A pump fails on a cooling unit. An engineer sees an alarm. The chief executive needs something else: how many days remain before the largest customer may cancel, and how much money goes back if it does. Kindynos EVA follows the occurrence through your contracts, financing and valuation models, and tells each executive, in seconds, the one number that matters to them.
Worked example: a GPU-cloud operator modelled from its public filings; emulated data hall; contract terms the filings redact use labelled illustrative values. Every figure is an EVA model run.
The place where things happen speaks in decibels, temperatures and supplier notices. The boardroom speaks in contract rights, covenant headroom and share value. Almost nothing translates between them, quickly or reliably.
Three lines, owned by three teams, with no link between them: no amount, no date, and nothing on what to do first. By the time the number reaches the CFO, the inexpensive options have often expired.
One chain, one run. Every number can be traced to the model or the filing that produced it.
First the seconds, measured on an emulated data hall: 32 GPU servers, two cooling units, 19 operations sources, every record signed and verified. Then the days and dollars, from EVA's briefing.
The building management system still reports the pump as running. EVA raises an early warning, with its distance to the Event it points to.
The microphone had noticed it 10 seconds earlier.
EVA proposes the Event "Cooling capacity derate on a coolant distribution unit". A named person confirms it before anything is computed.
6,921 of 6,921 records were verified against the device's enrolled key.
15 MW short of what was committed
inside the grace period: fines accrue
paid for capacity earning nothing
against a covenant minimum of 1.15×
The fines are capped at $3.8m. The refund is about two hundred times larger: the contract turns on acceptance, not on fines.
The seconds are from a recorded run of the emulator. The days and dollars are EVA's briefing for the same Event at its authored magnitudes (a 15% derate, acceptance 45 days late), so the briefing can be read before the Event has happened.
The same calculation produces the one number each person needs for their own decision, with what it was before and whether this Event moved it. Because the numbers come from one run, they cannot contradict each other.
A single number is not enough to decide on. EVA also computes what follows if things get worse, as model runs, not as a probability that hides the cliff.
Restore the 15 MW before acceptance testing, or open the conversation about an updated acceptance date while the customer still has no right to cancel. Tell the treasurer how much covenant headroom each month of delay uses, and investor relations what the market will eventually see. The window for the inexpensive options closes at day 81, not when the quarter's results are reported.
An investor never sees the pump. They see the consequences later, in results and in the price of the shares and bonds. EVA computes both views from the same occurrence, on the same set of models.
For the CEO, CFO, treasurer, COO, delivery, operations and the board. Reads live telemetry and the company's contracts.
For investors, lenders, analysts and investor relations. Reads public filings and markets, and values the shares and bonds.
A 45-day delay costs the shareholders almost nothing on paper. The same occurrence, if it is allowed to reach the cancellation right, costs them $272.8m, and the operator's view shows how many days are left to prevent it. The termination line is conditional and not weighted by any probability.
EVA does not replace the systems a company already trusts. It connects what they report to what it means, using the company's own models where they exist.
Telemetry from building systems, sensors, cameras and microphones, signed at the source. Notices from suppliers, utilities and authorities. Market data and the contract terms in filings. Your analysts' valuation spreadsheet, converted cell by cell into an executable model and checked against the workbook.
The chief executive, CFO, treasurer, chief operating officer, head of delivery, operations, the board risk committee and investor relations each receive their number, a one-page briefing and a short message. Messages are previewed; nothing is sent except under the organisation's own rules.
Every figure keeps its model, inputs and evidence, and the run can be replayed to the same result. When the models cannot support a number, EVA says so by name instead of estimating one.
An executive will act on these numbers, so the rules matter as much as the results.
Deterministic models; every run recorded and replayable.
Each number says whether it is computed, an assumption, a standing value or conditional.
What the models cannot value is named, with the reason, never filled in.
An Event proposed from telemetry fires only when a named person confirms it. No value is produced by a language model.
The example above is digital infrastructure. The same discipline already runs on mortgages, capital markets, buildings and insurance, each represented on its own terms, across nine industry domains.
In a forced-sale case, selling a large block at once backfires; over the full horizon, holding is the better policy, and the difference survives a 1,000-path evaluation.
View the decision analysis →Kindynos was founded by Santa Federico, formerly Global Head of Market Risk at Salomon Smith Barney/Citigroup and Chief Risk Officer of Perry Capital, with a career across Merrill Lynch, Credit Suisse and Ally Financial and roots in physics and engineering.
Describe what has happened, or what may happen, in ordinary language. Kindynos will say what can be computed, what evidence it needs and which decisions the result can inform.