CIO – Enterprise Platforms — Manufacturing-Technology Programme

The mandate

A Taiwan manufacturing-technology programme requires enterprise and operational platform architecture that accommodates export-control requirements governing data, tools, vendors and support routes. The planned CIO – Enterprise Platforms will establish a compliant, usable architecture that allows technology teams to operate effectively within defined policy boundaries.

Approximately 1,500 employees and material partners depend on the technology perimeter. The CIO owns enterprise applications, manufacturing platforms, integration, infrastructure, cybersecurity, service, data governance and delivery and reports to the Group Chief Executive or sponsor. Legal specialists determine boundaries; business and engineering own data meaning.

Access will be task and data specific. Broad network separation can reduce productivity without controlling the actual technology. The CIO will translate approved matrices into identity, entitlement, logging and review and prevent nationality-based shortcuts.

Data transfer needs classification, lineage and purpose. Technical files, recipes, equipment logs and customer records cannot move through informal workarounds. Approved exchange should be fast enough for operations and preserve authoritative versions.

Vendor support requires controlled emergency routes. Remote diagnostics, patches and licences may be essential. Least privilege, monitoring, approval and shutdown must coexist with safe maintenance.

Resilience will test loss of a platform, vendor and data route. Backup without authorised recovery access is not useful. Temporary systems need owners and retirement dates.

Manufacturing-platform changes require validated states. Recipe, equipment, metrology, material and customer context must remain linked through integrations. The CIO will ensure a segmented system cannot release or schedule material from an incomplete or unapproved record and will preserve independent quality controls.

Master data will be governed as controlled operational content. Tool identity, process version, units, limits, customer restrictions and supplier codes can change downstream decisions. Maker-checker approval, impact analysis and rollback will replace direct edits whose effect cannot be reconstructed.

Identity lifecycle must handle employees, contractors, vendors and emergency accounts. Join, move, leave and licence changes will be reconciled quickly, with privileged activity reviewed. Personal access status will remain confidential and will not be inferred or broadcast through broad team lists.

Platform vendors need contractual exit and evidence rights. Data portability, logs, support geography, subcontractors and source access where appropriate will be agreed before reliance. The organisation will retain enough internal expertise to diagnose faults and govern change instead of outsourcing accountability.

Cutovers will be tested at representative volume and abnormal conditions. Daytime success with vendor engineers present does not establish readiness. Operators and support teams must demonstrate exception, reconciliation, rollback and restart before a legacy path retires.

Technology cost will include duplicate environments, controls, support and retained legacy. Benefits must be validated by finance and operations; moving manual work to engineers or security reviewers is not a platform saving.

Data retention and deletion need lawful, technical execution. Restricted design data may have customer, IP, audit and product-support obligations that outlast a programme. The CIO will establish holds, authorised archive, retrieval tests and deletion proof so segmentation does not create uncontrolled copies or destroy evidence.

Platform analytics and AI tools will respect source authority. Search and classification can help employees locate permitted information, but generated content cannot invent a process parameter or bypass an access boundary. Outputs will cite governing records, carry human review and be tested for cross-segment leakage before release.

The incumbent will retire after a structured handover. The onsite Hsinchu role will modernise platforms while preserving service and trusted local relationships.

What you will own

• Define enterprise and manufacturing-platform architecture.
• Implement approved identity, data and vendor-access boundaries.
• Govern integration, lineage, authoritative source and transfer.
• Protect operational technology and customer information.
• Test cyber and operational recovery under access constraints.
• Sequence modernisation and temporary-system retirement.
• Build product-oriented platform teams.
• Report limitations and risk to executive sponsors.

The first 12 months

In the first 60 days, map critical data and support flows, stop unsafe workarounds and identify recovery paths blocked by access. Establish interim controls.

By month six, deploy governed access and exchange for priority workflows, test vendor support and recovery and begin retiring duplicate repositories.

At twelve months, place 100% of controlled workflows under approved access, reduce manual transfer by 70% and meet recovery objectives for 95% of critical platforms. No material unauthorised transfer or production outage should arise from a known access gap. Modernisation delivery should remain within 10% of approved cost and timing.

What the sponsor will measure

• Controls applied to actual task and data risk.
• Approved exchange usable enough to prevent workarounds.
• Vendor access secure and operationally recoverable.
• Authoritative data preserved across segmented environments.
• Temporary platforms retired deliberately.
• Technology leaders not forced to make legal judgements.

The person

You bring 22–28 years in semiconductor CIO, manufacturing technology or controlled enterprise platforms, including Taiwan. You have redesigned access and data architecture after export or security requirements changed.

Your prior scope should include 1,000 employees and partners or NT$3 billion technology portfolio. Evidence must include a support route, data transfer and recovery test under restricted access. Mandarin and English fluency are required.

Compensation and terms

Base compensation is NT$14–20 million plus annual incentive and equity linked to compliant platforms, resilience, delivery, cyber and leadership. The role is a permanent Hsinchu-based appointment, operating onsite with accountability to the Group Chief Executive or designated executive sponsor. Timing supports the planned retirement.

Confidentiality

The programme, systems, controls, vendors, employees and data remain confidential. Detail follows suitability, conflicts and signed confidentiality. Applicants must not contact vendors or employees to identify the enterprise.