Alan Thompson

Alan Thompson

Work experience

Work experience
Dec 2009 - May 2010

Business Solutions Architect

  • Developed forward thinking road maps to deliver business solutions that mapped to corporate long and short term strategy through leveraging and advancing enterprise IT assets.
  • Created call center solution architecture understanding deliverable designed to achieve 350k in annual savings.
  • Co-developed enterprise faxing integration solution architecture understanding deliverable in support of a 5 billion dollar acquisition.
Jul 2008 - Dec 2009

Product Owner

  • Engaged as a bridge between business entities and IT to advance deliverables that aligned with the strategic direction.
  • Developed Product Road Maps, developed User Stories to advance strategic initiatives, performed demos to guide understanding and iterative synchronization of business needs.
  • Created a dashboard like solution to allow Call Center reps to migrate away from a transactional, multi-screen to a single screen resulting in a savings of 2 minutes/call in an environment that received 5000 calls/day.
  • Assumed the role of IT Captain to drive solutions resulting in successfully obtaining ACHC certification which provided additional market opportunities.
  • Working in an Agile Scrum environment, collaborated with Scrum Masters, Scrum Development Team members, Project Managers, and QA
  • Functional areas of engagement were Pharmacy Compliance, Front End Pharmacy Processing, Fulfillment, and Call Center. Specialized assignments included HIPAA 2/D.O migration, NYS Medicaid RFP and Response IT captain, and ePrescribe.
  • Brought forward solutions for User Skills, ePrescribe, Origin Code, Pharmacy Transfer Logic, Branding, Rx Follow-up and other critical functionality allowing integration of newly acquired business units into the core business and doubling the size of claims revenue.
Jun 2007 - Jul 2008

Sr. Business Analysis

  • Acted in the role of Business Analyst Team Lead, baselined a requirements management lifecycle to establish consistency in deliverables, led the integration of ESI SOX and SAS Accounting governance standards related to requirements documentation and artifacts.
  • Appointed to serve on ESI BA Center of Excellence and served on the steering committee to develop and guide the role of the BA across the Enterprise.
  • Lead Business Analyst on deployment of major system improvements resulting in more accurate, critical customer facing metric being understood for the first time in the business of CuraScript. Since deployment, this critical method has resulted in a positive increase from 92% to 98%.
  • Worked with Lean Sigma team to modify business process workflow resulting in improved delivery of customer orders and more effective processing of the same.
Sep 2006 - Jul 2008

Sr. Business Process Analyst

Wyndham Vacation Ownership
  • Lead BA role in the Planning and Initiation stages of Oracle Financials Migration.
  • Lead BA role in Finance and Legal business system enhancements.
  • Responsible for eliciting and documenting requirements, process modeling, use case generation, and communications between Business, Strategy, Project Management, Development, and QA to successfully deliver clear, concise, and thorough requirements.
  • Lead BA role in a Data Mart project impacting multiple business units and locations and involving systems from mainframe, to Access to Spread Marts (multiple complex Excel workbooks). This project provided a single source of truth for inventory on-boarding.
  • Co-formed and co-led Business Analysis Governance Group designed to educate Business Analysts, establish standard methodologies/procedures for requirements gathering, and create synergistic relationships with business and IT entities.
  • Key contributor to best practices committee related to RequisitePro implementation.
May 2006 - Aug 2006

Business Analyst

Attorneys' Title Insurance Fund
  • In a contract capacity, acted as project lead responsible for documenting the "As-Is" technical and business environment related to Lawson and MGA Master applications. Lawson consisted of HR, Financial, Payroll. Activity Management, Asset Management, and Compliance functionality. MGA Master consisted of policy processing and AR functionality.
  • Output was a detailed document for each application for the purpose of establishing a baseline in preparation for outsourcing of backend operations.
  • Researched existing documentation ensuring accuracy and completeness providing potential outsource bidders a thorough understanding of the backend operations.
  • Interviewed business and technical functions documenting current processes using Visio, Microsoft Word, and Excel.
Mar 2003 - Oct 2005

Business Analyst

Central Florida Regional Transit
  • In a contract capacity, responsible for analyzing the Maintenance and Materials operational processes, analyzing legacy systems and determining feasibility and costs involved in replacing the legacy system. , Managed Collaborative Leadership Team and work teams, developed RFP, developed and executed on project plans, scheduling resources (human, IT, vendors and facilities), managing project budget, and reporting to executive and board level leaders.
  • Bridged divisional cross-functional silos creating an environment conducive to focusing on enterprise, not divisional, goals.
  • Adviser to Source Evaluation Committee.
  • Formed Collaborative Leadership Team and facilitated scheduled meetings to fill executive leadership void.
  • In tandem with IT and other business units, created interface specifications enhancing the legacy business systems processes by leveraging data and functionality of new application.
  • Maintained focus on implementation goals and tasks during continual management and executive turnover.
  • Implemented new system (Fleet Focus) that provided for managing a parts inventory in excess on one million dollars, extension of bus life to 500,000 miles and up, the ability to compare long term operating costs and evaluate replacement timing, recapture of warranty dollars, automated inventory buys and purchasing.
Jun 2002 - Jan 2003

Business Analyst

1-2-3 Crafts Inc.
  • Responsible for guiding client through structuring of mission and vision statement, conducting market and segmentation studies, developing business plan, defining immediate and future technology needs, establishing and negotiating vendor/supplier relationships and contracts.
  • Increased profit margin from 20% to 42%.
  • Restructured product mix.
  • Instituted inventory management controls
  • Formalized and documented management processes.
Apr 2001 - May 2002

Implementation Specialist

The Harrington Group
  • Responsible for managing the implementation and functional requirements of key Enterprise accounts, facilitating discussions among multiple client locations to define and develop common terminology, processes, and procedures, identification and scheduling of tasks and resources.
  • Key team member working directly with Sr. VP of Quality at Copeland Corporation responsible for defining, standardizing, and documenting manufacturing processes to be managed by a one million dollar Enterprise Quality Management suite being developed by The Harrington Group.
  • Developed Major Client discovery process.
  • Designed and formalized implementation strategies.
  • Served as project manager on contracts involving strategic planning, application customization, internal systems analysis and resource management.


1972 - 1973

BA Studies


Co-op program combining formal college classroom and lab studies with job related experience.