01 / STRATEGY
Find the market before it is obvious.
Translate technology shifts and customer roadmaps into product choices, portfolio priorities, and investable market opportunities.
Semiconductor Executive · Product Strategy · Market Creation · Business Growth
Turning complex technology into businesses that scale.
I build the bridge between engineering possibility, customer need, manufacturing reality, and commercial adoption — from early market creation through high-volume global scale.
Operating philosophy
“The winning technology isn’t always the best technology. Sometimes it’s the one the customer is actually ready to use.”
What I do
Technology matters. Adoption creates value.
My career has centered on products where technical decisions, customer architecture, manufacturing constraints, and market timing all have to line up.
02 / COMMERCIALIZATION
Make innovation deployable.
Move beyond the demo: qualification, test, customer manufacturing, supply, cost, system integration, and the infrastructure required for scale.
03 / GROWTH
Convert adoption into durable business.
Build executive customer relationships, shape roadmaps, win platforms, expand share, and turn product-market fit into repeatable global revenue.
Business impact
Scale measured in markets changed, not just products launched.
Across optical sensing, RF, RFID and semiconductor platforms, the recurring pattern has been turning technical capability into customer adoption and material revenue.
~$3B
Approximate cumulative revenue impact across product lines and platforms.
70%+
Share achieved at key global smartphone manufacturers in major sensing programs.
<$5M → >$100M
China business growth during optical-sensing expansion.
Global
Leadership across U.S., Europe and Asia with customers spanning the world’s largest technology companies.
Executive engagements
Senior leadership for the moments when experience matters most.
I work with semiconductor and technology companies on select fractional, advisory, and special-project engagements—particularly where product strategy, market development, commercialization, or customer adoption requires experienced executive leadership.
01 / FRACTIONAL LEADERSHIP
Experienced leadership without a full-time hire.
Interim or part-time product, marketing, business-unit, or commercialization leadership during transitions, organizational gaps, or periods of rapid growth.
02 / STRATEGIC PROJECTS
Focused help on consequential decisions.
Market-entry strategy, portfolio assessment, product-market fit, commercialization plans, competitive positioning, business cases, and growth initiatives.
03 / EXECUTIVE ADVISORY
Independent perspective grounded in operating experience.
Support for CEOs, boards, investors, and leadership teams evaluating semiconductor markets, technologies, customers, and strategic opportunities.
Problems I help solve
Focused executive help when the question is consequential.
Entering a new semiconductor or technology market
Assessing a product portfolio, market, or acquisition opportunity
Commercializing a technically strong but stalled product
Building a go-to-market strategy for a new technology
Have a specific business challenge?
Discuss an engagement ↗
Selected work
Three recurring lessons from commercialization.
From component performance to production infrastructure.
In high-volume optical systems, getting the device to work was only part of the problem. Customer assembly created another test challenge entirely. Scaling required not just better components, but test systems and production-line capability that made the technology manufacturable.
The product is sometimes bigger than the part number.
Competing while the industry narrative moved elsewhere.
At RFMD, I took responsibility for an APT power-amplifier product line as industry attention shifted toward envelope tracking. The commercial question was not simply which architecture was more advanced — it was which solution customers could deploy successfully at the right moment.
Readiness can matter as much as theoretical advantage.
Market creation requires an ecosystem.
Early UHF RFID demanded more than silicon. Retailers, reader infrastructure, tags, standards, field support, economics, and operational workflows all had to mature together. Working across that chain reinforced a lesson that has followed me throughout my career.
Large markets are built by systems, not isolated products.
Bridge the technical and commercial organizations.
The highest-leverage product decisions often sit between functions: what engineering can build, what operations can scale, what sales can sell, and what the customer will actually integrate. My role has repeatedly been to make those decisions coherent.
Translation across functions is an operating capability.
Career
Built across the semiconductor value chain.
A career spanning field applications, sales, business development, product leadership and global marketing — with a consistent focus on adoption.
2017–2026
ams OSRAM
Senior Director, Marketing — Integrated Optical Sensors. Led global product and market activity across major consumer technology accounts and a substantial sensing portfolio generating over $2.5B cumulative revenue
2013–2017
RFMD / Qorvo
Product and business leadership in RF power, including a product line that directly generated approximately $500M.
Earlier career
Impinj · Atmel · TriQuint · Quality Semiconductor · IDT Semiconductor · Benchmarq Semiconductor
Analog, Mixed Signal, RF, RFID sales and market development, automotive and access-control semiconductor business development, and field applications engineering — experience that shaped a customer-first view of commercialization.
Articles & analysis
Independent perspectives on technology and business economics.
Original articles published October 29, 2026. Full text, sources and publication dates are available on each page.
October 29, 2026
AI Data Centers Are Semiconductor Fabs on Steroids. Why Would the Boom-Bust Cycle Be Different?
I've spent enough time in the semiconductor industry to recognize what happens when everyone sees the same demand forecast and decides to build capacity.
Read article → | Download PDF ↓October 29, 2026
AI Data Centers and Airlines: Extraordinary Growth Doesn't Guarantee Extraordinary Returns
Here's something I find interesting about the early airline industry. It wasn't passengers who initially made commercial aviation economically viable. It w
Read article → | Download PDF ↓October 29, 2026
The Squirrel Effect
While serving as a board member and consultant to an AI startup, I was recently reminded of the value of a strong, independent engineering team and the imp
Read article → | Download PDF ↓Perspectives
What years at the technology–market boundary teach you.
01
Market share is an outcome, not a strategy.
Durable positions come from understanding why the customer chooses you — and what must remain true for them to choose you again.
02
Forecasts are arguments about the future.
The useful question is not whether the spreadsheet is precise. It is whether the assumptions connect technology, customer behavior, capacity, competition, and timing.
03
Commercialization is a technical discipline.
Test strategy, manufacturability, qualification, supply and customer integration can determine the winner long after the core device physics are solved.
Published technical work
Taming the Smartphone Power Consumption Vicious Cycle
Microwave Journal · November 2012 · Mathew Hubbard, RFMD
Read the Microwave Journal article ↗