how, and how rules the domain. I will show you, I will tell you why. There is probably not a person you know who can tell me what the core values of Uber are. There is not a person who does not know that your parents told you never to get into a car with a stranger and not to believe anything you hear on the internet.

Yet the entire business of Uber is built on the fact that it is really cool that they put all of the taxi dispatch tools in your hands so you can be the taxi company. You can hail a car anywhere you want, anywhere in the world, for just about any distance, for almost any reason. Uber is killing it on the how. Open AI, everyone, AI is all the buzz right now. That is how. What have they done? They do two basic things. One, most LLMs, large learning models, OpenAI, the core technology is simply that they have the highest probability of the next word in the sentence.

How they go about it is really cool because it has now become a research assistant, it has become a sales bot, it has become an audio or a video tool that you can use. They are not even close to mastering the how, but their how is so compelling that people are flocking to it. It says right on their page that this thing can make mistakes. There is nothing else you would buy where they first started by saying, “Go ahead and take this product. By the way, we can make mistakes, and you could actually not have the product we just sold.”

Their how was so compelling, we let them get away with it because it is that cool. I can go on and on about the how. McDonald’s was one of the first ones to win on how. We all think about McDonald’s as burgers and real estate. What they did was what Ray Kroc fell in love with. Their speedy system of taking a 30-minute burger order, on average in the time, takes down to 30 seconds. That was so revolutionary. It is still today, 70-some odd years later, the reason why McDonald’s continues to dominate. Everybody chases them.

They still cannot figure it out. It has been a while since they have been accused of serving good food. Yet feed one percent of the world’s population every single day. It is remarkable how good their how is. Whether you are new to business or starting a business, you need to be good at that. This is called the first thousand clients. I will tell you how I got my first thousand coaching clients. I remember I was training and I asked my mentors, “How do I get good at this?” They said, “You have got to get through as many coaching situations as possible.”

When I was working with Tony Robbins, I worked the customer service desk, and I just had coaching session after coaching session. I took out booths at trade shows, and I put a little sign up on my table that said, “I will solve any problem in your business in the next ten minutes or less.” I used to do speed coaching rounds. In the first few years of my coaching practice, I donated over a thousand coaching sessions because I wanted to be good. I want to be on my game. I wanted people who came to me for any reason at any time. I wanted to be able to solve that issue.

I got really good at it. You have seen Beat Bobby Flay. I was the speed coaching guy at the time. Bobby Flay is the best competition chef out there. I was the guy who put myself in any situation, and I will coach my way out of it. I have done it many times. What happened was that it became compelling. I wrote a methodology, which was first called the milestones methodology, which later became the seven stages of small business success.

That was the method of how you grow and scale a business. Grow and scale are two different things. In those seven stages, the first three stages are growth stages, and the last four through seven are scale stages. I show you how to grow a business and then scale it, should you choose to do so. Number one, we have got to get compelling, and your how is going to make you a thought leader. If you provide a service of some sort, or you have a product of some sort, shoot for best in class, get all the certifications that mean anything in your niche. If you are a pizzeria, you have to have the best slice of pizza in town.

Charge Premium Price For Scalability

If you are an auto mechanic, you have got to do the best brake jobs in town. If you are a dentist, you have got to clean teeth like no one else. The strength of your how and the strength of the quality of your product will give you the reputation you need. Here is a really important distinction, Mitch, and where most people get it wrong. You must have a high-quality product because you need to charge premium prices.

This is key because at some point, you are going to run out of capacity as a single operator. If you are doing 150,000 to 200,000 in your business, congratulations. That is fantastic. As an owner operator, if you are doing a coaching business, doing 150,000 to 200,000 a year, first off, you are in the top 10% of all coaches worldwide anyway, and you are banking a lot of that well done. Even if you are an attorney, if you are a dentist, if you are a small business, and you are doing 200,000 to 300,000, that is really good.

At some point, though, you are either going to get tired or need help. If you have been discounting your way during your growth stages, you are not going to have enough margin, not enough profit money left over to pay for a non-revenue-generating employee. Like a manager, like a salesperson, like a marketer, like a bookkeeper, you are not going to have the money. I know how I started coaching all week, and do my books on the weekends. Meet with people for breakfast, lunch, and dinner to give them proposals to try to win business.

That is interesting about what you are saying. I just thought I would mention this. It is okay, and it is very important to have the best how, but the way you articulate that is probably just as important, and I probably spent more coaching sessions helping people figure out how to articulate their how than any one particular topic. I learned a formula at a Jay Abraham event. I think it was 1991. The speaker was Barney Zwick. He has now passed many years, but he taught me something that I will never forget. He taught me the seven magic words.

These seven magic words will help anybody describe what they do instantly in a compelling way. The seven magic words are, “You know how… what we do is…” You follow that with “Know anybody who needs that?” You know how people struggle with really understanding exactly how to articulate what it is that they do. What we do is we help people with that. We help them create the perfect story, and then we help them share it in a super compelling way. Know anybody who needs that?

Perfect. Being succinct is a much harder skill than blabbing on and on about what you do ad infinitum. You want to be able to encapsulate what you do in a short sentence so that it is easy for people to remember. They know how to hire you or refer you to get hired, and what if you get to your first thousand clients, being a subject matter expert, being the smartest person in whatever room you walk into. You could then charge the premium pricing, by the way, your pricing is the number one way that you communicate with your clients.

In other words, you tell them a lot about your business, and you tell them a lot about them as a customer based on what you charge. If you knew nothing else and the only thing you knew was you were going to go to a game, like a professional sports game, and one ticket was $1,000, and one ticket was $100, and you knew nothing else about the seats, which seat would you assume was a better seat, the $1,000 or the $100? You would probably assume the $1,000. You would say, “It is probably front row or on the third base dugout or on center ice or 50 yard line or whatever. That must be the case.”

You will assume the price comes with higher quality. It becomes a self-fulfilling prophecy. You charge the higher amount, which gives a higher perceived quality, but at the same time, you are working really hard to have a top, a best-in-class product or service, which allows you then to charge more. You get it from both places. If you do those two, you are positioning yourself as premier in whatever market you are serving.

Of course. What we used to do with BBI is we would spin up a new division, and we would say to the person whom we chose to create that new division, “Look, we are going to split the money. The company is going to take 50%, and we are going to give you 50% of all the service revenue. In order for you to scale your division, you are going to have to use your 50% as a way to bring people on.” If you bring on a manager, they are going to take 10%. If you bring on a salesperson, they are going to take 15%. The whole idea is, and this really illustrates your point, if you do not charge enough upfront, you will never have the margin to scale and build your company, which is such a powerful lesson.

Here is why. You make such a good point. Here is what a lot of people will do, and here is the mistake. The mistake is that you will say, “I am just getting started. I do not have any clients at all. I have no customers. I am going to give them a good break in the beginning. I am going to take 20%, 30%, whatever the numbers, 10%.” After a year, you get really busy with discounted clients. You are going to say, “I need to hire somebody. I do not have the money. What are my choices?”

My choices are to go back to my original clientele and tell them, “Good news for the same service, you are now going to pay more.” I have got to get all new clients at this new price. Here is your problem. If you sell something to somebody and they paid $90, they are a $90 buyer. They are not a hundred-dollar buyer. You go back to them and say, “Good news. It is 150.” Sorry, you discounted. You bought at the value of the discounted buyer. They are not a bad buyer. They are a good buyer, but they are a buyer in a price range.

You are introducing a new price range, which is a new avatar of the buyer. That is the first problem is that you have an avatar mismatch. Secondly, you have never sold at a premium yet. You have only sold at a discount. You have not built, developed, or flexed that muscle yet. Now, while you are tired and overwhelmed and overworked are going to start selling that same service that you discounted before at a premium with no experience doing it. You get caught in this, and I am going to say this statement, and all of your audiences are going to say, “I know what that is.”

The Danger Of The Feast And Famine Cycles

You get caught in the feast and famine cycles. You are working away because it has to be you doing the work, and you are doing it at a discount. That is the feast. You finished those projects, and you are like, “I am done. Now, wait a minute. We do not have any prospects.” That is the famine part. You have no prospects. Up goes the marketing, down goes the fulfillment. You get more clients, up goes the fulfillment, down goes the marketing, and you get caught in this cycle.

Think of building your business like a horse race. Every part of your business is put in cages. Sales, marketing, fulfillment, finance, and HR. When the gate opens, you all sprint to the finish line at the same time. Marketing never stops. Sales never stop. Fulfillment never stops. You do not run one. It is not a relay race. It is the Kentucky Derby.

That is how you build a business is these functions have to run simultaneously. You are going to find out very quickly, even if you are good at AI, even if you are using outsource VAs, which we recommend, somebody has got to run those things. Guess who that is? It is still you. You have to build that in from the beginning, that you have to have that compelling how and that premium pricing built right from the beginning.

How do you transition? Let us say I am a discount provider, I just started, I am going in there, I am going to go grab market share as I have been told with low prices. Now I am finally at the point where you know what, I have got some space under me now. I have done some good work, I have some great testimonials. What do I do next? How do we get out of that?

Productizing Your Internal Systems

The first thing I would do is I would start documenting all of your brilliant systems. Whether you charge a discount or whether you charge a premium, you have done some real things, really good. We want to productize all of your business systems, your sales systems. How did you sell those products and your discounting? Although you might be regretting it a little bit. You had a system for selling discounts. What was it? Let us give it a nickname. If I were doing this for Mitch, I would call it the RUSSO method.

The RUSSO method of sales, R stands for run your mouth off, and U stands for under promise and over deliver, and S stands for show them what you got. The other S stands for then sell it to them. O will mean over-deliver. That is our sales methodology. We productize that. We do a book, we do an ebook, or some form of physical copy. I would put it on Amazon, even if it is a small book.

Now you are a published author. Now you are a thought leader in the area of sales. I would go back to your HR, your onboarding, or your fulfillment systems. Let us take fulfillment. McDonald’s has a speedy system. Mine is the seven stages of small business success, the seven-stage method, the growth method. You probably have steps in a system and a methodology for how you like to work.

Let us create that method and give it a name as well. If you have a sales system, that is a product and your methodology that clients can buy. You have some systems internally, whether it is onboarding or HR or your core values, you productize those because you productize your internal systems, because that will attract employees or subcontractors or team members who want to learn from you.

You productize your fulfillment, your offerings, so that your clients feel like they are buying a product, not a service. This is the key. If you want to get out of that cycle, we productize so you can say to a customer, they think they are getting more for their money, simply because they are buying a product as opposed to a system. Who has done this? Carl, give me some examples.

Have you ever heard of the Disney Institute? You can go to Walt Disney, and you can take their customer service training. They just took their internal training and made it a certification. The Ritz Carlton Institute. There was a great podcast interview with one of the executives from Chick-fil-A. Now we know Chick-fil-A has this place where people, the only drive-through you go through that has got three or four lanes. They are all half an hour wait. Somebody is running around in the parking lot with an iPad, taking your order ten cars deep because they do not want to lose you. That was not always the case.

Chick-fil-A hired the Ritz-Carlton to teach them how to do customer service. That is when they really took off. If you look at the trajectory of Chick-fil-A, they hired another company, Amazon Web Services. Amazon took its internal cloud and made it available to the public. There are others. You can keep going with this, Zappos with theirs. You are doing the same thing. You are just taking what you do really well internally, you are productizing it and saying, “I can make this work for you too.” If you are at 100,000, because I was there too, for a decade, I was a 50 to 150,000 a year coach, but I went from there almost overnight to a million and a half because I productized it.

I told any advisor who wanted to work under me, “You are going to learn this methodology. Not only will you get clients from me, but I will show you how to build your own business.” We were able to zoom up right there. I also trained other coaches who wanted to learn how to be a six and seven-figure coach, and clients came and said, “I want you to seven-stage my business.” They were not saying, “Carl, will you be my coach?” They were saying, “Can you seven stage my business?” I am like, “There is something there.”

Unfortunately, the RUSSO Method is already taken. I just want to let you know in advance.

Let’s call it The Mitch instead.

I documented it in my book, Coach Elevation.

There you go. Perfect.

It is already there. Carl, this is absolutely fascinating. You have obviously created a very powerful structure. Sounds like it is not only powerful, but easy to learn and easy to understand. Maybe not easy to implement, which is where experience and wisdom come into play. Certainly, it is conceptually easy to understand, and you could get it pretty quickly. I know you were thinking about offering something to our audiences. Tell us a little bit about what that might be if you are still interested in doing it.

The Offer Of A Free Business Analysis

I would love to. Any of you who are tuning in, contact Mitch through the show or whatever mechanism that he has. We have something called the free business analysis. What we do is that you will meet with one of my team or me, and we will spend an hour or two together, and what we will do is I am going to take you through a four-page process. It is a pure consulting and coaching session where we will put your business under a microscope.

We will show you where it is performing and where it is underperforming, and we actually have a formula that will show you how much money you are leaving on the table in your business, and if you address the issues that we identify, what is the upside of that? When somebody says to me, they say, ” Carl, I am a 150,000 a year business.” I will say, “I doubt that.” I said, “No, I did 150,000 last year. I am sure you did, but I bet you are a $300,000 business underperforming the 150.”

You tell me you are a million dollar business, you are probably a two and a half million dollar business underperforming the one. I will show it to you during this free consultation. At the end, I will give you five growth ideas, growth hacks for your business that you probably would not have learned anywhere else, and that will give you a path to immediate growth in your business. Please take me up on it.

I am a very bad secretary. I am going to send them directly to you instead. What is your website?

Carl360.com. You can also go to CarlGould.com, and you can also go to 7StageAdvisors.com. Any one of those three and business analysis on there, you can just click the link, and it will come right to my team and me, and we will get you set up.

That is very generous because you are really offering your own time, and you are offering it to just about anybody interested who hears you speak on the show. It is always a pleasure chatting with you, Carl. I always learn something when I do. It is also amazing to me how much we have done in parallel. I loved what you talked about with basically productizing the services that you offer. You know I have done that with certification as well, and my acceleration program, and now my software platform.

You must follow this simple pathway that Carl is explaining so that you really have something to talk about instead of going and saying, “I charge 150 an hour.” Total loser to kind of speak. What you want to say is, “I have the accelerator program, and it is $10,000, and you could start today, and at the end of the accelerator, you will have this, this, and this.” That is a whole different way of speaking, but effectively delivering the same thing.

One little note on that, Mitch, is that the reason why I did that at the time was when I started coaching. It was not a job. It was not an industry. Nobody knew what the heck it was. I had to explain what it was before. I imagine what it was like for a husband or a wife to go home and say, “I just bought a coaching package,” which they had no clue what they were talking about.

If you went home and said, “I enrolled in the seven-stage growth program,” that sounds more palatable. I always think of my prospect whom I am talking to, if they were to go home tonight and explain what they just did, what would be easier to explain? I hired Mitch and Carl as coaches. Like what? I enrolled in the accelerator program. That sounds good. What are we accelerating? You see what I mean?

Of course. That is great. Again, Carl, thank you so much for taking the time to share exactly what this process looks like. Everybody, I would highly recommend you take Carl’s offer and get in contact. It is basically Carl360.com. All this information is going to be there anyway. Set up a call, have a chat with them, and I guarantee you will learn something. Carl, thank you again. I really appreciated our time together, and I hope to get a chance to talk to you again soon.

Thanks, Mitch.

Important Links

• Carl Gould on LinkedIn
• Carl 360
• Carl Gould
• ClickCoach
• Your First Thousand Clients
• Coach Elevation
• Start with Why
• 7 Stage Advisors

About Carl Gould

A worldwide leading authority on business and entrepreneurship, a keynote speaker, and best-selling author. His company, 7 Stage Advisors helps organizations grow to the next level. He is an entrepreneur who built three multi-million dollar businesses by age 40. 7 Stage Advisors, has mentored the launch of over five thousand businesses. Some of the companies he’s helped are Allstate, American Idol, USA Olympic Track, IBM, McGraw-Hill, and the US Army. Gould created the farthest-reaching business mentoring organization in the world, and his methodologies are in practice in 35 countries. He has trained, certified or accredited over 7,000 Business Coaches and Mentors since 2002. Carl has written multiple books and articles on the subject of business strategy, leadership, and sustainable growth. He co-authored Blueprint for Success with Stephen R. Covey and Ken Blanchard; and his best-selling book, The 7 Stages of Small Business Success, lays out the formula for HyperGrowth. In 2016, Biz Dev Done Right became a #1 Best Seller on Amazon. Carl’s dynamic and energetic presentation style has made him a sought-after keynote speaker internationally. He combines practical and impactful content with real-world experience…no theory here! Carl engages his audiences and keeps them on the edge of their seat. Gould’s content is original, profound, and battle-tested.

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