Managing Partner – Sector Advisory — Mixed-Signal Portfolio

The mandate

An advisory platform has been asked to support a mixed-signal portfolio of approximately 1,150 employees and material partners whose wafer, packaging and test commitments no longer match its customer and product priorities. Different functions use gross die, packaged units and revenue forecasts as capacity language, producing false choices. The firm is creating an urgent Managing Partner – Sector Advisory role to lead the client response and establish a credible India semiconductor proposition.

The Managing Partner owns client relationships, diagnostic integrity, engagement architecture, economics, specialist mobilisation and benefits assurance and answers to the Global Managing Partner and regional partner council. Client executives retain allocation and quality decisions. The adviser must create a common fact base and challenge, never become an unaccountable operating executive.

Capacity analysis will follow saleable units. Die size, wafer yield, package yield, test time, bin distribution and qualification differ by product. The practice will connect each constraint to customer demand and contractual consequence. A wafer-start recommendation that ignores final-test or package availability is not actionable.

Customer priority requires transparent criteria. Line-down consequence, qualification status, product alternatives, margin, strategic platform and forecast credibility may point differently. The Managing Partner will help create governance and scenarios, while ensuring commercial teams own communication and legal specialists test contractual exposure.

Flexibility has economic value. Foundry options, package alternates and additional test hardware may reduce concentration but require qualification, NRE and engineering capacity. The advisory case will price time and probability rather than label every second source as resilience.

Benefits must exclude channel loading, unsupported revenue and inventory shifted between entities. Finance will validate cash and margin after customer delivery. Engagement incentives cannot reward a recommendation to allocate product that quality has not released.

Data confidentiality needs careful architecture. Foundry yield, customer demand and pricing cannot be combined in unrestricted workspaces or reused across competing clients. The Managing Partner will establish clean teams, minimum necessary datasets and controlled aggregation, with documented destruction or return at engagement close.

The advisory team will also test behavioural consequences. Sales incentives based on booked lifetime value can exaggerate demand, while operations targets based on starts can overconsume constrained wafers. Recommendations will align measures to protected customer output and contribution without asking advisers to design individual employee compensation outside scope.

Implementation governance must survive the engagement. Client leaders will own allocation rules, override authority and periodic review after advisers leave. The practice will test a live exception and provide decision records, preventing a sophisticated model from becoming an abandoned spreadsheet or opaque algorithm.

The team will document when mix changes invalidate the model. Package conversions, bin demand and retest policy can shift the constraint quickly, so client owners need thresholds that trigger recalculation rather than annual refresh.

The unplanned appointment reflects immediate client demand and a gap in senior semiconductor depth. The partner will recruit a delivery bench before expanding sales and will decline work whose conflicts or technical requirements the firm cannot support.

What you will own

• Lead semiconductor capacity-allocation and portfolio advisory in India.
• Build good-unit economics across wafer, package and test constraints.
• Design customer-priority scenarios and executive decision governance.
• Evaluate flexibility, qualification, inventory and commercial remedies.
• Govern engagement quality, independence, economics and benefit proof.
• Originate work through demonstrated client outcomes.
• Recruit and develop semiconductor specialists and future partners.
• Protect technical and client authority throughout implementation.

The first 12 months

In the first 45 days, stabilise the anchor engagement, reconcile capacity units and trace the largest allocation conflicts. Correct unsupported benefit claims and agree decision criteria and roles with the client sponsor.

By month six, deliver implemented allocation and flexibility actions, establish finance-validated value and build the sector method and team. Develop a qualified pipeline within conflicts boundaries.

At twelve months, help the anchor client improve protected-order fulfilment by 15 points, reduce misaligned external capacity exposure by 25% and release verified value above ₹250 crore. The practice should secure ₹35 crore of quality-controlled revenue at target contribution with no major independence or engagement-quality finding.

What the partner council will measure

• Capacity expressed through qualified saleable output.
• Customer priority decisions supported by transparent consequence.
• Flexibility valued after qualification time and engineering cost.
• Client benefits validated after delivery, not at recommendation.
• Strong engagement economics without compromised independence.
• A genuine India semiconductor bench beyond one partner.

The person

You bring more than 28 years in semiconductors through advisory, business leadership or both, with mixed-signal and outsourced manufacturing depth. You have personally originated senior work and led capacity decisions through implementation. Generic supply-chain consulting is insufficient.

Your evidence should include more than ₹100 crore of cumulative advisory sales or comparable enterprise value, a customer allocation and a foundry or packaging negotiation. You can distinguish technical authority from client governance and will challenge lucrative but unsupported claims.

Compensation and terms

Fixed compensation is ₹5.0–7.5 crore plus performance variable and long-term incentive linked to client value, quality, contribution, origination and talent. This onsite Noida advisory role reports to the Global Managing Partner and regional partner council. Appointment and client work require conflicts clearance.

Confidentiality

The advisory platform, clients, product capacity, commercial terms and team are confidential. Detail follows reciprocal fit, independence review and signed undertakings. Applicants must not approach semiconductor companies to identify the mandate.