at the helm

How this 78-year-old Houston chemical company is evolving as an energy tech leader

“When we were founded, we were a chemical company. Today, we have morphed into a technology company,” says Kendra Lee, CEO of Merichem. Photo via LinkedIn

Kendra Lee had no designs on running the family business.

“In fact, I never planned on being a part of Merichem,” Lee recalls.

In 1945, Lee’s grandfather, John T. Files, and a pair of business partners founded the company in Houston. Their goal was to take a potential waste product and turn it into something that would benefit the oil and gas industry — an early attempt at sustainability.

What started as a soap and industrial cleaning company began procuring cresylate, which is a waste from the refineries treating gasoline, to recover spent cresylic acids, which are highly caustic, and refine them so they could be sold into the industrial chemicals market.

“When we were founded, we were a chemical company,” says Lee. “Today, we have morphed into a technology company.”

That transformation began in the 1970s. By 1997, when Merichem put the chemical end of their business into a joint venture with Sasol, the focus had transferred to Merichem Process Technology and Merichem Caustic Services, while Sasol took over the chemical branch.

Merichem Process Technology designs and fabricates equipment for sulfur removal, while Merichem Caustic Services works with companies to handle spent caustic for beneficial reuse rather than waste. The innovative company has more than 1,200 units licensed globally for operation in a myriad of applications. Those allow the 78-year-old company to further push sustainability as a priority.

Lee began her career with Merichem more than 20 years ago as an entry-level laboratory technician.

“I’ve never left, and I kept getting opportunities — now here I am,” she says.

Where she is is at the top of the ladder. Lee became chairman of the board in 2012 and CEO in 2014. But doesn’t think of Merichem as a family business. Lee is only the third member of the family to work at the company, including Files and the cousin who followed him as CEO.

Lee says that she seldom spoke to her grandfather about the business. He worked at Merichem until the day he died in 2002, but Lee recalls that, as a low-level employee, she didn’t have a single meeting with him before that time.

“Our interactions were very normal family dinners,” she explains.

Since her transition into leadership, Lee says, “My focus has really been on continuing the legacy my grandfather and cousin created. We’re very employee-focused and community-focused. Part of our role as part of our industry is to provide livelihoods and be good stewards in communities in which we operate.”

She adds that she’s also focused on innovation.

“That was a big part of who my grandfather was. That’s how we transitioned from being a chemical company to a technology company” she says. That means looking for new methods not only in the research facility, but in every segment of the company.

That eye toward the next big discovery will likely see a significant payoff in one to three years, when a new product, designed to improve on hydrogen sulfide removal — with a new catalyst that is regnerable — will be commercially available. But right now, customers can take advantage of the company’s new Standard LO-CAT® system. The product is the result of continuous improvements from the previous system and boasts low operating costs, no liquid waste streams, and significant turndown capability.

And what will follow for the Houston born-and-based company? Merichem has plans to push further into the renewables field, says Lee, adding that there is a continued need for Merichem’s technology as we transition into other types of energy, including geothermal. More than three quarters of a century after its founding, Merichem is still a company on the forefront.

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A View From HETI

Greenhouse gases continue to rise, and the challenges they pose are not going away. Photo via Getty Images

For the past 40 years, climate policy has often felt like two steps forward, one step back. Regulations shift with politics, incentives get diluted, and long-term aspirations like net-zero by 2050 seem increasingly out of reach. Yet greenhouse gases continue to rise, and the challenges they pose are not going away.

This matters because the costs are real. Extreme weather is already straining U.S. power grids, damaging homes, and disrupting supply chains. Communities are spending more on recovery while businesses face rising risks to operations and assets. So, how can the U.S. prepare and respond?

The Baker Institute Center for Energy Studies (CES) points to two complementary strategies. First, invest in large-scale public adaptation to protect communities and infrastructure. Second, reframe carbon as a resource, not just a waste stream to be reduced.

Why Focusing on Emissions Alone Falls Short

Peter Hartley argues that decades of global efforts to curb emissions have done little to slow the rise of CO₂. International cooperation is difficult, the costs are felt immediately, and the technologies needed are often expensive. Emissions reduction has been the central policy tool for decades, and it has been neither sufficient nor effective.

One practical response is adaptation, which means preparing for climate impacts we can’t avoid. Some of these measures are private, taken by households or businesses to reduce their own risks, such as farmers shifting crop types, property owners installing fire-resistant materials, or families improving insulation. Others are public goods that require policy action. These include building stronger levees and flood defenses, reinforcing power grids, upgrading water systems, revising building codes, and planning for wildfire risks. Such efforts protect people today while reducing long-term costs, and they work regardless of the source of extreme weather. Adaptation also does not depend on global consensus; each country, state, or city can act in its own interest. Many of these measures even deliver benefits beyond weather resilience, such as stronger infrastructure and improved security against broader threats.

McKinsey research reinforces this logic. Without a rapid scale-up of climate adaptation, the U.S. will face serious socioeconomic risks. These include damage to infrastructure and property from storms, floods, and heat waves, as well as greater stress on vulnerable populations and disrupted supply chains.

Making Carbon Work for Us

While adaptation addresses immediate risks, Ken Medlock points to a longer-term opportunity: turning carbon into value.

Carbon can serve as a building block for advanced materials in construction, transportation, power transmission, and agriculture. Biochar to improve soils, carbon composites for stronger and lighter products, and next-generation fuels are all examples. As Ken points out, carbon-to-value strategies can extend into construction and infrastructure. Beyond creating new markets, carbon conversion could deliver lighter and more resilient materials, helping the U.S. build infrastructure that is stronger, longer-lasting, and better able to withstand climate stress.

A carbon-to-value economy can help the U.S. strengthen its manufacturing base and position itself as a global supplier of advanced materials.

These solutions are not yet economic at scale, but smart policies can change that. Expanding the 45Q tax credit to cover carbon use in materials, funding research at DOE labs and universities, and supporting early markets would help create the conditions for growth.

Conclusion

Instead of choosing between “doing nothing” and “net zero at any cost,” we need a third approach that invests in both climate resilience and carbon conversion.

Public adaptation strengthens and improves the infrastructure we rely on every day, including levees, power grids, water systems, and building standards that protect communities from climate shocks. Carbon-to-value strategies can complement these efforts by creating lighter, more resilient carbon-based infrastructure.

CES suggests this combination is a pragmatic way forward. As Peter emphasizes, adaptation works because it is in each nation’s self-interest. And as Ken reminds us, “The U.S. has a comparative advantage in carbon. Leveraging it to its fullest extent puts the U.S. in a position of strength now and well into the future.”

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Scott Nyquist is a senior advisor at McKinsey & Company and vice chairman, Houston Energy Transition Initiative of the Greater Houston Partnership. The views expressed herein are Nyquist's own and not those of McKinsey & Company or of the Greater Houston Partnership. This article originally appeared on LinkedIn.

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