Tami (TJ) Wood CPA, CMA
407-462-8103
[email protected]
FINANCE EXECUTIVE
Extraordinary leadership and multifaceted experience across Big 4, Financial Planning &
Analysis, Research & Development, Strategic Planning, Operations, Process Excellence in
supply chain and manufacturing industries.
Visionary with a Masters of Accounting/CPA/CMA, exceptional integrity and a passion for building and inspiring highperformance teams offers over 20 years experience in crafting winning business strategies and delivering superior
financial results. A recognized change agent who infuses creative business thinking into her organization and
implements innovation with speed and effectiveness. Demonstrated strengths include:
Strategic, Operational, and Financial Planning
Business Analysis - Opportunity Identification
Business Process Reengineering/Integration
Talent Recruitment, Development, and Retention
Financial Reporting and Performance Management
Financial Controls / Sarbanes-Oxley Compliance
PROFESSIONAL EXPERIENCE
CHEP (Atlanta, GA) 01/2011-present
CHEP is the leading provider of pallet, container and crate pooling services for many of the worlds largest supply chains.
Director, Finance Integration & Director FP&A IFCO 05/2014 present
Chosen by the CFO to provide financial strategy and guidance for combination of $1.8 billion integrated structure ensuring business continuity
while aligning business processes and controls.
Set the vision and strategic direction of the new finance organization created from the integrated entities and provided
comprehensive business guidance to the steering committee. Built key strategic partnerships to quickly re-engineer
business flows and processes.
Enlisted to close books on a new company two weeks prior to year end. Delivered all reporting requirements and adhered
to all deadlines.
Implemented new analytics and metrics based forecasting tool and process allowing real time fact based performance
reporting.
Director, Financial Planning & Analysis 01/2011 05/2014
Provided strategic financial leadership on a complex $1.3 billion organization focused on supply chain effectiveness. Quickly established credibility
and influence with senior management by strengthening business acumen, improving reporting and forecasting accuracy, and leading insightful strategic
analyses. Managed an 80% turnover in personnel by mentoring and training new team, while ensuring all corporate reporting dates were achieved.
Transformed the development of a strategic planning model utilizing elements of target economics that streamlined the
long term forecasting process reducing the non-value added tasks by 20%.
Spearheaded a pilot mentoring program aimed at increasing career development of high potential employees within the
finance organization. Led the implementation of a communication matrix focused on ensuring notification of the proper
parties during strategic and operational initiatives.
Championed a division wide project that resulted in a 90% reduction in corporate submissions related issues (e.g. late, errors,
unlocks) and an 85% reduction in out of balances with other affiliates.
Volvo Truck North America (Greensboro, NC)
Volvo Truck Corporation is the second largest producer of heavy trucks and transport solutions within the entire truck industry
Controller, Product Development 03/2009 01/2011
Provided financial direction to a $160 million matrix Product Development organization focused on heavy duty trucks. Managed a team
responsible for consolidation of financial results, commodity and project controlling, system implementation and time-keeping. Chosen to lead
the global efforts on financial harmonization and competencies.
Strengthened the image of the financial community by improving deliverables and customer focus while reducing the
work force by 25% via process mapping and elimination of non-value added tasks. Enhanced processes are being
benchmarked by the global financial community.
Overhauled the forecasting process through the use of standardized models and better analytical tools which eliminated
two days from the process and improved the accuracy by 30%.
TJ Wood
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Johnson & Johnson 1996 2/2008 ( Jacksonville, FL)
Through its 250 operating companies, J&J is the worlds most comprehensive and broadly based manufacturer of health care products, as well as,
a provider of related services for the Consumer, Pharmaceutical, and Medical Devices and Diagnostics markets.
Finance Director, Global Franchise, J&J 2007 2/2008
Chosen by CFO to develop and launch a strategic portfolio management system. Provided strategic financial leadership to a complex $310
million Research &Development group covering contact lenses, pharmaceuticals, and solutions businesses. In addition, influenced New Product
Development and New Business Development by providing strategic financial guidance and providing financial analyses to properly value the
projects. Supervised the spending and projects of Global Marketing, Regulatory and Quality Affairs by leading a finance team challenged with
turning around the business process for new products to increase accuracy and the reputation of the process requiring strategic overview, and
getting alignment across multi- functional high level decision makers.
Initiated a program aimed at reducing job demands in the finance organization that had a profound impact on that
division, the broader Vision Care organization, and even to the J&J entity through leadership and the export of our Process
Excellence Kaizen initiatives as a best practice. Based on success of the program, the Board of Directors chose to roll out
the process world wide within finance organizations.
Led the finance divisions continuous process improvement efforts (lean thinking/kaizen) by assisting in the selection,
prioritization, assignment and timing of improvement projects. Personally led three kaizens addressed at the business
case process with results of 50% improvement in demand and 25% on supply accuracy. In addition, based on Best
Practices implemented over the last few years, the employee satisfaction score on job demands increased 16 points.
Finance Director, Controller, J&J 2005-2006
While reporting directly to the CFO, invigorated overburdened finance organization with strategically-minded professionals, with a complete turnover in
personnel by mentoring and training new team, while ensuring all corporate reporting dates were achieved. Supervised corporate and financial reporting
with multi-currencies for the contact lens division with annual revenues exceeding $2.4 billion dollars.
Conducted extensive benchmarking to identify external best practices thereby enhancing our compliance position via SOX
and audit requirements leading to an 80% reduction in audit comments.
Tackled monumental technical challenges with near-impossible deadlines to successfully design and install an ERP system
(e.g. SAP) general ledger package. First month in place was a quarter end close -- met all required corporate reporting
deadlines.
Financial Manager Financial Reporting, J&J 2002 2005
Financial Manager Operations Global Logistics, J&J 2000-2002
Manager, Financial Operations, J&J 1999-2000
Senior Financial Analyst Accounts Receivable, J&J, 1996-1999
Lykes Service Company, Credit & Collections Expert, 1995-1996
Ernst & Young, LLP, Senior Auditor, SEC Reporting, 1993-1995
Tested the design, implementation and effectiveness of the Internal Controls and the reliability of the reports obtained
from the accounting systems (SAP, Hyperion, AS 400, etc).
Prepared internal control recommendation letter for the companys management.
Responsible for the final audit process, reviewing and issuing of the annual Financial Statements.
Barnett Bank, Leadership Development Program, Regional Internal Auditor, 1988-1990
EDUCATION
Masters of Accounting
FISHER SCHOOL OF ACCOUNTING, UNIVERSITY OF FLORIDA
Bachelors of Science in Business Administration, specializing in Finance
UNIVERSITY OF FLORIDA
CERTIFICATIONS
Certified Public Accountant, State of Florida (1992); Certified Management Accountant, (1998)
SYSTEMS
SAP/Hyperion
