Dual-Track Exit Finance Leader

The mandate

The owner of a process-equipment platform has authorised simultaneous listing and strategic-sale preparations after markets improved unexpectedly. Listing advisers require audited carve-out history, segment evidence and public-company controls, while bidders request customer, tool-platform and service economics under different definitions. The transaction controller departed when parallel data-room and prospectus numbers diverged on installed-base revenue and development cost.

The interim must be present in Taipei within two weeks and direct eighteen months through readiness, path selection, execution and two post-decision closes. Permanent exit-finance leadership search starts only after the steering committee chooses a route and all shared financial definitions reconcile, anticipated in month eleven. The successor will lead one external reporting rehearsal and one buyer or regulator response cycle during eight weeks of overlap.

Handover standards include audited historical statements, carve-out and segment bridges, controlled forecast lineage, customer and platform profitability, net-debt and working-capital schedules, internal-control remediation, data-room provenance and a closed record of track-specific disclosures. The successor also receives abandoned-path obligations, adviser dependencies, regulatory questions, bidder adjustments, judgement memoranda and the first-year finance operating calendar.

The interim can reject unreconciled disclosures, establish one controlled transaction ledger, assign finance resources, pause distribution of inconsistent materials and commit up to TWD 1.8 billion within the authorised readiness programme. Listing venue, bidder access, offer terms, accounting opinions, forecasts approved for publication and final route selection remain with boards, officers and advisers holding those mandates.

Manufacturing operations, product-roadmap choices, commercial pricing, investor allocation, buyer negotiation and strategy outside the named exit remain outside scope. The seat owns cross-track financial consistency, evidence governance, close acceleration, control readiness and succession. It may maintain different permitted presentations, but every difference must reconcile to common source data and an approved definition rather than narrative convenience.

Why this seat is open

Two viable exit paths created incompatible deadlines and competing versions of financial performance, followed by the transaction controller’s departure. Deal teams optimise for their own process, and operational finance cannot adjudicate every disclosure while closing the business. Temporary dual-track authority is necessary to protect one auditable financial spine until the owner selects and executes a route.

What you will own

• Establish a common financial source layer reconciling statutory, carve-out, segment, prospectus, data-room and management views.
• Rebuild installed-base, equipment, service, software and development economics by customer, platform, geography and reporting period.
• Govern track-specific adjustments, definitions, forecasts and disclosures through documented lineage, ownership and approval status.
• Direct audited-history readiness, close acceleration, accounting papers, control remediation and external-reporting rehearsals.
• Maintain net debt, working capital, capital expenditure, order, backlog and cohort schedules suited to both paths.
• Resolve differences among adviser workstreams before material reaches regulators, potential buyers, lenders or prospective investors.
• Transfer evidence repositories, judgement records, response logs, close calendars and permanent capability after route selection.

Candidate qualifications

• Held executive finance responsibility during a genuine dual-track IPO and strategic-sale process for a complex technology business.
• Reconciled audited, carve-out, segment, management, prospectus and bidder presentations to a governed financial source.
• Understood semiconductor-equipment revenue, installed-base service, project acceptance, development spending and customer concentration economics.
• Managed transaction advisers, auditors, counsel, diligence teams and operational executives across competing disclosure timetables.
• Built public-company control readiness while preserving the option to execute a confidential bilateral or auction sale.
• Installed permanent ownership after route selection, including controlled responses, accelerated closes and abandoned-workstream obligations.

Non-negotiables

• Can commence onsite Taipei leadership within two weeks and travel monthly across customer and transaction workstreams.
• Will hold exclusive executive accountability for dual-track financial consistency and escalate any irreconcilable disclosure immediately.
• Brings completed public-listing and sale readiness in parallel; experience on only one track is not sufficient.
• Must disclose relationships with bidders, exchanges, regulators, advisers, auditors, lenders and major fabrication customers.

1. 49 words maximum. Describe a dual-track process where prospectus and bidder economics diverged from one source ledger.
2. 49 words maximum. Which financial artefact should remain identical across listing and sale workstreams, and why?
3. 49 words maximum. State your Taipei availability and the most complex dual-track exit you personally governed.