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.

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.

Valerie Trapunsky

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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