Joe Rubini and the Rally Group

Headquartered in Woodbridge, near Toronto, the Rally Group is a fixture of Ontario’s transportation and logistics industry. Rally Logistics Inc. serves the perishables industry as a leading third-party logistics provider, while Rally Transportation runs its own fleet across Canada and the United States.

We talked to Joe Rubini, co-owner and president, about the current ups and downs in the transportation and logistics industry.

Q: Tell us about your background and the origins of Rally Logistics.   

I’ve been in the transportation industry for over three decades. Rally Logistics was founded in 2008 in Woodbridge, ON. The company started as a small brokerage focused on fresh produce and perishables. We saw a gap in the market for reliable, responsive service—especially with time-sensitive freight—and built Rally around that principle.

Q: What were your initial goals? Did you have trucks/drivers? Have you ever driven and delivered loads yourself?

Our goal was simple: to offer consistent, honest service and grow with our customers. We didn’t start with trucks; Rally Logistics was strictly a non-asset-based brokerage. I don’t drive myself, but I’ve been hands-on since day one—working loading docks, dispatch, customer service, executing plans for growth, and opening multiple offices.

Q: What’s the toughest part of starting a new logistics business?

Credibility. No one wants to trust a new company with valuable freight, especially perishables. You have to prove yourself quickly, be available 24/7, and own your mistakes.

Cash flow and payment terms with shippers and carriers can also be a challenge early on. We were fortunate that when Rally started, we had significant support from clients we’re proud to call friends.

Q: What’s the toughest part of maintaining said business – handling regulations, ensuring trucks are in good shape, finding/keeping drivers, surging fuel prices?

All of the above. The biggest challenge is staying agile. Compliance, equipment maintenance, and fuel costs are manageable if you plan ahead, but driver retention is a constant battle.

It’s not just about pay, it’s about respect, time at home, communication, and making sure that everyone who works for us buys into our beliefs about service above all.

It’s not just about pay, it’s about respect, time at home, communication, and making sure that everyone who works for us buys into our beliefs about service above all.

Q: How did your business plan evolve over the early years?

In the beginning, it was about survival and building trust. Over time, we moved from reactive to proactive—investing in technology, refining our carrier network, and focusing on the niches we knew best.

We added Rally Transportation to gain more control over high-value and temperature-sensitive freight. There were opportunities to obtain new business as an asset-based company, so we felt it was the logical next step.

We started small and now operate a fleet of over 15 trucks, with plans to expand strategically based on market demand.

Q: How many associates work at both Rally companies today? Do you have many women truck drivers?

Combined, we have around 34 full-time staff between office and operations. We’re always looking to diversify, but like the rest of the industry, female truck drivers are still underrepresented. We currently have one woman driver; that’s something we’d like to increase.

Q: The U.S. mandate for ELDs caused an uproar several years ago, do you think it worked out well for the industry?

It created headaches at first, especially for cross-border carriers, but it’s helped enforce safer driving practices and level the playing field. The adjustment period was tough, but overall, it’s improved accountability.

Q: Tell us about any new or high-tech tools you’re using for logistics or in trucks, such as real-time tracking, sensors, cameras, speed limiters. Is there an innovation or tool you’re still waiting for?

We use ELD-integrated GPS tracking, temperature sensors for reefers, and dash cams across the fleet. We’re also experimenting with predictive maintenance alerts. What we’re still waiting for is better real-time integration between brokers, carriers, and customers—a seamless hub.

Logistics isn’t glamorous, but it’s essential. Everything you eat, wear, or use got there because someone moved it.

Q: How often do you upgrade trucks or buy new ones?

Owner-operators typically rotate trucks every 4 to 6 years depending on mileage and wear. Reliability is key in our business, so we don’t wait until equipment breaks down to make a move.

Q: Are you implementing eco-friendly measures?

We’re exploring options, but cost, charging infrastructure, and range are still hurdles. We’ve adopted practices to reduce idling, improve routing efficiency, and maintain fuel-efficient specs on tractors.

Q: What are your thoughts on electric trucks?

Electric trucks are promising but not yet practical for long-haul reefer freight. Charging infrastructure across North America isn’t ready. Reefer units do pull significant power, which complicates range. Until battery capacity improves or hybrid solutions emerge, diesel still dominates our segment.

Q: What goals do you have for Rally for the next five years?

Growth with discipline: which means strengthening our U.S. presence, continuing to invest in tech, and expanding the fleet smartly—without compromising our service model. We’re also exploring strategic partnerships and vertical integration.

Q: Is there a personal or professional goal you’ve always wanted but have yet to achieve? 

I’d like to mentor the next generation—not just in logistics, but in entrepreneurship. There’s value in sharing what I’ve learned the hard way. Professionally, expanding into warehousing or cold storage is something I’m keeping an eye on.

Q: Where do you see yourself in 10 years?

Hopefully semi-retired or better yet retired, or at least more balanced. I’d still like to be involved at a strategic level, but I see myself spending more time with family and giving back, maybe even teaching or investing in other startups.

Q: What else would you like readers to know?

Logistics isn’t glamorous, but it’s essential. Everything you eat, wear, or use got there because someone moved it. Rally is built on people who care about doing that job right, day in and day out. We’re not perfect, but we’re proud of what we’ve built.