Regional Chief Executive Officer — Manufacturing-Technology Programme

The mandate

A Taiwan manufacturing-technology programme has secured strong customer evaluation interest, but adoption stalls between demonstration and qualified production. Pilot results are generated with specialist support, reference materials and controlled conditions that do not always transfer to customer fabs. The board has created a Regional Chief Executive appointment to own conversion through sustained process use.

Approximately 1,725 employees and material partners span technology development, applications, field engineering, supply, operations, commercial and functions. The CEO carries regional P&L, cash, customer, quality, partner, capital and people accountability and reports to the Group Chief Executive and board.

Conversion stages will be defined by customer evidence: technical evaluation, process integration, reliability, tool matching, production release and repeat order. A positive experiment is not a design win, and a design win is not revenue until the customer’s production route and economics are clear.

Transferability must be tested. Materials, equipment configuration, environment, metrology and operator practice can change outcomes. The CEO will require reproducibility across representative customer conditions and will not scale claims from a protected demonstration without confidence intervals and known limitations.

Field resources need hard priorities. Applications engineers can be consumed by customers with academic interest or weak production sponsorship. The regional leader will allocate support against adoption milestones, strategic learning and revenue probability, while ending pursuits that no longer meet evidence.

Supply readiness includes critical materials, spares, calibration, field service and data access. Commitments should be staged against qualification and customer ramp. Taiwan ecosystem partnerships will be governed for intellectual property, exclusivity and long-term service.

The role is urgent because a leadership gap emerged after the programme outgrew functional coordination. The CEO may reshape the regional team but must preserve technical authority and trusted customer relationships.

Product economics will include adoption effort. Customer process integration, applications engineering, trial material, on-site support and yield learning can consume value long before repeat orders. The CEO will compare contribution after these costs and decide whether a strategically useful learning programme deserves explicit subsidy rather than allowing its loss to remain hidden.

Intellectual property generated with customers and ecosystem partners needs clear ownership and reuse rights. Evaluation data, process recipes and equipment settings may be jointly developed. The regional leader will ensure agreements enable support and future learning without exposing another customer’s confidential information or promising exclusivity inadvertently.

Quality and safety authority remain independent during conversion pressure. A customer willing to accept risk does not permit shipment outside an approved technical status. Deviations, sample conditions and experimental use require documented scope, expiry and traceability. The CEO will reward teams for surfacing weak evidence early rather than maintaining optimistic milestone colour.

Regional workforce plans will address the field-engineering load after adoption. Production customers require rapid response across shifts, languages and sites. Hiring and training must precede scale, with escalation and fatigue controls. A technology cannot be called commercially ready if only the development team can keep it operating.

Capital will follow reproducibility rather than enthusiasm. New demonstration equipment, local laboratories and service hubs require customer and process evidence, utilisation scenarios and trained operators. The CEO will stop or stage investments when adoption milestones move and will not count a vendor-supported pilot as proof of independently sustainable regional capability.

What you will own

• Carry regional P&L, cash, customer adoption, quality and people outcomes.
• Define evidence gates from evaluation through repeat production use.
• Ensure technology transferability beyond protected pilot conditions.
• Allocate field, laboratory and engineering resources to conversion.
• Build supply and service readiness for qualified customer ramps.
• Govern ecosystem partnerships and intellectual-property boundaries.
• Stop low-confidence pursuits and reallocate capital promptly.
• Build regional technical-commercial succession.

The first 12 months

In the first 60 days, review the largest evaluations, meet customer technical and executive sponsors and identify the gaps between pilot and production conditions. Reclassify conversion probability and resource commitments.

By month six, reproduce priority processes at customer-representative conditions, resolve service and supply constraints and secure defined production-release paths. Remove dormant pursuits and strengthen applications leadership.

At twelve months, improve evaluation-to-production conversion by 15 percentage points, achieve 95% of protected qualification gates and deliver repeat production orders from three priority customers. Regional forecast error should fall below 15%, with no material customer claim based on non-representative pilot evidence.

What the board will measure

• Customer adoption described by production evidence.
• Pilot performance reproduced under representative conditions.
• Field talent concentrated on executable programmes.
• Supply and service ready before commercial scale.
• Partnerships preserving rights and customer support.
• Regional growth producing cash and credible repeat use.

The person

You bring more than 28 years in semiconductor manufacturing technology, equipment, materials or process solutions, including Taiwan P&L. You have converted customer evaluations into qualified fab adoption and repeat revenue.

Your prior scope should exceed NT$15 billion revenue or 1,200 employees and partners. Evidence must include a failed pilot transfer, a pursuit you stopped and a customer ramp recovered. Mandarin and English executive fluency and deep Hsinchu ecosystem credibility are required.

Compensation and terms

Base compensation is NT$21–30 million plus annual incentive and equity linked to conversion, customer value, cash, quality and leadership. This permanent onsite Hsinchu role reports to the Group Chief Executive and board. Availability should reflect live customer adoption decisions.

Confidentiality

The programme, technology, customers, pilot data, partners and financials remain private. Further detail follows qualification, conflicts and signed confidentiality. Applicants must not contact fabs or suppliers to identify the company.