Country Managing Director — Manufacturing-Technology Programme

The mandate

A Taiwan manufacturing-technology programme has more demand for demonstration lines, applications laboratories, field engineers and critical material than its qualified capacity can support. Allocations are escalated customer by customer, creating unstable schedules and inconsistent promises. The Country Managing Director will establish a country P&L and priority system grounded in adoption and strategic consequence.

Approximately 1,100 employees and material partners sit across technology, applications, service, operations, commercial and functions. The Managing Director owns Taiwan P&L, cash, customer, quality, capital and people and reports to the Group Chief Executive and board.

Capacity will be defined by qualified process and support, not laboratory hours. A demonstration slot without the right material, metrology or engineer cannot be promised. The leader will publish constraints and create an exception forum.

Customer priority will consider production sponsorship, qualification stage, learning value, strategic platform, economics and alternatives. Large revenue potential alone cannot consume scarce resources indefinitely. Dormant evaluations will release capacity.

Field and service demand must be included. Scaling adoption without trained support creates future failure. The Managing Director will allocate headcount and spares alongside demonstration and equipment commitments.

Investment will follow bottleneck and adoption evidence. New labs or tools need full utilisation, workforce, maintenance and customer cases. Sunk cost will not protect a low-confidence project.

Quality release and experimental status will remain clear. Demonstration output, engineering samples, qualification material and production-approved supply have different evidence and customer uses. The Managing Director will ensure allocation systems, shipping documents and commercial teams preserve these distinctions.

Customer concentration needs scenario planning. A major customer may justify priority but can also create idle capacity when its evaluation slips. The country plan will include milestone triggers, redeployment options and commercial remedies rather than assuming strategic importance eliminates cancellation risk.

Ecosystem conflicts require transparent management. Customers and suppliers may compete with one another, and joint development can restrict reuse. The Managing Director will establish information barriers, contract ownership and executive escalation so local relationship strength does not override intellectual-property or fairness obligations.

Technical talent allocation will match customer phase. Early evaluation may require applications and process expertise; production adoption requires field service, spares and routine troubleshooting. The leader will prevent permanent dependence on development engineers and build shift and regional coverage before scale.

Country cash and working capital will connect to resource priority. Demonstration inventory, customer-owned tools, prepaid materials and unbilled engineering should have clear ownership and recovery. Finance will challenge activity that produces neither reusable learning nor an executable customer decision.

Quality and customer escalation will be governed country-wide. A process variation observed at one evaluation can affect several programmes, yet confidentiality may constrain sharing. The Managing Director will establish controlled technical learning, broad containment when evidence supports it and consistent communication without exposing another customer’s data.

Regulatory, export and safety decisions remain with authorised specialists. Country leadership will ensure commercial priority and local relationships do not bypass review, and that delays caused by missing evidence are visible rather than recoded as laboratory inefficiency.

Productivity will be measured in successful qualified learning and production adoption, not raw experiments. Repeated demonstrations that answer no new question will lose priority, and the customer sponsor will agree what evidence completes the next gate.

The predecessor left suddenly for personal reasons. A local leadership committee protects daily customers, but permanent country authority is necessary before the next allocation cycle.

What you will own

• Carry Taiwan P&L, cash, customer, capital and people outcomes.
• Establish qualified capacity and customer-priority governance.
• Integrate demonstrations, field support, materials and service.
• Stop dormant pursuits and redirect resources.
• Stage capital against bottleneck and adoption evidence.
• Govern strategic ecosystem partners.
• Lead customer recovery and transparent exceptions.
• Build country leadership and succession.

The first 12 months

In the first 45 days, map actual qualified capacity, customer stages and resource conflicts and set interim allocation. Meet priority customer sponsors and identify unsupported dates.

By month six, implement a country operating system, close critical support gaps and rephase or stop low-confidence investments. Strengthen applications and operations leadership.

At twelve months, improve protected-customer milestone delivery above 95%, raise qualified-resource utilisation by 15 points and cut allocation-driven schedule changes by half. Regional forecast should remain within 10% for three quarters, with no customer production impact from a known unstaffed service dependency.

What the board will measure

• Capacity based on complete qualified capability.
• Customer resources allocated through transparent evidence.
• Field support scaled with adoption.
• Capital matched to real bottlenecks.
• Low-confidence pursuits stopped decisively.
• Taiwan P&L and customer trust recovering together.

The person

You bring more than 28 years in Taiwan semiconductor technology, equipment, materials or manufacturing leadership, including country P&L. You have allocated constrained technical resources across strategic customers.

Your prior scope should exceed NT$15 billion revenue or 800 employees and partners. Evidence must include a customer allocation, capital decision and field-support recovery. Mandarin and English fluency are essential.

Compensation and terms

Base compensation is NT$21–30 million plus annual incentive and equity linked to country value, customer delivery, capital, cash and leadership. The permanent appointment is based onsite in Hsinchu and is accountable to the Group Chief Executive and board. Start is urgent.

Confidentiality

The programme, customers, technology, allocations, partners and financials remain confidential. Detail follows fit, conflicts and signed confidentiality. Applicants must not approach ecosystem firms to infer identity.