Leadership Perspectives: An Interview with ACCP CEO Andrea Wood 

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.

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."