Brian Toro started his career programming PLCs on the factory floor. He grew into enterprise systems, digital transformation strategy, and executive-level consulting. That full-stack experience — from machine signal to C-suite decision — is what RockIT Logic brings to every engagement.
From PLC to ERP — wherever your manufacturing and technology systems meet, that's where we work.
Industry 4.0 roadmaps that connect your factory floor to your enterprise systems and the cloud — without the consultant-speak. Grounded in how manufacturing actually works.
Design, selection, and deployment of Manufacturing Execution Systems, SCADA platforms, and data historian infrastructure. We've done it — we know where the bodies are buried.
PLC programming, controls architecture, and automation systems integration for industrial and process environments — from first principles, not a manual.
Business process modeling, ERP selection, implementation leadership, and recovery. Experience across PeopleSoft, Maximo, ADP, Cognos TM1, and Microsoft platforms.
Building the bridge between IT operations and the manufacturing floor — governance models, shared ownership, and projects that stay aligned with business objectives.
Custom training programs for maintenance and operations teams — built around your actual systems, not generic curriculum. Delivered to power generation clients across the country.
RockIT Logic is Brian Toro — and that's intentional. When you bring in RockIT Logic, you're getting someone with 30 years of accumulated context, not a team of associates who'll learn your operation on your dime.
Brian started his career as an Electrical Engineering Technician in 1995, spending years on the floor programming PLCs, CNC machinery, and robotics before stepping into systems integration, then enterprise IT, then strategic consulting. That trajectory is rare. Most consultants arrive from one side or the other — the shop floor or the boardroom. Brian has done both at depth.
At Specialty Granules, Brian was head of all operations technology for a $350M, 600-employee manufacturer — leading enterprise-wide MES implementation, SCADA expansion, ERP rollout, and the IT/OT integration program that connected factory floor operations to corporate systems for the first time. Since 2018, that expertise has been available independently through RockIT Logic, serving OEMs, design engineering firms, and industrial operators across the country.
Every client has come through a referral. That's not a marketing line — it's the business model.
Most engagements start with a 30-minute conversation. No pitch deck, no junior associate — just a direct discussion about what you're dealing with and whether RockIT Logic is the right fit.
If you were referred here, you already know what to expect. If you're new, reach out and let's find out.
Representative engagements across manufacturing technology, controls, enterprise systems, and digital transformation. Specifics available under NDA.
Connecting the factory floor to leadership visibility for the first time at a $350M manufacturer
Specialty Granules operated a $350M, 600-employee manufacturing business across multiple sites with no real-time visibility into production performance. Operational data existed inside machines and on clipboards — but never reached management in a meaningful, timely way. Leadership was making decisions on yesterday's numbers at best.
The challenge wasn't just a technology problem. It required selecting the right platform, integrating it with existing OT systems, getting factory floor buy-in, and making sure the data being surfaced was actually trusted and used.
Bridging the wall between corporate IT and factory operations to get plant projects actually funded and executed
Like most manufacturers, Specialty Granules had a hard wall between IT operations and manufacturing operations. Factory floor projects were routinely underfunded, misaligned with enterprise objectives, or outright ignored by corporate IT. The result: aging OT infrastructure, shadow systems, and a shop floor that distrusted anything coming from "the office."
Building a sustainable bridge required more than goodwill — it needed governance structure, shared ownership models, and a deliberate change management effort.
Replacing fragmented, vendor-siloed automation systems with a unified, maintainable controls infrastructure
Mining and process operations had accumulated automation systems from multiple vendors over decades — each with its own architecture, interface, and maintenance requirements. There was no unified monitoring, no consistent alarming, and troubleshooting required hunting through siloed systems with tribal knowledge.
Over 2,500 pieces of process instrumentation had no centralized visibility. When something went wrong, finding it was half the battle.
Object-oriented controls design for industrial and petrochemical refrigeration processes at Johnson Controls
Johnson Controls needed engineered controls packages for complex industrial and petrochemical refrigeration systems — highly specialized environments where reliability is non-negotiable and custom programming is the norm. Each project required bespoke automation solutions across multiple platforms with varying client infrastructure.
The additional challenge: development time and consistency. Without a structured approach, each engagement started from scratch.
End-to-end project ownership across six enterprise platform rollouts spanning Finance, HR, EAM, and BI
Specialty Granules needed to modernize across every business function simultaneously — Finance, AP/AR, HR, Asset Management, Quality, and Business Intelligence. Multiple platforms, multiple vendor relationships, multiple departments with conflicting priorities, and an organization with limited tolerance for disruption.
As the internal systems expert and project manager, Brian owned the full lifecycle: from business process modeling through go-live and adoption, while keeping operations running throughout.
Hands-on technical training built around client-specific systems, not off-the-shelf curriculum
Power generation and industrial operations clients had maintenance and operations teams working with complex automation systems — but training available in the market was generic, designed for the average facility rather than their specific equipment, control logic, and operational context.
For clients like GAF, Enterprise Product Partners, and AHMSA Steel, off-the-shelf training created informed employees who still couldn't confidently operate their specific systems.