Regional Chief Financial Officer — Packaging And Test Network

The mandate

A South Korean packaging and test network is revising customer and technology flows to align with changing operational boundaries. Asset utilisation, customer contracts, inventory and capital forecasts require updating to reflect the current perimeter. An urgent Regional Chief Financial Officer will translate approved boundaries into financial truth.

Approximately 875 employees and material partners fall within sites, laboratories, commercial and functions. The CFO owns planning, control, treasury, tax, programme finance, investment, audit and statutory compliance and reports to the Group Chief Executive and relevant board committee. Legal specialists decide permissibility; finance ensures plans and recognition do not outrun it.

Asset economics require reassessment. Packaging and test equipment may remain physically useful but lose service access, permitted customers or compatible products. Impairment, useful life and capital cases must reflect viable qualified demand rather than nominal installed capacity.

Contracts need programme-level review. Customer volume, cancellation, tooling ownership, liability and change terms may alter if a route moves. Revenue and contract assets require acceptance evidence; commercial optimism cannot support collectability.

Inventory carries genealogy and end-use restriction. Die, substrates, components and finished goods must reconcile to customer rights, shelf life and permitted destination. Stock cannot be treated as fungible to preserve accounting value.

Liquidity planning will cover customer pauses, vendor commitments, retention and alternate qualification. Treasury actions should follow approved exposure. Supplier payments cannot be delayed unilaterally to offset a policy-driven cash gap.

The position is unplanned because the finance model did not keep pace with the response. The CFO can strengthen controls and talent quickly while preserving independent audit and board access.

Transfer pricing and customs consequences need specialist review when process steps or ownership move between countries. Tooling charges, engineering services, customer-owned material and subcontract processing may create taxes or permanent-establishment exposure. The CFO will ensure commercial urgency does not produce undocumented cross-border flows or incentives unsupported by eligible activity.

Government support and investment commitments must be reconciled to the revised operating perimeter. Grants, tax benefits or employment undertakings may include milestones affected by delayed equipment or customer routes. Finance will disclose the change, quantify clawback and propose lawful remedies rather than assume policy disruption automatically waives obligations.

Sensitive payment and vendor controls will be strengthened. Urgent licences, specialist advisers and substitute suppliers increase fraud, conflict and bribery exposure. Beneficiary, ownership, service evidence and approval must be checked before payment. No tape-out or shipment date justifies an unverified intermediary.

Scenario reporting will distinguish reversible timing from permanent loss. A delayed customer may recover; unavailable support can strand an asset; a prohibited route may remove the opportunity entirely. The board will see triggers and cash consequence for each, with management overlays documented and back-tested.

Insurance, warranty and indemnity need review against the revised flow. Customer claims may fall outside coverage when process location, equipment support or end use changes. The CFO will map uninsured downside and claims evidence and ensure a contractual remedy is not reported as cash until enforceability and collection are credible.

Finance talent must reach operating sites. Controllers should understand lot status, equipment qualification and customer ownership rather than rely on ledger labels. The CFO will rotate and develop leaders, preserve segregation of duties and establish succession for statutory and programme-finance roles during the response.

What you will own

• Rebuild financial plans around approved customer and technology routes.
• Reassess equipment, inventory, contracts and capital commitments.
• Govern revenue, impairment, provisions and disclosure.
• Establish cash, currency and vendor exposure scenarios.
• Maintain Korean statutory, tax and audit requirements.
• Support contract and footprint changes with complete economics.
• Protect sensitive finance and programme information.
• Build strong plant and commercial finance leadership.

The first 12 months

In the first 45 days, map affected programmes, assets and inventory with legal and operating leaders, correct unsupported accounting assumptions and establish a thirteen-week cash view.

By month six, complete asset and contract decisions, restructure commitments and implement programme finance and inventory controls. Align capital to the approved operating perimeter.

At twelve months, resolve 95% of material affected contracts and assets, keep monthly cash forecast within 8% and complete audit without significant control finding. Every restricted inventory balance should have confirmed ownership, condition and lawful route. No investment may rely on unapproved service or customer access.

What the board will measure

• Assets valued against viable qualified use.
• Inventory traceable to lawful customer and product routes.
• Revenue supported by deliverable acceptance.
• Cash plans reflecting asymmetric transition timing.
• Investment and contract decisions grounded in full downside.
• Independent finance leadership under policy pressure.

The person

You bring 22–28 years in semiconductor finance, including packaging, test or outsourced manufacturing in South Korea. You have managed export-control, sanctions or comparable access change and revised assets or contracts accordingly.

Your prior remit should include ₩1 trillion revenue or 600 employees and partners. Evidence must cover an impairment, restricted inventory decision and liquidity response. Korean and English fluency and board-committee credibility are essential.

Compensation and terms

Base compensation is ₩580–800 million plus annual incentive and equity linked to cash, control, asset decisions, compliance and leadership. This permanent onsite Seoul role reports to the Group Chief Executive and relevant board committee. The active response favours prompt availability.

Confidentiality

The network, customers, policy analysis, equipment, inventory and accounts remain confidential. Detail follows fit, conflicts and signed confidentiality. Applicants must not approach customers, vendors or advisers to infer the enterprise.