A digital marketing agency for brick-and-mortar franchise brands.
“I thought I had a handle on my numbers. I didn't. Volare got in the weeds with me, doubled our gross margin, and built a team that can run the company without me. It's going to be worth far more than I ever thought it would be."
We Are Kymera is now built to sell: a leaner, more disciplined agency with a clean earnings story and a favorable exit within reach.
The founder believed he had a firm grip on the finances, but the company was losing profit in places the reports never showed. He had drifted into daily accounts and relationship-driven selling while his ablest people lacked the fluency to lift it. An overloaded menu of services dragged on delivery and scattered its pricing, and the accounts that mattered sat with the wrong people for where the firm was heading. Nothing about it was ready to change hands.
The team now sees exactly where each dollar is earned or lost, in real time. The founder has stepped out of daily operations and into strategy, while the two leaders he promoted steer the work and hold the key accounts. A lean, higher-pricedlineup has replaced the clutter, the reflexive price-cutting is gone, and new business arrives through a documented process, not just who he knows. For the first time, the company can run without him.
Replaced founder-led selling with a repeatable sales playbook, so new business no longer hinges on one person and the sales team can grow. Activated a CRM that tracks every stage of the pipeline, giving a marketing agency that had never marketed itself a clear view of its own funnel.
Calculated the true cost to deliver each service, so the earnings behind every offer stopped being a guess. Set a pricing floor and ended the constant discounting that had been the biggest drain on margin, then raised rates and trimmed an overgrown list of services down to the work worth selling.
Restructured how costs are tracked into clear categories and built one forward-looking projection with the company’s accounting team. The company could finally see where margin was landing, where it leaked, and the path back to profit.
Moved two strong staff up to the executive level and put them in weekly command of the finances, pipeline, and the growth goals we set. They now help shape the strategy and own its execution, carrying the burden that once rested on the founder alone.
