Lead Business Analyst

As a nationally recognized tire dealer in Canada, Fountain Tire offers a wide range of car, truck, and trailer tires, as well as complete automotive services, for any make and model of vehicle.

First started in 1956 in Wainwright, Alberta, by Bill Fountain, Fountain Tire expertly combines key factors such as experienced owners, licensed automotive technicians, and quality products to form a company driven to serve. Today, it has over 140 stores spanning as far west as Victoria, British Columbia and as far east as Thunder Bay, Ontario.

End of Day / End of Month Project!

The primary objective of the End of Day / End of Month Project (Business Process Re-Engineering) was to identify functional processes and document procedures to facilitate the streamlining of Fountain Tire’s, Financial Charges and Customer Statement processes.

Lead the VastOffice Point of Sale system (Odyssey), EOD / EOM Scheduled job processing stabilization

  1. Worked with Subject Matter Experts and DBA to identify processes that related to EOD and EOM, EDI and POS transaction processing, that also included reconciliation of the A/R and GL modules, the Aging Process, integration and posting of Finance Charges via Integration Manager to MS Great Plains, ERP.
  2. Prepared swim lane process flow diagrams, documented procedures and created checklists to identify job dependencies and established escalation and recovery procedures.
  3. Chaired monthly EOM Operation Meetings to monitor progress and address any problems and/or operational issues.

Lead the Completeness 1.0 Project team

  1. Chaired daily Completeness 1.0 Status Meetings to coordinate and facilitate follow-up of issues/action items identified between Fountain Tire stores, POS systems to Back Office, Back Office to MS Great Plains and Back Office to Good Year with regards to EDI and completeness in co-operation with CarParts Technologies and TGO.
  2. Identified and diagrammed Change Control Management strategy between CarParts Technologies and Fountain Tire.

In three months, completed the As-Is (Current State) analysis and identified processes; thus facilitated process improvements by implementing efficiencies to produce the To-Be (Future State) EOD / EOM and bring about the streamlining of processes to fast track the project plan.