Chief Strategy Officer — Manufacturing-Technology Programme

The mandate

The enterprise is entering a phase in which leadership must resolve strategy cycles producing choices without resource consequences within a privately held fabless, foundry or semiconductor-systems enterprise. The immediate arena is the manufacturing-technology programme during a product-roadmap transition. For mandate 546, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The Chief Strategy Officer operating perimeter covers approximately NT$7,300 million in design, manufacturing and customer programme portfolio, with activity spanning several manufacturing-technology programme customer, product and delivery clusters rather than a single asset. The Chief Strategy Officer Semiconductor remit carries direct influence over roughly 475 colleagues and third-party capacity.

The board and its investment committee want a Chief Strategy Officer who can convert ambiguity into a short list of explicit choices for the manufacturing-technology programme. The Chief Strategy Officer Semiconductor seat must resolve a product-roadmap transition, while preserving the underlying strengths of the manufacturing-technology programme. For mandate 546, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The Chief Strategy Officer’s first year on the manufacturing-technology programme is expected to end with fewer priorities, explicit trade-offs and a funded execution path. In mandate 546, 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 Chief Strategy Officer — Manufacturing-Technology Programme seat following an accelerated leadership transition. Interim accountability is in place for the manufacturing-technology programme, 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 Chief Strategy Officer value-creation thesis for the manufacturing-technology programme, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately NT$7,300 million in design, manufacturing and customer programme portfolio, including allocation, risk acceptance and board forecasts.
• Lead the Chief Strategy Officer Semiconductor organisation of about 475 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the manufacturing-technology programme economics and execution constraints created by a product-roadmap transition, with Chief Strategy Officer-approved owners, dated milestones and transparent escalation thresholds.
• Establish one Chief Strategy Officer operating review across commercial, customer, financial, people, technology and risk outcomes for the manufacturing-technology programme; remove reconciliations that obscure accountability.
• Have converted strategy into explicit capital and resource choices and then tracked execution through board governance in mandate 546.
• Build the Chief Strategy Officer’s three-year succession and capability plan for the manufacturing-technology programme, reducing dependence on individual executives and improving mobility across the wider Semiconductor organisation.

The first 12 months

• Days 1–90: Validate the manufacturing-technology programme baseline, meet the 30 stakeholders most consequential to strategy cycles producing choices without resource consequences, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal Chief Strategy Officer portfolio and organisation choices for the manufacturing-technology programme, 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 manufacturing-technology programme trend against fewer priorities, explicit trade-offs and a funded execution path, 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 Chief Strategy Officer’s agreed first-year manufacturing-technology programme value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A Chief Strategy Officer forecast that remains decision-useful across three consecutive quarters and reconciles the manufacturing-technology programme’s operating, cash, customer and people assumptions.
• Closure of the Chief Strategy Officer mandate’s highest-priority manufacturing-technology programme risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical manufacturing-technology programme talent and ready-now successors for at least 70% of the Chief Strategy Officer’s direct reports.
• A quantified Chief Strategy Officer-owned improvement in the manufacturing-technology programme operating constraint behind a product-roadmap transition, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 546: 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 Chief Strategy Officer, EVP Strategy or Corporate Development Head in a privately held Semiconductor or adjacent enterprise. In relation to the manufacturing-technology programme, your Chief Strategy Officer 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 Chief Strategy Officer brief.

As a Chief Strategy Officer candidate, you bring 22–28 years of progressive Semiconductor or adjacent-sector experience, consistent with the 22-28 experience band. At minimum, you have carried a P&L, book, budget or accountable portfolio of NT$4,250 million and led an organisation of at least 325 people.

For mandate 546, the board wants two transitions: a difficult manufacturing-technology programme portfolio choice and a leadership-system change during a product-roadmap transition. As the prospective Chief Strategy Officer for this manufacturing-technology programme, you must challenge optimistic cases and still create followership. References for mandate 546 must distinguish your contribution from the institution around you.

The Chief Strategy Officer must be based in Hsinchu; international relocation is supported, but this Semiconductor role is not designed as a remote appointment.

Non-negotiables

• Current or recent accountability at the level of Chief Strategy Officer, EVP Strategy or Corporate Development Head, with direct exposure to a board, investment committee or equivalent Semiconductor governance forum.
• Proven Chief Strategy Officer ownership of at least NT$4,250 million and leadership of no fewer than 325 employees in a comparable manufacturing-technology programme context.
• One completed Semiconductor or adjacent-sector example of strategy cycles producing choices without resource consequences 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 Chief Strategy Officer-level manufacturing-technology programme consequences will not meet the bar.
• Willingness to meet the Hsinchu location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 546.

Compensation and terms

The anticipated Chief Strategy Officer package is NT$9–13 million base + annual incentive, calibrated to the final manufacturing-technology programme scope and the candidate’s current mix. Any long-term participation for mandate 546 follows standard vesting and performance conditions. The Chief Strategy Officer appointment in Hsinchu, centred on the manufacturing-technology programme, offers regular exposure to the board and its investment committee. A notice period of up to 6 months can be accommodated for the selected executive in mandate 546.

Confidentiality

The organisation will be identified only after reciprocal interest and a confidentiality undertaking for mandate 546. The market, scale and situation in this brief are intentionally composite and are not a coded description of a named enterprise for mandate 546.