EVP – International Strategy — Automotive-Chip Business

The mandate

The investment committee has withheld further expansion pending clarity on international expansion that lacks explicit market-entry gates within a institutionally backed fabless, foundry or semiconductor-systems enterprise. The immediate arena is the automotive-chip business during a product-roadmap transition. For mandate 527, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The EVP – International Strategy operating perimeter covers approximately €8,750 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 EVP – International Strategy Semiconductor remit carries direct influence over roughly 1,575 colleagues and third-party capacity.

The group board and the relevant risk and people committees want a EVP – International Strategy who can convert ambiguity into a short list of explicit choices for the automotive-chip business. The EVP – International Strategy Semiconductor seat must resolve a product-roadmap transition, while preserving the underlying strengths of the automotive-chip business. For mandate 527, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The EVP – International Strategy’s first year on the automotive-chip business is expected to end with capital-efficient entry, partnership choices and timely exits. In mandate 527, 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 – International Strategy — Automotive-Chip Business seat, established because a product-roadmap transition now requires one accountable executive rather than distributed ownership. The board has classified the appointment as urgent and intends to move from qualified shortlist to offer within 6–8 weeks. Interim governance protects the automotive-chip business, but it is not a substitute for a permanent appointee. The external search remains confidential to avoid unnecessary disruption before the appointment is agreed.

What you will own

• Set the EVP – International Strategy 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 €8,750 million in design, manufacturing and customer programme portfolio, including allocation, risk acceptance and board forecasts.
• Lead the EVP – International Strategy Semiconductor organisation of about 1,575 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 product-roadmap transition, with EVP – International Strategy-approved owners, dated milestones and transparent escalation thresholds.
• Establish one EVP – International Strategy operating review across commercial, customer, financial, people, technology and risk outcomes for the automotive-chip business; remove reconciliations that obscure accountability.
• Demonstrate enterprise authority across functions and markets, with outcomes visible in cash, customers or controlled risk in mandate 527.
• Build the EVP – International Strategy’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 international expansion that lacks explicit market-entry gates, 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 – International Strategy 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 capital-efficient entry, partnership choices and timely exits, 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 – International Strategy’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 EVP – International Strategy 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 EVP – International Strategy 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 EVP – International Strategy’s direct reports.
• A quantified EVP – International Strategy-owned improvement in the automotive-chip business operating constraint behind a product-roadmap transition, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 527: 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, International Development Head or CSO in a institutionally backed Semiconductor or adjacent enterprise. In relation to the automotive-chip business, your EVP – International Strategy 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 – International Strategy brief.

As a EVP – International Strategy 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 €5,100 million and led an organisation of at least 1,100 people.

For mandate 527, the board wants two transitions: a difficult automotive-chip business portfolio choice and a leadership-system change during a product-roadmap transition. As the prospective EVP – International Strategy for this automotive-chip business, you must challenge optimistic cases and still create followership. References for mandate 527 must distinguish your contribution from the institution around you.

The EVP – International Strategy 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 EVP Strategy, International Development Head or CSO, with direct exposure to a board, investment committee or equivalent Semiconductor governance forum.
• Proven EVP – International Strategy ownership of at least €5,100 million and leadership of no fewer than 1,100 employees in a comparable automotive-chip business context.
• One completed Semiconductor or adjacent-sector example of international expansion that lacks explicit market-entry gates 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 – International Strategy-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 527.

Compensation and terms

The anticipated EVP – International Strategy 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 527 follows standard vesting and performance conditions. The EVP – International Strategy appointment in Dresden, centred on the automotive-chip business, 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 527.

Confidentiality

Client identity is withheld at this stage and will be disclosed under mutual confidentiality after an initial fit discussion for mandate 527. Rounded ranges and blended context prevent this document from being used to triangulate the organisation for mandate 527.