Building Optimization Capability That Actually Works.

Strategic advisory for organizations building internal operations research capability — at the level of people, structure, and governance.

This is not technical consulting. This is organizational design for sustained optimization performance.

PEOPLE

Role design and capability mapping for OR practitioners. Defining the right mix of analysts, engineers, and decision scientists — with clear reporting lines and career paths.

STRUCTURE

Organizational design for how OR fits within the enterprise. Centralized vs. embedded teams, mandate clarity, cross-functional integration, and escalation paths.

GOVERNANCE

Decision rights, model ownership standards, and executive sponsorship frameworks. Ensuring optimization outputs are acted on — not shelved after delivery.

The Structural Gap

Skilled analysts. No organizational mandate to act on their work.

Sophisticated models. No defined owner, no deployment path.

OR investment underway. Executive alignment missing.

The problem is never the math. It is always the structure around it.

What OR-Path Does

OR-Path works with organizations that have analytical talent in place but lack the structural foundation to deploy it at scale. Every engagement produces concrete, documented outputs — diagnostics, blueprints, governance models — designed to integrate directly into how your leadership team makes decisions. The focus is durable capability, not a one-time optimization project.

DIAGNOSTIC SPRINT

A structured 2–3 week evaluation of your OR function: team composition, mandate clarity, tooling stack, and decision integration gaps. Delivered as a written report with ranked findings and a clear set of structural recommendations your leadership can act on immediately.

CAPABILITY ROADMAP

A sequenced 12–18 month build plan covering hiring priorities, team structure, tooling integration, and phased entry into core operational decisions — including scheduling, routing, inventory, or resource allocation. Designed to be executed internally without ongoing dependency on external support.

STRUCTURAL BLUEPRINT

Documented org design specifying team structure, reporting lines, role definitions (analyst, engineer, decision scientist), centralization vs. embedding decisions, and cross-functional integration with operations, product, and finance.

GOVERNANCE MODEL

Decision rights documentation, model ownership standards, review cadence design, and executive sponsorship framework — structured so optimization outputs are reviewed, challenged, and acted on inside real decision workflows rather than shelved after delivery.

Who This Is For

OR-Path engages organizations that are past early experimentation — actively scaling operational complexity and ready to invest in durable internal capability. This is not advisory for teams still evaluating whether OR is relevant. It is for organizations that have already committed to building — and need structural clarity to do it right.

COO · Head of Operations

Scaling operational complexity across logistics, scheduling, or resource allocation — and needs OR capability embedded in day-to-day decisions, not delivered as one-off projects.

CTO · VP Engineering

Building or formalizing an OR or advanced analytics team — seeking structural clarity on role design, reporting lines, and integration with product, engineering, and operations.

Supply Chain Leader

Managing network complexity across planning, routing, or inventory — with OR talent in place but no formal capability framework, governance model, or executive alignment.

PE-Backed Portfolio Companies

Under mandate to improve operating margins — without internal infrastructure to deploy OR at scale. Requires a replicable capability model, not bespoke project work.

Head of Analytics · OR Director

Leading an OR function with analytical output but no decision mandate, executive sponsorship, or governance standards to make that output operationally consequential.

Mid-Market Operators

$50M–$500M revenue businesses with scheduling, routing, or resource allocation problems that have outgrown spreadsheet-based decisions and need OR infrastructure built from the ground up.

Building or formalizing an OR or advanced analytics team and needs structural clarity on role design, reporting lines, and how the function integrates with product, engineering, and operations.

Building or formalizing an OR/data science team and seeking structural clarity on roles, mandate, and integration with product and operations.

Supply Chain Leader

Managing growing network complexity across planning, routing, or inventory — with OR talent in place but no structured capability framework.

PE-Backed Portfolio Companies

Under pressure to improve margins and operational performance — without the internal infrastructure to deploy OR at scale across the portfolio.

Engagement Model

Engagements are selective and structured around long-term capability building — not one-time deliverables. Every engagement begins with a diagnostic and is scoped to your organization's specific structural context.

DIAGNOSTIC SPRINT

2–3 Week Assessment

Rapid evaluation of OR maturity, structural gaps, and decision integration. Delivers a written diagnostic report with prioritized recommendations. Suitable as a standalone engagement or entry point to deeper work.

STRUCTURAL ROADMAP

6–10 Week Advisory

Detailed design of your OR capability architecture: org structure, role definitions, governance model, and a phased build plan. Delivered with documentation your team can execute against.

EXECUTIVE ADVISORY

Ongoing · Quarterly

Retained advisory for senior leaders building or overseeing OR capability. Strategic input on hiring decisions, team structure, mandate expansion, and executive alignment — on an ongoing basis.

EMBEDDED CAPABILITY DESIGN

3–6 Month Build

Deep-partnership engagement for organizations actively constructing their OR function. Covers hiring, structural design, workflow integration, and governance implementation — working alongside your internal team throughout.

All engagements are scoped individually. Capacity is limited and new engagements are accepted selectively based on organizational fit.

Background

Grounded in Practice, Not Theory

The advisory work behind OR-Path is drawn from direct operational experience — leading teams accountable for results, not advising from the outside.

Team Leadership

Led optimization and decision science teams directly — from hiring and structure to technical direction and executive alignment. Accountable for output, not just advice.

Decision Systems

Designed and deployed optimization systems integrated into live operational workflows — across planning, scheduling, and resource allocation where model errors have real consequences.

High-Stakes Environments

Operated in sectors where decisions carry direct operational and financial consequence — logistics, infrastructure, large-scale operations. Where being approximately right is not sufficient.

This is not a credentials statement. It is context for why the advisory framework is structured the way it is.

If the Structural Conditions Are Right,
We Can Build Something That Lasts.

Engagements are selective. Before any proposal, there is a structured conversation to assess fit — organizational context, leadership readiness, and whether the conditions for durable capability exist. Not every organization is the right match, and that is stated plainly.