EVP – Strategy and Portfolio — Data-Centre Silicon Platform

The mandate

The enterprise is entering a phase in which leadership must resolve portfolio choices that have remained unresolved across planning cycles within a privately held fabless, foundry or semiconductor-systems enterprise. The immediate arena is the data-centre silicon platform during an export-control response. For mandate 506, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The EVP – Strategy and Portfolio operating perimeter covers approximately ₹7,600 crore in design, manufacturing and customer programme portfolio, with activity spanning several data-centre silicon platform customer, product and delivery clusters rather than a single asset. The EVP – Strategy and Portfolio Semiconductor remit carries direct influence over roughly 1,625 colleagues and third-party capacity.

The group board and the relevant risk and people committees want a EVP – Strategy and Portfolio who can convert ambiguity into a short list of explicit choices for the data-centre silicon platform. The EVP – Strategy and Portfolio Semiconductor seat must resolve an export-control response, while preserving the underlying strengths of the data-centre silicon platform. For mandate 506, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The EVP – Strategy and Portfolio’s first year on the data-centre silicon platform is expected to end with decisive capital allocation and a sequenced growth agenda. In mandate 506, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

This is a newly created EVP – Strategy and Portfolio — Data-Centre Silicon Platform seat approved as part of the next operating model; it is not an incumbent replacement. The board is running a planned 4–6 month search so the appointee can join ahead of the next capital and talent cycle. Current leaders retain their existing accountabilities until the data-centre silicon platform remit is formally activated. Confidentiality protects organisation design choices while the board compares external and adjacent-sector talent.

What you will own

• Set the EVP – Strategy and Portfolio value-creation thesis for the data-centre silicon platform, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately ₹7,600 crore in design, manufacturing and customer programme portfolio, including allocation, risk acceptance and board forecasts.
• Lead the EVP – Strategy and Portfolio Semiconductor organisation of about 1,625 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the data-centre silicon platform economics and execution constraints created by an export-control response, with EVP – Strategy and Portfolio-approved owners, dated milestones and transparent escalation thresholds.
• Establish one EVP – Strategy and Portfolio operating review across commercial, customer, financial, people, technology and risk outcomes for the data-centre silicon platform; remove reconciliations that obscure accountability.
• Demonstrate enterprise authority across functions and markets, with outcomes visible in cash, customers or controlled risk in mandate 506.
• Build the EVP – Strategy and Portfolio’s three-year succession and capability plan for the data-centre silicon platform, reducing dependence on individual executives and improving mobility across the wider Semiconductor organisation.

The first 12 months

• Days 1–90: Validate the data-centre silicon platform baseline, meet the 30 stakeholders most consequential to portfolio choices that have remained unresolved across planning cycles, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal EVP – Strategy and Portfolio portfolio and organisation choices for the data-centre silicon platform, install the new operating cadence, fill critical leadership gaps and deliver the first measurable release of cash, capacity or customer value.
• Months 10–12: Demonstrate a repeatable data-centre silicon platform trend against decisive capital allocation and a sequenced growth agenda, lock the following year’s capital and talent plan, evidence control sustainability and present a credible three-year value case with downside actions.

What the board will measure

• Delivery of the EVP – Strategy and Portfolio’s agreed first-year data-centre silicon platform value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A EVP – Strategy and Portfolio forecast that remains decision-useful across three consecutive quarters and reconciles the data-centre silicon platform’s operating, cash, customer and people assumptions.
• Closure of the EVP – Strategy and Portfolio mandate’s highest-priority data-centre silicon platform risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical data-centre silicon platform talent and ready-now successors for at least 70% of the EVP – Strategy and Portfolio’s direct reports.
• A quantified EVP – Strategy and Portfolio-owned improvement in the data-centre silicon platform operating constraint behind an export-control response, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 506: no unresolved high-severity escalation older than 30 days and no material surprise withheld from its agreed governance forum.

The person

You are currently a EVP Strategy, Chief Strategy Officer or Portfolio Head in a privately held Semiconductor or adjacent enterprise. In relation to the data-centre silicon platform, your EVP – Strategy and Portfolio track record includes a transition where the original plan was no longer sufficient; you can explain your choices, evidence and numerical impact. Candidates from semiconductors, electronics, embedded systems, advanced manufacturing or engineering services will be considered where the operating model, customer stakes and governance intensity match this EVP – Strategy and Portfolio brief.

As a EVP – Strategy and Portfolio candidate, you bring 22–28 years of progressive Semiconductor or adjacent-sector experience, consistent with the 22-28 experience band. At minimum, you have carried a P&L, book, budget or accountable portfolio of ₹4,400 crore and led an organisation of at least 1,150 people.

For mandate 506, the board wants two transitions: a difficult data-centre silicon platform portfolio choice and a leadership-system change during an export-control response. As the prospective EVP – Strategy and Portfolio for this data-centre silicon platform, you must challenge optimistic cases and still create followership. References for mandate 506 must distinguish your contribution from the institution around you.

The EVP – Strategy and Portfolio role in Semiconductor is based in Bengaluru; relocation is expected, although a structured weekly commute may be considered during the first quarter.

Non-negotiables

• Current or recent accountability at the level of EVP Strategy, Chief Strategy Officer or Portfolio Head, with direct exposure to a board, investment committee or equivalent Semiconductor governance forum.
• Proven EVP – Strategy and Portfolio ownership of at least ₹4,400 crore and leadership of no fewer than 1,150 employees in a comparable data-centre silicon platform context.
• One completed Semiconductor or adjacent-sector example of portfolio choices that have remained unresolved across planning cycles with outcomes sustained for at least two reporting periods after the initial intervention.
• Sector credibility from semiconductors, electronics, embedded systems, advanced manufacturing or engineering services; experience that is purely functional and lacks EVP – Strategy and Portfolio-level data-centre silicon platform consequences will not meet the bar.
• Willingness to meet the Bengaluru location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 506.

Compensation and terms

The anticipated EVP – Strategy and Portfolio package is ₹2.2–3.0 crore fixed + performance variable, calibrated to the final data-centre silicon platform scope and the candidate’s current mix. Any long-term participation for mandate 506 follows standard vesting and performance conditions. The EVP – Strategy and Portfolio appointment in Bengaluru, centred on the data-centre silicon platform, offers regular exposure to the group board and the relevant risk and people committees. A notice period of up to 6 months can be accommodated for the selected executive in mandate 506.

Confidentiality

The organisation will be identified only after reciprocal interest and a confidentiality undertaking for mandate 506. The market, scale and situation in this brief are intentionally composite and are not a coded description of a named enterprise for mandate 506.