Srini Godavarthy, Ph.D., MBA

I've spent twenty years building businesses at the intersection of deep science and high-stakes capital. Not by following markets, but by seeing them before they form. At Albemarle, I built the board case for a $6.2B lithium acquisition, then scaled the specialty business 5x from $120M to $630M with margins above 50%. At W.R. Grace, I identified the SNAC chemistry now inside every Ozempic and Wegovy prescription, secured the manufacturing capacity and IP through M&A, and built the purification partnerships that placed Grace inside the mRNA platforms. At Li-Metal, I raised the capital, built the governance, and closed the sale to Arcadium Lithium (a Rio Tinto company) in under twenty-four months. Today at ExxonMobil, I'm building the commercial infrastructure, the pipeline discipline, governance, and GTM strategy to bring scale for Low Carbon Solutions What connects all of it isn't sector or geography. It's timing. I move when the science is proven but the commercial infrastructure doesn't exist yet. That's the gap I've built a career in and where I do my best work. What I bring to a CEO or board-level mandate is genuinely rare: the technical credibility of a PhD Chemical Engineer who can lead scientists and engineers, combined with the M&A judgment, P&L ownership, and board-level instincts of a finance-trained operator who has closed billion-dollar deals and governed global subsidiaries. I don't manage businesses at steady state. I build them at inflection points, under pressure, at scale.