Partner – Organisation and Talent — Automotive-Chip Business

The mandate

The chair and executive committee are aligned that the immediate priority is client demand for organisation advice tied directly to strategic delivery within a institutionally backed fabless, foundry or semiconductor-systems enterprise. The immediate arena is the automotive-chip business during a design-win conversion gap. For mandate 539, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The Partner – Organisation and Talent operating perimeter covers approximately €6,900 million in design, manufacturing and customer programme portfolio, with activity spanning several automotive-chip business customer, product and delivery clusters rather than a single asset. The Partner – Organisation and Talent Semiconductor remit carries direct influence over roughly 950 colleagues and third-party capacity.

The group board and the relevant risk and people committees want a Partner – Organisation and Talent who can convert ambiguity into a short list of explicit choices for the automotive-chip business. The Partner – Organisation and Talent Semiconductor seat must resolve a design-win conversion gap, while preserving the underlying strengths of the automotive-chip business. For mandate 539, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The Partner – Organisation and Talent’s first year on the automotive-chip business is expected to end with trusted counsel, senior-team effectiveness and repeatable intellectual property. In mandate 539, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

The Partner – Organisation and Talent — Automotive-Chip Business requirement was not included in the approved hiring calendar. It became urgent after a design-win conversion gap created an immediate need for one accountable owner of the automotive-chip business. Interim coverage protects essential decisions, but split ownership cannot continue through the next operating gate. The board intends to move from qualified shortlist to offer within 4–6 weeks while preserving confidential, evidence-led diligence.

What you will own

• Set the Partner – Organisation and Talent value-creation thesis for the automotive-chip business, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately €6,900 million in design, manufacturing and customer programme portfolio, including allocation, risk acceptance and board forecasts.
• Lead the Partner – Organisation and Talent Semiconductor organisation of about 950 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the automotive-chip business economics and execution constraints created by a design-win conversion gap, with Partner – Organisation and Talent-approved owners, dated milestones and transparent escalation thresholds.
• Establish one Partner – Organisation and Talent operating review across commercial, customer, financial, people, technology and risk outcomes for the automotive-chip business; remove reconciliations that obscure accountability.
• Show repeated senior-client origination plus responsibility for developing principals and future partners in mandate 539.
• Build the Partner – Organisation and Talent’s three-year succession and capability plan for the automotive-chip business, reducing dependence on individual executives and improving mobility across the wider Semiconductor organisation.

The first 12 months

• Days 1–90: Validate the automotive-chip business baseline, meet the 30 stakeholders most consequential to client demand for organisation advice tied directly to strategic delivery, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal Partner – Organisation and Talent portfolio and organisation choices for the automotive-chip business, 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 automotive-chip business trend against trusted counsel, senior-team effectiveness and repeatable intellectual property, 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 Partner – Organisation and Talent’s agreed first-year automotive-chip business value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A Partner – Organisation and Talent forecast that remains decision-useful across three consecutive quarters and reconciles the automotive-chip business’s operating, cash, customer and people assumptions.
• Closure of the Partner – Organisation and Talent mandate’s highest-priority automotive-chip business risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical automotive-chip business talent and ready-now successors for at least 70% of the Partner – Organisation and Talent’s direct reports.
• A quantified Partner – Organisation and Talent-owned improvement in the automotive-chip business operating constraint behind a design-win conversion gap, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 539: 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 Partner, Organisation Practice Leader or senior talent adviser in a institutionally backed Semiconductor or adjacent enterprise. In relation to the automotive-chip business, your Partner – Organisation and Talent 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 Partner – Organisation and Talent brief.

As a Partner – Organisation and Talent 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 €4,000 million and led an organisation of at least 675 people. Advisory seats require equivalent automotive-chip business client-value ownership and multi-disciplinary leadership.

For mandate 539, the board wants two transitions: a difficult automotive-chip business portfolio choice and a leadership-system change during a design-win conversion gap. As the prospective Partner – Organisation and Talent for this automotive-chip business, you must challenge optimistic cases and still create followership. References for mandate 539 must distinguish your contribution from the institution around you.

The Partner – Organisation and Talent must be based in Dresden; international relocation is supported, but this Semiconductor role is not designed as a remote appointment.

Non-negotiables

• Current or recent accountability at the level of Partner, Organisation Practice Leader or senior talent adviser, with direct exposure to a board, investment committee or equivalent Semiconductor governance forum.
• Proven Partner – Organisation and Talent ownership of at least €4,000 million and leadership of no fewer than 675 employees in a comparable automotive-chip business context.
• One completed Semiconductor or adjacent-sector example of client demand for organisation advice tied directly to strategic delivery 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 Partner – Organisation and Talent-level automotive-chip business consequences will not meet the bar.
• Willingness to meet the Dresden location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 539.

Compensation and terms

The anticipated Partner – Organisation and Talent package is €250,000–330,000 base + annual incentive, calibrated to the final automotive-chip business scope and the candidate’s current mix. Any long-term participation for mandate 539 follows standard vesting and performance conditions. The Partner – Organisation and Talent appointment in Dresden, centred on the automotive-chip business, offers regular exposure to the group board and the relevant risk and people committees. A structured client and conflict transition of up to 6 months can be accommodated for mandate 539.

Confidentiality

The client name, precise footprint and transaction history are outside this brief for mandate 539. They will be shared with qualified candidates under a mutual undertaking, and the composite facts here must not be reverse-engineered or circulated for mandate 539.