Chief Product Officer — Packaging And Test Network

The mandate

A Korean packaging and test network is ramping new product families. Customer offers assume common readiness although qualification evidence differs by package and site. The board has created a Chief Product Officer role to decide what can be sold, sampled and scaled.

Approximately 1,000 employees and material partners span product, engineering, applications, operations and commercial teams. The CPO owns portfolio, requirements, product lifecycle, launch, pricing input and customer qualification and reports to the Group Chief Executive or sponsor.

Readiness will distinguish engineering demonstration, qualification, controlled production and volume release. Product claims, sample quantities and warranties must match the stage.

Yield distribution and reliability matter by application. Averages can conceal customer-critical tails. The CPO will integrate bin, test, package and stress evidence into product priority.

Portfolio economics will include sort, retest, NRE, test hardware, technical support and working capital. High revenue cannot justify a structurally unrepeatable variant.

Customer qualification resources will follow sponsorship, strategic reuse and credible adoption. Weak pursuits will stop. Change effectivity will reach samples, inventory and communications.

Reliability and customer mission profiles will govern product readiness. Package stress, thermal cycling, moisture, handling and long-life use require representative evidence. A passing generic qualification cannot support an application outside its limits, and urgent demand cannot compress independent technical review.

Test strategy will balance escape, false reject and capacity. Screens added during recovery may protect customers but can conceal the underlying process and damage contribution. The CPO will define containment, retirement evidence and customer disclosure and will separate screened yield from intrinsic recovery.

Material and process changes need one product record. New substrate, compound, supplier or assembly site may improve yield while resetting comparability. The team will identify affected lots, qualifications and customers, preserving evidence and preventing mixed populations from supporting a misleading launch claim.

Product lifecycle includes end-of-support. Test hardware, tooling, technical documents, spare material and failure-analysis capability must remain available for committed customers. Capacity cannot be reallocated to the new ramp until these obligations have funded owners.

Competitive intelligence will carry source and confidence. Customer anecdotes, supplier claims and published benchmarks are not equivalent. The CPO will identify assumptions, review dates and invalidating evidence and will avoid portfolio choices driven by the loudest account.

Applications and field feedback will be structured into product decisions. Complaints, integration effort and feature requests need technical classification and population before prioritisation. Isolated customer pressure should not distort the portfolio, while recurring evidence across accounts must not disappear inside aggregate yield.

Pricing and concessions will exchange scarce support for meaningful commitment. Qualification lots, engineering time and priority allocation may be tied to forecasts, shared test evidence or approval schedules. Product leaders will record these terms and avoid unpriced permanent customisation.

Product data governance will cover datasheets, qualification reports, sample records and customer portals. Superseded material must be withdrawn with recipient traceability. Digital publication speed does not reduce technical approval, and translations must preserve limitations and version.

Leadership succession will span product and market judgement. Successors should chair a qualification decision, portfolio exit or customer escalation under observation. Familiarity with the catalogue alone will not demonstrate readiness.

Commercial teams will receive controlled product training and an escalation route, preventing unsupported improvisation when customers ask whether a recovered process is ready for their specific application.

Sample inventory will reconcile stage, owner, customer purpose, shelf life and return or destruction obligation before additional material is approved.

The role is unplanned because functional coordination cannot resolve conflicts quickly enough during ramp. The onsite Seoul appointee will create accountable product leadership.

What you will own

• Define product readiness and release promise.
• Govern portfolio, qualification and lifecycle.
• Align yield evidence to market priorities.
• Decide sample and applications allocation.
• Build complete product economics.
• Lead customer technical communication.
• Control change and effectivity.
• Develop product leadership and succession.

The first 12 months

In the first 45 days, classify product and customer readiness, review claims and stop unsupported sample use.

By month six, resolve priority qualifications, simplify damaging variants and establish product economics and change governance.

At twelve months, improve qualification conversion by 12 points, reduce low-value variants by 20% and deliver 95% of protected gates. No customer production should use undisclosed pre-production material, and product forecast error should fall 30%.

What the sponsor will measure

• Product promise matching physical capability.
• Customer-critical yield distributions visible.
• Qualification resources focused on executable adoption.
• Full product complexity reflected in economics.
• Changes communicated through effectivity.
• Product leadership trusted by customers and plants.

The person

You bring 22–28 years in semiconductor product, package or applications leadership in South Korea. You have governed a yield-constrained launch and customer qualification.

Your prior scope should exceed ₩800 billion revenue or 700 employees and partners. Evidence must include a claim corrected, variant stopped and qualification allocation.

Compensation and terms

Base compensation is ₩580–800 million plus annual incentive and equity linked to qualification, product value, yield, customer trust and leadership. The permanent appointment is located onsite in Seoul and is accountable to the Group Chief Executive or nominated executive sponsor. Prompt availability is preferred.

Confidentiality

The network, products, customers, yield, qualifications and commercial cases remain confidential. Detail follows fit, conflicts and signed confidentiality. Applicants must not approach customers or suppliers to infer identity.