Building a US semis leadership bench.
MediaTek needed a North American go-to-market leadership bench — and a confidential VP Engineering succession — without losing momentum on either track.
Problem
MediaTek committed to a North American GTM build-out and needed silicon-engineering, RF-design and sales leadership in place fast — plus a confidential VP Engineering succession on top.
Solution
Four parallel retained searches led by PER consultants with deep semis networks across Austin, San Jose and Hsinchu, run alongside the confidential VP succession.
Outcome
12 hires across the four mandates in nine months, with all leadership offers accepted on first slate and zero attrition in the first 12 months.
When MediaTek committed to scaling its US presence, the brief was not a single hire. Four parallel retained searches needed to run at once: silicon engineering, RF design and sales leadership across Austin and San Jose, plus a confidential VP Engineering succession that could not leak to the market.
The constraint was speed without compromise. Every role sat on the critical path for customer design-ins and reference platforms. Generic semiconductor recruiters would not have the network depth to run four mandates concurrently, nor the discretion to shield an incumbent executive during succession planning.
PER assigned sector consultants with established relationships across Austin, San Jose and Hsinchu. Each search had its own weekly cadence, shared calibration on candidate quality, and a single point of contact inside MediaTek so the internal team was not managing four separate agencies.
Technical screening was run in-house by PER — not outsourced to generalist researchers — so hiring managers saw only candidates who had shipped relevant product lines. For the VP succession, PER acted as the public face of all outreach, protecting the incumbent until a successor was ready to announce.
Twelve hires landed across the four mandates in nine months. Every leadership offer was accepted from the first shortlist presented, and there was zero attrition in the first twelve months — a signal that calibration, not volume, had driven the outcome.
