EVP – Operations Transformation — Advanced-Node Design Organisation

The mandate

Customer and operating evidence now point to an operations reset after service and cost drift within a multinational-owned fabless, foundry or semiconductor-systems enterprise. The immediate arena is the advanced-node design organisation during a product-roadmap transition. For mandate 508, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The EVP – Operations Transformation operating perimeter covers approximately ₹5,850 crore in design, manufacturing and customer programme portfolio, with activity spanning several advanced-node design organisation customer, product and delivery clusters rather than a single asset. The EVP – Operations Transformation Semiconductor remit carries direct influence over roughly 1,300 colleagues and third-party capacity.

The chair, executive committee and principal capital sponsors want a EVP – Operations Transformation who can convert ambiguity into a short list of explicit choices for the advanced-node design organisation. The EVP – Operations Transformation Semiconductor seat must resolve a product-roadmap transition, while preserving the underlying strengths of the advanced-node design organisation. For mandate 508, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The EVP – Operations Transformation’s first year on the advanced-node design organisation is expected to end with stable delivery, structurally lower cost and accountable operating rhythms. In mandate 508, 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 – Operations Transformation — Advanced-Node Design Organisation seat following an accelerated leadership transition. Interim accountability is in place for the advanced-node design organisation, 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 – Operations Transformation value-creation thesis for the advanced-node design organisation, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately ₹5,850 crore in design, manufacturing and customer programme portfolio, including allocation, risk acceptance and board forecasts.
• Lead the EVP – Operations Transformation Semiconductor organisation of about 1,300 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the advanced-node design organisation economics and execution constraints created by a product-roadmap transition, with EVP – Operations Transformation-approved owners, dated milestones and transparent escalation thresholds.
• Establish one EVP – Operations Transformation operating review across commercial, customer, financial, people, technology and risk outcomes for the advanced-node design organisation; remove reconciliations that obscure accountability.
• Demonstrate enterprise authority across functions and markets, with outcomes visible in cash, customers or controlled risk in mandate 508.
• Build the EVP – Operations Transformation’s three-year succession and capability plan for the advanced-node design organisation, reducing dependence on individual executives and improving mobility across the wider Semiconductor organisation.

The first 12 months

• Days 1–90: Validate the advanced-node design organisation baseline, meet the 30 stakeholders most consequential to an operations reset after service and cost drift, 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 – Operations Transformation portfolio and organisation choices for the advanced-node design organisation, 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 advanced-node design organisation trend against stable delivery, structurally lower cost and accountable operating rhythms, 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 – Operations Transformation’s agreed first-year advanced-node design organisation value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A EVP – Operations Transformation forecast that remains decision-useful across three consecutive quarters and reconciles the advanced-node design organisation’s operating, cash, customer and people assumptions.
• Closure of the EVP – Operations Transformation mandate’s highest-priority advanced-node design organisation risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical advanced-node design organisation talent and ready-now successors for at least 70% of the EVP – Operations Transformation’s direct reports.
• A quantified EVP – Operations Transformation-owned improvement in the advanced-node design organisation operating constraint behind a product-roadmap transition, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 508: 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 Operations, COO or Transformation Director in a multinational-owned Semiconductor or adjacent enterprise. In relation to the advanced-node design organisation, your EVP – Operations Transformation 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 – Operations Transformation brief.

As a EVP – Operations Transformation candidate, you bring 18–22 years of progressive Semiconductor or adjacent-sector experience, consistent with the 18-22 experience band. At minimum, you have carried a P&L, book, budget or accountable portfolio of ₹3,400 crore and led an organisation of at least 900 people.

For mandate 508, the board wants two transitions: a difficult advanced-node design organisation portfolio choice and a leadership-system change during a product-roadmap transition. As the prospective EVP – Operations Transformation for this advanced-node design organisation, you must challenge optimistic cases and still create followership. References for mandate 508 must distinguish your contribution from the institution around you.

The EVP – Operations Transformation role in Semiconductor is based in Noida; 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 Operations, COO or Transformation Director, with direct exposure to a board, investment committee or equivalent Semiconductor governance forum.
• Proven EVP – Operations Transformation ownership of at least ₹3,400 crore and leadership of no fewer than 900 employees in a comparable advanced-node design organisation context.
• One completed Semiconductor or adjacent-sector example of an operations reset after service and cost drift 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 – Operations Transformation-level advanced-node design organisation consequences will not meet the bar.
• Willingness to meet the Noida location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 508.

Compensation and terms

The anticipated EVP – Operations Transformation package is ₹2.2–3.0 crore fixed + performance variable, calibrated to the final advanced-node design organisation scope and the candidate’s current mix. Any long-term participation for mandate 508 follows standard vesting and performance conditions. The EVP – Operations Transformation appointment in Noida, centred on the advanced-node design organisation, offers regular exposure to the chair, executive committee and principal capital sponsors. A notice period of up to 6 months can be accommodated for the selected executive in mandate 508.

Confidentiality

This search is being conducted without naming the client for mandate 508. Identifying information will follow only when both sides elect to proceed under confidentiality; nothing in the published mandate should be treated as a clue to ownership or brand for mandate 508.