Toby Hillmann

• Inherited the portal stalled at 13 months of development with zero users, no roadmap, and no vision. Later reversed a decision to cancel it.
• Set the vision. A one stop shop where customers could see and do anything they needed to with the business unit, with real time access to their Quotes, Orders, Cases, RMAs, Inventory, and Receivables.
• Made sales the wedge. Building their quoting tool put the platform in front of the people who talk to customers and won approval to expand it into a combined customer and employee platform.
• Built the go-to-market at the CPQ launch, reintroducing the business to lapsed customers with site content and LinkedIn campaigns. Channel customers saw a 25% lift in revenue almost immediately.
• Decommissioned two legacy portals and three CPQ systems, walking the last users across by hand until no other path to order remained.

How

• Delivered the CPQ and quote to order flow that routes every order from a single platform into a 25 year old JD Edwards with no modern integration surface.
• Designed the quoting experience, from a blank sheet configurator for fully custom bills of material to a model based configurator where technical buyers configure and order servers themselves.
• Replaced three configurators doing the same job, including an abandoned Salesforce CPQ.
• Excel handoffs between supply chain and sales went away, and configuring a new hardware generation went from a week to about two minutes.

How

• Selected to the company AI task force. Interviewed teams across the business to prioritize use cases, which led to Glean as the enterprise AI platform.
• Ran the adoption program with my product owner through training, office hours, and one to one sessions. All 50 licenses stayed in use, with weekly actives in the high 90s as a share of monthly actives.
• Built a Glean workflow that turns a problem statement into prototypes, specs, and Azure DevOps ready stories, packaged it as reusable agents, and trained others to run it.

How

• Took over an as-a-service program left without product management, built the plan and RACI, and took it to first sales.
• Led how the service worked in the portal and ERP, and the finance workshops that produced the recurring billing model, including proration, overages, and mid contract changes.
• The program stopped for want of a sales motion, leaving a subscription billing engine integrated into a manufacturing ERP with no native support for it.

• Owned 25 to 50 commercial agreements a year, writing the preliminary redlines and negotiating from outside counsel's feedback to signature.
• Renegotiated the Salesforce contract down to what the business used while holding the discount rate, and recovered roughly $10,000 from an automatic Pardot tier increase.
• Directed the build of contract management on SharePoint and the Glean agents that compare contracts and draft our redlines for outside counsel.

• Ran three ERP evaluations across two cycles, from vendor engagement and requirements through demos and pricing negotiation.
• Scoped a MOM/MES platform with the VP of Operations, which grew into a further ERP evaluation once it was clear standalone MES has too little planning in it.
• Took the proposals to leadership against a costed null option, and after the decision was deferred, produced the specification now being used to build it.

• Sole business analyst supporting a full SAP estate for a business unit shifting from manufacturing to distribution.
• Ran the ERP selection as a covert project, shortlisted Sage and JD Edwards, and recommended consolidating onto the JD Edwards platform the holding company already ran.
• Led the process reengineering, user training, and the Domo side of the reporting that replaced SAP BW.

How

• Administered Sales Cloud and Marketing Cloud and owned the object model from lead through qualification and attribution to opportunity and forecast.
• Proposed consolidating sales and service onto one Salesforce platform. Declined on ROI, and the customer portal later delivered the customer 360 by another route.

• Modeled the revenue process for an incoming CRO, writing the definition of an opportunity when three months of asking produced no settled answer.
• Collapsed the data model so every quote had exactly one opportunity, and added a flag marking which quotes belonged in the forecast.

• Ran an open evaluation of the PLM and QMS market to replace a quality process run on paper and in spreadsheets, and drove consensus on Propel.
• Led the implementation and built the ECR, ECO, and ECN model across configurable products and change controlled BOMs, with the QMS satisfying ISO 9001 and SOC 2 Type II.
• Trained to power user level and configured new change types hands on.

• Led the migration of service operations to Dynamics 365, live in December 2025, a month ahead of the on premise end of life.
• Ran the migration in house on Microsoft's own tooling after the partner steered toward a full reimplementation, and led support through UAT and go live.
• Built the portal case intake flow. Cases raised through the portal resolve on average a week faster than email or chat.

• Built the app that opens a private Teams channel for a field dispatch from a case number and a technician's email, with the external technician added as a guest.
• Power Apps and Power Automate run the flow, with Microsoft Graph creating the channel, which Power Automate could not do at the time.

• Functional owner for Domo, from the pipeline out of Redshift and later Azure Data Factory to the dataset SQL and load monitoring.
• Trained end users to build their own dashboards, and authored the data dictionary so Domo Chat stopped answering sales questions with RMAs and hand keyed quotes.

• Documented FP&A and reporting requirements with the holding company CFO and coordinated demos with Prophix, Anaplan, and Hyperion. The purchase paused on funding.
• Built the capability anyway with the controller and director of FP&A, supporting consolidation, cash flow modeling, and the 9+3 forecast in Excel and Domo.

• Supported the German entity, configuring VAT determination in SAP, localizing the WordPress sites, and anonymizing European customer data in Domo for GDPR.
• Supported the financial reporting from the Taiwan, China, and Japan branches, almost entirely in Domo.

• Sent to the manufacturing floor in California with a new director of supply chain to find where the business unit could be improved. Found MRP running in Excel.
• Came back with a portfolio of initiatives sized against an assessed return, including a vendor portal with EDI and APIs.
• Led the implementation of the MRP already in JD Edwards and taught supply chain what to do with its messages. It delivered safety stock and reorder messaging and stopped there, because the forecast lived in spreadsheets.

How

• Moved the business unit's webshops off unsupported SAP NetWeaver portals onto WooCommerce when PCI requirements made the stack untenable.
• Rebuilt the customer pricing model, with discount tiers, negotiated price lists, catalog visibility per account, and partner tier gating.
• Selected the OneSource tax plugin, rebuilt the freight strategy for checkout rating, and trained sales support on order to cash.

• Asked by the AP manager and corporate controller to lead an evaluation outside my portfolio, on the strength of how I run vendor engagements.
• Led the evaluation that selected SAP Concur, which became the single place every invoice was submitted, routed, coded, and approved, with three way matching against JD Edwards.

• Owned and administered OneSource indirect tax, turning what tax specialists prescribed into working rules, from partial exemptions in California to VAT.
• Automated the transfer of thousands of exemption certificates when a business unit moved from SAP to JD Edwards.

How

• Replaced an end of life FedEx middleware, selecting ShipStation and writing the requirements for the middleware that linked it to JD Edwards.
• Trained the shipping team and became system administrator, covering third party billing, international shipping, and commercial invoicing.

• Led the pilot of UiPath to determine whether automating manual processes around JD Edwards would be viable.
• Worked with finance to build a list of manual processes and how much time each might save. Two were chosen for the pilot.
• Did not proceed after the pilot. The cost structure and the time saved per process did not justify it.

• Product owner for a bespoke portal built for one key account, with global case and RMA management, service pool inventory, and certification tracking.
• It did not save the account, but the complaint underneath it is the one the customer and employee platform later answered for everyone.

• Configured multiple California exemption scenarios for different customer types.
• Diagnosed a stoppage where no order had tax determined, tracing it to every tax authority being marked inactive, and established the tax owed so it could be invoiced.

How

• Built a Xamarin app for Android and iOS with the development team, giving customers remote management and reporting for a hardware product at launch.
• Took it through Google Play and Apple App Store approval.

• Configured hands on across SAP ECC and JD Edwards, standing up a new legal entity for a new division with its accounting records, general ledger structure, and documents from pick slips through invoices.

• Designed and built a self service application letting vendor partners create items without Bellacor assistance, lifting throughput by 25,000 SKUs launched per month.
• Put 1,500 vendor partners' own content teams onto the catalog on top of the internal team's output.
• Submitting readied an item for publication and held it until a buyer approved the content and pricing cleared, so self service never meant unreviewed.

• Represented Bellacor to vendor partners at Dallas Lightovation, High Point Market, and Las Vegas Market, standing in for the VP of Merchandising.
• Used the meetings for discovery on what Walmart, Target, and Wayfair's portals gave partners, which put demand behind the vendor self service tooling before a specification existed.

• Moved 1,500 vendor partners from UPS to FedEx, then could not find the promised savings in the freight spend I was tracking.
• Built a model reproducing the carrier's billing logic line for line and found the return shipment discount agreed in negotiation had never been written into the contract.
• The correction came to roughly $97,000, within ten cents of what the model produced.

How

• Owned the X12 EDI specification with vendor partners and extended it when Bellacor added white glove delivery and expedited LTL service options.

• Took the warehouse team as direct reports and supported the warehouse manager with systems work in SX.e and NetSuite. The team held 100% accuracy at year end cycle counts.

• Onboarded and developed a global team to run critical business functions, saving $200,000 in annual payroll while increasing capacity.

• Led the replacement of SX.e with NetSuite, from the RFP and a scored requirement worksheet through evaluation, UAT, and training.
• The systems integrator had never implemented an ERP, so project leadership fell to me. The five month fixed bid ran nine months.
• Replaced a platform with no integration surface and no SQL database with one that ran EDI, the vendor portal, the POR tool, and e-commerce.

• Created the vendor compliance program and sold it to the partners it would charge.
• Built the reporting and vendor dashboards so every charge arrived with the performance data behind it.
• Recovered more than $250,000 annually and improved the customer experience.

How

• Built a claims recovery tool that replaced an Excel and email driven process.
• Distributed the claims recovery process so each analyst was responsible for recovery from their assigned vendors, rather than a single point of success.
• Improved the dollars recovered from vendor claims.

• Drove the expansion of the vendor portal, launching profile, pricing, content, and reporting modules.

• Product owner for the post order request tool, the case system for anything that went wrong after an order shipped.

• Replaced a pricing engine that ran three incompatible equations, markdown from an arbitrary market price, markup from product cost, and minimum advertised price enforcement.
• Worked out the math that simplified those equations so buyers could set prices directly for promotional pricing.
• Replaced the engine with a retail model serving both B2C and B2B, including trade price tiers, vendor discount restrictions, margin rules, and coupon engines per channel.
• Built the tool that allowed buyers to set prices, calculate margin, report on price and cost history, and schedule promotions.

How

• Led the project to give customers a Domino's Pizza Tracker style view of order status.
• Mapped the order flow and the customer journey, identifying where customers should receive automated order updates and how those mapped to the purchase order flow.
• Worked with designers to build the emails sent to customers.

• Led the project that brought umbrella items with variants to the catalog, gathering and negotiating the requirements and designing the systems and processes needed to support them.
• Worked cross functionally, gathering requirements from SEO on canonicalization and the strategy for already indexed URLs, and working with staff designers on wireframes and mockups.
• Built the tools and processes the product coordinators used to create the items, then taught the offshore team and eventually vendors.

• Built the core merchandising dashboard, a margin and sales scorecard with financial level precision, segmented from the top level down through buyer group, buyer, vendor, department, category, and channel.
• Wrote the SQL in SSRS that staged ERP sales order and GL data, wrote the VBA that mapped the values into the workbook, and created a form that let each buyer save their own filters for navigation.
• Created the allocation logic and mapped freight expenditure to orders, so non specific costs and discounts such as marketing co-op or terms discounts were distributed on a cost basis across segments and channels.

• Led the team of product coordinators in weekly working sessions on how product content could be improved and how to solve problems within Excel, and coached them on engaging successfully with vendor partners.
• Created the training plan and onboarded every new product coordinator.
• Built auditing tools in SQL that captured data issues, flagging suspect data and copy that fell outside the style guide.

• Built the framework for content creation and marketing spend across a million SKU assortment.
• The framework graded every item S, A, B, or C, blending established items with potential on trend items. S items got unique video, images, and copy. A items got unique images and copy. B items simply got content.
• A/B tested whether the better content actually moved the needle. It did, but on established items it lengthened the tail rather than lifting the peak. The real value was creating content for the right items early in their lifecycle.