Joint Managing Director – Operations — Data-Centre Silicon Platform

The mandate

A data-centre silicon platform is transitioning its roadmap while supporting deployments of the current generation. New silicon, board, firmware and software milestones are managed separately, yet customers qualify the integrated system. Late changes in one layer consume lab capacity and delay another. The board has created an urgent Joint Managing Director – Operations appointment to establish end-to-end accountability without displacing architecture or commercial authority.

Approximately 900 employees and material partners span programme operations, engineering enablement, supply operations, customer deployment, quality and functions. The Joint Managing Director carries operating plan, resource, delivery, cash and transformation authority and reports to the Group Chief Executive and board. The Chief Executive retains enterprise direction; technical executives retain sign-off. This role makes their commitments executable together.

Roadmap readiness must follow dependencies, not calendar colour. Silicon tape-out, package, validation boards, firmware, compilers, thermal solutions and customer software each have entry evidence. The leader will expose the critical path and prevent a downstream date from remaining green after its prerequisite moves.

Current-generation obligations need protection. Key engineers cannot all transfer to the new roadmap while field defects, security updates and supply issues remain. The Joint Managing Director will define lifecycle staffing, escalation and decision rights and ensure transition savings do not erase customer support capability.

External supply is part of programme operations. Foundry slots, advanced packaging, memory, substrates and test capacity require staged commitments. The leader will connect demand confidence, technical maturity and flexibility, with clear exposure if a tape-out or customer date changes.

Customer deployment evidence will enter the operating plan. Samples, platform validation, workload performance, power and software readiness are not interchangeable milestones. Commercial optimism cannot redefine technical acceptance, while engineering cannot delay a customer decision without stating consequence and recovery.

The Joint Managing Director will also build management cadence across two senior centres of authority. Reserved matters, escalation and board reporting must be explicit so employees do not receive competing instructions. The new role is urgent because the next roadmap gates precede the annual organisation cycle.

Quality and security readiness will remain independent. A firmware workaround cannot compensate for an uncharacterised silicon issue without approved technical evidence, and a customer schedule cannot waive a security review. The operating leader will make decision ageing visible while preserving the specialists authorised to accept residual product risk.

Programme economics should follow the integrated platform. Re-spins, unused capacity, duplicated validation and delayed software adoption can migrate between budgets. Finance and operations will maintain one value bridge, including customer engineering and field support. A function meeting its cost target while shifting work downstream is not a platform improvement.

Security vulnerability response will be scheduled across generations, with owners for triage, disclosure, patch validation and customer deployment. The new roadmap cannot monopolise laboratories needed to reproduce a current-product issue.

What you will own

• Integrate silicon, package, board, firmware, software and customer deployment plans.
• Protect current-generation lifecycle support during resource transition.
• Govern shared engineering, lab, compute and external supply constraints.
• Stage foundry and packaging commitments against readiness and demand.
• Establish cross-executive decision rights, escalation and board reporting.
• Improve programme forecasting, cash and partner accountability.
• Lead customer operating recovery when integrated milestones move.
• Build programme and operations leadership across the platform.

The first 12 months

In the first 60 days, map the roadmap’s critical dependencies, reconcile customer commitments and identify resources counted across generations. Set one readiness and escalation system and bring unsupported external commitments to the board.

By month six, stabilise shared lab, compute and supply allocation, protect lifecycle support and make integrated customer milestones visible. Rephase commitments whose prerequisites are not credible and clarify executive decision rights.

At twelve months, achieve 90% milestone predictability within approved tolerance, reduce cross-layer decision ageing by 50% and deliver 95% of protected customer deployment gates. External capacity exposure should remain within the board envelope. No material field or security obligation may fail because expertise was transferred prematurely to the new roadmap.

What the board will measure

• Integrated system readiness replacing isolated functional dates.
• Current products supported while future products receive focused resources.
• Shared constraints decided against roadmap and customer consequence.
• External supply committed through evidence-based stages.
• Senior executives working through explicit authority rather than escalation politics.
• Customers receiving coherent recovery when dependencies move.

The person

You bring more than 28 years in semiconductor operations, product delivery or platform leadership, including data-centre silicon. You have coordinated silicon, systems, software and external manufacturing through a roadmap transition. Pure programme-office experience without executive resource and customer authority is insufficient.

Your prior scope should include at least 700 employees and partners or ₹5,000 crore of roadmap value. Evidence must cover a cross-layer milestone recovery, a generation-support trade-off and an external capacity commitment. You can operate effectively beside another senior managing director without creating shadow governance.

Compensation and terms

Fixed compensation is ₹5.0–7.5 crore plus performance variable and long-term incentive linked to roadmap delivery, customer outcomes, cash and leadership. This permanent onsite Hyderabad appointment reports to the Group Chief Executive and board. The roadmap timetable requires a timely start.

Confidentiality

The platform, roadmap, customers, products, suppliers and governance design are confidential. Identifying material follows suitability, conflicts and signed confidentiality. Applicants must not approach customers or partners to infer the enterprise.