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Dr. Sung Ho Wang, CEO, Nemesis, 0
The global semiconductor industry is traveling along an envious growth trajectory, driven by almost every technology product around us—from anything as tiny as earbuds to as big as an aircraft. According to a report by McKinsey & Company, the global semiconductor industry is projected to become a trillion-dollar industry by 2030. If we are to thrust out to the projected numbers, the role of experienced leaders who have been a part of this entire semiconductor revolution, is crucial. Dr. Sung Ho Wang, CEO of South Korea-based Nemesis—an intelligent Bio Signal Processing solutions provider—is one among them. With more than three decades of experience in semiconductor manufacturing, Dr. Sung sheds light on various talk points in the semiconductor industry. We also explored his leadership style, team-building strategies, and more. Below is an excerpt from my exclusive interview with him.
You have first-hand witnessed the semiconductor revolution over the past three decades. What were the most essential experiences that helped you grow into the leader that you are today?
I don't consider myself a pillar of strength yet, but here are some experiences that have helped me.
The first opportunity is work experience abroad. When I was with LG, I had a chance to work in the Bay Area in California, US. It was just about a year, but I learned a lot in a new culture and fresh work environment. I learned how to work more efficiently despite working the same number of hours.
The second opportunity is the startup experience. It was very helpful to me not only because I experienced business, but also because I faced a lot of uncertainties. Almost everything didn't go as planned, but I matured a lot in the process of dealing with it.
The last one was to meet many good people. Basically, all the businessmen are lonely. Fortunately, I made many good friends who encouraged me and shared my loneliness with me.
I think everybody has his or her own opportunities that can grow them.
You are well-known for your futuristic projects in the semiconductor for bio-medical applications. What are the advantages and disadvantages of being in this niche segment?
As many people know, semiconductor for bio-medical
applications is in its early stages and still in a niche market. The advantage is that it is easy to position in the market, but the disadvantage is that the market is still small, and there is a lot of uncertainty. The biggest challenge is to compete with global big competitors. The solutions we are preparing are customization chip design services based on clients’ requirements and technical advantages, such as technology that increases performance while using low power. As you know, global big companies don’t provide customization services to healthcare device manufacturers and pharmaceutical companies.
Talking about futuristic projects, the team’s dynamics play a crucial role in the success of such niche endeavors. How do you set the team dynamics right?
I believe a great team is, above all, one that shares a vision. The vision consists of three parts. The first one is the company vision, which includes questions such as “Why do we do this?”, “What is the goal of our company?” and the aspects like that.
The second is the more specific goal of the company, such as “What is the revenue plan in 2026?”, “Do we plan to go IPO or get acquired by a big company?” and “How many chips will we sell next year?”
The third vision is more practical, such as “If our project is successful, how much cash will I receive in my account?”
I think many leaders overlook the third vision, which is the most important.
What is your process of measuring your team’s performance and sharing inputs for improvement?
There is only one thing: authority and responsibility go together. Many executives want to have authority but do not want to take responsibility. In the case of CEOs, each person will have his or her own management style. Some people like to delegate, and some people like to manage everything. However, regardless of style, if there is one principle that authority is where responsibility is, I think the other processes will be well organized.
As a leader, what motivates you on a daily basis?
I want to show a successful model where all stakeholders can win through startups. In Korea, large corporations have led the industry, but in the US, successful startups like Amazon, Google, and Nvidia lead the industry. In order to create a successful startup model in Korea, I write down my thoughts in a notebook every day to motivate myself.
What is your advice to upcoming semiconductor leaders?
There is no more advice to give about passion and sincerity because all leaders do their best. However, rather than just working hard, it is important to develop strategic thinking, and more importantly, I would like to say that it is important to have peace of mind, your own know-how to overcome loneliness, and to maintain health.
Talking about futuristic projects, the team’s dynamics play a crucial role in the success of such niche endeavors. How do you set the team dynamics right?
I believe a great team is, above all, one that shares a vision. The vision consists of three parts. The first one is the company vision, which includes questions such as “Why do we do this?”, “What is the goal of our company?” and the aspects like that.
The second is the more specific goal of the company, such as “What is the revenue plan in 2026?”, “Do we plan to go IPO or get acquired by a big company?” and “How many chips will we sell next year?”
The third vision is more practical, such as “If our project is successful, how much cash will I receive in my account?”
I think many leaders overlook the third vision, which is the most important.
In order to create a successful startup model in Korea, I write down my thoughts in a notebook every day to motivate myself.
What is your process of measuring your team’s performance and sharing inputs for improvement?
There is only one thing: authority and responsibility go together. Many executives want to have authority but do not want to take responsibility. In the case of CEOs, each person will have his or her own management style. Some people like to delegate, and some people like to manage everything. However, regardless of style, if there is one principle that authority is where responsibility is, I think the other processes will be well organized.
As a leader, what motivates you on a daily basis?
I want to show a successful model where all stakeholders can win through startups. In Korea, large corporations have led the industry, but in the US, successful startups like Amazon, Google, and Nvidia lead the industry. In order to create a successful startup model in Korea, I write down my thoughts in a notebook every day to motivate myself.
What is your advice to upcoming semiconductor leaders?
There is no more advice to give about passion and sincerity because all leaders do their best. However, rather than just working hard, it is important to develop strategic thinking, and more importantly, I would like to say that it is important to have peace of mind, your own know-how to overcome loneliness, and to maintain health.