Tim Wu Email & Phone Number

Beaverton, Or, Us

Responsible for all aspects of digital operations (ecommerce platforms, site readiness, content/consumer experience, inventory cancel, loss prevention, consumer return, post purchase journey, payment and Gift Card program) of the largest business unit at Nike. Leverage ownership mindset to be on the offense and drive efficiency/automation. Start with the Why and build the next generation of digital talents. Lead a team of 70+ FTE / over 100 resources.

Beaverton, Or, Us

Responsible for all financial planning and analysis activities of the North America digital business ($5B+ business). Leveraged digital expertise to help transform business operations and exceeded financial expectations via data driven decision support. Influenced the creation of the cross functional Tiger Team and helped implement the Smart Lifecycle Inventory Management (SLIM) tool, which simplified the close out and transition decisions and recommended weekly pricing actions for all assortments. This tool leveraged supply health, trend and activity-based contribution margin model to maximize demand and margin. First 60 day resulted in +28% in lift and $20M higher top line. Also responsible for shaping the drop ship business model. A team of 7.

Beaverton, Or, Us

Led the $2.8B Global Nike.com business in 54 countries and reported to Nike Direct CFO. Part of Global Digital Commerce Leadership Team and engaged in all aspects of eCommerce operations from strategic planning to seasonal readiness. Responsible for all aspects of Global Nike.com FP&A activities and provided strategic and business support to review new business models, such as Flash Sales, Return, Bundle, Global Expansion and Launch opportunities.

Bentonville, Arkansas, Us

Spearheaded financial planning and analysis for $13B global eCommerce business, reporting to group CFO and working extensively with cross-functional partners. Led the preparation of the annual financial / operating plan; presented monthly /quarterly business highlights to senior leaders and board. Designed / implemented weekly KPI for global eCommerce leadership. Conducted performance analysis and utilized financial expertise to proactively identify risks.Optimized financial projection through development of “P&L of the Future”, which connected cost to serve with category decisions and customer purchasing patterns.Developed a real estate investment model and provided guidance to leadership on prospective deals and alignment with long-range assumptions.Contributed to the design of technology royalty agreement, with focus on tax and intelligent property considerations.Assisted leadership in balancing resource and home office locations decisions by providing analysis to show the total cost of a resource from cost per seat to total rewards.Implemented Global eCommerce Finance team strategy which significantly improved associate engagement score from 9% when taking over the teams to 93% in 2.5 years, which was the highest among CFO directs. Financial Planning & Analysis Long Range PlanAnnual Operating PlanCorporate FinanceGlobal Financial Operations ECommerce TechnologyMergers & Acquisitions Capital ExpendituresCompetitive AnalysisBusiness Case Development Risk Assessment Business Intelligence ROI / Working Capital Optimization Gross Margin MaximizationRegulatory Compliance (SOX, FAS)Management Incentive Targets P&L ManagementStaff Development & ManagementFinancial Reporting & Automation

Bentonville, Arkansas, Us

Reporting to CFO of global eCommerce, served as Finance representative for China and Brazil. Contributed to development of supply chain strategies for both markets. Collaborated with Tax and Legal groups to protect Wal-Mart’s interests and minimize risks. Supported Yihaodian acquisition from due diligence to Board approval. Influenced changes to promotion offering and shipping revenue program in Brazil that yielded a significant increase in the profit pool; identified shipping risks based on trends and connected merchants from promotional effort to category / shipping implications.Represented Finance in integration of China eCommerce acquisition from Chart of Account mapping to the formation of the monthly business review materials that are still in use today.Challenged status quo and recommended a new merchant profit definition by changing the "Open To Buy" process; incorporated fixed and variable fulfillment and shipping costs based on inventory decisions in China.Contributed to development of Brazil’s supply chain strategy, with focus on improving the profit and return relationship between fulfillment center size / locations and shipping cost implications.Financial Planning & Analysis Strategic PlanAnnual Operating PlanGlobal Financial Operations eCommerce Mergers & Acquisitions Capital ExpendituresCompetitive AnalysisBusiness Case Development Risk Assessment ROI / Working Capital Optimization Gross Margin MaximizationRegulatory Compliance (SOX, FAS)Management Incentive Targets P&L Management

Bentonville, Arkansas, Us

Led effort to identify business drivers to achieve higher sales, while supporting U.S. Store Innovation capital projects of $650M+. Evaluated labor planning processes, challenging practices in place and providing proposals aimed at aligning resource decisions with customer experience. Identified a $10M business model risk on $100M revenue program resulting in the termination of a store format proposal.Influenced change in perception of wages from bottom-line expense to top-line driver by challenging store labor planning practices. Oversaw annual store incentive exceptional process for 3,700 locations. Ensured consistency through coordination of a communication timeline and business unit justifications and tracking model. Financial Planning & Analysis Annual Operating PlanStore/Operation FinanceCapital ExpendituresCompetitive AnalysisBusiness Case Development Risk Assessment Management Incentive Targets Staff Development & ManagementFinancial Reporting & Automation

Bentonville, Arkansas, Us

Developed and led high-performing 7-member team supporting $100B International segmentDirected:P&L AnalysisBalance Sheet AnalysisMonthly Board PresentationsFinancial ReportingSOX and FAS compliance.Designed and implemented consolidated (Essbase) cube that became the backbone of all international financial reporting and included extra functionalities such as:Currency ConversionsForecastingHeadcountKPIs ReportingNominated as one (1) of two (2) finance associates in FY11 to be part of the two (2) year CEO mentor program (Key Leadership Program). Identified as the top talent in International Finance to help create the CFO materials at the shareholder presentation.Double digit Associate engagement score improvement in the first two years and reaching 83% in two (2) years.Global Financial Operations Retail & Store Operations Risk Assessment Business Intelligence Regulatory Compliance (SOX, FAS)Management Incentive Targets P&L ManagementStaff Development & ManagementProcess ImprovementFinancial Reporting & Automation

Norcross, Ga, Us

Led enterprise-wide financial planning and analysis for 22 countries, reporting directly to CFO. Designed and implemented the global capital tracking process and developed PeopleSoft-compatible reporting infrastructure. Oversaw and trained two (2) direct reports.Chosen to join the annual Global Leadership Meeting.Financial Planning & Analysis Strategic PlanAnnual Operating PlanCorporate FinanceGlobal Financial Operations Mergers & Acquisitions Capital ExpendituresCompetitive AnalysisBusiness Case Development ROI / Working Capital Optimization Management Incentive Targets Finance LeaderP&L ManagementProcess ImprovementFinancial Reporting & Automation

Atlanta, Georgia, Us

Hired by Delta in 1999 after completion of MBA studies. Promoted 4x in five (5) years:As FP&A Manager, Operations:Responsible for planning and forecasting for fuel expense ($2B per year). Supported all capital requests in the Operation business units. Managed two (2) project leadersOther roles:Project Leader, Corporate Financial Planning and Analysis (2001-2004) Selected for “High-Potential Employees” program. Performed financial analyses on capital requests and made recommendations to VP of Finance. Acted as the SAP Project System (Capital Project Management) owner and safeguarded the capital approval process and generated all capital reporting. Financial Planning & Analysis Strategic PlanAnnual Operating PlanCorporate FinanceOperation FinanceTransportationCapital ExpendituresCompetitive AnalysisProcess ImprovementFinancial Reporting & AutomationSpecialist, Corporate Financial Planning and Analysis (2000-2001)Senior Analyst, Corporate Financial Planning and Analysis (2000)Analyst, Corporate Financial Planning and Analysis (1999-2000)

Master Of Business Administration (M.B.A.), Business Administration And Management, General

Bachelor'S Degree, Hotel / Restaurant (Minor - Business)