Welcome to ACCP's Corporate Social Impact Job Board

In a field as dynamic as corporate social impact, few leaders bring the depth of experience and perspective that Andrea Wood , CEO of ACCP, offers. With a career spanning the nonprofit, corporate, and philanthropic sectors, Andrea has navigated cross-sector transitions, built high-performing teams, and helped shape the evolving role of CSR leaders today. In this Q&A, she shares lessons learned across her journey—from building core skills to aligning social impact with business priorities—and offers candid advice for those looking to grow, lead, and create lasting change.   With such a diverse career across corporate, nonprofit, and foundation roles, what skills are most transferable and valuable at each stage?   The most universally valuable skill I’ve carried with me across every stage of my career is the ability to build internal and external relationships. Collaboration is critical whether you're working with business leaders, nonprofit partners, or community stakeholders.   Listening with curiosity, welcoming feedback, and being willing to course-correct based on what you hear—that's what builds trust and unlocks better outcomes. I always try to pair instinct with insight: I trust my gut but talk with the people closest to the work. They’re the ones who bring the expertise and lived experience that sharpen decision-making.     How did you approach job changes throughout your career? What strategies helped you identify and land new opportunities?   It starts with self-awareness. You have to know when you’re ready for a change—and be honest with yourself if your energy or passion has shifted. I've seen people stay in roles too long because they feel stuck, when that sense of being stuck is self-imposed. You're the only one who can move yourself forward.   When I’m ready to change, I get clear on what I want next—and then take one action each day. It doesn’t have to be big. Some days it’s a coffee chat. Other days it’s checking a job board or sending a message. Five minutes of action a day adds up. That’s how I transitioned from Target to Best Buy—a move that happened surprisingly fast because I had set my intentions and followed through with consistent momentum.   It’s also about resilience. You won’t always get a “yes” right away, but things start to shift if you keep moving forward with purpose.     What advice would you give someone aiming to advance into a corporate social impact leadership role?   First, get as much hands-on experience as you can. Before I led the social impact team at Best Buy, I had worked on everything from volunteerism to signature programs to disaster response. That breadth gave me insight into the function as a whole—and prepared me to lead effectively.   Second, you must advocate for yourself . I think this is especially true for women. Many of us assume that doing good work will be noticed and rewarded. In reality, you need to speak up. You need to make your case—clearly and confidently.   When I felt ready to lead the team at Best Buy, I didn’t wait for someone to tap me. I scheduled a meeting with my manager, laid out my qualifications, and made a compelling, logical argument for why I was the right person for the job. It worked—but only because I took the initiative. Self-advocacy is a skill we all need to practice.     Looking back, what would you tell your younger self—or someone just starting—about navigating a long-term career in this field?   Know yourself. Understand what you enjoy, what you’re good at, and where you want to grow. Don’t pursue the next role just because it’s a promotion. Ask yourself: Is this work I’ll actually enjoy?   Every job teaches you something—about what energizes you, what drains you, what kind of team you want, and what type of leader you want to be. Use each role as a learning opportunity to refine your goals. The goal is not just to move up, but to move into roles that truly fit who you are.   And remember: it’s okay to shift directions. I know leaders who have taken a step back after realizing they didn’t enjoy managing a team. That kind of self-awareness is powerful. Life’s too short to stay in a role that doesn’t align with your strengths or values.     How have you seen the required skills for social impact professionals change over the years?   Today, you need to understand the business. You have to speak the language of your internal partners, especially at the executive level.   It was a steep learning curve when I first transitioned from the nonprofit world to corporate. I didn’t know the structure, the finance terms, or how decisions got made at scale. But I was committed to learning. I asked questions, listened to earnings calls, and sat with colleagues who could explain what I didn’t understand. I still do that today.   You can’t build strong partnerships—or make a compelling business case for your work—if you don’t understand what your stakeholders care about. So be curious. Learn the strategy. Learn the numbers. Learn how your work connects to company priorities. That fluency makes you more effective—and more influential.     Final Word from Andrea:   "This is complex work. It requires empathy, strategy, patience, and persistence. But if you build your skills, advocate for yourself, and stay grounded in purpose, it’s one of the most rewarding paths you can take."  

Navigating a career in corporate social impact requires more than passion—it demands adaptability, strategic thinking, and a commitment to continuous learning. In this Q&A, hear from ACCP's Andrea Bell , a seasoned CSR leader with experience across multiple industries who shares insights on building critical skills, aligning social impact with business priorities, and charting a path for long-term growth in an evolving field. Whether you're just starting or looking to take your career to the next level, these reflections offer valuable guidance for every stage of the journey.   As a former CSR leader at Qualcomm, Pathward, and Motorola Solutions Foundation, you’ve held CSR roles in multiple industries and organizations. What skills or experiences helped you successfully navigate those transitions?   Throughout my career in CSR—across industries from tech to financial services—I’ve found that while the industries may differ, the role's core responsibilities remain remarkably consistent. Whether managing volunteer programs or corporate grantmaking at Motorola Solutions, Pathward, or Qualcomm, the foundational skills that have helped me navigate each transition successfully are strong communication, collaboration, and project management.   What shifts with each new organization isn’t the what of the work—it’s the how. Understanding a company’s culture, structure, and strategic priorities is essential. That’s why I’ve always made it a priority to invest in my development early on: meeting with business units, engaging internal stakeholders, and connecting with community partners to understand the unique ecosystem that our CSR work needs to support and align with.   CSR professionals must be adaptable, but more importantly, they must be curious and committed to learning.  What advice would you give someone looking to grow from an entry-level CSR role into a role with more responsibility?   Take advantage of continuing education and professional development opportunities within the sector, but also consider leadership development that will prepare you for new responsibilities at the next level, like budget management, supervision, and strategic planning.    Establish and take advantage of the network of CSR professionals, to learn from those who have navigated to roles that may be of interest for you in the future.    Consider opportunities internally (like ERG leadership or stretch assignments) and externally (like board service and probono volunteerism) to upskill in areas you’re interested in learning more about and gaining more experience in.     From your perspective of leading global programs, what competencies are essential for someone managing employee engagement or disaster relief initiatives?   There is no one size fits all when we think about programs in a global context. Leaders who manage global programs should have a strategic mindset in order to set a vision and framework aligned with business priorities, that allows for flexibility and customization at the local level.    It is also essential to establish strong relationships across the regions you serve with both internal and external stakeholders. Global teams are still often challenged with small headcount, so I’ve benefited greatly in my work by building employee ambassador committees and project teams that include representatives from each region to advise on things like local giving and volunteerism and response strategies following disasters.     Many job seekers struggle with understanding the “business lens” of CSR. How did you learn to align social impact goals with business strategy, and how would you recommend others build that skill?   Growing your business acumen and building internal trust are key to designing programs that not only reflect community needs but also drive business value. Be intentional about learning the business of your organization. This can be done my attending internal meetings, conducting one-on-one informational interviews, inviting a different business unit to your staff meeting, or doing your own research. You should pay particular attention to what you hear in terms of current priorities, challenges, key stakeholders, and community needs. You should then ask how the work you are managing can support, supplement, and/or strengthen their priorities. These should be on-going conversations.   What is the best career advice you received—or would now give—to someone looking to break into or advance in corporate social impact?   There are many different areas of corporate social impact, and the field continues to grow and evolve. Meet with those who may be doing work that you have interest in, stay up to date on current trends and emerging topics, contribute your thought leadership to the field, and bring your authentic self to the work.