Head of Formal Verification

You own the direction of our formal verification consulting business. Our managers keep delivery predictable. You decide what the organisation becomes.

You report to the CEO and are a member of the executive leadership team. You carry the FV consulting business as a whole — where it goes, how it performs, who leads it — and you answer for it at that table, not for any single project or account. You will not solve verification problems, and you will rarely run a project or an account yourself.

• Direction. The roadmap for FV consulting. Which capabilities, markets and problem domains we pursue, and what we decline.
• Organisation. Structure, standards, playbooks, talent pipelines, and the career framework in practice. You keep improving how we work, and you decide when a new technology — AI among them — changes the way we deliver.
• Leaders. Our Verification Managers report to you. You hire them, develop them, and grow the bench behind them. This is the main measure of the role.
• Quality. Holding the quality bar under commercial pressure. Our entire positioning depends on it.
• Customers. You are the face of LUBIS EDA to our key accounts and at executive level. You open the doors your managers cannot, and you carry the conversations that decide a long-term relationship.
• Product interface. What our engineers learn on customer projects is the best input our software roadmap gets.

THE PERSON

You have developed leaders, not "only" engineers. You have set direction where there was no precedent, made the calls, and carried an organisation with you. You build systems that outlast your attention.

You need credibility in formal verification. Not to overrule your senior engineers. You need it to make the calls only you can make: is a capability gap real, is a quality standard achievable at the price we quote, does a bet on a new formal domain hold.

YOUR EXPERIENCE

• 12+ years in semiconductor verification, EDA or adjacent engineering services.
• 5+ years in leadership, including managers reporting to you.
• Fluent in formal methods and their trade-offs. Credible with a customer’s engineering leadership and on a conference stage.
• You know how technical services are priced and defended on quality rather than volume.
• Nice-to-have: you have scaled a technical organisation past start-up stage, where the systems had to be built.