A conversation with Monument Chemical’s new President

If you’ve spent any time around Monument, you’ve likely crossed paths with Sarves Peri, maybe in a meeting, or during a plant visit, or in a conversation about where we’re headed next. While Sarves recently stepped into the role of President, his story at Monument — and his leadership style — have been shaped over many years and many moments.

We sat down with Sarves to talk about Monument’s culture, the road ahead, and what helps teams grow stronger together.

You’re new to the President role, but not new to leadership. Looking back, what experiences most influenced how you show up as a leader today?

There are many moments across my time at Monument, but one recent undertaking really stands out for me. When we launched our Renewables & Fuels business in 2023, we brought together three different businesses, three different cultures, and a lot of perspectives. We had to build a team, build trust, and work collaboratively to decide not just what we wanted to do — but how we were going to get there.

The openness, the honesty, and the willingness to listen to one another reinforced something I’ve always believed: when leaders create clarity of purpose and lead with transparency, teams will step up in powerful ways. That kind of alignment is what makes real progress possible.

What does strong leadership look like in practice, especially during times of challenge and change?

For me, it starts with trust — and trust is a two-way street. It’s not about standing at the front of the team and saying, “Let’s follow my plan.” It’s about listening, engaging, and building belief together.

Once that trust is there, the next step is painting a clear and exciting vision, especially when times are tough. What’s possible for us as a team? Where are we going? And how does each person fit into that picture? Everyone holds the paintbrush. Every team member helps shape the final outcome.

My role as a leader is to empower people to contribute, encourage open dialogue, and create space for new ideas — including taking calculated risks.This means providing “air cover” for my team, because if people don’t feel safe to try something new, risk tolerance drops, and innovation stalls. At the same time, this isn’t an open field to take any risk; it’s about being thoughtful and intentional about the risks we take – and what we learn from them, even when we “fail.”

I’m not a micromanager, but I’m very much a working leader. I stay close, engaged, and invested in the team’s success.

You’ve been with Monument for more than a decade. What has consistently made you proud of our people and culture?

One thing I rarely hear at Monument is, “No, we can’t do that.” Instead, I hear, “Let’s find a way to make it happen.” That mindset is incredibly powerful.

Our resilience also stands out. We’ve seen ups and downs as an industry — from COVID to market downturns — and time and again, our teams rally and thrive in challenge. During the pandemic, for example, that meant quickly ramping up IPA and ethanol production at our Houston site to support critical hand-sanitizer needs. And in a tough external environment (like the one we’re in now!), we keep looking for new opportunities, including new markets, new products, and new ways to deliver value for our customers.

Most importantly, I’m proud of how our core commitments show up in our daily work. Safety isn’t a slogan — it’s lived action. Being a good corporate citizen isn’t a checkbox — it’s our teams rolling up their sleeves and giving back in meaningful ways across our communities. I’ve worked in larger companies where these things can get lost. That doesn’t happen here. At the end of the day, people have options to choose where they work, and it matters that they can see themselves and their own values reflected in how we operate.

What moments or wins stand out when you look back on Monument’s journey?

When I first joined Monument, I was asked to build and lead a Supply Chain function that didn’t previously exist. We pulled together a strong team quickly and built real connections across the organization. Watching that group grow into a cohesive, high-impact team has been one of my proudest moments.

What made it even more meaningful was the leadership that came out of that team. We were intentional about mentoring and developing people — identifying potential, creating opportunities, and investing in growth. Many of those leaders have since gone on to lead key functions across Monument.

Looking ahead, what are Monument’s most important priorities over the next few years?

We have three key focus areas:

1. Protecting and growing our core business
2. Expanding into adjacencies that deliver real returns
3. Selectively investing in transformational products, such as semiconductors, high-purity solutions, food-ingredient esters, and more

At our core, we excel at solving customer problems — and we work hard to make it easy to do business with us. That means being clear about what matters, staying focused on execution, and communicating well with each other and with our customers. When you pair that with how quickly we can tackle complex challenges — as well as our commitment to reliability, sustainability, and innovation — that combination truly sets Monument apart.

What does “success” look like for Monument, beyond financial results?

For me, success shows up in how engaged our team members and our customers are. We want employees to feel connected to the work, understand where we’re headed, and know how their role fits into the bigger picture. We want customers to trust us, feel supported, and notice the difference in how we work with them.

Success also shows up in our talent. We need strong, capable teams with the right mix of experience and perspective — and a deep bench of leaders who are ready to step into what’s next. When you see people growing, taking on new challenges, and staying with the organization because they believe in where it’s going, that’s a clear sign we’re doing something right.

When all those things are in place, the financial results tend to follow.

How do you help team members see how their work connects to the bigger picture?

That responsibility starts with me and the leadership team. We have to simplify priorities and cascade them clearly — all the way to individual goals.

When people understand expectations, see how their work connects, and hear consistent messages from their leaders, alignment improves. Communication is key, not just from senior leaders, but from direct managers every day.

At Monument, relationships and the personal touch matter. What’s something about you that people might not know?

I love stand-up comedy. When I was in college in India, I had my own comedy show inspired by David Letterman. We even did a “Top 10” segment and invited guests on stage. Funny enough, my daughter started doing stand-up comedy in college. She sent my wife and I a photo of herself on stage, and we had no idea she’d been doing it!

I also love to travel and learn from history. I’ve visited dozens of countries, and what inspires me most isn’t the tourist spots; it’s understanding how societies formed and how leaders shaped direction during pivotal moments in history. Standing at places like Mount Vernon in the U.S. or walking the streets of Cape Town, South Africa where Gandhi shaped his ideas reminds me how much leadership, vision, and courage can endure.

What we build today matters, and I can’t wait to see how the choices we make today shape what comes next for Monument.