Purpose of the Role:
The Senior Manager, AQP Governance will lead the operational oversight of all NPI programs in Asia, ensuring disciplined adherence to gate reviews, robust risk management, and timely escalation of issues. This leader will enforce the AQP and PDP tools that translate early signals of risk into actionable insight — preventing late mitigation, non-value-added rework, and customer impact.
Key Responsibilities:
Oversee the execution of AQP activities across Asia, directly supervising AQP Managers in Singapore, Dongguan and Hanoi.
Develop and maintain oversight meetings that provide clear visibility to project readiness and risk in coordination with Project Management.
Drive cross-functional accountability by ensuring risks are surfaced early and addressed collaboratively with Product Development, Manufacturing Engineering, and Sourcing.
Quantify and communicate risk in economic terms to enable data-driven tradeoffs and protect margin and launch commitments.
Ensure consistent and disciplined application of core quality processes (Df M, DFMEA/PFMEA, control plans, change management).
Highlight systemic issues across programs and drive their closure with regional and global stakeholders.
Model transparency, critical thinking, and urgency — shifting the focus from reaction to prevention.
Serve as a bridge between on-the-ground execution and senior leadership, providing fact-based insights that shape strategic decisions.
Qualifications:
Bachelor’s degree in Engineering or related field; advanced degree preferred.
10+ years of experience in Quality or NPI program management within an electronics or high-tech manufacturing environment.
Proven track record leading cross-functional teams and driving structured problem solving in a global organization.
Strong understanding of NPI Phases, and risk-based decision-making.
Fluency in Mandarin and strong English communication skills.
Demonstrated ability to challenge constructively, prioritize based on economic impact, and influence across functions and cultures.
