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Jean-Marc Chery is STMicroelectronics’ President and CEO, a role he has held since May 2018. He joined the company that became ST in 1986 and rose through manufacturing, technology and operating leadership. In a 2018 interview with EE Times, Chery described helping reset ST’s strategy after its decision to disengage from the ST-Ericsson smartphone-processor joint venture, and making specialized imaging products a strategic focus.
Who is Jean-Marc Chery?
Chery is a French engineer and longtime STMicroelectronics executive. ST’s official biography says he was born in Orléans in 1960 and earned an engineering degree from ENSAM in Paris. He began his career in the quality organization of engineering group Matra, then joined Thomson Semiconducteurs in 1986; that company later became STMicroelectronics.
ST’s biography lists him as President and CEO since May 2018. The company’s management page also lists him in that role. The profile is grounded in the official career chronology and in Chery’s own retrospective account to EE Times, rather than an independent assessment of his individual impact.
How did Chery rise to ST’s top job?
His career at ST moved across manufacturing, technology and business leadership rather than following a single product track. According to the company biography, he led wafer fabs in Tours and Rousset, then led a company-wide six-inch wafer-production restructuring program in 2005 before taking charge of front-end manufacturing in Asia Pacific.
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| Year | Role or milestone |
|---|---|
| 1986 | Joined Thomson Semiconducteurs, which later became STMicroelectronics. |
| 2005 | Led a company-wide six-inch wafer-production restructuring program; later took charge of front-end manufacturing in Asia Pacific. |
| 2008 | Became Chief Technology Officer. |
| 2011 | Took on manufacturing and quality responsibilities. |
| 2012 | Assumed responsibility for the Digital Product Sector. |
| 2014 | Became COO for technology and manufacturing. |
| July 2017 | Became deputy CEO. |
| May 2018 | Became President and CEO. |
All milestones in the table are from ST’s biography of Chery.
What did Chery say he did after ST-Ericsson?
In a November 13, 2018 EE Times interview with Junko Yoshida, Chery said he had not joined ST expecting to become CEO: “No, no, no. It was absolutely not my case.” He traced a turning point to 2012, after ST decided to disengage from ST-Ericsson, its smartphone-processor joint venture, and reset its strategy.
Chery said then-CEO Carlo Bozotti asked him to manage the Embedded Processing Solutions segment. He recalled that Bozotti later said he would propose Chery as a successor if the transformation succeeded. That account describes succession as conditional and involving a proposal—not a unilateral appointment—and does not establish Chery as the sole architect of the restructuring. He characterized taking on the work as “It was my duty.”
Why did imaging become a strategic focus?
Chery described moving ST’s imaging effort away from commodity products and toward specialized sensors and related components. In the interview, he said he decided on the shift in 2012 and proposed it in 2013. His account described three product families:
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- SPAD-based time-of-flight proximity sensors: sensors intended to measure distance by timing light signals.
- Structured-light 3D sensing: a customer-specific effort involving an infrared camera sensor and a flood illuminator.
- More complex direct or indirect time-of-flight products: products he associated with smartphone camera, augmented-reality and virtual-reality applications; he described these as a broader product strategy.
Chery said ST’s imaging division had more than 500 people, including about 200–250 in imaging technology development and design enablement. Those are figures he gave in the 2018 interview, not current staffing counts. He also said, “ST was never a bottleneck for this customer”; that is his characterization of a customer relationship, not independent validation of performance.
What was Chery’s position on FinFET?
In the same 2018 interview, Chery said ST chose not to develop FinFET technology, preferring to focus on what he called “more than Moore”: combining digital, analog and power capabilities. He said the company retained the option of using outside foundries when advanced CMOS was needed. He summarized the choice this way: “We’ve been courageous enough to stop digital development before going to FinFET.” These remarks describe his account of ST’s strategy at the time; they should not be read as a current roadmap announcement.
Independent reader supportYour contribution helps us test, update, and keep practical guides available for everyone.What can this profile establish about his impact?
The record supports a clear distinction: ST’s official biography documents Chery’s roles and dates, while the 2018 interview supplies his own explanation of the strategy and decisions he helped shape. It establishes that he held senior manufacturing and technology responsibilities before becoming CEO, and that he described a role in post-ST-Ericsson restructuring and the imaging pivot. It does not independently measure how much of ST’s later performance resulted from his individual decisions.
For scale only, ST’s “ST at a glance” page reports $11.8 billion in revenue for 2025. That company-wide figure is context, not a measure of Chery’s personal contribution.
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