Chief Executive Officer — Mixed-Signal Portfolio

The mandate

An Indian mixed-signal portfolio has accumulated customer evaluations across power management, sensing and interface applications, but too few convert into dependable production. Engineering celebrates design selection, sales forecasts lifetime value and operations reserves external capacity before qualification evidence and customer launch timing converge. The board is creating a Chief Executive Officer seat to build one business system from product thesis through shipped, yielding and collected revenue.

The perimeter includes approximately 450 employees and material partners across design, applications, product engineering, commercial, operations, quality and corporate functions. The CEO carries P&L, cash, portfolio, customer, people and partner accountability and reports to the Group Chief Executive and board. Functional leaders retain technical authority; the CEO ensures their decisions reconcile to a common programme truth.

Design wins will be classified by evidence. A laboratory evaluation, nominated source, approved vendor status and released production order represent different probabilities and resource needs. The CEO will require named customer milestones, competitive position, qualification plan, price, forecast confidence and cancellation signals. Pipeline value cannot treat every socket as secured lifetime revenue.

Product investment needs sharper thresholds. Mixed-signal products can serve several applications, but every package, voltage, temperature and diagnostic variant adds validation and inventory. The CEO will decide where platform reuse is genuine and where an apparent adjacency distracts scarce analogue, layout and applications talent. Custom work requires recoverable economics or strategic reuse.

Foundry, assembly and test readiness must follow credible demand without waiting until launch. Long-lead wafers, masks, test hardware and qualified packaging create unavoidable commitments. The leader will establish staged authorisation tied to customer and yield evidence, negotiate flexibility and avoid both speculative inventory and preventable line-down.

Customer executive engagement is essential when programmes drift. The CEO must determine whether the obstacle is product performance, system redesign, customer funding, end-market demand or internal sponsorship. Teams should stop chasing a dormant award when evidence no longer supports conversion, even if removing it reduces headline pipeline.

Quality maturity must accompany commercial scale. Qualification escapes, datasheet guard-bands and customer returns need portfolio-level visibility, especially where one silicon platform serves several markets. The CEO will not permit applications pressure to narrow a failure population prematurely. Product discontinuation and lifetime supply will be funded as executive obligations, including mask retention, test support and customer notice.

Cash discipline extends to channel inventory and distributor registrations. Claims of end-customer demand must reconcile to consumption, stock and cancellation rights. Incentives will reward qualified production and collected contribution rather than registrations or shipments that later return. The CEO will set reserves and channel terms consistent with actual sell-through evidence.

This is a planned new appointment following the portfolio’s separation into an accountable business. Current technical and commercial executives remain important and are not interim placeholders. The CEO must form a cohesive leadership team without destabilising product delivery.

What you will own

• Carry portfolio P&L, cash, customer commitments, quality and people outcomes.
• Establish evidence-based stages from opportunity through qualified production.
• Decide product, customisation, package and application investment priorities.
• Align foundry, assembly, test and inventory commitments to conversion probability.
• Lead executive customer recovery and stop unsupported pursuits.
• Govern pricing, NRE, lifetime economics and programme risk.
• Build leadership succession across scarce technical and commercial roles.
• Report portfolio probability, capital and downside transparently to the board.

The first 12 months

In the first 60 days, review the thirty largest design wins, meet priority customers and reconcile qualification, capacity and revenue assumptions. Reclassify the pipeline and identify product or programme commitments that should pause. Confirm leadership accountabilities and immediate talent gaps.

By month six, introduce common conversion gates, reset portfolio and capacity decisions and resolve the largest delayed qualifications. Focus applications support on programmes with credible adoption paths and conclude commercial remedies for excessive custom work. The board should see a probability-weighted operating plan rather than a sales aspiration.

At twelve months, improve sample-to-qualified-production conversion by 15 percentage points, place 90% of capacity commitments against approved evidence and bring production forecast error below 15% for two quarters. Portfolio gross margin should improve by three points without deferred quality expense. No strategic customer launch should fail through a known unaddressed foundry, package or test readiness gap.

What the board will measure

• Design wins defined by objective customer and technical evidence.
• Product investment concentrated where platform and market advantage are real.
• External capacity committed at disciplined, reversible stages.
• Customers receiving senior decisions when launch assumptions change.
• Revenue, margin and cash forecasts reflecting conversion risk honestly.
• A leadership team able to scale beyond individual founders or experts.

The person

You bring more than 28 years in analogue, mixed-signal, power, sensor or semiconductor-systems leadership, including full business P&L. You have converted design pipelines into volume across foundry and outsourced assembly/test ecosystems. A pure sales or engineering career without enterprise accountability is insufficient.

Your prior remit should exceed US$250 million revenue, 300 employees and partners or a comparable product portfolio. Evidence must include a design win you stopped pursuing, a capacity commitment staged against qualification and a programme recovered with a customer executive. India and global semiconductor relationships are expected.

Compensation and terms

Fixed compensation is ₹5.0–7.5 crore plus performance variable and long-term incentive linked to conversion, margin, cash, quality and leadership. This permanent hybrid Bengaluru appointment reports to the Group Chief Executive and board and requires international travel. Start timing will follow the planned business formation.

Confidentiality

The portfolio, products, customers, design wins, suppliers and financial cases are confidential. Detail follows suitability, conflicts and signed confidentiality. Applicants must not contact foundries, customers or employees to infer the enterprise.