SVP – Commercial Growth — Mixed-Signal Portfolio

The mandate

A mixed-signal portfolio is ramping several products where demand exceeds available supply across certain packages. Sales has continued to open opportunities while capacity constraints require careful allocation decisions. The SVP – Commercial Growth will align allocation, commitments and future pipeline with manufacturing capacity and customer priorities.

Approximately 775 employees and material partners sit across commercial, applications, product and operations interfaces. The SVP owns account strategy, pricing, design pipeline, contracts, allocation input and forecast and reports to the Group Chief Executive or sponsor. Quality owns release and operations owns supply; commercial may never redefine usable product to meet a quarter.

Allocation requires more than current revenue. Customer line-down, qualification stage, contractual rights, safety application, substitute availability and lifetime potential all matter. The SVP will make recommendations in a cross-functional forum and communicate the same fact base externally. Side promises to secure account favour are prohibited.

Sampling will be controlled by purpose. Characterisation units, qualification material and production-released parts have different evidence and warranties. Applications teams must document intended use, customer acknowledgement and follow-up. Growth cannot be built on customers unknowingly designing with non-representative supply.

Pricing should reflect scarcity without exploiting dependence. Expedite, package substitution and engineering support have cost, but opportunistic repricing can destroy long-term trust. The commercial leader will negotiate forecast commitments, flexibility and recovery fairly and enforce contract authority.

Pipeline focus will shift toward products with stable capability and strategic learning. New pursuits that consume scarce applications or samples without credible volume will pause. Customer feedback about parametric distribution and use conditions must reach yield teams without sales filtering.

Contract remedies require disciplined authority. Allocation, replacement, price credit, redesign support and schedule relief have different lifetime consequences. The SVP will document concessions against reciprocal customer commitments and prevent local teams from creating inconsistent precedent. Revenue recognition and credit provisions will reflect the actual amended promise.

Distributors require the same supply truth as direct accounts. Stock can be diverted, double-counted or presented as end demand during shortage. Registration ownership, resale destination and inventory reporting will be verified before allocation. Channel inventory will not receive production priority solely because it enables an earlier shipment.

Recovery communications should address the distribution of performance, not only average yield. Customers may care about a parameter tail within their use condition even when aggregate good-die output improves. Commercial teams will carry approved technical evidence and will not translate an engineering hypothesis into a guaranteed recovery date.

Export and end-use screening remain part of opportunity quality. The SVP will ensure distributor, application and destination information is sufficient before scarce samples or production units are committed, and will withdraw commercial pressure from reviews requiring independent legal determination.

The incumbent resigned following relocation. A capable deputy protects daily accounts, but permanent authority is needed for allocations and forecast reset. The onsite Hyderabad role travels to customers and external manufacturing partners.

What you will own

• Lead customer commitments and commercial recovery during yield constraint.
• Govern allocation using documented customer and product consequence.
• Distinguish sample, qualification and production-release communication.
• Reset forecast and pipeline against yield and package evidence.
• Negotiate price, flexibility and schedule within approved authority.
• Feed customer application evidence into product and yield priorities.
• Protect strategic launches and stop unsupported pursuits.
• Develop account and applications-commercial leadership.

The first 12 months

In the first 30 days, reconcile good-die supply, commitments and customer launch status, withdraw unsupported dates and meet the most exposed accounts. Establish allocation and sample governance and reclassify the pipeline.

By month six, secure revised customer schedules, focus pursuit resources and integrate yield evidence into forecasting. Resolve disputed commitments and develop approved alternatives where technically valid. Strengthen account leadership and succession.

At twelve months, achieve confirmed-date adherence above 95%, reduce forecast error by 35% and protect 97% of prioritised customer programme value. No customer production use should involve undisclosed non-production material. Pipeline conversion for yield-stable products should improve by ten points while commercial credits from missed commitments fall 40%.

What the sponsor will measure

• Allocation decisions consistent, recorded and customer-defensible.
• Sample status communicated without ambiguity.
• Forecasts grounded in saleable yield and qualified packaging.
• Customer evidence shaping recovery and product priorities.
• Growth resources concentrated on executable programmes.
• Trust retained through direct communication under constraint.

The person

You bring 22–28 years in semiconductor sales, commercial or business leadership, including mixed-signal products and supply constraint. You have allocated scarce good die and recovered customer confidence during yield ramp. Relationship selling without technical-commercial judgement is insufficient.

Your prior scope should exceed ₹2,500 crore revenue or 500 employees and partners. Evidence must include an allocation, a sample-status intervention and forecast correction. You can discuss yield distribution and application consequence without overruling technical authorities.

Compensation and terms

Fixed compensation is ₹2.2–3.0 crore plus performance variable linked to customer continuity, forecast, conversion, margin and leadership. This permanent onsite Hyderabad role reports to the Group Chief Executive or designated sponsor and requires travel. Appointment is urgent.

Confidentiality

The portfolio, yield data, customers, allocation and commercial terms remain confidential. Detail follows fit, conflicts and signed confidentiality. Applicants must not approach customers or suppliers to infer the business.