Kate Sylvis, '02

What is your role, and how does sustainability intersect with your work responsibilities?

I have led the Enterprise Risk Management Consulting Practice at Guidehouse for the past 5 years. In that capacity, I collaborate with our Sustainability consultants to advise clients on how to incorporate sustainability and climate risks into their enterprise risk management portfolios. I also train and challenge our consulting teams on the balance between business imperatives and sustainability goals to enhance strategic decision-making.

Did you always plan to work in sustainability? If not, how did you make the jump?

I never planned on working in sustainability, but as the topic has gained traction and relevance worldwide, it has intersected with organizational risk, which is my passion. I quickly identified the need for a balanced approach to the conversation to engage both leaders and sustainability advocates.

What are a job incumbent's "must-haves" in a sustainability-focused role or task?

In business, I believe that someone taking on a sustainability-focused job must have a passion and aptitude for the work, as well as a broader understanding of how businesses work. If there is only passion, the message can get lost because there is no corresponding business driver.

What are your thoughts on the future of sustainability work?

Sustainability continues to gain traction in Europe, but has slowed in the US. If sustainability practices can continue to demonstrate their value from a business perspective, the discipline will continue. Political influences also affect the future of sustainability, and a change in administration at the state or national level could change the direction of sustainability work.

What advice would you give to current Robins School students interested in pursuing careers in sustainability?

It is critical that you learn how sustainability practices impact business. For example, if you want to advocate for doing a product-level greenhouse gas calculation, how does the cost of that affect your customer base? Will it drive up costs, thereby raising prices and moving you from a mid-market good to a luxury good? How you communicate both the opportunities and risks of these practices to leadership will ultimately drive your success.