Stakeholder Analysis

Seven Stakeholders, Seven Broken Paths

Each member of the buying committee encounters a different version of the visibility gap — and each requires a different fix.

The Committee

The decision makers

Seven personas modeled on real semiconductor procurement committees, each representing a distinct evaluation lens.

SC

Sandra Cho

Chief Financial Officer

23%
Turner Mentions
49%
Friction Rate

Evaluates financial risk, ROI, and long-term cost predictability for $2.4B investment.

DT

Diane Torres

VP Capital Projects

36%
Turner Mentions
55%
Friction Rate

Builds the decision memo. Needs organizational depth and execution evidence.

MW

Marcus Williams

VP Engineering

23%
Turner Mentions
64%
Friction Rate

Validates technical capability — cleanroom specs, MEP integration, commissioning protocols.

KP

Kevin Park

SVP Operations

34%
Turner Mentions
61%
Friction Rate

Assesses operational execution capacity — workforce, scheduling, supply chain resilience.

PP

Priya Patel

VP Procurement

42%
Turner Mentions
69%
Friction Rate

Creates the initial shortlist and comparative analysis. The first filter in the process.

JO

James Okafor

Chief Risk Officer / GC

5%
Turner Mentions
38%
Friction Rate

Evaluates compliance, litigation exposure, safety record, and contractual risk.

BR

Bob Reynolds

Owner's Representative

17%
Turner Mentions
48%
Hedging Rate

Validates through peer references and past performance. Highest hedging rate of all.

Cluster Analysis

Three clusters, three patterns

The committee groups into three functional clusters, each with distinct information needs and vulnerability profiles.

Sandra Cho (CFO) + Diane Torres (Capital Projects)

The executive cluster drives the strategic decision. Sandra validates financial viability; Diane builds the recommendation memo that goes to the board.

Metric Sandra Cho (CFO) Diane Torres (Capital Projects)
Turner Unprompted Mentions23%36%
Confidentiality Friction49%55%
Hedging Language31%38%
Funnel StagesAwareness → Board DefenseShortlisting → Decision Memo
Key Decision CriteriaFinancial stability, cost predictabilityOrganizational depth, execution evidence
Biggest Information GapSemiconductor-specific financial case studiesNamed project references at scale
Diane Torres is the linchpin. She builds the decision memo that determines whether JE Dunn advances past the shortlist. Her 36% Turner mention rate means Turner is woven into the narrative she's constructing — as the benchmark, not as a peer. Paul Neidlein appears in 40% of Diane's responses — the highest executive visibility of any stakeholder — making exec visibility the highest-leverage fix for this cluster.

Marcus Williams (VP Engineering) + Kevin Park (SVP Operations)

The technical cluster validates whether JE Dunn can actually build a semiconductor fab. They need engineering evidence, not marketing claims.

Metric Marcus Williams (Engineering) Kevin Park (Operations)
Turner Unprompted Mentions23%34%
Confidentiality Friction64%61%
Hedging Language42%39%
Funnel StagesTechnical Validation → Spec ReviewCapacity Assessment → Schedule Alignment
Key Decision CriteriaCleanroom experience, MEP complexityWorkforce scale, schedule reliability
Biggest Information GapVerifiable technical specificationsWorkforce deployment case studies
The technical cluster has the worst friction rates. Marcus Williams at 64% and Kevin Park at 61% — the people who most need verifiable engineering evidence are the ones encountering the most "we can't confirm this" language. This is the cluster where published technical case studies, SEMI conference papers, and cleanroom specification whitepapers would have the highest impact.

Priya Patel (Procurement) + James Okafor (Risk/GC) + Bob Reynolds (Owner's Rep)

The commercial/risk cluster controls the gate. Priya builds the shortlist, James validates risk, and Bob confirms through peer references.

Metric Priya (Procurement) James (Risk/GC) Bob (Owner's Rep)
Turner Mentions42%5%17%
Confidentiality Friction69%38%46%
Hedging Language35%28%48%
Funnel StagesMarket Mapping → Committee HandoffRisk Assessment → Due DiligenceReference Validation → Board Prep
Key CriteriaCompetitive positioning dataSafety, compliance, litigationPeer references, past performance
Biggest GapStructured comparison dataProactive safety narrativeVerifiable peer endorsements
Priya is the #1 problem. 42% Turner mentions + 69% friction = the person building the shortlist has Turner as the default and can't verify JE Dunn's claims. If Priya doesn't put JE Dunn on the list, no other stakeholder gets to evaluate them.
James is the opportunity. At 5% Turner and 38% friction, Risk/GC is the least competitive and most accessible pathway. A proactive safety content strategy — published EMR data, third-party audits, zero-incident case studies — could make James a JE Dunn champion on the committee.
The Buying Reality