Regional Chief Executive Officer — Manufacturing-Technology Programme

The mandate

A recent strategy review exposed redefinition of the regional portfolio after uneven market performance within a privately held fabless, foundry or semiconductor-systems enterprise. The immediate arena is the manufacturing-technology programme during a design-win conversion gap. For mandate 522, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The Regional Chief Executive Officer operating perimeter covers approximately NT$6,600 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 Regional Chief Executive Officer Semiconductor remit carries direct influence over roughly 1,725 colleagues and third-party capacity.

The board and its investment committee want a Regional Chief Executive Officer who can convert ambiguity into a short list of explicit choices for the manufacturing-technology programme. The Regional Chief Executive Officer Semiconductor seat must resolve a design-win conversion gap, while preserving the underlying strengths of the manufacturing-technology programme. For mandate 522, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The Regional Chief Executive Officer’s first year on the manufacturing-technology programme is expected to end with profitable regional growth and sharper market choices. In mandate 522, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

The Regional Chief Executive Officer — Manufacturing-Technology Programme requirement was not included in the approved hiring calendar. It became urgent after a design-win conversion gap created an immediate need for one accountable owner of the manufacturing-technology programme. Interim coverage protects essential decisions, but split ownership cannot continue through the next operating gate. The board intends to move from qualified shortlist to offer within 4–6 weeks while preserving confidential, evidence-led diligence.

What you will own

• Set the Regional Chief Executive 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$6,600 million in design, manufacturing and customer programme portfolio, including allocation, risk acceptance and board forecasts.
• Lead the Regional Chief Executive Officer Semiconductor organisation of about 1,725 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 design-win conversion gap, with Regional Chief Executive Officer-approved owners, dated milestones and transparent escalation thresholds.
• Establish one Regional Chief Executive Officer operating review across commercial, customer, financial, people, technology and risk outcomes for the manufacturing-technology programme; remove reconciliations that obscure accountability.
• Show personal ownership of a whole-enterprise choice involving capital, customers and leadership, not merely sponsorship of a functional programme in mandate 522.
• Build the Regional Chief Executive 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 redefinition of the regional portfolio after uneven market performance, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal Regional Chief Executive 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 profitable regional growth and sharper market choices, 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 Regional Chief Executive 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 Regional Chief Executive 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 Regional Chief Executive 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 Regional Chief Executive Officer’s direct reports.
• A quantified Regional Chief Executive Officer-owned improvement in the manufacturing-technology programme operating constraint behind a design-win conversion gap, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 522: 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 Regional CEO, Area President or multi-country Business Head in a privately held Semiconductor or adjacent enterprise. In relation to the manufacturing-technology programme, your Regional Chief Executive 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 Regional Chief Executive Officer brief.

As a Regional Chief Executive Officer candidate, you bring 28+ years of progressive Semiconductor or adjacent-sector experience, consistent with the 28-plus experience band. At minimum, you have carried a P&L, book, budget or accountable portfolio of NT$3,850 million and led an organisation of at least 1,200 people.

For mandate 522, the board wants two transitions: a difficult manufacturing-technology programme portfolio choice and a leadership-system change during a design-win conversion gap. As the prospective Regional Chief Executive Officer for this manufacturing-technology programme, you must challenge optimistic cases and still create followership. References for mandate 522 must distinguish your contribution from the institution around you.

The Regional Chief Executive 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 Regional CEO, Area President or multi-country Business Head, with direct exposure to a board, investment committee or equivalent Semiconductor governance forum.
• Proven Regional Chief Executive Officer ownership of at least NT$3,850 million and leadership of no fewer than 1,200 employees in a comparable manufacturing-technology programme context.
• One completed Semiconductor or adjacent-sector example of redefinition of the regional portfolio after uneven market performance 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 Regional Chief Executive 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 522.

Compensation and terms

The anticipated Regional Chief Executive Officer package is NT$21–30 million base + annual incentive and equity, calibrated to the final manufacturing-technology programme scope and the candidate’s current mix. Any long-term participation for mandate 522 follows standard vesting and performance conditions. The Regional Chief Executive 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 522.

Confidentiality

Client identity is withheld at this stage and will be disclosed under mutual confidentiality after an initial fit discussion for mandate 522. Rounded ranges and blended context prevent this document from being used to triangulate the organisation for mandate 522.