Approximately $10 billion in executed transactions is a number that commands attention. It represents years of deal identification, financial modeling, due diligence, negotiation, and post-close integration, work that plays out across conference rooms, data rooms, and boardrooms in multiple countries and multiple regulatory environments. That is the transaction record Anubhav Mittal has built across his career, with the majority of that work executed in his current role as VP and Global Head of Business Development and M&A at ADM.

ADM, Archer-Daniels-Midland, is a global agricultural processing and nutrition company operating across more than 190 countries, with a business that spans commodity processing, specialty nutrition, and animal feed. Managing corporate development at that scale means operating at the intersection of global capital markets, complex regulatory landscapes, and strategic business decisions that carry multi-year consequences. It is not an environment that rewards imprecision, and Anubhav Mittal ADM work reflects the kind of disciplined, analytically grounded approach that the role demands.

What Corporate Development Looks Like at Enterprise Scale

Corporate development at a company the size of ADM is a fundamentally different function than M&A advisory or deal execution at smaller organizations. The mandate is not to complete transactions. It is to allocate capital in ways that strengthen the enterprise’s competitive position, improve its financial profile, and create durable value for shareholders. Every deal is evaluated against that standard, and the ones that do not meet it do not get done.

Anubhav Mittal has built his corporate development practice around exactly that discipline. His transaction portfolio spans the full structural range: acquisitions, divestitures, joint ventures, carve-outs, IPO readiness, and strategic partnerships across global markets and multiple industry verticals. That breadth is not incidental. It reflects an enterprise mandate that requires fluency across deal types and geographies, and the judgment to match the right structure to the right strategic objective.

Investment Governance and Capital Prioritization

One dimension of Anubhav Mittal’s ADM role that distinguishes it from a purely transactional corporate development function is his responsibility for enterprise investment governance. This means overseeing the processes and frameworks through which ADM evaluates, prioritizes, and approves capital deployment across growth and productivity initiatives, not just M&A, but the full spectrum of strategic investment decisions that define how a large, diversified company allocates its resources.

Effective investment governance at this level requires the ability to hold multiple strategic perspectives simultaneously: the financial return requirements of the investment committee, the operational realities of the business units proposing investments, and the portfolio-level implications of how individual decisions aggregate into an overall capital allocation strategy. Anubhav Mittal operates at that intersection, serving as a bridge between strategic intent and financial discipline.

The CFO Foundation That Informs the M&A Mandate

Anubhav Mittal’s corporate development work at ADM is informed directly by his prior experience as CFO of ADM Nutrition, a global business generating approximately $8 billion in annual revenue with more than 14,000 employees across multiple geographies and market segments. That CFO tenure gave him something that many corporate development executives lack: direct, sustained experience managing a large P&L and the finance function that supports it.

As CFO of ADM Nutrition, Anubhav Mittal drove measurable improvements across the key financial metrics that define business health: return on invested capital, operating margins, and working capital efficiency. Those improvements were not the product of accounting adjustments or one-time events. They reflected structural changes to how the business was managed financially: tighter controls, more rigorous FP&A, and a more disciplined approach to commercial finance that aligned revenue decisions with margin outcomes.

The Anubhav Mittal CFO chapter matters because it connects transaction leadership to operating experience. His ADM work is not limited to deal execution. It is grounded in the practical knowledge of how large business units are managed, measured, and improved.

Why CFO Experience Makes Better Deal-Makers

The connection between CFO experience and M&A effectiveness is direct and often underappreciated. Executives who have managed a large P&L understand what businesses actually look like from the inside: how revenue translates into margin, where working capital gets trapped, what operational levers drive ROIC, and how financial projections in a deal model compare to the operational reality of running the business after closing.

That understanding produces better deal evaluation, more realistic valuation assumptions, and more disciplined post-close value capture. For Anubhav Mittal, the CFO years at ADM Nutrition were not a detour from corporate development. They were preparing for it. Every financial discipline developed in that role is directly applicable to the deal evaluation and capital allocation work that defines his current mandate.

ADM Nutrition and the Pet Solutions Growth Story

One of the more concrete illustrations of Anubhav Mittal’s value creation capability within ADM is the Global Pet Solutions platform, which scaled at approximately 20% compound annual growth rate under his involvement. Building a business at that growth rate within a large, diversified public company requires both strategic clarity and operational discipline: the ability to identify the right market opportunity, structure the right investments and partnerships to pursue it, and execute with sufficient rigor to sustain growth without sacrificing capital efficiency.

The Pet Solutions trajectory is a case study in the kind of transformation that defines Anubhav Mittal’s ADM contributions: identifying platforms with structural growth potential, building the financial and operational infrastructure to support that growth, and managing the investment decisions that convert strategic opportunity into measured financial outcomes.

Restructuring as a Value Creation Tool

Alongside the growth mandates, Anubhav Mittal’s ADM career has included restructuring work: the identification and elimination of value-destroying activities, the rationalization of business portfolios, and the reallocation of capital from underperforming assets to higher-return opportunities. Restructuring at this level is not cost-cutting in the conventional sense. It is a strategic function: the deliberate reshaping of a business portfolio to align capital deployment with the organization’s highest-return opportunities.

That combination, growth investment and portfolio rationalization executed with consistent financial discipline, is the signature of an executive who understands enterprise value creation as a system rather than a series of isolated transactions.

Transaction Discipline as Competitive Advantage

A familiar principle in corporate development is that the deals a company does not pursue can matter as much as the deals it completes. Anubhav Mittal’s approximately $10 billion transaction record reflects not just execution capability but selection discipline: the ability to identify which opportunities merit the organizational investment of a full diligence process and which do not clear the strategic or financial bar.

That discipline is built on analytical rigor, including precise valuation work, scenario-based financial modeling, and structured risk assessment, combined with the strategic judgment that comes from years of operating at the board and CEO level. Anubhav Mittal has developed both, and their combination is what makes his corporate development practice at ADM a genuine competitive asset for the organization.

Business Development and M&A as a Strategic Function

At enterprise scale, M&A is not only a transaction discipline. It is a strategic function that connects portfolio decisions, capital allocation, operating priorities, and long-term enterprise value. Anubhav Mittal’s work reflects that full scope. His responsibilities extend beyond identifying attractive assets. They involve determining how capital should be deployed, which opportunities align with ADM’s strategic priorities, and how each transaction or investment decision fits into the broader enterprise portfolio.

That is why Anubhav Mittal Business Development and M&A work is best understood as part of a broader operating system. Transactions are one part of the record. The larger story is the disciplined use of capital to support durable growth, productivity, and strategic focus.

About Anubhav Mittal

Anubhav Mittal is VP and Global Head of Business Development and M&A at ADM, with more than two decades of experience in corporate development, CFO leadership, and strategic finance at global public companies. His transaction record spans approximately $10 billion across acquisitions, divestitures, joint ventures, carve-outs, and strategic partnerships. Anubhav Mittal holds an MBA from Harvard Business School, a B.Tech. from IIT Kanpur, and professional designations as a CFA and CMA. Learn more about Anubhav Mittal and his work across ADM, corporate development, CFO leadership, and M&A.