Managing Director – India Platform — Packaging And Test Network

The mandate

An Indian packaging and test network is ramping several device families across multiple lines. Individual teams operate with local priorities, and the board has created an urgent Managing Director – India Platform role to carry one P&L, customer and operating truth across the network.

Approximately 1,500 employees and material partners sit across process engineering, factories, product engineering, quality, planning, suppliers and customer programmes. The Managing Director owns India P&L, cash, safety, quality, delivery, capital and people and reports to the Group Chief Executive and board. Technical authorities retain release and disposition; the platform leader creates the conditions for sound decisions and cannot redefine conformity to protect revenue.

Yield recovery must separate wafer-origin, assembly, material, equipment, test and handling causes. Average yield can improve while a customer-critical package or parameter tail remains unstable. The Managing Director will require stratified evidence, disciplined containment and effectiveness monitoring. Sorting may protect a launch temporarily but cannot become the permanent operating model.

Capacity is measured in qualified good output, not installed tool hours. Shared die attach, mould, burn-in, test or inspection assets may constrain products differently. The leader will establish product-equipment qualification maps and prioritise constraint time using customer impact, quality confidence and economics. A schedule built on theoretical throughput will be rejected.

External partners require the same change and genealogy discipline. Subcontracting cannot move a problem outside the dashboard. Lots, recipes, material batches, test programmes, deviations and shipment status must remain traceable, with clear stop and notification authority.

Customer recovery needs one accountable message. Commercial, product and quality teams will agree facts, containment, sample status and next evidence before communication. The Managing Director will personally engage when a customer line, qualification or safety obligation is threatened and will not promise a recovery date based on an engineering hypothesis.

Workforce stability is integral to ramp. Scarce equipment and product engineers cannot cover every shift indefinitely. Cross-certification, fatigue controls and succession must proceed alongside technical action. Capital will be released only with maintainability, spares, staffing and customer demand demonstrated.

Commercial economics will be rebuilt by product flow. Rework loops, retest, engineering holds and customer-specific inspection often sit outside reported unit cost. The Managing Director will expose these burdens before pricing or transfer decisions and ensure improvement is measured in conforming collected revenue, not merely higher starts.

Environmental and utility limits will be treated as real capacity boundaries, including abatement, water, power and waste permits during peak loading.

What you will own

• Carry India-platform P&L, cash, quality, delivery, capital and people accountability.
• Establish a fact-based yield and qualified-capacity operating system.
• Decide customer allocation and ramp sequence within independent quality release.
• Govern outsourced packaging and test partners as part of the same network.
• Integrate equipment, material, recipe, test and workforce recovery.
• Lead executive customer communication during constrained output.
• Stage capital and external capacity against proven demand and readiness.
• Build plant, engineering and programme leadership with visible succession.

The first 12 months

In the first 45 days, visit principal operations, trace the largest yield losses and reconcile customer commitments to qualified good output. Set interim allocation and escalation, confirm containment and identify unsupported capacity assumptions. Present the board with a sequenced recovery and leadership assessment.

By month six, stabilise priority package and test flows, restore critical equipment routines and reduce repeated sorting. Establish partner genealogy, cross-shift competence and customer-specific ramp governance. Approve only capital whose constraint, adoption and service model are evidenced.

At twelve months, improve weighted final yield by eight percentage points, reduce equipment-attributable downtime by 30% and deliver 96% of protected customer milestones. Premium freight and emergency sorting should fall 40%, with no material customer escape from a known uncontained condition. Platform forecast and cash conversion must remain within 10% for three quarters.

What the board will measure

• Yield recovery tied to physical causes and customer-critical distributions.
• Capacity expressed as qualified saleable units.
• Customer allocation consistent and technically defensible.
• External partners operating under equivalent genealogy and change control.
• Capital producing adopted constraint relief rather than installed capacity claims.
• A durable India leadership team beyond individual technical heroes.

The person

You bring more than 28 years in semiconductor assembly, packaging, test or product operations, including multi-site P&L. You have led a difficult yield and customer ramp through outsourced and internal capacity. A functional engineering record without business and customer accountability is insufficient.

Your prior perimeter should exceed 1,100 employees and partners or ₹5,000 crore revenue and investment. Evidence must include an allocation under yield constraint, a partner-quality intervention and a capital decision based on qualified output. You can face a board, customer and night shift with the same unembellished facts.

Compensation and terms

Fixed compensation is ₹5.0–7.5 crore plus performance variable and long-term incentive linked to yield, customer delivery, cash, quality and leadership. This permanent hybrid Bengaluru appointment reports to the Group Chief Executive and board and requires significant operating travel. The live ramp favours prompt availability.

Confidentiality

The platform, sites, customers, products, yield data and partners remain confidential. Detail follows fit, conflicts and signed confidentiality. Applicants must not contact customers, subcontractors or employees to identify the network.