Justin Rotondo
Simplify the work.
Amplify the results.
About
I'm Justin, an operations consultant helping medium-sized businesses scale sustainably and strengthen their day-to-day operations.
My background is rooted in operational leadership across both high-growth companies and engineering-driven manufacturing environments. I've helped scale teams and operations through rapid expansion at companies like Goodfood Market and Mid Day Squares, as well as within highly structured, execution-focused environments such as GE, L3Harris Technologies, and Cadrail.
Across all of these environments, the pattern is the same: as companies grow, what once worked starts to break. Processes become harder to manage, visibility decreases, and teams feel increasing pressure.
That's why I work directly with you to bring clarity to how your operations run, strengthen execution, and build systems that scale with your business.
Here's a short summary of my experience and skills
Experience
| Rotondo Solutions | Consultant | 2025–Present |
| CAD Railway Industries | General Manager | 2023–2025 |
| MiddaySquares | Site Director | 2022–2023 |
| Goodfood Market | Senior Director of Operations | 2018–2022 |
| Proaction International | Senior Management Consultant | 2018–2022 |
| Fluttrbox | Co-founder | 2014–2016 |
| L3 Communications | Mechanical Designer | 2010–2014 |
Here are some amazing brands that I have been able to work with
Latest Insights
Goodfood: Ready-to-eat meals
Challenge: How might we build a world class operation with a team that had never done it before?
Impact: Reduced COGS from over 60% to below 45%, turning a cost-heavy experiment into a scalable, efficient operation.
Problem
When I stepped in, Goodfood had just launched an industrial kitchen to support their new ready-to-eat meals. R&D had developed strong recipes, but the cost structure was unsustainable: COGS sat at over 60% (excluding delivery). Food costs were reasonable at ~30%, but packaging, labor, and inefficiencies were driving losses.
Solution
The first step was a team audit. We had motivated, capable people — but none had ever run large-scale operations. Instead of replacing them, I invested in coaching and building systems to set them up for success.
- Communication & Accountability: Created clarity across roles, built team spirit, and set up accountability systems to recognize top performers.
- Tools for Ownership: Developed tools that gave the team visibility into their costs and wins, empowering them to drive improvements week after week.
- Problem Removal: Identified roadblocks the team couldn't solve themselves and eliminated them at the leadership level.
- Supply Chain Optimization: Renegotiated with suppliers, introduced alternatives, and reduced waste to bring costs down rapidly.
ERCO: Generator
Problem
ERCO Generator needed a fully integrated sales and inventory management solution. Sales often captured add-ons and extra materials during deals, but this information didn't always flow to operations.
Challenge: How might we align sales, operations, and finance so every deal turns into flawless execution?
Solution
- Seamless Sales-to-Operations Handoff: Every deal auto-bundled the required materials, with flexibility for sales to add extras during calls.
- Accurate Inventory Control: Real-time visibility into stock levels eliminated truck shortages and wasted site visits.
- Smarter Procurement: Purchasers saw exactly what had been sold and could adjust orders proactively.
- Financial Accuracy: Direct integration with QuickBooks gave finance a precise COGS view, improving invoicing and supplier payments.
Impact: Cut on-site revisits from 15% to under 3%, achieved 95% inventory visibility, and drove savings through upsells and smarter procurement.
Pimenterie: Hot sauces
Problem
Pimenterie's ERP system worked on paper but not in practice—data wasn't trusted, causing communication loops, wasted time, and last-minute scrambles due to misaligned processes.
Challenge: How might we make their ERP system a source of value instead of a source of frustration?
Solution
Instead of rushing into system changes or retraining, we first focused on building operational structure and coaching the team.
- Operational Coaching: Trained the team on efficiency, helping them stabilize production and smooth peaks and valleys in the cycle.
- S&OP Implementation: Established a structured Sales & Operations Planning process, improving cross-team communication and eliminating surprises.
- Process Before Tools: Once the organization had the right processes in place, we could leverage the system effectively to support operations.
Impact: Reduced inventory by 25%, boosted margins by 5%, and stabilized production—transforming operations into a lean, predictable, and efficient system.
Simplify the work.
Amplify the results.
Whether it's ERP cleanup, cost reduction, or team accountability, the transformation starts with one conversation.
If your operations feel messy, reactive, or overly manual, I can help you fix that.
Reach out: