Silvia King Wyckoff

Establishment, implementation and ownership of the Enterprise Information Governance program, including system-wide Records Management restructuring and upgrade

Performing, for C-level leadership, a variety of internal consulting and organizational effectiveness (and intervention) assessments for critical areas of the company including: evaluation of the Internal Audit co-sourcing program; cybersecurity governance; design and implementation of litigation intake and hold processes; Davis Bacon Act (federal labor law) compliance for contractors for the nuclear construction program; analysis of emerging issues brought by smart metering and the rights debate on who owns customer electricity consumption data

Development of white papers in the areas of Corporate Social Responsibility, innovation, learning from the BP (formerly British Petroleum) experience and other, frontier corporate, regulatory, and industry issues

Performed 3 governance-related roles across several Southern Company Services organizations

HR Governance coordination and HR business plans integration for the HR Governance Council Officers

Shared Services and HR business controls and support for the President of Shared Services Point and deliver targeted resources to develop and execute the integration of processes and activities supporting SEC reporting, disclosure requirements for business controls (SOX), corporate compliance, risk management and assessment, and internal/external audit efforts for the newly established Shared Services organization (which comprises IT, Supply Chain, System Air and Marketing Services)

Served as organization effectiveness director for the SVP of Talent Management and Chief Diversity Officer

Ensure alignment and viability of initiatives on organization performance, leadership capacity and workforce capability

Team responsibilities include OE strategy, process and tools; workforce planning; employee surveys and testing and assessment activities

On behalf of the CFO/Chief Risk Officer and the Chief Legal Officer, developed a transparent corporate governance map and facilitated top executives’ governance stewardship interfaces for Southern Company

Lead the design and implementation of Southern Company’s Enterprise Risk Management coordination program

Managed the group responsible for financial policy, strategy and risk/return management comprised of 14 resources, including the manager of goals and compensation and the manager of corporate financial analysis

Lead the Strategic Review of non-regulated subsidiaries across Southern Company presented to the firm’s top 4 executives. This effort resulted in management’s action, which improved Southern Company’s risk/return value proposition and served as a model for regular, strategic review updates

Retained by the CFO to perform the orderly liquidation of the firm's 3,000 people, $900MM global infrastructure.

"Owned" the global execution of the phase-out and the modeling that drove the Board's financial and tactical decisions. Developed a straightforward model that coupled revenue streams with resource phase out costs to assess the status and financial health of the firm. Responded with timely analyses to Board requests driven by tangled legal and financial laws (across 86 countries of operation) and aimed at assessing all possible viability-to-liquidation scenarios.

Hired by new Global Executive Team to execute the deployment of the firm’s strategy. Responsible for orchestrating fundamental changes to the firm’s revenue tracking process by redefining the firm’s solution and industry offerings. Responsible for redesigning and implementing the firm’s revenue and people coding structures

Developed strategy materials to guide the firm through a change in leadership and organizational realignment

Flexed the purpose and skills of the Strategy Deployment team to meet the needs of new leadership and the changing organization. Successfully shifted focus from strategy articulation to strategy deployment (global operations) by leveraging the knowledge of the firm’s complex organization and its key resources to quickly provide tangible results

Managed a $8MM engagement to develop and implement KPIs and balanced scorecards for the firm and clients

Established key performance management processes to deliver on strategic objectives

Supported all aspects of Mergers & Acquisition analysis, including strategic targeting, valuation, and market analysis

Designed an executive reporting system to measure value contributions from the Equistar, Lyondell Methanol Company and Lyondell-Citgo refining ventures

Served as expert advisor to business teams assigned to leverage venture synergies

Responsible for developing state-of-the-art management consulting (industry restructuring and privatization, process reengineering, performance measurement/management) and benchmarking tools ( designed, developed, produced and marketed Refining VITAL SIGNS, an executive, visual benchmarking tool based on KPIs)

Designed, developed, produced and marketed the Refining/Process Economics weekly publication to provide forecasts of refining margins and profitability of refining processes for the US Gulf Coast, Europe and Singapore

Launched a joint venture energy consulting business that integrated short term financial market signals with industry fundamentals to arrive at comprehensive and meaningful advice for clients

Produced a study for the EPA which investigated the potential adoption of Ultra Low Pressure/Severity Reforming under the 1997 proposed "Complex Model" for gasoline reformulation in the US

Performed statistical analysis of the sulfur and API gravity price premium/penalty and recommended market valuation

Responsible for forecasting, using statistical methods as well as qualitative analysis, a variety of industry variables including: Short term crude oil prices and balances and long term energy demand by sector, fuel and product, by country, worldwide

Developed detailed energy and economic forecasts for the former CIS and Eastern European countries

Conducted primary market research on the Competitive Spectrum Model, a dynamic system model of competitive environments which tracks the competitiveness of firms according to market structure and firm skills