Senior Director, S&OP

About the role

The Senior Director, S&OP is responsible for leading and continuously maturing the enterprise Sales & Operations Planning (S&OP) process and driving its evolution toward Integrated Business Planning (IBP) across the organization. This role owns the end-to-end monthly planning cycle – product/portfolio review, demand review, supply review, pre-S&OP, and executive S&OP – ensuring a single, aligned operating plan that connects strategy, demand, supply, and financial outcomes. This leader partners closely with Commercial, Finance, Manufacturing, Supply Planning, and Business Unit leadership to balance demand and supply, resolve cross-functional trade-offs, and surface risks and opportunities to the executive team in time to act. The role is also the organization's principal change agent for planning transformation, responsible for driving adoption of new processes, tools, and ways of working across a global, matrixed organization. Given the complexity, volatility, and cyclicality of the semiconductor materials market, this role requires deep experience balancing long lead-time, capacity-constrained supply with volatile customer demand, and a proven ability to lead organizations through significant process and behavioral change.

Responsibilities

• S&OP Process Leadership & Governance: Own and continuously mature the end-to-end monthly S&OP cycle, including product/portfolio review, demand review, supply review, pre-S&OP, and executive S&OP meetings; establish and enforce a consistent planning cadence, meeting discipline, and decision-making framework across all business units and regions; ensure a single, unconstrained demand signal is reconciled with supply capabilities into one aligned operating plan; define and monitor S&OP KPIs (forecast accuracy, bias, plan attainment, inventory health) and hold cross-functional partners accountable to targets; identify and escalate demand/supply gaps, capacity constraints, and inventory risks with clear scenarios and recommended actions for executive decision-making; direct leadership of the Demand Planning function, overseeing statistical forecasting, market/customer intelligence integration, and the consensus demand process that feeds a single demand signal into the S&OP cycle.
• Integrated Business Planning (IBP) Evolution: Lead the transformation of S&OP into a full Integrated Business Planning process that connects strategy, portfolio, demand, supply, and financial plans on a rolling 18+ month horizon; build new capabilities such as enable forecasting of New Product, Long Range Planning, and Scenario Modelling; partner with Finance to integrate financial reconciliation into the planning cycle, ensuring the operating plan ties directly to the financial plan; build scenario planning and risk management capabilities to evaluate strategic options and stress-test the plan against market volatility; establish IBP governance, roles, and decision rights across