Toll Brothers

A Fortune 500 luxury homebuilder with fragmented systems across divisions — designers selling plumbing fixtures as individual parts instead of packages, countertop pricing that varied by fabricator with no standardization, and a national purchasing organization that could not produce consolidated reporting because each division ran its own data extraction.

I spent eight years at Toll Brothers across three roles, each one building on the systems the last one created. Cost Manager and Senior Cost Manager (2017-2022) I started in the NJ Division, learned the trades, and worked at the Design Studio to ensure healthy margins while integrating cost data into Microsoft Access and JDE. The plumbing program solved a fundamental sales problem: designers were selling individual parts and pieces — faucets, handles, showerheads, drain assemblies — instead of complete packages. Customers do not want to buy plumbing components. They want to pick a look. I created a web-based interface with images where customers could point and click on full packages that included every part they needed. Revenue jumped from $650K to $1M in the first year. The following year, it became a national template that all divisions used. The countertop program addressed pricing chaos. Each stone type had a different price, and agreeing on price per square foot with fabricators was messy and inconsistent. I worked with five fabricators and importers to standardize pricing, then designed eight tiers — from entry-level quartz to exotic natural stone — with fixed pricing per square foot at each level. The tiered structure naturally encouraged upselling and drove countertop revenue to $2M+ per year. It also simplified payment follow-through with fabricators since pricing was pre-agreed. I also built a simpler EPO request process using Airtable. Coordinators could review incoming requests from the trade base, notify contractors, and either remit payment or explain a decline — all through a structured form workflow instead of scattered emails. The goal was making the trade base feel heard and serviced. Senior Purchasing Business Analyst (2022-2025) When I moved to national purchasing, the organization had fragmented and minimal reporting. Each division extracted its own data via CSV, and there was no standardized view of how the business was performing at a national level. I stood up all of National Purchasing's reporting during the conversion to JDE E1. This included direct construction cost tracking, EPO spend analysis, and a quarterly scorecard sent to executive leadership. That scorecard drove real change — it helped identify incorrect contracting scope, limit price increases, and maintain margins through cost fluctuations and material unavailability. I also created reports to track rebates and incentive-based programs that motivated teams in contracting and purchasing — leading to measurable cost reduction campaigns. Every system I built outlasted me. The reports, SOPs, how-to guides, and process documentation are still in use. The structured data practices I established made it straightforward for the team to transition to Snowflake and Power BI after my departure. What I am most proud of from Toll Brothers is not any single system — it is the people I worked with and the shift from Excel-driven, fragmented practices toward a more modern and efficient operation that will serve the company well into the future.