From book arbitrage in the 90s to 20 years of financial education through CashFlow
My name is Oleksii Latenko, and today I am an investor and entrepreneur in financial education (CashFlow.Family) and consulting. I am building an income system through an asset portfolio and partnership projects. My path has not been linear: it has included periods of rapid growth as well as downturns. These contrasts made me truly rethink what money, risk, and financial resilience mean.
I began my career in 1995 at a pharmaceutical sales company, where I worked my way up from sales manager to deputy general director and managed 26 branches across Ukraine. At a certain point, I realized clearly that I wanted to create my own business. I did not start from scratch, but through a partnership—I proposed a 50-50 collaboration to the founders. That was when I saw firsthand how partnership can accelerate development, reduce risks, and open up new opportunities.
At the same time, crises would “reset” my ideas about control. In 1998, I lost my business and income—this became a moment for an honest reassessment. Then came the crises of 2008–2009, the events of 2014–2015, the pandemic, and the full-scale war. Each of these periods changed the rules of the game. And each time, I returned to the same conclusion: the winner is not the person who tries to predict everything, but the one who builds a resilient system, can adapt, and maintains a resourceful mindset.
Based on my own experience, I advise aspiring entrepreneurs not to rush into starting a business on their own. The most effective path is to join a company that has already achieved results you can only dream of. You can start in any position and gradually grow into a management role. Then prove yourself and move into a partnership.
I have built these kinds of career paths within teams many times: from specialist to manager and then to partner. This makes it possible to gain invaluable experience, develop a sense of responsibility, and earn money at the same time, rather than paying for your own mistakes.
My strategic vision is to create an asset system that provides financial freedom. A level at which I no longer have to work for money, but can do what truly fulfills me: spend time with family, pursue creativity, travel, learn, and pass knowledge on to others. It is important to me that money be the result of a well-designed system, not constant work.
I think a lot about a state of inner freedom. In childhood, this feeling came naturally—carefreeness, the absence of fear about tomorrow. In adult life, it transforms: responsibility does not disappear, but it can be balanced. When life is harmonious—in health, relationships, finances, and personal growth—a sense of wholeness and inner peace emerges.
At the same time, I honestly admit that right now I cannot say I am completely happy. The war, the challenges, and the pain around us—all of this takes its toll. But I clearly distinguish between what I can influence and what is beyond my control. Where I can, I act. Where I cannot, I try to accept it and support those around me.
One recent story that has affected me deeply is the rescue of an injured cat. He came to my house for help because his hind legs were paralyzed; this was an emotional shock for me. In moments like these, I do not “freeze” or run away—I act. I organized help, treatment, and a search for a shelter. As a result, the cat got a chance at life, my wife and I began supporting the shelter, and I was once again reminded that even in difficult times, we can change reality through concrete actions.
I apply this principle on a broader scale too. For example, at a hotel in the Carpathians in which I am an investor, free rehabilitation and recovery services are provided for military personnel. I do charitable work and offer free personal finance training at a church. For me, this is a way to contribute and support those who need it.
I believe that meaning lies not only in personal success, but also in impact—in the ability to help people become stronger, financially independent, and more aware. This is the foundation of my work and my path today.
Kiyosaki, CashFlow, and an accidental role as host—the turning point that shaped 20 years
How did the business idea come about?
In 1998, I went through a financial crisis that completely changed my life—I lost both my business and my income. It forced me to think deeply about my approach.
At the time, I was 25 years old and thought I already knew a lot. But the situation showed me otherwise. I realized that I lacked financial literacy: it is important not only to earn money, but also to manage it properly—to plan, keep records, and invest.
I started looking for mentors. It was not easy at the time—books were pretty much the only resource available. Getting acquainted with Robert Kiyosaki’s ideas was a turning point. I began applying his approaches in practice.
Later, I studied with Bodo Schäfer for ten years. His system and book “The Road to Financial Freedom” had a major influence on me.
In 2000, I started playing the CashFlow game. At first, I was a participant; from 2005, I began hosting it. It happened almost by chance at a business camp where there was no one to run the game. I took on the role—and that became a turning point.
People responded to the game so strongly that I began running it every day. Over time, it grew from a hobby into a business: I adapted the rules, began training other hosts, and have been working in this field for more than 20 years.
“Fish” and “birds”: recognizing my category and entering a 50-50 partnership
What key skills helped you launch your business?
One of the key skills is entrepreneurial thinking. Broadly speaking, we can divide people into “fish” and “birds.”
“Fish” are strong experts, specialists, and creative people. They can achieve excellent results in their field, but entrepreneurship is often associated with fear and risk for them.
“Birds” are people who are willing to take risks, create their own businesses, and move forward.
I realized I belonged to the second category while working at a large company, where I worked my way up from manager to deputy general director and managed 26 branches.
At a certain point, I decided to start my own business, but I did not do it alone—I proposed a 50-50 partnership model. It was a strong start: support, experience, and resources significantly accelerated development.
I also realized the power of partnership—it helps reduce risks, optimize costs, and scale results.
Another important point is that not everyone needs to become an entrepreneur. You can achieve financial success while remaining an expert. The key is to understand your role and develop it.
Michael Gerber’s model had a major influence on my understanding of this. It explains the balance between the entrepreneur, manager, and specialist within each person.
Growth in 2005–2007, the 2008 crisis, and recovery—the first years in three stages
What 3 most difficult challenges did you overcome in the early years?
The first two years—2005–2007—were a period of active growth. It was a time when people had a strong thirst for knowledge. I ran not only games but also financial training, worked with in-person groups, and demand was very high.
The real challenges began in 2008–2009 during the global financial crisis. It also had a significant impact on my real estate business. It was a period when I had to radically change my thinking and help other people navigate difficult financial trials.
The third challenge was the recovery period after the crisis—2009–2010. At that point, the task was not just to stay afloat, but to lay the foundation for further growth. From 2011 onward, the business began to grow steadily, and that growth only gained momentum year after year.
Five systemic crises and the pivotal year of 2016—a year of transforming my mindset
What crises has your business faced, and how did you overcome them?
One of the most difficult crises was personal—it coincided with several challenges at once and led to the loss of practically everything. This happened before the financial crisis and only made its consequences worse. As a result, I had to start from scratch.
Then came systemic crises: 1998—the first serious financial crisis; 2014—the beginning of the war and the annexation of Crimea; 2015—a sharp devaluation of the hryvnia; the 2020 pandemic; and the full-scale invasion in 2022.
Each one required adaptation and a reassessment of our approaches.
I would like to single out 2016 as a period of searching for meaning. That was when I began working with a coach and uncovered deep-seated beliefs that were holding back my development. In particular, I believed that big money came only through hard work. We transformed that belief into a different one: big money can come easily—through the right actions and mindset.
This became a turning point. After that, I began working with Itzhak Pintosevich, and our collaboration led to significant growth. Thanks to his audience and team, thousands of people began attending the training.
The period from 2017–2021 was the strongest in my business. After 2022, our collaboration ended, and I continued developing independently, under new market conditions.
Theory of Constraints (TOC): identify one key obstacle and remove it
Which decisions proved most effective in growing the company?
The key decision was to scale—to grow 10 times larger. I knew I had the potential to do it, but there were internal constraints.
This was where my understanding of the Theory of Constraints (TOC) helped. Its essence is that every system has a key constraint that holds back development. If you find and remove it, all the other processes start working much more efficiently.
I learned to identify these constraints—in my own business as well as in my thinking. This allowed me to accelerate growth significantly. This is the approach I continue to use, helping others achieve breakthrough results.
Mobile phone stores without a financial model and a cash-flow gap—overcoming it by changing my mindset
Which of your mistakes do you now consider your most valuable experience?
One of my most important mistakes was opening a chain of stores without enough experience or a financial model.
In 2005, I invested significant funds in opening mobile phone stores: my own money, credit, and loans. I was confident the market would grow, but I did not account for cash-flow gaps. As a result, expenses exceeded income, and I found myself unable to cover basic obligations.
It was a very difficult period. I was looking for solutions, but I was thinking within the limits of my old approaches.
Meeting Valerii Strilchyk became a turning point. After training with Valerii, it was not so much my business that changed as my state of mind and mindset. That was what brought results: new opportunities, solutions, and money emerged.
I reviewed my approach to business, changed the product model, and was in the black just a month later. This experience taught me the most important lesson: results start with your state of mind and mindset.
