EVP – Operations Transformation — Advanced-Node Design Organisation

The mandate

An advanced-node design organisation is transitioning its roadmap while running legacy tape-outs. New process design kits, IP revisions, compute demand and verification standards overlap with committed customer milestones. Teams report progress differently and late integration discoveries consume scarce experts. The EVP – Operations Transformation will create one design-delivery system without interfering with engineering sign-off.

The remit covers approximately 1,300 employees and material partners across programme operations, design enablement, compute, IP integration, vendor coordination and release governance. The EVP reports to the Group Chief Executive or sponsor. Chief engineers own design correctness; this role owns flow, dependency, capacity and evidence for predictable execution.

Roadmap transition will be planned by reusable capability, not project label. Libraries, flows, verification environments and specialist skills mature at different rates. The EVP will identify common prerequisites and prevent each programme from independently solving the same enablement problem.

Tape-out readiness needs objective evidence. Block completion percentages hide unresolved interfaces, waivers, coverage and physical-design risk. The operating system will show critical path, decision age, compute consumption and sign-off dependencies. Schedule pressure cannot convert an unowned waiver into acceptance.

Compute and EDA resources require prioritisation by milestone consequence. Queues, licence peaks and inefficient reruns can delay several programmes. The EVP will improve forecasting, job policy and vendor capacity while ensuring security and access controls remain intact.

Learning must move between programmes without transferring confidential customer content improperly. Root causes from escapes, late changes and failed runs will become controlled flow improvements. Post-mortems need owners and effectiveness evidence.

Design configuration requires a single authoritative baseline. Process kits, libraries, memories, interface IP, constraints, verification models and tool versions must be compatible for the intended release. The EVP will ensure deviations state affected programmes and expiry, and that automation cannot silently update a dependency after a sign-off run begins.

Supplier support must match the calendar. Foundry and EDA experts often serve several customers and time zones, so a contract does not guarantee availability at a critical debug window. Programme operations will reserve escalation paths, define evidence packages and rehearse transfer of a case without exposing unrelated customer data.

Organisation incentives will favour resolved dependencies and quality of release, not superficial green status. Leaders who surface a late risk early should not be penalised relative to teams that defer disclosure. The EVP will establish retrospective measures covering re-spin cause, avoidable rerun, waiver ageing and reuse of verified assets.

Roadmap work also includes orderly retirement. Legacy flows, tool versions and verification environments cannot disappear until supported products, field obligations and reproducibility needs are understood. Decommission decisions need an owner, archive and tested retrieval path, preventing transition savings from destroying the ability to investigate an earlier design.

Customer engineering interfaces need planned capacity as well. Late requirement interpretation or validation feedback can invalidate internal schedules even when design work is progressing. Programme operations will record external decisions, expected evidence and ageing, escalating uncertainty rather than converting it into an assumed approval date.

The previous leader left after a short tenure. The appointment is urgent before concurrent milestones peak. The onsite Noida role can reshape programme operations and nominate key leaders.

What you will own

• Establish integrated roadmap and tape-out operating governance.
• Manage cross-programme IP, flow, compute and specialist dependencies.
• Define readiness evidence, waiver authority and decision escalation.
• Improve programme forecasting and design-cycle flow.
• Govern vendors and enablement investments against adoption.
• Transfer learning within confidentiality and access boundaries.
• Build programme and design-operations leadership.
• Report schedule, risk and resource truth to executive sponsors.

The first 12 months

In the first 45 days, map concurrent tape-outs and transition dependencies, identify hidden common constraints and review readiness for the next releases. Place interim governance on waivers and shared resources.

By month six, deploy one programme operating system, stabilise enablement and compute planning and close the longest critical decisions. Establish reusable transition assets and strengthen programme leadership.

At twelve months, improve milestone predictability to within 10%, reduce late integration rework by 30% and cut critical decision ageing by half. Ninety-five per cent of tape-outs should meet approved readiness evidence before release. No material escape should result from a known unaccepted waiver or uncontrolled IP version.

What the sponsor will measure

• Design progress expressed through sign-off evidence and dependency.
• Shared enablement delivered once and adopted across programmes.
• Compute and specialist capacity assigned to critical milestones.
• Waivers visible, owned and retired.
• Learning improving flow without crossing confidentiality boundaries.
• Operations supporting rather than diluting engineering authority.

The person

You bring 18–22 years in semiconductor design operations, engineering programme leadership or advanced-node delivery. You have coordinated multiple tape-outs and a node or roadmap transition. Generic project management without sign-off, IP and compute depth is insufficient.

Your prior perimeter should include 900 engineers and partners or several simultaneous advanced-node programmes. Evidence must include a tape-out you delayed, a shared dependency you resolved and measurable rework reduction.

Compensation and terms

Fixed compensation is ₹2.2–3.0 crore plus performance variable linked to predictability, readiness, flow, resource value and leadership. This permanent onsite Noida role reports to the Group Chief Executive or designated sponsor. A prompt transition is expected.

Confidentiality

The organisation, customers, nodes, IP, tape-outs and tools are confidential. Detail follows suitability, conflicts and signed confidentiality. Applicants must not contact vendors or employees to identify programmes.