EVP – Risk and Resilience — Manufacturing-Technology Programme

The mandate

A deliberate change of pace is required to deal with board concern over resilience and inconsistent first-line ownership within a privately held fabless, foundry or semiconductor-systems enterprise. The immediate arena is the manufacturing-technology programme during a product-roadmap transition. For mandate 510, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The EVP – Risk and Resilience operating perimeter covers approximately ₹8,450 crore in design, manufacturing and customer programme portfolio, with activity spanning several manufacturing-technology programme customer, product and delivery clusters rather than a single asset. The EVP – Risk and Resilience Semiconductor remit carries direct influence over roughly 950 colleagues and third-party capacity.

The board and its investment committee want a EVP – Risk and Resilience who can convert ambiguity into a short list of explicit choices for the manufacturing-technology programme. The EVP – Risk and Resilience Semiconductor seat must resolve a product-roadmap transition, while preserving the underlying strengths of the manufacturing-technology programme. For mandate 510, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The EVP – Risk and Resilience’s first year on the manufacturing-technology programme is expected to end with risk appetite adherence, tested resilience and faster issue closure. In mandate 510, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

This is an urgent replacement for the EVP – Risk and Resilience — Manufacturing-Technology Programme seat following an accelerated leadership transition. Interim accountability is in place for the manufacturing-technology programme, but the board wants a permanent appointment within 6–8 weeks because a product-roadmap transition cannot remain under split ownership. The predecessor’s outcome is being handled neutrally and professionally. The external search remains confidential until the preferred candidate and transition plan are agreed.

What you will own

• Set the EVP – Risk and Resilience value-creation thesis for the manufacturing-technology programme, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately ₹8,450 crore in design, manufacturing and customer programme portfolio, including allocation, risk acceptance and board forecasts.
• Lead the EVP – Risk and Resilience Semiconductor organisation of about 950 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the manufacturing-technology programme economics and execution constraints created by a product-roadmap transition, with EVP – Risk and Resilience-approved owners, dated milestones and transparent escalation thresholds.
• Establish one EVP – Risk and Resilience operating review across commercial, customer, financial, people, technology and risk outcomes for the manufacturing-technology programme; remove reconciliations that obscure accountability.
• Demonstrate enterprise authority across functions and markets, with outcomes visible in cash, customers or controlled risk in mandate 510.
• Build the EVP – Risk and Resilience’s three-year succession and capability plan for the manufacturing-technology programme, reducing dependence on individual executives and improving mobility across the wider Semiconductor organisation.

The first 12 months

• Days 1–90: Validate the manufacturing-technology programme baseline, meet the 30 stakeholders most consequential to board concern over resilience and inconsistent first-line ownership, 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 – Risk and Resilience portfolio and organisation choices for the manufacturing-technology programme, 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 manufacturing-technology programme trend against risk appetite adherence, tested resilience and faster issue closure, 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 – Risk and Resilience’s agreed first-year manufacturing-technology programme value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A EVP – Risk and Resilience forecast that remains decision-useful across three consecutive quarters and reconciles the manufacturing-technology programme’s operating, cash, customer and people assumptions.
• Closure of the EVP – Risk and Resilience mandate’s highest-priority manufacturing-technology programme risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical manufacturing-technology programme talent and ready-now successors for at least 70% of the EVP – Risk and Resilience’s direct reports.
• A quantified EVP – Risk and Resilience-owned improvement in the manufacturing-technology programme operating constraint behind a product-roadmap transition, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 510: 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 Risk, Deputy CRO or Operational Resilience Head in a privately held Semiconductor or adjacent enterprise. In relation to the manufacturing-technology programme, your EVP – Risk and Resilience 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 – Risk and Resilience brief.

As a EVP – Risk and Resilience 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 ₹4,900 crore and led an organisation of at least 675 people.

For mandate 510, the board wants two transitions: a difficult manufacturing-technology programme portfolio choice and a leadership-system change during a product-roadmap transition. As the prospective EVP – Risk and Resilience for this manufacturing-technology programme, you must challenge optimistic cases and still create followership. References for mandate 510 must distinguish your contribution from the institution around you.

The EVP – Risk and Resilience role in Semiconductor is based in Chennai; 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 Risk, Deputy CRO or Operational Resilience Head, with direct exposure to a board, investment committee or equivalent Semiconductor governance forum.
• Proven EVP – Risk and Resilience ownership of at least ₹4,900 crore and leadership of no fewer than 675 employees in a comparable manufacturing-technology programme context.
• One completed Semiconductor or adjacent-sector example of board concern over resilience and inconsistent first-line ownership 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 – Risk and Resilience-level manufacturing-technology programme consequences will not meet the bar.
• Willingness to meet the Chennai location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 510.

Compensation and terms

The anticipated EVP – Risk and Resilience package is ₹2.2–3.0 crore fixed + performance variable, calibrated to the final manufacturing-technology programme scope and the candidate’s current mix. Any long-term participation for mandate 510 follows standard vesting and performance conditions. The EVP – Risk and Resilience appointment in Chennai, centred on the manufacturing-technology programme, offers regular exposure to the board and its investment committee. A notice period of up to 6 months can be accommodated for the selected executive in mandate 510.

Confidentiality

To protect the board, incumbent team and candidate, the organisation remains unnamed until a confidential conversation confirms mutual relevance for mandate 510. The operating facts have been rounded and blended expressly to remove identifying signals for mandate 510.