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Position Summary

The NPI Product Program Manager provides end-to-end, solution-level program leadership for complex new product development programs spanning hardware, software, tools, applications, customer-facing solutions, product engineering, and other participating functions.

The NPI Product Program Manager serves as the single-point contact and accountable leader for end-to-end product program execution, connecting all functional organizations into one cohesive, executable plan from program initiation through post-silicon development and Release to Sales (RTS).

The role drives cross-functional alignment and integration across product scope, schedules, resource commitments, cost, milestones, dependencies, risks, and critical handoffs. While functional program managers retain ownership of detailed planning and execution within their respective domains, the NPI Product Program Manager owns the integrated product plan, cross-functional execution cadence, dependency resolution, risk mitigation, and overall program-level delivery predictability. The role proactively identifies gaps and conflicts across functional plans, drives timely decisions and corrective actions, and ensures that all workstreams converge to deliver a complete, validated, and release-ready product.

The position also serves as the unified program interface to the Vertical Business Unit (VBU), providing a consolidated, fact-based view of product acceptance, execution readiness, milestone attainment, key risks, recovery actions, and material schedule or scope changes. By translating cross-functional execution status into a clear assessment of product readiness and delivery commitments, the NPI Product Program Manager enables informed stakeholder decisions, strengthens accountability across participating organizations, and ensures alignment between NPI execution and VBU business objectives.

Key Responsibilities

Integrated Product Planning

· Own the integrated product-level plan: Consolidate and maintain the end-to-end product scope, resource requirements, cost estimates, schedules, milestones, and deliverables across Hardware, Software, Tools, Applications, CFS, Product Engineering, and all other participating functions.

· Drive cross-functional planning alignment: Partner with functional program managers and resource managers, who retain ownership of their respective functional estimates, resource commitments, and detailed execution plans, to establish aligned assumptions, clear ownership, and accountable commitments.

· Ensure plan integrity and milestone alignment: Integrate functional plans into a coherent, executable product plan that aligns resource capacity, dependencies, costs, schedules, and deliverables with key development gates, including VIR, PSD1, PSD2, and subsequent execution milestones. Proactively identify gaps, conflicts, and feasibility risks, and drive resolution before they impact program commitments.

· Enable product-level tradeoffs and decisions: Provide a consolidated, fact-based view of scope, schedule, cost, resources, dependencies, and risks to support cross-functional prioritization, scenario analysis, and timely leadership decisions. Assess the product-level impact of proposed changes and drive alignment on tradeoffs, recovery actions, and revised commitments.

Cross-Functional Program Execution

· Own and drive the integrated product execution schedule: Establish, maintain, and drive the end-to-end solution-level schedule, ensuring functional plans converge into an executable delivery roadmap with clear ownership, commitments, and measurable outcomes.

· Govern critical milestones and cross-functional dependencies: Define and manage the critical-path milestones, interdependencies, contingencies, and organizational handoffs that determine overall product delivery. Drive proactive dependency closure and ensure downstream teams are ready to execute against committed dates.

· Drive execution alignment across all participating functions: Maintain continuous alignment across Hardware, Software, Tools, Applications, CFS, Product Engineering, and other contributing organizations on priorities, deliverables, resource readiness, schedule commitments, and execution status.

· Orchestrate end-to-end technical and operational handoffs: Coordinate critical enablement dependencies, including hardware availability, validation platforms, FPGA readiness, and software enablement, as well as integration and handoffs across software layers and CFS. Ensure entry criteria, deliverables, acceptance criteria, and ownership are explicit at each handoff.

· Proactively manage cross-functional risks and recovery actions: Identify emerging schedule, resource, integration, and readiness risks; assess their impact on the integrated product plan; and drive mitigation, issue resolution, and contingency planning. Escalate decisions requiring leadership intervention and hold stakeholders accountable for recovery actions to protect overall product commitments.

Post-Silicon and Product Bring-Up Leadership

· Own integrated post-silicon execution through Release to Sales (RTS): Drive the end-to-end post-silicon execution strategy and integrated schedule, aligning silicon availability, product characterization, validation, qualification, software enablement, applications readiness, and product release commitments.

· Lead the integrated product bring-up plan: Establish and drive a cross-functional bring-up roadmap with clear milestones, entry and exit criteria, ownership, dependencies, and deliverables across all participating organizations. Ensure hardware, software, platforms, and applications converge to achieve product-level readiness.

· Orchestrate Product and Test Engineering execution: Coordinate characterization, qualification, hardware builds, test boards, load boards, characterization boards, and other NPI activities with Product Engineering, Test Engineering, and relevant functional teams. Align deliverables and readiness criteria to the integrated schedule, proactively resolving constraints that threaten execution.

· Drive software and applications readiness: Integrate software development, platform enablement, validation, applications development, and system-level testing into the post-silicon plan. Ensure cross-functional dependencies are closed, and product capabilities are validated against agreed acceptance criteria.

· Align wafer starts and material readiness with program demand: Coordinate wafer-start planning, silicon availability, engineering samples, hardware builds, and material requirements with Operations, Manufacturing, and relevant functional teams to support program demand, critical milestones, and RTS commitments. Identify supply constraints early and drive mitigation plans.

Business and Stakeholder Interface

· Serve as the single integrated program interface to the VBU: Represent the consolidated product-level execution position across all participating organizations, providing a consistent view of delivery commitments, execution progress, product readiness, and key decisions required.

· Establish credible product-level commitments: Coordinate and reconcile functional resource commitments, schedules, deliverables, dependencies, and constraints before communicating integrated program acceptance and execution commitments to the VBU. Ensure commitments reflect a feasible, cross-functionally aligned plans.

· Provide a unified view of product execution and readiness: Consolidate functional status into an objective assessment of overall program health, milestone attainment, critical-path dependencies, product acceptance, major risks, recovery actions, and schedule or scope changes. Surface cross-functional impacts and decision requirements rather than presenting disconnected functional updates.

· Govern significant program communications: Ensure material changes to scope, schedule, product readiness, or delivery commitments are validated against the integrated plan and reviewed with the appropriate product, program, and execution leaders before communication to business stakeholders.

· Deliver executive-ready program assessments: Provide concise, fact-based updates for executive and business reviews, clearly articulating progress against commitments, emerging risks, delivery implications, mitigation plans, and decisions required. Translate functional execution details into actionable product-level business insights.

Portfolio and Product Management Integration

· Partner with Product Management on integrated requirements intake: Drive holistic intake and alignment of product requirements across hardware, software, tools, applications, and related deliverables. Ensure scope, assumptions, dependencies, and cross-functional implications are understood before program commitments are established.

· Support portfolio prioritization and investment decisions: Partner with Product Management, Finance, functional leaders, and resource managers to evaluate program scope, business case, funding requirements, priorities, resource capacity, and execution feasibility. Provide integrated tradeoff analyses to support informed investment and prioritization decisions.

· Integrate NPI execution with portfolio-level planning and governance: Connect individual product execution plans to broader portfolio roadmaps, shared milestones, cross-program dependencies, resource and capacity planning, risk management, and financial tracking. Identify resource conflicts and competing priorities across programs, drive resolution with relevant stakeholders, and maintain alignment between portfolio objectives and executable product commitments.

· Strengthen portfolio predictability and accountability: Establish consistent visibility into milestone commitments, resource utilization, financial performance, dependency closure, and delivery risks across the NPI portfolio. Enable early identification of cross-program impacts and support timely corrective actions to protect portfolio-level business objectives.

Role Boundaries and Decision Rights

NPI Product Program Manager Owns Functional PMs and Technical Leads Own