Head of Engineering Programme Management

The Program Manager (PM) in ESBU owns end‑to‑end execution of customer‑funded engineering systems programs, from demand signal through delivery, installation, and customer acceptance. The role combines technical program management, operational execution, supplier coordination, and cross‑BU governance. The PM is accountable for delivering complex test cell and insertion solutions on time, to quality, and with clear ownership across Advantest and its partners. This is a delivery‑owning execution role, not a coordination‑only PM position.

Key Responsibilities

End‑to‑End Program Ownership

Own full lifecycle execution of ESBU programs:

Forecast and demand alignment

Ordering and BOM readiness

Manufacturing, system integration, and assembly

Shipment, installation, and customer buy‑off

Act as the single point of accountability for ESBU delivery commitments.

Forecast, Demand & Delivery Alignment

Drive monthly demand planning and delivery plans for ESBU‑owned systems.

Align Business Development/ Sales FCST, customer CRDs, and operational readiness (CRD vs. SSD vs. “ready‑for‑test”).

Establish predictable execution of cadence and transparency across stakeholders.

Cross‑Functional & Global Coordination

Lead execution across globally distributed teams, including:

ESBU engineering (HW, SW, system integration)

Product Units (e.g., V93k PU)

Operations and logistics

Field Service and installation

Navigate time zone, cultural, and organizational differences while driving alignment, ownership, and timely decision‑making.

Participate in ESBU staff meetings to align execution priorities and resolve ownership gaps.

Supplier & Partner Program Management

Coordinate execution across multiple external suppliers and partners.

Align delivery plans, capacity assumptions, changes, risks, and mitigations.

Drive escalation and resolution jointly with suppliers and internal stakeholders.

Ordering, BOM & Process Governance

Own ESBU execution processes for:

BOM definition and approval

Ordering workflows and approvals

Handover to operations and logistics

Ensure processes are clearly defined, scalable, and consistently followed

Identify and close process gaps impacting execution.

KPI, Risk & Issue Management

Define, track, and drive execution of KPIs (schedule adherence, readiness, system quality at handover).

Proactively identify risks across supply, integration, ownership, and execution.

Lead mitigation planning and elevate decisively when required.

Executive, Customer & Stakeholder Communication

Provide clear, fact‑based program status to ESBU leadership.

Prepare inputs for:

Monthly ESBU manufacturing and execution updates

Strategic Program Reviews (SPR) and roadmap discussions

Executive escalation forums

Support customer‑facing communication related to ESBU execution when needed.

Qualifications

Experience

Proven experience delivering complex, cross‑functional, globally distributed programs.

Strong background in system‑driven environments (HW + SW).

Demonstrated ownership of execution under schedule, resource, and stakeholder pressure.

Prior experience working in a truly international environment.

Demonstrated ability to understand and effectively manage cultural differences in communication, decision‑making, escalation, and execution across regions.

Core Skills

Strong execution and accountability mindset.

Ability to facilitate deep technical discussions and drive decisions without direct authority.

High cultural awareness and adaptability when working across regions and functions.

Clear, structured communication with senior leadership and customers.

Self‑motivated, resilient, and comfortable operating in ambiguity.

Preferred

Semiconductor / ATE industry experience.

Background in engineering services, insertion programs, or first‑of‑kind system delivery.

Experience working with teams in North America, Europe, and Asia.

Familiarity with Agile methodologies.

What Success Looks Like

ESBU forecasts, delivery plans, and execution remain aligned and predictable.

Clear ownership exists across ESBU, Product Units, Operations, and Field Service.

Risks driven by supply, integration, or cultural misalignment are identified early and mitigated.

Customers receive systems as committed, without last‑minute escalation.

Leadership has one trusted, consistent view of ESBU execution status.

Why This Role Is Hard

This role sits at the intersection of engineering, operations, suppliers, product units, and customers, across multiple regions and cultures.

Programs are often first‑of‑kind, customer‑funded, and executed under incomplete information, while expectations remain high and timelines aggressive. Success requires balancing execution discipline with flexibility, driving clarity where ownership is ambiguous, and navigating cultural differences without slowing delivery. The Program Manager must lead through influence, not authority, and make decisions with real business and customer impact.

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