An operations practice, not an advisory firm
We work inside founder-led companies during the early growth years, taking ownership of the operations and projects the team doesn't have the capacity to run itself.
What the practice is
The name comes from the Pareto principle, the old observation that a small share of inputs tends to produce most of the output. In a real business that shows up as a handful of processes, decisions and handoffs that drive most of the result, surrounded by a lot of activity that doesn't.
Our job is to find those few and fix them properly. That means doing the work, not recommending it: writing the specs, setting up the tools, negotiating with the vendors, training the team, and sticking around until the process runs without us.
So far that's taken us through food and beverage, e-commerce, marketplaces, wealth management, travel, membership businesses and events, on engagements anywhere from three months to two years. They're all written up on the projects page, including what was broken when we arrived.
How engagements run
Engagements are fixed-term and scoped to a specific outcome with dates against it, usually three to twelve months. We work inside your existing tools and meetings, not alongside them, and we report against the same numbers the rest of the team is held to.
Pareto Path is a one-person practice, running engagements since 2022, and every one is led and delivered personally. The lengths on the projects page are calendar spans rather than full-time months: an engagement usually settles into a set number of days a week once it is underway. When something is a priority or has a date attached to it, we move to fit the schedule.
Every engagement ends with a proper handover: the process written down, the systems set up and populated, and the people who'll run them trained. The goal is to make ourselves unnecessary, on a date we agreed at the start.
Three rules that hold across every engagement in the portfolio.
Find the real constraint before changing anything
In most businesses a small number of problems cause most of the friction, and they're rarely the ones people are talking about. Our first step is establishing what is actually going on, before acting on anyone's diagnosis, including our own. On one e-commerce project, leadership was sure the problem was marketing spend. It turned out to be a five-step checkout.
Treat documentation as the deliverable
The SOP, the intake form, the vendor matrix, the definition of a metric agreed before anyone builds the dashboard. These are the output, not the paperwork that comes after it. The real test of an engagement isn't what improved while we were there. It's whether the process is still running six months later, run by someone who never met us.
Sequence deliberately
Most operational plans aren't wrong about what to do. They're wrong about the order, and the cost of a bad order lands on the team rather than the plan. We put the cheap, visible wins first, because they buy the credibility to spend on the structural work that takes longer to pay off.
Rohin Jain
Rohin has spent his career on the operating side of businesses rather than advising them from outside. He ran product operations at Prince of Travel and client-facing work at TD Bank, and built and sold a business of his own. In 2025 he founded J Flyer, a flight-booking membership he still runs today, which keeps him on the operator's side of the table and not only the consultant's.
He started Pareto Path in 2022. Since then the work has run across food and beverage, e-commerce, marketplaces, wealth management, travel, membership businesses and events, in companies from a single room to multi-unit operations. He holds a business degree from the University of Toronto, specializing in management, and works out of Vancouver.