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TJ (Tami) WoodAtlanta, GA Street Address  PHONE NUMBER AVAILABLEEMAIL AVAILABLEFINANCE EXECUTIVETransformational leadership and multifaceted experience across Big 4 and two Top 50 companies includes Financial Planning & Analysis, Research & Development, Strategic Planning, Operations, M&A and Process Excellence with B2B and B2C customers in supply chain, and manufacturing industries utilizing both GAAP and IFRS.Visionary with a Masters of Accounting/CPA/CMA certified, exceptional integrity and a passion for and inspiring high-performance 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 PlanningShared Service Set up (3 times)Business Process Reengineering/IntegrationTalent Recruitment, Development, and RetentionFinancial Reporting and building Performance ManagementFinancial Controls / Sarbanes-Oxley CompliancePROFESSIONAL EXPERIENCEDEUTZ CORPORATIONDEUTZ is a $2B business that supplies drives which power vehicles and machinery on construction sites, on highways, and in agriculture around the world.Controller/Asst Treasurer, 10/2022  03/2024Led a team of 6 with oversight for $300M Accounts Payable spend and closing the books for $500M business while building out a remote shared service organization.Developed high performance finance team to drive disciplined growth and strengthened controls, scale infrastructure for growth and built a shared service center within low cost center driving 25% decrease in late payments.Led CARES tax project that resulted in the company receiving $6.7M.Co-Led Cycle count project which allowed the company to forego a full inventory physical audit saving over $2M.MOLNLYCKE HEALTHCARE USMlnlycke is a world-leading medical solutions company. The company manufactures and sells wound care and single-use surgical products and is a service provider to the healthcare sector.Senior Director, Accounting 2018  04/2022Led a team of 11 with oversight for $100M Accounts Receivable with average DSO of 22; $300M Accounts Payable spend and closing the books for three separate entities, compliance and taxes.Transformed the Americas Finance organization, creating shared service center supporting Accounts Receivables, Accounts Payable and General Ledger. Delivered 25% efficiency gains through process improvements.Directed balance sheet reconciliation of $5M in accruals that had previously been overlooked.Led Order to Cash compliance controls project for the company and update policies and procedures to maintain effective risk environment.ContractSPG INTERNATIONAL 02/2018-08/2018SIMPLIFIED IT PRODUCTS 08/2017-12/2017CARBIS SERVICES 01/2017-05/2017Closed financial records from 2014 forward which required reconciling all bank, credit card and loan accounts via quickbooks online. Reconciled all other balance sheet accounts for the past three years. Created a new chart of accounts to allow for new planned products and spending separation.Implemented first time report out across inventory, sales, customers experience and especially finance providing management with monthly understanding of each area of the business.Pioneered process improvement workshops that identified root cause and solution for $6M/annually engineering re-work issue.CHEP (Atlanta, GA) 2011 -2016CHEP is the global leader in supply-chain logistics primarily serving customers in the fast-moving consumer goods, fresh produce, beverage, retail and general manufacturing industries, counting many of the world's best-known brands among its customers.TJ WoodPage 2Director, Finance Integration 2014  2016Chosen to provide financial strategy and guidance for combination of $1.8 billion integrated structure ensuring business continuity while aligning business processes and controls.Crafted the vision and strategic direction to build a world class financial 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.Empowered 50 site operations organization to collaborate and optimize performance by creating communication and training platforms.Navigated legal entity restructure requiring $16B of adjustments, while achieving $12M in tax savings annually.Director, Financial Planning & Analysis 2011  2014Provided 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%.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.Volvo Truck North America (Greensboro, NC)Volvo Truck Corporation is the second largest producer of heavy trucks and transport solutions within the entire truck industryController, Product Development 2009  2011Provided 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%.Johnson & Johnson 1996  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  2008Developed and launched a strategic portfolio management system while providing 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 financial analyses to properly value the projects..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.Johnson & Johnson, Finance Director, Controller, 2005-2006Johnson & Johnson, Financial Manager  Financial Reporting, 2002  2005Johnson & Johnson, Financial Manager  Operations Global Logistics, 2000-2002Johnson & Johnson, Manager, Financial Operations, 1999-2000Johnson & Johnson, Senior Financial Analyst  Accounts Receivable, 1996-1999Lykes Service Company, Credit & Collections Expert, 1995-1996TJ WoodPage 3Ernst & Young, LLP, Senior Auditor, SEC Reporting, 1993-1995EDUCATIONMasters of AccountingFISHER SCHOOL OF ACCOUNTING, UNIVERSITY OF FLORIDABachelors of Science in Business Administration, specializing in FinanceUNIVERSITY OF FLORIDACERTIFICATIONS(Inactive)Certified Public Accountant, State of Florida (1992); Certified Management Accountant, (1998)