SVP – Corporate Development — Advanced-Node Design Organisation

The mandate

An advanced-node design organisation is reconsidering equity investments, joint ventures and long-term agreements used to secure foundry, packaging and test capacity. The board has created an SVP – Corporate Development role to align transaction structure with usable capacity and roadmap economics.

Approximately 1,450 employees and material partners are affected across design, product, operations and functions. The SVP owns strategic transactions, partnerships, valuation, diligence, negotiation and post-deal governance and reports to the Group Chief Executive or sponsor.

Capacity rights must be technically specific. Node, process option, package, test, yield ownership, ramp priority and change control matter more than aggregate wafer numbers. Corporate development will ensure agreements match the product route and do not depend on later negotiation.

Diligence will cover equipment, technology licences, customer restrictions, capital plan and operational capability. Financial strength cannot substitute for technical qualification. Where an investment funds expansion, milestones and remedies should follow delivered usable capacity.

Option value requires clear triggers and cost. Prepayment, take-or-pay, equity and reservation each allocate downside differently. The SVP will compare them against demand probability and alternative elapsed time and expose stranded exposure.

Governance after signing is essential. Board seats, information rights and escalation must protect insight without creating control or confidentiality problems. Benefits will be tracked through qualified output, not transaction completion.

Competition and policy review belongs inside the deal case. Capacity collaborations can limit future sourcing, create customer concern or require regulatory notification. The SVP will obtain specialist advice early and value remedies, delay and disclosure rather than assume approval follows commercial agreement.

Intellectual-property access must survive the intended arrangement. Joint development, process data, masks and test content may have background and foreground rights that affect portability. Diligence will confirm who may use, modify, support and transfer each asset if the partnership ends or control changes.

Counterparty operating capacity needs direct evidence. Expansion schedules can look credible while equipment delivery, technicians, utilities or qualification resources lag. Corporate development will test milestones with operations, include independent verification and preserve rights to redirect capital when physical readiness fails.

Accounting and cash implications will be modelled with finance. Prepayments, equity stakes, minimum purchases and loss-sharing can create different balance-sheet and liquidity exposure. The SVP will avoid structures that hide a take-or-pay obligation inside an optimistic capacity forecast.

Post-deal teams need named owners, not an integration office detached from the roadmap. Engineering, supply, finance and commercial leaders will accept deliverables and report variance. The SVP remains accountable for changing the value case when delivery evidence differs from the signed thesis.

Customer consent may be needed when capacity ownership or manufacturing control changes. The transaction plan will identify notification, audit and requalification by programme and include the elapsed time before revenue can use the new route. Confidential deal process cannot become an excuse to surprise strategically important customers after signing.

Talent retention will target decision capability rather than broad populations. Key architecture, foundry-interface and partner-governance roles need willingness, terms and succession tested. Retention cost and failure scenarios will enter valuation, with fair individual processes managed by people leaders.

Every retained assumption will have a named owner and review date.

The appointment is urgent because live negotiations precede roadmap commitments. A small development team exists but needs semiconductor operating depth and authority to stop attractive but unusable deals.

What you will own

• Design capacity investments, partnerships and strategic agreements.
• Translate roadmap requirements into enforceable technical rights.
• Lead commercial, technical, legal and policy diligence.
• Value prepayment, equity, reservation and alternate options.
• Negotiate milestones, remedies, data and governance.
• Track post-deal qualified capacity and value.
• Reassess the transaction pipeline against execution capacity.
• Build Japan corporate-development leadership.

The first 12 months

In the first 60 days, review live deals, map actual technical rights and identify capital unsupported by qualification or priority. Present proceed, restructure or stop choices.

By month six, conclude priority arrangements with roadmap-aligned milestones and implement post-deal governance. Exit or renegotiate nominal capacity positions.

At twelve months, secure qualified capacity for 95% of protected roadmap demand, avoid or reallocate ¥20 billion of low-confidence exposure and keep delivered rights within 10% of deal assumptions. No material investment should depend on unspecified process, package or priority terms.

What the sponsor will measure

• Transaction rights matching exact technical capacity.
• Expansion funding tied to usable qualified output.
• Demand uncertainty priced into commitments.
• Diligence changing deal structure or recommendation.
• Governance preserving information and accountability.
• Willingness to stop deals despite sunk negotiation effort.

The person

You bring 22–28 years in semiconductor corporate development, investment, strategy or business leadership in Japan. You have negotiated capacity, technology or ecosystem transactions and stayed through delivery.

Your prior record should include more than ¥100 billion of transaction value. Evidence must include a capacity right you restructured, a diligence finding and a deal stopped. Japanese and English fluency are required.

Compensation and terms

Base compensation is ¥38–50 million plus annual incentive linked to protected capacity, transaction quality, capital value and leadership. This permanent onsite Tokyo role reports to the Group Chief Executive or designated sponsor. Live negotiations require prompt availability.

Confidentiality

The organisation, counterparties, transactions, roadmap and capacity terms remain confidential. Detail follows fit, conflicts and signed confidentiality. Applicants must not contact possible counterparties to identify the enterprise.