Trained in the science of measuring value. Then spent years building it into products.
Kymata exists because that training kept exposing the same gap: the initiatives that never had a clean line to revenue, and nobody watching whether they earned their keep.
Grayson McCormick — Founder
Where this started
Kymata was founded by Grayson McCormick, who holds a master’s in Pharmaceutical Sciences from the University of Florida with a concentration in pharmacoeconomics. It’s the discipline of proving whether a treatment is worth what it costs, and its core method, cost-effectiveness analysis, starts by defining the endpoint before the intervention runs. That habit transfers to business spending with almost no modification.
The instinct predates the degree. Four years in wealth management at Merrill Lynch and Morgan Stanley made thinking in someone else’s dollars a professional reflex. Two Director of Strategy roles followed. At Genlantis Diagnostics, he led the pivot from infectious-disease testing into COVID-19 antibody testing, closing a $1.5M sale and supporting the test’s FDA Emergency Use Authorization. Adeqsa came next: a six-year financial model he built, from market sizing down to retention, steered the consumer app’s product and investment decisions. In between, he drove digital-adoption strategy for one of U.S. Bank’s strongest metro markets.
Today he owns internal digital products at a Fortune 100 life sciences company, roadmap through release, for tools used by field service, sales, and support teams worldwide. Every one of those products is judged on the numbers it was built to move, and the panel below shows what that looks like when it’s measured honestly.
Where the waste usually is
Marketing spend is comparatively easy to judge. Cut a channel, wait a quarter, and the pipeline tells you whether you were wrong.
The rest of the budget is harder. Take a software renewal that clears every January. Nobody has asked in three years whether the thing still gets used, partly because answering would mean somebody owning the answer, and partly because the number is small enough that it never reaches the top of anyone’s list. The same goes for a training program, a headcount add, a process redesign that took four months. All of them do something. None of them has a number attached, and without a number the effect stays an opinion.
The result is a budget where the least defensible line items are also the hardest ones to challenge. With no baseline set at the start, there is no failing grade available later, so the program continues because nobody can demonstrate that it shouldn’t. That is usually where the money is.
The fair question about the day job
Both of us hold full-time roles, so the honest question is when your work gets done and whether anything of ours belongs to somebody else. Kymata runs one audit at a time and we don’t book past that. Client work happens on our own equipment and our own hours, no employer system ever touches your data, and we don’t take engagements that compete with either employer. If your timeline needs more than two people moving fast for six weeks, we’ll say so on the call and point you at a firm built for it.
The upside of that constraint is the thing you’re actually buying. The person who scopes your engagement runs it, writes the analysis, and sits on the debrief. You will never be handed to someone junior, because there isn’t anyone junior.
“Defining what success looks like for a project, setting the right KPIs, then adjusting specific levers and watching what moves. That’s the work I’ve done for years, whatever the job title said. Kymata brings that same discipline to businesses that don’t have someone doing it internally.”
— Grayson McCormick, Founder