7 minute read

Fountain Tire

from NACJ Summer 2021 Magazine

by North American Constructors Journal

from NACJ Summer 2021 Magazine, page 76

Specialized Carriers & Rigging

Driving Excellence Through Partnerships

Fountain Tire has been selling and servicing tires on almost most every type of commercial vehicle across an array of sectors since 1956.

Written by Kevin Doyle Produced by Stephen Marino

Founded in 1956 by Bill Fountain as a single two bay garage in Wainwright, Alberta, Fountain Tire’s unique business model – ownership of each location is a 50/50 split between the store manager and the corporate office – helped drive the company past competitors across Canada.

It’s been on a roll ever since. Fountain Tire further strengthened its grip on the market in 1987 when Goodyear Canada became a financial partner, a bold move that aligned the company with a respected global supplier/partner.

“We’ve achieved much success over the years and we attribute it to our partnerships. That started with the inception our first store and with our partnership with Goodyear Canada,” explains Nelson Tonn, a Managing Partner and Vice President of Sales and Mine Service. “We also partner with our customers to provide unique solutions.”

The impact of the Goodyear partnership on Fountain’s continued growth and success is an undeniable differentiator.

“We know the products intimately, so we get the best possible support – pricing, warranty, product knowledge and fleet solutions – because we are a partner and also one of Goodyear’s largest customers in the world. All of these advantages are ultimately passed on to our customers,” stresses Tonn, who is a Board member of the Goodyear Commercial Tire and Service Network representing all Goodyear dealers in Canada.

“Our customers say that we are the only ones that partner with local owners who treat the customers’ needs like their own. Our customers can call a local store manager with an issue and they will handle it. The customer gets the benefit of being served by a local

store partner and the services of a world-class organization. That’s a big differentiator,” he adds.

He firmly believes success comes from listening to and collaborating with each and every customer.

“Actively listen to the customer and they will tell you what they need. If you don’t have a solution, get started working on one with the customer and come up with something that works before someone else does. It’s all about trust and collaboration,” Tonn asserts.

The company has been selected a “Best Managed Company” by Deloitte-Canada since 1994, achieving Platinum status each year since 2003. Additionally, CEO Brent Hesje followed in the

“The customer gets the benefit of being served by a local “ store partner and the services of a world-class organization. That’s a big differentiator.” - Vice President Nelson Tonn

footsteps of company founder Bill Fountain when he was inducted into the Tire Industry Association (TIA) Hall of Fame in 2019.

In his acceptance speech, Hesje said: “I’ve always believed Fountain Tire’s collaborative, partnershipbased approach has been integral to our success. It has also allowed us to evolve as a company and to give back in meaningful ways to the communities where we live and work.”

Fountain Tire also sponsors a Junior Achievement program, participates in Job Shadowing days, and offers the opportunity of a $2,000 scholarship to every child of each employee.

Safety Protocols

Employee health and safety is baked into Fountain Tire’s culture.

In a post on the company website, Hesje writes: “Our Safety Excellence program is recognized as a stronghold in achieving our goals of growth and expansion across Canada. Since the implementation of the program, we have seen heightened safety awareness and recognition that safety belongs in every business as the responsibility of each business

owner and operator. The benefits realized in various Fountain Tire businesses include the reduction of safety-related incidents, implementation of Early Return to Work programs, awarding of a Certificate of Recognition (COR), and reduction in premiums as a result of positive safety behaviours.”

The company has safety teams in all of its businesses, conducts third-party safety audits, utilizes safety tracking and is proud that the majority of its locations had a TRIF (total recordable injury frequency) of zero in 2020.

“Ultimately we want to see all of our locations have a TRIF of zero. We also have individual conversations and discussions with our key customers and discuss the things we can help them achieve for their organization,” Tonn says.

Daily Operations

Company headquarters are located in Edmonton, Alberta. The company employs over 2,500 individuals across 160 locations, including three new stores opened during 2020 in the Ontario communities of Barrie, Dryden and Windsor. It is a leading provider of tires and tire-related services to commercial truck fleets and off-road vehicles used in the agriculture, oil and gas, mining, and construction sectors.

In one of its latest innovations, the company began offering digital vehicle inspection reports across all locations last October, providing detailed photos and descriptions of the inspection process. Reports are sent directly to the device of choice for each customer.

Tonn, a graduate of the University of Alberta, joined Fountain 23 years ago and wears multiple hats. He says the company’s strength is listening to its clients and engaging them in the process of finding solutions tailored to their specific needs.

The company played a key supporting role in combating Canada’s most destructive wildfire in history in 2016 when the Fort McMurray conflagration burned approximately 1.5 million acres, destroyed more than 2,500 buildings and led to the evacuation of most of the city’s 100,000 residents.

“We were considered an essential service that was needed to keep first responders, and other essential businesses rolling,” Tonn says.

He considers one of the most interesting aspects of his job to be www.constructorsjournal.com

“Our customers are looking to be more corporately

“responsible and I think they are looking to suppliers like us to help.” - Vice President Nelson Tonn

and Corporate Governance.

“Our customers are looking to be more corporately responsible and I think they are looking to suppliers like us to help,” Tonn notes. “On the environmental side, for example, we’re talking with customers about retreading tires and what to do with end-of-life tires.”

Among its premiere clients is the Ledcor Group of Companies, which ranks among North America’s most diversified construction firms with headquarters in Edmonton, AB, Vancouver, BC and San Diego, CA. A pioneer in the Green Building industry, Ledcor is an awardwinning founding member of the Canada Green Building Council (CaGBC) and a long-time member of the U.S. Green Building Council (USGBC). Ledcor often partners with Indigenous owned companies on projects and mandates Indigenous awareness and cultural training for all senior management and makes it available to all employees. Fountain Tire’s Governance and Human Resource Committees meet quarterly and, Tonn says, “Most of our larger customers in every segment are interested in at least one of these subjects as it concerns ESG.”

When it comes to working with sub-contractors and vendors, Fountain Tire’s approach is as straightforward as it gets.

“We have very few and we are very selective. Once you’re in, you’re in. We like to have longterm relationships, and to be able to operate as one team. They will know where we need help and anticipate that, and it’s the same from our side,” Tonn says.

The company belongs to numerous industry associations, including the Automotive Industry Association (AIA), the Tire Industry Association (TIA), the Coal Association of Canada, the Mining Suppliers Association of British Colombia, the Canadian Institute of Mining, Mine Connect and Mining for Miracles, which supports the British Columbia’s www.constructorsjournal.com

“They are a huge help in dealing with local governments and in staying in contact with regulating bodies,” Tonn says.

Staff Training and Retention

Tonn notes the old axiom that “people don’t leave companies; they leave their managers.” The company’s DRIVE Program identifies high-quality managerial candidates and provides a path to potential store ownership with inperson training.

“We believe managers need to have great relationships with their people. Performance reviews are key along with active communication. The DRIVE Program promotes hiring from within, which is ideally what we like to do. We will look outside if we don’t have that specific talent internally, but our first choice is to always look from within. With the partnership model you feel like you’re on this road together to win,” Tonn says.

Down The Road

The company is perfectly positioned for continued growth and the goal is clear as the company prepares to expand into other provinces and follow some of its premiere customers into new markets. “We have stores spanning from British Columbia to Ontario. We’re still growing,” Tonn says.

A word of advice for those just starting out in the industry?

“Seek the advice and direction of others. People want to help, if you ask, especially if you’re younger. They want to help you become better at your job because everyone benefits,” Tonn concludes

This article is from:

NACJ Summer 2021 Magazine

by North American Constructors Journal