Managing Partner – Value Creation — Advanced-Node Design Organisation

The mandate

Investors and semiconductor boards increasingly ask for supply assurance in advanced-node design businesses, but many plans reduce it to wafer allocation. An advisory platform is forming a practice to address the full chain: licensed IP, design tools, masks, foundry, advanced packaging, memory, test, firmware and customer qualification. A prospective client context spans approximately 1,675 employees and material partners. The planned new Managing Partner – Value Creation will build and lead the proposition.

The appointee reports to the Global Managing Partner and regional partner council and owns origination, engagement outcomes, practice economics, quality and talent. Client executives own all supply and investment decisions. The partner will integrate technical, commercial and financial evidence while stating clearly where specialist legal or engineering judgement is required.

Supply assurance starts with dependency architecture. A nominal alternate foundry may require different libraries, physical design, validation and package. Backup test capacity may lack the correct hardware or programme security. The practice will map time-to-qualified-output, not count supplier names.

Value creation will distinguish resilience expenditure from idle duplication. Flexible contractual rights, transferable test assets, reusable IP and staged inventory can create option value. Each requires probability, trigger, carrying cost and customer acceptance. The partner will help boards decide which risks to retain explicitly.

Advanced-node commitments are asymmetric. Masks and engineering are paid before yield and demand become certain, while reserved capacity may expire. The advisory team will create gated exposure and negotiation options tied to tape-out and customer evidence. Working capital alone cannot absorb a failed design path.

Customer confidence is part of assurance. Some buyers require approved manufacturing locations or change notice and will not accept an alternate without system validation. Resilience cases must include this elapsed time and commercial engagement.

Cyber and intellectual-property access can constrain recovery even where physical capacity exists. Tool licences, encrypted design files, remote-debug rights and subcontractor environments require lawful, tested arrangements. The practice will bring security and legal specialists into dependency cases and reject contingency designs that rely on emergency access nobody is authorised to grant.

Environmental and workforce exposure also belong in value. Accelerated supplier or site movement may create waste, travel, overtime or capability loss that undermines the case. The Managing Partner will show these costs explicitly and design transition gates that protect technical knowledge and responsible operating standards.

Post-close and investor contexts require credible governance. A board may accept concentrated risk for strategic return, but acceptance needs an owner, trigger and funded mitigation. The adviser will ensure a risk is not described as resolved merely because it appears in a diligence report or insurance schedule.

Exit readiness will be designed from the start: methods, client data, assumptions, supplier contacts and decision records must transfer to authorised client owners without preserving avoidable adviser dependence.

The appointment is planned so the practice can build capability before marketing broadly. The Managing Partner must avoid selling a generic playbook, form a senior technical network and establish rigorous conflicts and data boundaries across competing semiconductor clients.

What you will own

• Build the advanced-node value-creation and supply-assurance practice.
• Map dependencies from IP and tools through qualified customer output.
• Value alternate routes, options, inventory and contractual flexibility.
• Lead board-level portfolio, investment and exposure decisions.
• Govern technical specialists, client data, independence and engagement quality.
• Deliver implementation and verify cash, margin and resilience outcomes.
• Originate mandates within credible delivery capacity.
• Recruit and develop partners and principals with semiconductor depth.

The first 12 months

In the first 90 days, define the proposition, test it against the anchor context and identify required engineering, legal and commercial specialists. Map priority dependency chains and replace supplier counts with recovery-time evidence.

By month six, deliver a funded assurance portfolio with client-owned actions and early implementation proof. Build pipeline and team capacity without crossing conflicts between competitors.

At twelve months, secure ₹40 crore of quality-controlled revenue at target contribution and support at least ₹300 crore of verified value or protected exposure. Anchor work should qualify two material contingency paths or explicitly retire false alternatives. No major quality, confidentiality or independence finding may arise.

What the partner council will measure

• Resilience described as time to qualified customer output.
• Options valued with cost, probability and decision triggers.
• Advanced-node exposure staged against technical evidence.
• Specialists used with clear authority and data boundaries.
• Client value verified beyond presentation completion.
• Practice growth matched by credible delivery talent.

The person

You bring more than 28 years in semiconductor value creation, advanced-node operations, investment or advisory. You have advised boards on foundry and packaging concentration and remained involved through implementation. Procurement-only or generic private-equity experience is insufficient.

Evidence should include ₹150 crore of originated advisory revenue or comparable operating value, a false alternate you exposed and a staged advanced-node commitment. You can translate technical dependency into investment consequence without pretending to be the sign-off engineer.

Compensation and terms

Fixed compensation is ₹5.0–7.5 crore plus performance variable and long-term incentive linked to client value, contribution, quality, origination and talent. This hybrid Pune advisory role reports to the Global Managing Partner and regional partner council. All client transition is subject to conflicts review.

Confidentiality

The firm, clients, technology dependencies, suppliers, exposures and methods remain confidential. Specifics follow independence clearance and signed undertakings. Applicants must not contact ecosystem partners to infer potential clients.