The enterprise has bought a great deal of AI in a short period of time. What it has not bought, in any consistent way, is the discipline to decide what is worth operating once the pilot ends. The result is a portfolio of experiments, a quarterly slide on AI activity, and a creeping suspicion at the board level that the program does not add up.
We built Orven for that gap. The firm exists because the questions that matter at this stage are not technical — they are questions of judgment, capital allocation, and governance. They deserve a practice of their own, organized around value engineering as a discipline rather than as a slogan.
Raja founded Orven after two decades at the intersection of enterprise data, analytics, and operating decisions. His work has focused on the question of how large organizations decide what is worth automating, and how they prove it. He leads the firm's practice and client work.
Florence leads the firm's operations and engagement model. She has built and run advisory practices through periods of rapid scaling, and brings a working view of what good engagement governance looks like from the inside of a serious firm.