Episode #224: From Moscow to Main Street: How Stan Sukhinin Helps Clinics Thrive

Stan Sukhinin knows what it’s like to rebuild from scratch. After a meteoric rise in Eastern Europe’s finance world—managing a $450M mezzanine loan portfolio—he moved to New York to launch a hedge fund. It didn’t survive the pandemic. What did survive? His ability to spot financial blind spots and fix them fast.

Now, as founder of The Sorso, Stan serves as a fractional CFO for outpatient clinics across the U.S. He combines deep financial rigor with AI-powered forecasting to help healthcare providers operate with precision. In this episode, Stan breaks down the unique challenges in the outpatient clinic model—especially the widespread misreporting of revenue due to insurance reimbursement complexity.

He shares why many seemingly healthy businesses collapse overnight, and how bad debt, shallow risk planning, and poor scenario modeling are usually to blame. For clinic owners and business leaders alike, Stan offers practical insight into financial structure, AI use cases, and creating stability in volatile times.

Want to learn more about Stan Sukhinin's work? Check out their website at https://www.thesorso.com.

Connect with Stan Sukhinin on LinkedIn at https://www.linkedin.com/in/stan-sukhinin/.

Key Points + Timestamps

01:00 – Stan’s journey from Russian finance to founding The Sorso
03:00 – Early passion for business sparked by a magazine at age 15
04:00 – Climbing the ranks in Moscow’s banking scene by age 29
05:00 – Moving to New York to start a hedge fund during COVID
07:00 – First taste of consulting leads to fractional CFO work
10:00 – Why outpatient clinics often miscalculate their own revenue
11:30 – The insurance coding mess that hides financial truth
13:00 – How AI helps with forecasting and legal document review
16:00 – Where AI fails: accounting data reconciliation
17:00 – The three killers of otherwise healthy businesses
19:00 – Why debt, economic shocks, and poor planning are lethal
20:00 – The overlooked value of financial scenario planning
20:30 – Stan’s parting advice and how to connect with him

Transcript

00;00;00;00 - 00;00;30;20
Craig Andrews
I was in a coma for six weeks while the doctors told my wife I was going to die. When I woke up, she told me the most fantastic story. My team kept running the business without me. Freelancers reached out to my team and said, we will do whatever it takes. As long as Craig's in the hospital. I consider that the greatest accomplishment in my career.

00;00;30;23 - 00;00;51;10
Craig Andrews
My name is Craig Andrews and this is the Leaders and Legacies podcast where we talk to leaders creating an impact beyond themselves. At the end of today's interview, I'll tell you how you can be the next leader featured on this show.

00;00;51;10 - 00;00;54;12
Craig Andrews
Today I want to welcome Stan Sukhinin.

00;00;54;12 - 00;00;58;02
Craig Andrews
It's not spelled the way it sounds. And you'll find out why shortly.

00;00;58;02 - 00;01;20;18
Craig Andrews
Stan was once a senior partner of one of the largest mezzanine loan providers in Eastern Europe, managing a $450 million loan portfolio. Then he became a the founder of Sorso and, which is a fractional CFO firm that helps outpatient clinics grow profitably.

00;01;20;20 - 00;01;38;24
Craig Andrews
Stan has a background in finance with a CFA designation. He blends data driven strategy with AI innovation to transform clinic operations. He's also a thought leader of the evolving role of finance in health care services. And so,

00;01;38;24 - 00;01;40;26
Craig Andrews
it's gonna be a really interesting story. That's,

00;01;40;26 - 00;01;48;01
Craig Andrews
Stan was born in Moscow and found his way to the US, and,

00;01;48;01 - 00;01;50;01
Craig Andrews
I've been looking forward to this conversation.

00;01;50;07 - 00;01;55;22
Craig Andrews
I think what your walk away with, there are some nuts and bolts on,

00;01;55;22 - 00;02;08;09
Craig Andrews
well, one of the things he's said and before we came live, he says, sees business. Is there a successful one day and then the next day they're not. And that's the plight of so many businesses and so high level. That's where

00;02;08;09 - 00;02;09;17
Craig Andrews
we're ultimately going.

00;02;09;19 - 00;02;11;01
Craig Andrews
Stay tuned.

00;02;11;01 - 00;02;12;14
Craig Andrews
Stan. Welcome.

00;02;12;17 - 00;02;15;15
Stan Sukhinin
Yeah. Thank you. Great. It's my pleasure to be here.

00;02;15;18 - 00;02;17;03
Craig Andrews
Yeah, I'm glad to have you.

00;02;17;03 - 00;02;19;18
Craig Andrews
And so I was very intrigued.

00;02;19;18 - 00;02;22;21
Craig Andrews
So our, our our screener, you know, a person who,

00;02;22;21 - 00;02;30;25
Craig Andrews
makes all the recommendations for podcast hosts. I think you went through her. She, she was born in Saint Petersburg,

00;02;30;25 - 00;02;32;02
Craig Andrews
Russia. And,

00;02;32;02 - 00;02;34;29
Craig Andrews
you're born in Moscow?

00;02;35;01 - 00;02;41;14
Stan Sukhinin
Yeah. The capital. The capital of Eastern Europe. Probably. Yeah.

00;02;41;16 - 00;02;46;29
Craig Andrews
Yeah. Wow. What what year did you move to the United States? Yeah, I.

00;02;46;29 - 00;02;47;21
Stan Sukhinin
I kind of like,

00;02;47;21 - 00;03;01;22
Stan Sukhinin
my journey was pretty straightforward until I decided to make a a really a big move, like a big, big move. So I'm very early. I decided that I want to be a financial person. Like, I remember I was 15 years old,

00;03;01;22 - 00;03;19;02
Stan Sukhinin
and, one of my classmates brought, like, business magazine and, I just before that, I just was interesting in soccer and I started, I started reading this magazine that it like, oh, like, there's so many businessmen, interpreters, they're making so much money.

00;03;19;02 - 00;03;28;14
Stan Sukhinin
They're selling for, like, businesses for this amount. And I was so fascinating and then, from this point, I remember I decided that I want to be,

00;03;28;14 - 00;03;36;16
Stan Sukhinin
at some point and interpreter and business owner, but I want to learn and I think, like in a few years, I decided that I want to work,

00;03;36;16 - 00;03;38;23
Stan Sukhinin
in the bank, in corporate lending,

00;03;38;23 - 00;03;43;06
Stan Sukhinin
and the way I can learn financials, because I also love financials.

00;03;43;06 - 00;03;51;08
Stan Sukhinin
And I also can see business, and I also can speak to business owners. And that's actually what I did. So I landed like,

00;03;51;08 - 00;03;55;11
Stan Sukhinin
mid-size, mid-sized Russian bank, Moscow bank. And then I move,

00;03;55;11 - 00;04;06;09
Stan Sukhinin
to UniCredit. So generally like large European financial institutions and corporate lending, investment banking. So I started with like a really, really small businesses.

00;04;06;09 - 00;04;09;16
Stan Sukhinin
But they didn't even have like any accounting.

00;04;09;18 - 00;04;12;29
Stan Sukhinin
And then like I'm working on like $1 billion revenue,

00;04;12;29 - 00;04;14;25
Stan Sukhinin
businesses and

00;04;14;25 - 00;04;35;14
Stan Sukhinin
as, as my career really jumped. So I became a senior partner when I was 29. It was like a really fast career. I manage a team of 20 people, like we we really pivoted this mezzanine financing product in Moscow, and it was really big. It's at some point, but I was thinking about like my internal age, age.

00;04;35;16 - 00;04;35;27
Stan Sukhinin
And,

00;04;35;27 - 00;04;46;04
Stan Sukhinin
I decided that I want to move to New York to start my hedge fund because I was fascinated by Warren Buffett, Bill Ackman, all this hedge fund. And I decided to make this move. So

00;04;46;04 - 00;04;58;11
Stan Sukhinin
I took my family six luggages and just moved to New York to be like kind of like, no, like just have like, I know 200 K on my account and that's it.

00;04;58;14 - 00;05;06;08
Craig Andrews
Wow, wow. And so so you moved to New York and then what happens?

00;05;06;10 - 00;05;10;14
Stan Sukhinin
Yeah. So we, I kind of had I had to plan A and B,

00;05;10;14 - 00;05;23;16
Stan Sukhinin
I had a partner and we agree that I am responsible for investments and operations here as possible for the clients relationships. And like it took us way longer to set up a hedge fund. The terms of, like, legal stuff.

00;05;23;16 - 00;05;25;28
Stan Sukhinin
And then we launch our hedge fund.

00;05;25;28 - 00;05;36;14
Stan Sukhinin
It was summer 2020, so just the peak of the pandemic. And, we had a few seed investors. They decided not to join our fund. And,

00;05;36;14 - 00;05;43;01
Stan Sukhinin
so we, we, we kind of like, had, like, get early, reach a few millions of,

00;05;43;01 - 00;05;48;08
Stan Sukhinin
assets under management of the hedge fund. But anyone who is in this industry,

00;05;48;08 - 00;05;50;15
Stan Sukhinin
knows that it's it's not it's not feasible.

00;05;50;15 - 00;05;53;23
Stan Sukhinin
Like, you need to have at least 10 to 20 millions,

00;05;53;23 - 00;06;10;01
Stan Sukhinin
just to pay current expenses. Not even about, like, salary and everything. So, yeah, we've been working on that. We have been working on this hedge fund for a couple of years, but it's just I completely depleted my savings and, I so it's just it's not working.

00;06;10;01 - 00;06;29;29
Stan Sukhinin
And on top of that, I learned about a lot of US based hedge fund managers that also kind of struggling and doing it for more than ten years. And, and so it was like really, really hard. And I decided, okay, I need to to do something. It's just like I'm just running, go to the money and they was like some, some kind of like chance.

00;06;30;04 - 00;06;36;18
Stan Sukhinin
So one of my new friends from New York, his father, started a startup like just a new startup,

00;06;36;18 - 00;06;52;20
Stan Sukhinin
and, they were looking to fundraise, and they just sent me the materials, investment materials, like a big dig and financial model. And and then I learned, like, how the Americans usually sell when they say everything is just perfect, the best in the world.

00;06;52;27 - 00;07;12;20
Stan Sukhinin
So they told me before I open these materials, they say, like it's the best materials you ever seen. And I've seen by this time, like, I know thousands of financial models, thousands of presentations. So I know how it should look like. And and it was like Dawson, like the financial model. Like just like completely. And I said like, okay, I can help you,

00;07;12;20 - 00;07;14;25
Stan Sukhinin
like, and I will charge you something.

00;07;15;00 - 00;07;25;12
Stan Sukhinin
And they agreed. So surprisingly for me, like, they agree that I can help them to post those materials. And that's how I started. This is kind of like a fractional civil service.

00;07;25;12 - 00;07;35;06
Stan Sukhinin
At that time, it's like, I think even this name wasn't like, no, like a fractional CFO. It just was kind of like a financial consulting.

00;07;35;08 - 00;07;39;16
Craig Andrews
Well, well. So,

00;07;39;16 - 00;07;47;13
Craig Andrews
now you're I was looking. Looks like you come from a technical background. You have a degree in physics?

00;07;47;15 - 00;07;52;17
Stan Sukhinin
Yeah, it's. My parents are both from the, It's called Z and my garage. It's it's,

00;07;52;17 - 00;07;55;09
Stan Sukhinin
it's a suburb of Moscow, and it's known,

00;07;55;09 - 00;07;57;20
Stan Sukhinin
for their silicon,

00;07;57;20 - 00;08;09;06
Stan Sukhinin
where they kind of answer to the silicon through Silicon Valley, United States. There's a great book, Cheap War, about the semiconductor industry. And, they actually cover a lot like,

00;08;09;06 - 00;08;10;11
Stan Sukhinin
my my hometown.

00;08;10;15 - 00;08;12;16
Stan Sukhinin
Yeah. So my, my parents both, like,

00;08;12;16 - 00;08;15;12
Stan Sukhinin
graduated from this university. They both,

00;08;15;12 - 00;08;16;05
Stan Sukhinin
used to work in,

00;08;16;05 - 00;08;25;28
Stan Sukhinin
semiconductor industry, and they insist that I should have, like, the first degree in the semiconductor industry as well. And I can tell it's very complicated. It's,

00;08;26;01 - 00;08;26;14
Craig Andrews
Well.

00;08;26;16 - 00;08;42;26
Stan Sukhinin
It's like a company with financials, semiconductor, say, way more complicated than the the the level of fundamental knowledge that you need to acquire before you can even start understand certain things is, is just it's so high.

00;08;42;29 - 00;08;49;15
Craig Andrews
Yeah. Well, it's just interesting to see you go from, you know, physics to.

00;08;49;16 - 00;08;51;12
Stan Sukhinin
Yeah. At the time, like as I said, like,

00;08;51;12 - 00;08;58;29
Stan Sukhinin
when I was 15 years old, I already knew that I going to be in financials and is just like, okay, just it's part of my first,

00;08;58;29 - 00;09;01;01
Stan Sukhinin
I have two master's degrees and the first was,

00;09;01;01 - 00;09;06;15
Stan Sukhinin
physics of semiconductors, and the second was, second one was in the same university,

00;09;06;15 - 00;09;07;17
Stan Sukhinin
the financial management.

00;09;07;17 - 00;09;17;21
Stan Sukhinin
So I knew that I'm going to be in financials already. Like, even before I, I did my I was in the university.

00;09;17;23 - 00;09;26;03
Craig Andrews
Yeah, well, I'm very interested, so. So your hedge fund doesn't make it,

00;09;26;03 - 00;09;27;28
Craig Andrews
what happens next?

00;09;28;01 - 00;09;29;06
Stan Sukhinin
Yeah. So I kind of,

00;09;29;06 - 00;09;36;05
Stan Sukhinin
I start doing this consulting a little bit and then start getting more and more clients, and I think

00;09;36;05 - 00;09;38;29
Stan Sukhinin
the first like 2 or 3 years, it was kind of like,

00;09;38;29 - 00;09;41;28
Stan Sukhinin
not really a full time kind of dedication,

00;09;41;28 - 00;09;48;07
Stan Sukhinin
because I was working primarily with startups, companies with no money, like a small revenue.

00;09;48;10 - 00;09;52;05
Stan Sukhinin
And I didn't see is can be scalable and,

00;09;52;05 - 00;10;12;05
Stan Sukhinin
because, like, I know they cannot be like, I know 5K6 months from my service and and then I learned about like, more successful fractional, say, for companies, United States. And I just figure, oh, they just working with the larger companies that still cannot afford the full time CFO or they don't need a full time staff or.

00;10;12;08 - 00;10;24;04
Stan Sukhinin
But I actually can provide way more value. And I kind of like transitions to this market. And it's where I kind of like found this product market fit. So if you can see.

00;10;24;06 - 00;10;32;22
Craig Andrews
Yeah. Well, first thing and you said that you're, you're focusing heavily on

00;10;32;27 - 00;10;38;16
Craig Andrews
outpatient clinics. What. So like what what type of clinics.

00;10;38;19 - 00;10;39;22
Stan Sukhinin
Yeah. It's, any kind.

00;10;39;22 - 00;10;44;09
Stan Sukhinin
Of clinics that outpatient, it can be urgent care,

00;10;44;09 - 00;10;45;03
Stan Sukhinin
primary,

00;10;45;03 - 00;10;47;00
Stan Sukhinin
mental health, dental,

00;10;47;00 - 00;10;50;10
Stan Sukhinin
any kind of outpatient health care clinics.

00;10;50;10 - 00;10;56;00
Stan Sukhinin
And I think one of the main reasons why I decided to focus on this,

00;10;56;00 - 00;11;02;13
Stan Sukhinin
particular sector, because I am bought a new client in this sector first time last year, and,

00;11;02;13 - 00;11;10;03
Stan Sukhinin
I stopped working and I realized that because of this kind of intricate relationships between the healthcare provider and,

00;11;10;03 - 00;11;12;15
Stan Sukhinin
insurance, you probably heard about it.

00;11;12;16 - 00;11;14;26
Stan Sukhinin
It's not straightforward. And,

00;11;14;26 - 00;11;25;12
Stan Sukhinin
the thing is, I like my kind of subjective opinion, but I think that more than 50%, maybe even 75% of all,

00;11;25;12 - 00;11;29;24
Stan Sukhinin
clinic owners right now don't know the actual revenue,

00;11;29;24 - 00;11;41;26
Stan Sukhinin
because they view a certain amount of the insurer by the insurer pay way less. But actually you need to properly record like what they paid.

00;11;41;26 - 00;11;59;27
Stan Sukhinin
And it's it's a bit complicated. I hate when the, consultants say like all of this complicated, that complicated, but it really it requires a certain procedure, is certain it shouldn't set up and it should be monthly, quarterly set up the recording or any. So,

00;11;59;27 - 00;12;10;09
Stan Sukhinin
and I realize, okay, they don't even know the actual revenue. So they probably don't really can make really informal management decisions because they don't have,

00;12;10;09 - 00;12;13;09
Stan Sukhinin
they don't have a really good financials.

00;12;13;12 - 00;12;24;20
Craig Andrews
Yeah. Well, I would imagine with health care, there's, you know, there's a lot of back and forth about what's covered. What's not covered, how it's coded and

00;12;24;20 - 00;12;27;13
Craig Andrews
the pre negotiated rates and all of that.

00;12;27;15 - 00;12;30;01
Stan Sukhinin
Yeah. Yeah. These are, these are codes. And

00;12;30;01 - 00;12;47;07
Stan Sukhinin
you build the codes and these certain certain things how you can decrease the denial rate it it's when you provide the service and the insurer for some reason is rejected. So these are certain things called the delayed the payments. And these are some of the things that you can do to decrease this rate.

00;12;47;07 - 00;12;48;26
Stan Sukhinin
It's just like a very,

00;12;48;26 - 00;13;02;08
Stan Sukhinin
I would say it requires a systematic approach, how you, how you need to tackle. But there is no kind of like a super secret or anything. You just like, follow the procedure, follow certain rules, and,

00;13;02;08 - 00;13;16;26
Stan Sukhinin
you can be in really good shape, but I think it's one of the, like, it's kind of one that did one of the main disadvantages of this business, but it's also one of the main advantages of this business, because I think it's a recession proof.

00;13;16;28 - 00;13;32;01
Stan Sukhinin
And and because it's based on the insurance, it's like insurance usually compromised. So I know like 1,995% of all revenue. So it's kind of like, really a stable business if you get like,

00;13;32;01 - 00;13;37;27
Stan Sukhinin
a good, like a stable number of clients. Yeah, it's it's a really good business.

00;13;37;29 - 00;13;46;29
Craig Andrews
They you said that you use AI to help them transform their operations. How would how do you do that?

00;13;47;01 - 00;13;50;23
Stan Sukhinin
Yeah. So I use AI for several instances.

00;13;50;23 - 00;13;51;14
Stan Sukhinin
First of all,

00;13;51;14 - 00;13;53;04
Stan Sukhinin
for my financial,

00;13;53;04 - 00;13;57;07
Stan Sukhinin
operations, like revenue forecast, for example, I use it. So it's, it's really good.

00;13;57;07 - 00;14;09;18
Stan Sukhinin
It's faster, it's more precise. But you need you need to know how to work. It's not like if you put your phone in a, in a AI model right now and say like, okay, here's the historical data.

00;14;09;23 - 00;14;13;27
Stan Sukhinin
Can you forecast revenue? It's going to be like nonsense

00;14;13;27 - 00;14;17;02
Stan Sukhinin
most of the time. So you need to use the prompts. You need,

00;14;17;02 - 00;14;39;03
Stan Sukhinin
really detailed those prompts. But if you do it correctly, if you iterate, it's it's a really good one. It's it's it it takes so many factors into account that I don't think like human beings can do, or you need to construct and very complicated multi-factor models that just it takes so much time and it's required like a lot of knowledge and it's complicated.

00;14;39;10 - 00;14;56;26
Stan Sukhinin
And I know in our sector especially for like, I don't know, for like $10 million revenue business, nobody nobody does it. It's just yeah, it's just too much. It's all it's a one example I think another example, it's really good for

00;14;56;26 - 00;15;01;12
Stan Sukhinin
any, any legal documents and analyzing legal documents,

00;15;01;12 - 00;15;04;22
Stan Sukhinin
especially if it's complicated and there's number of documents.

00;15;04;22 - 00;15;22;03
Stan Sukhinin
And you need to look closely what you're looking for, like, I don't know. These are certain laws. And you need to understand is like, what's the what's the results of like certain events and how like kind of financial and non-financial. So it's really a really good one where I think the,

00;15;22;03 - 00;15;26;10
Stan Sukhinin
AI models still kind of don't deliver like the best results.

00;15;26;10 - 00;15;39;06
Stan Sukhinin
And when you need to reconcile, like, for example, these are accounting data and they need to reconcile. It's in a certain way. And I don't want to spend too much time. And this can be in the thousands of,

00;15;39;06 - 00;15;40;20
Stan Sukhinin
lines. And

00;15;40;20 - 00;15;55;25
Stan Sukhinin
an AI model is not and AI models are not really consistent is the bigger. So you can you can set up it's in one month, but then like next month you use the same problem to use the same file structure, the same set.

00;15;55;27 - 00;16;21;02
Stan Sukhinin
And it just it doesn't produce the same results. It's kind of like, it's kind of like a I see right now the one of the main drawbacks, especially like if you look at the corporate large companies for them, consistency is probably the key. Like, for, for them, if they implement in the any, any part of the steps like then they need to know that it's consistent to produce the same results.

00;16;21;02 - 00;16;24;03
Stan Sukhinin
And I always it will fall apart.

00;16;24;06 - 00;16;45;07
Craig Andrews
No. So one of the things that you said in earlier was, you know, you see some businesses are successful one day and then like overnight things are bad. What what causes that? And where are some common problems that you've seen when you've been working with companies?

00;16;45;14 - 00;16;46;02
Stan Sukhinin
Yeah.

00;16;46;02 - 00;16;58;28
Stan Sukhinin
I think they, they're there. I would say like three main issues, like the biggest one, when you reach a certain level, when you have revenue, when your gross margin is, is,

00;16;58;28 - 00;17;19;04
Stan Sukhinin
kind of like in a good spot. That is the biggest killer of all businesses. And I've seen it so many times. And what usually happens, it's kind of like a two fold movement, like there's a recession or some like economic shock or like some other economic kind of actions.

00;17;19;04 - 00;17;22;06
Stan Sukhinin
I know, like for example, right now. Right. Like,

00;17;22;06 - 00;17;39;06
Stan Sukhinin
like you, if you have like 100% import stuff and like, and these are like, you know, 50% tariffs from India, like you just your like your Cogs, your cost of goods of so just increased substantially. You need way more money in your business just immediately. Right.

00;17;39;06 - 00;17;41;03
Stan Sukhinin
So these kind of shocks

00;17;41;03 - 00;17;49;05
Stan Sukhinin
I see that like a lot of companies can overcome them if they build some margin of safety.

00;17;49;08 - 00;17;54;25
Stan Sukhinin
But if you have a lot of debt, it just decrease like this,

00;17;54;25 - 00;18;10;25
Stan Sukhinin
space where you can navigate and and how much you can do. And I think even like businesses and other example, debt EBITDA is only three times businesses growing. Everything is good. And then these are annual macroeconomic shock.

00;18;10;25 - 00;18;19;10
Stan Sukhinin
Like I know for example 2008 I remember like they will have a good number of really good companies with relatively modest debt burden.

00;18;19;10 - 00;18;42;20
Stan Sukhinin
But because of these macroeconomic shocks, banks just stop refinancing debt or like the like interest rate just like skyrocket. And and then if you have a certain debt that you need to refinance and you cannot do you basically you you need to be in a default state where giving you in a default state, because you can sort of use their abilities.

00;18;42;22 - 00;18;57;24
Stan Sukhinin
So the debt is the biggest, biggest killer. And I would tell any entrepreneur be very, very cautious. I am not against totally about that, but because I used to work in a corporate lending department for so many years, I've seen so many stories and,

00;18;57;24 - 00;19;02;28
Stan Sukhinin
is just like, you need to be very cautious and you need to play scenarios.

00;19;02;28 - 00;19;12;09
Stan Sukhinin
This I think another thing that very few interpreters do, and I understand they have this kind of like positive mentality. They kind of don't really focus on negativity.

00;19;12;09 - 00;19;34;10
Stan Sukhinin
Inside they, they be able to drive the business, but they should be someone with the kind of this risk averse mentality and play out certain scenarios. For example, I know like with tariffs, like if you look at your your suppliers like let's say like, you know, what's happen if you lose some of them or like they increase price by 30%.

00;19;34;10 - 00;19;41;22
Stan Sukhinin
What's happened next? What's happened next month? If your financials, will you be able to sustain the same volume of your

00;19;41;22 - 00;19;56;18
Stan Sukhinin
supply demand or you need to decrease if you cannot buy the same amount, what's happened to your revenue? If the revenue decreased by 20%, what's going to happen? I know if you have that, will you be able to pay your debt obligations like next month, next quarter?

00;19;56;20 - 00;20;18;25
Stan Sukhinin
So I think it's super, super important and it's still under utilized. I hardly see even fraction of CFOs around those scenarios properly and looking like a dose. And I think it's just I believe you can build an absolutely infallible business if you run those scenarios and you use that very, very cautious.

00;20;18;27 - 00;20;27;05
Craig Andrews
Well, that is sage advice, Stan. Thank you. Thank you for coming on Layers and Legacies. How can people reach you?

00;20;27;07 - 00;20;30;07
Stan Sukhinin
On my LinkedIn, it's, Stan Zucchini.

00;20;30;07 - 00;20;30;24
Stan Sukhinin
And,

00;20;30;26 - 00;20;34;07
Craig Andrews
How do you spell that? Because it doesn't don't spell like it sounds.

00;20;34;11 - 00;20;36;12
Stan Sukhinin
Yes, Stan. Stan.

00;20;36;12 - 00;20;43;15
Stan Sukhinin
And then Asuka a.k.a and I am on Luca and it's Stan,

00;20;43;15 - 00;20;46;06
Stan Sukhinin
free as excellent.

00;20;46;06 - 00;20;48;13
Craig Andrews
Well, thanks for coming in on lives and legacies.

00;20;48;16 - 00;20;54;12
Stan Sukhinin
Yeah. Thank you, thank you. Great. It's always a pleasure.

00;20;54;12 - 00;21;21;08
Craig Andrews
This is Craig Andrews. I want to thank you for listening to the Leaders and Legacies podcast. We're looking for leaders to share how they're making the impact beyond themselves. If that's you, please go to Ally's for me.com/guest and sign up there. If you got something out of this interview, we would love you to share this

00;21;21;08 - 00;21;23;03
Craig Andrews
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00;21;23;05 - 00;21;46;15
Craig Andrews
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00;21;46;17 - 00;21;54;22
Craig Andrews
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00;21;54;22 - 00;23;56;27
Craig Andrews
It means a lot to my team. If you want to know more, please go to Ally's for me.com. Or follow me on LinkedIn. Thanks for listening. We'll see you next time.