STMicroelectronics’ President and CEO is Jean-Marc Chery, who has held the role since May 2018. In a 2018 interview with EE Times, he described how he moved from manufacturing leadership into the company’s post-ST-Ericsson reset and argued for a specialized imaging strategy. His career chronology is documented by ST; the account of the strategic decisions below is Chery’s own retrospective, not an independent assessment of the turnaround.
Who is STMicroelectronics’ CEO?
Jean-Marc Chery is a French semiconductor executive and STMicroelectronics’ President and CEO. ST’s official biography says he has served in that position since May 2018. The company’s leadership page also lists him as CEO as of October 4, 2026: ST leadership.
Chery was born in Orléans, France, in 1960, and earned an engineering degree from ENSAM in Paris, according to ST’s biography of Jean-Marc Chery.
How Chery rose through ST
Chery began his career in the quality organization of French engineering group Matra. He joined Thomson Semiconducteurs in 1986; the company later became STMicroelectronics. His early work included product planning and manufacturing, followed by leadership of wafer fabs in Tours and Rousset.
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ST’s biography traces his progression through increasingly broad operational and executive roles:
- After leading a company-wide 6-inch wafer-production restructuring program in 2005, he took charge of front-end manufacturing in Asia Pacific.
- He became Chief Technology Officer in 2008.
- He assumed manufacturing and quality responsibilities in 2011, then the Digital Product Sector in 2012.
- He became COO for technology and manufacturing in 2014.
- He was appointed deputy CEO in July 2017 and President and CEO in May 2018.
What Chery said about ST’s post-ST-Ericsson reset
In a November 13, 2018 interview with EE Times journalist Junko Yoshida, Chery said he had not joined ST expecting to become CEO. He described 2012, when ST decided to disengage from its ST-Ericsson smartphone-processor joint venture, as a turning point for the company’s strategy.
According to Chery, Carlo Bozotti asked him to manage the Embedded Processing Solutions segment during the reset. Chery said Bozotti later told him he would propose him as successor if the transformation succeeded. That description presents succession as a process involving the company and its leadership, not a unilateral appointment. Chery’s own reaction was: “No, no, no. It was absolutely not my case.” He also characterized taking on the assignment as “It was my duty.”
These details come from Chery’s account in the interview, rather than an independent review of the restructuring or its results. The interview is available at EE Times: “Q&A with ST CEO: Who He Is, What He’s Done”.
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How Chery described the imaging strategy
Chery said he decided in 2012 to move ST’s imaging effort away from commodity products and proposed the shift in 2013. In his account, the aim was to build specialized imaging products around sensing capabilities rather than compete only as a supplier of standard imagers.
Three imaging families
He described three product areas in the interview:
- SPAD-based time-of-flight proximity sensors. These use single-photon avalanche diodes (SPADs) in time-of-flight (ToF) sensing, in which a system estimates distance from the travel time of light.
- Structured-light 3D sensing. Chery described an infrared camera sensor and a flood illuminator as components of a customer-specific effort.
- More complex direct or indirect ToF products. He said these were aimed at smartphone cameras and augmented- and virtual-reality applications, as part of a broader product strategy.
Chery put the ST imaging division at more than 500 people, including about 200–250 people in imaging technology development and design enablement. These are figures he gave in the 2018 interview, not independently audited headcounts. He said of one customer relationship, “ST was never a bottleneck for this customer”; that is his characterization, not independent evidence of customer performance.
Independent reader supportYour contribution helps us test, update, and keep practical guides available for everyone.What he said about FinFET and “more than Moore”
In the same 2018 interview, Chery said ST had chosen not to develop FinFET technology. He described the alternative as concentrating on “more than Moore” capabilities that combine digital, analog, and power technologies, while retaining the option to use outside foundries when advanced CMOS was needed.
He summarized the decision this way: “We’ve been courageous enough to stop digital development before going to FinFET.” This is a dated description of the strategy as Chery presented it in 2018, not an announcement of ST’s current roadmap.
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What this account establishes—and what it does not
ST’s official biography establishes the broad career path and dates of Chery’s executive appointments. The 2018 EE Times interview adds his explanation of the post-ST-Ericsson strategy, the imaging pivot, and the FinFET decision. Those are useful details about how he says he approached the work, but they should not be mistaken for an independent evaluation of his individual impact or proof that he alone led ST’s transformation.
For scale only, ST’s investor page reports $11.8 billion in company revenue for 2025. That figure is company-wide context; it does not measure Chery’s personal contribution: ST at a glance.
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