Intel Org Chart Report in 2026
Intel Org Chart & Deep Dive Sales Intelligence Report in 2026
Intel Corporation
NASDAQ: INTC
2200 Mission College Boulevard
Santa Clara, CA 95054-1549
United States
Main Phone: (408) 765-8080
Website: https://www.intel.com
Industry Sector: Technology, Semiconductors
Full Time Employees: 88,400
Fiscal Year End: December 31
Annual Revenues: $53.44 Billion USD
CEO: Lip-Bu Tan, CEO & Director
Fortune 500 Rank: #79
What's in the Databahn Intel Org Chart and Deep Dive Sales Intelligence Report?
The Databahn deep dive Intel Org Chart and Sales Intelligence Report is designed to eliminate costly research time and uncover new sales opportunities. The Databahn Report has comprehensive Org Charts, accurate Contact Info, Seller Insights (value propositions, prospecting questions, cold emails that will resonate with Intel executives), Business and Financial Insights, Industry Insights, Executive Profiles, Technology Insights, and dozens of Sales Trigger Events. Basically, everything you need to build a strategic account plan.
Who is the new CEO at Intel?
Lip-Bu Tan is the current CEO of Intel as of January 4, 2026.
He was appointed in March 2025, effective March 18, succeeding Pat Gelsinger, who retired in December 2024 after serving as CEO from 2021. Tan, a veteran semiconductor executive and former CEO of Cadence Design Systems, has led Intel through cost-cutting, manufacturing advancements (like the Intel 18A node), and key investments, with his role confirmed in ongoing company statements and news into early 2026.
Who is the Chief Information Officer at Intel?
Cindy Stoddard is the current Chief Information Officer (CIO) at Intel Corporation. She was appointed as senior vice president and CIO in November 2025, effective December 1, 2025. Previously, she served as CIO at Adobe for nearly a decade, leading global IT operations, cloud migrations, and data strategies. At Intel, she reports directly to CEO Lip-Bu Tan and focuses on modernizing legacy systems, enhancing enterprise data integration, and advancing internal AI adoption to support the company's transformation.
What does the organizational structure look like at Intel?
Intel Org Chart on the Executive Leadership Team
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Who is on the Intel Executive Leadership Team in 2026?
Lip-Bu Tan
Chief Executive Officer
Naga Chandrasekaran
Executive Vice President – Chief Technology and Operations Officer – General Manager, Intel Foundry
Robin Colwell
Senior Vice President of Government Affairs
Gregory (Greg) Ernst
Corporate Vice President – Chief Revenue Officer – General Manager, Sales and Marketing Group
Jason Grebe
Senior Vice President – General Manager, Corporate Planning
Michael (Mike) Hurley
Senior Vice President — General Manager, Silicon and Platform Engineering
Srinivasan (Srini) Iyengar
Senior Vice President – General Manager, Central Engineering Group – Intel Fellow
James (Jim) A. Johnson
Senior Vice President — General Manager, Client Computing Group
Kevork Kechichian
Executive Vice President — General Manager, Data Center Group
Anthony Lin
Corporate Vice President – Managing Partner – Intel Capital
April Miller Boise
Executive Vice President – Chief Legal Officer – Corporate Secretary
Lisa Pearce
Corporate Vice President – Intel Software Group
Cynthia (Cindy) Stoddard
Senior Vice President - Chief Information Officer
Annie Shea Weckesser
Senior Vice President – Chief Marketing and Communications Officer
David (Dave) Zinsner
Executive Vice President – Chief Financial Officer
Intel Org Chart on the Board of Directors
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Who was elected to the Intel Board of Directors in 2026?
Lip-Bu Tan
Chief Executive Officer
Frank D. Yeary
Independent Chair of the Board – Managing Member, Darwin Capital Advisors LLC
Dr. Craig H. Barratt
Former CEO, Barefoot Networks; Former SVP and GM, Intel Connectivity Group
James (Jim) J. Goetz
Partner, Sequoia Capital
Dr. Andrea J. Goldsmith
Dean of Engineering and Applied Science and Professor of Engineering, Princeton University
Alyssa H. Henry
Former Square Chief Executive Officer, Block Inc.
Eric Meurice
Former President and Chief Executive Officer, ASML Holding N.V.
Barbara G. Novick
Co-Founder, Former Vice Chairman and Senior Advisor, BlackRock Inc.
Steve Sanghi
Chairman, Interim Chief Executive Officer and President, Microchip Technology Inc.
Gregory D. Smith
Former Chief Financial Officer and Executive Vice President, Enterprise Operations, The Boeing Company
Stacy J. Smith
Executive chairman of Kioxia Corp. and chair of Autodesk Inc.
Dion J. Weisler
Former President and CEO, HP Inc.
What is Intel's mission statement?
Intel “seeks to develop and offer leading products that will help enable a future in which every human can have more computing power and quicker access to data.” The same section ties this purpose directly to Intel’s technology roadmap, including its goal to deliver five technology nodes in four years and regain transistor performance and power leadership.
What are Intel's growth strategies?
Intel’s most recent Form 10‑K frames growth under its “Our Strategy” and “Growth Imperative” sections rather than as a single bullet list, but it clearly defines several core growth strategies.
Growth imperative focus
Intel states that it is “investing to position the company for accelerated long-term growth, focusing on both our core businesses and our growth businesses.” Within this, Intel highlights client and server as core, and identifies multiple adjacent growth vectors where it sees significant opportunity.
Core and adjacent growth areas
Intel explicitly notes that, beyond strengthening its client and server product competitiveness, it sees “significant opportunities to grow and gain share” in:
- Graphics
- Mobility, including autonomous driving
- Networking and edge
- AI
- Software
- Foundry services
These areas are described as key domains where Intel is allocating investment to drive future revenue and share gains.
Product and technology roadmap
A central element of Intel’s growth strategy is executing an accelerated product and process roadmap to deliver “leadership products in every area in which we compete.” This includes:
- Delivering five technology nodes in four years to regain transistor performance and power leadership.
- Infusing AI across CPUs, GPUs, accelerators, and edge platforms to “bring AI to where the data is being generated and used.”
IDM 2.0 and internal foundry model
Intel’s IDM 2.0 model is positioned as a structural growth lever combining internal manufacturing, use of external foundries, and an “Open System Foundry” business serving external customers. The company emphasizes an internal foundry model with arm’s‑length P&L between business units and manufacturing to improve cost, efficiency, and ability to scale a leading-edge foundry business.
Smart Capital and capacity expansion
To support growth, Intel describes a “Smart Capital” approach designed to match capacity and capital intensity to demand while funding its roadmap. Key elements include:
- Smart capacity investments via shell builds that can be equipped based on demand and customer commitments.
- Leveraging government incentives (e.g., CHIPS Act) and co‑investment programs (SCIP) to finance large fab builds in the U.S. and Europe.
Geographic manufacturing and supply chain strategy
Intel calls out investing in “geographically balanced manufacturing capacity” across the U.S., Europe, and Asia to build a more resilient global semiconductor supply chain. This manufacturing footprint is described as a strategic differentiator intended to support long-term demand growth, supply resilience, and foundry customer needs.
I've never sold to Intel before, where do I start?
Start by targeting Intel’s executives and senior leaders who own the problems your platform solves, then work your way into procurement once you’ve created pull and verified a live initiative.
Who to target first
For a cross‑functional cloud platform touching Technology Operations, Cybersecurity, HR, Finance, Purchasing, and Supply Chain, prioritize:
- CIO / IT leadership: Owns enterprise cloud, platform standards, security architecture, integration, and internal IT operations.
- CISO / Security leadership: Gatekeeper for any cloud/SaaS that touches corporate data, identity, endpoints, or infrastructure.
- CHRO / HR tech leaders: Own HCM, employee experience, workforce analytics, and often SaaS for HR operations.
- CFO / VP Finance & Controllers: Sponsor for financial operations, controls, and cost optimization use cases.
- CPO / Procurement leadership: Own source‑to‑pay, vendor risk/compliance, and commercial governance.
- Supply Chain / Operations executives: Own planning, fulfillment, logistics, and supplier collaboration platforms.
Use Intel’s newsroom biographies and org‑chart sources to map real names and titles in these roles, plus regional or BU equivalents in Data Center & AI (DCAI), Network & Edge (NEX), Client Computing Group (CCG), and Intel Foundry.
How to get in the door
Within Intel’s matrix structure, Sales & Marketing Group (SMG) and regional/business‑unit IT leaders are often strong sponsors for cloud platforms that cut across functions. Tactically:
- Work top‑down: Identify CIO staff (VPs over Enterprise Apps, Cloud Platform, Cybersecurity, ERP/Finance, Supply Chain IT) and director‑level owners for HRIS, S2P, and supply chain systems.
- Work middle‑out: Target directors/heads of “Enterprise Applications,” “Business Transformation,” “Digital Supply Chain,” “Finance Systems,” and “HR Technology” inside each major group (CCG, DCAI, NEX, Foundry).
- Prepare for supplier onboarding: Once you have an internal sponsor, you’ll be pushed through supplier.intel.com and Intel’s procurement and supplier compliance process.
What to say (outbound talk track)
Your first live or email touch should demonstrate that you understand Intel’s strategy and the specific operational pains your platform addresses.
Angle your message around:
-
Intel’s growth and transformation: Reference Intel’s stated push to lead and “democratize compute,” build a resilient global supply chain, and scale Intel Foundry and AI offerings.
-
Operational complexity: Global manufacturing footprint across U.S., Europe, and Asia, complex supplier ecosystem, and stringent security/compliance expectations.
- Outcomes, not features: Faster control over SaaS sprawl, improved security posture, tighter financial governance, resilient supply chain execution, and better employee experience.
Example cold outbound email to a VP, Enterprise Applications (or similar) at Intel IT:
“Given Intel’s investments in foundry, AI, and globally distributed manufacturing, your internal teams sit on an increasingly complex stack of cloud and on‑prem systems across security, HR, finance, procurement, and supply chain.
At [Your Company], we help large manufacturers and technology companies standardize a single cloud platform across these functions, so IT can enforce consistent security policies, finance gains real‑time visibility into spend and risk, and operations avoid fragmentation across plants and regions.
In organizations at Intel’s scale, this has translated into X% reduction in time to onboard new suppliers and SaaS vendors, Y% fewer security exceptions tied to business apps, and measurable working‑capital impact through better control of purchasing workflows.
Would you be open to a 25‑minute working session to map where Intel is today across IT ops, security, HR, finance, procurement, and supply chain systems and see where a unified platform might remove friction?”
Conversation framing by function
Once you’re in meetings, tune the value prop by persona:
- IT / CIO staff: Standardize on a single platform to reduce integration overhead, centralize identity and access, and enforce consistent policies across HR, finance, procurement, and supply chain apps.
- Security / CISO: Reduce attack surface and shadow IT by consolidating critical workflows into a governed, auditable platform with role‑based access and strong logging.
- HR / CHRO: Improve employee and manager experience with unified workflows (onboarding, role changes, access, approvals) rather than fragmented point tools.
- Finance / CFO: Provide real‑time visibility into spend, commitments, and approvals across departments and geographies, improving controls and forecast accuracy.
- Procurement / CPO: Digitize and standardize supplier onboarding, risk checks, contracts, and PO processes across Intel’s global operations.
- Supply Chain: Connect planning, sourcing, and fulfillment workflows to create end‑to‑end visibility from supplier to fab to customer.
Practical next steps
Build a tight Intel‑specific brief: 1–2 pages summarizing Intel’s strategy, org structure, and where your platform slots in (map use cases to CCG, DCAI, NEX, Foundry, and corporate functions).
Prospect into: CIO staff, heads of Enterprise/Business Apps, heads of HR Tech, Finance Systems, S2P/Procurement Systems, and Supply Chain IT, using LinkedIn plus Intel’s leadership bios as validation.
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