SVP – Product and Markets — Manufacturing-Technology Programme

The mandate

A Taiwan manufacturing-technology programme is recovering yield during the introduction of a new process and associated product offer. Customers are at different qualification stages, while marketing materials and supply forecasts assume a common readiness date. The planned replacement SVP – Product and Markets will decide what can be offered, to whom and with which evidence as capability stabilises.

Approximately 725 employees and material partners span technology, product, applications, operations and commercial teams. The SVP owns portfolio, market segmentation, product requirements, launch, pricing input and lifecycle and reports to the Group Chief Executive or sponsor.

Product readiness will distinguish engineering demonstration, controlled sample, customer qualification and production release. The SVP will ensure claims, quantities and warranties match each stage. No customer should design around a non-representative result unknowingly.

Yield distribution matters more than average when customer applications depend on particular parameters. Product decisions will use bin, reliability and test evidence and align scarce good output to qualification consequence.

Market priority will consider customer sponsorship, process fit, adoption time, contribution and strategic learning. The team will stop sample-intensive pursuits with weak conversion evidence and redirect applications support.

Pricing and concessions must reflect recovery cost without exploiting customer dependence. Commercial terms may exchange sample or priority access for forecast, qualification and technical cooperation.

The incumbent will retire with a structured handover. The successor must preserve customer history while resetting claims and portfolio priorities.

Reliability and lifecycle evidence must accompany ramp yield. Early production may meet electrical test while long-duration stress or field conditions remain incomplete. The SVP will distinguish what is known, bound sample use and avoid allowing urgent qualification to collapse independent quality review.

Product economics will include sort, retest, scrap, premium logistics, applications support and customer-specific screening. A high selling price can conceal a loss-making bin or variant. The leader will use full economics to simplify offers, reprice exceptional support or redirect engineering toward reusable improvement.

Change effectivity must reach every customer sample and production lot. Process, material, test-limit or firmware changes can improve yield but reset comparability. Product teams will record affected units, customer approval and evidence and will not blend pre- and post-change results in a launch claim.

Market communication will use confidence and review dates. A recovery forecast should state assumptions and next evidence, not convert an experiment result into a firm availability announcement. Distributor and applications teams will receive controlled messages and return customer feedback without embellishment.

End-of-life decisions remain part of product leadership. If a ramped technology replaces an older flow, the SVP will ensure notice, inventory, repair and support obligations are funded before capacity moves.

Competitive positioning must compare like conditions. A rival benchmark, published yield or customer claim may use different process, equipment, workload or maturity. The product team will source comparisons, state uncertainty and avoid sales narratives built on confidential or non-representative data.

Applications feedback will be structured. Customer failures, feature requests and integration effort should map to product requirements and roadmap decisions, with duplicate anecdotes consolidated and response ownership clear. The SVP will prevent the loudest account from becoming the entire market signal.

Product data governance covers datasheets, process instructions, evaluation results and sample traceability. Superseded material must be withdrawn from customer and channel repositories with records of who received the correction. Digital publication speed does not reduce approval requirements.

Customer complaints and returns will inform product-market priority only after technical classification, preventing isolated field events from distorting the roadmap or genuine recurring patterns from being diluted within aggregate yield.

What you will own

• Define readiness and claims by product and customer stage.
• Segment markets against stable process capability.
• Allocate qualification material and applications support.
• Govern portfolio, pricing, launch and lifecycle choices.
• Integrate yield evidence into product promise.
• Lead customer qualification and recovery communication.
• Stop low-confidence pursuits and variants.
• Build product and technical-marketing succession.

The first 12 months

In the first 60 days, classify product and customer readiness, review claims and allocation and meet exposed technical sponsors. Pause unsupported promises.

By month six, launch evidence-based product stages, resolve priority qualifications and redirect resources. Complete succession and portfolio economics.

At twelve months, improve qualification conversion by 12 points, achieve 95% adherence to protected customer gates and reduce unsupported sample consumption by 35%. No customer production use should involve undisclosed pre-production status. Product forecast error should fall 30%.

What the sponsor will measure

• Product claims matching process capability.
• Parameter distributions reflected in customer decisions.
• Qualification resources assigned to credible adoption.
• Pricing and concessions supporting reciprocal commitment.
• Weak pursuits stopped before consuming ramp capacity.
• Customer knowledge transferred through retirement.

The person

You bring 22–28 years in semiconductor product, applications or market leadership in Taiwan. You have managed a yield-constrained launch and customer qualifications.

Your prior scope should exceed NT$8 billion revenue or 500 employees and partners. Evidence must include a claim corrected, qualification allocation and pursuit stopped. Mandarin and English executive fluency are required.

Compensation and terms

Base compensation is NT$9–13 million plus annual incentive linked to qualification, product value, forecast, customer trust and succession. This permanent onsite Hsinchu role reports to the Group Chief Executive or designated sponsor. Timing supports the planned retirement.

Confidentiality

The programme, process, products, customers, yield and retirement plans remain confidential. Detail follows fit, conflicts and signed confidentiality. Applicants must not contact customers or employees to identify the organisation.