Moving from Complexity to Clarity: An interview with Manish Airen

Sometimes, your career finds you—or, at least, a backup career when “James Bond” doesn’t work out.

Get to know Manish Airen, one of Spinnaker SCA’s industry experts in high-tech and semiconductors, to learn how he found his way into the supply chain space, some common misconceptions about chip manufacturing, and why outcomes—not hype—should be driving enterprise AI decisions.

Manish, why did you choose a career in supply chain—and what do you enjoy most about it?

Honestly, supply chain chose me. When I was graduating college, there weren’t supply chain degrees. I was studying finance and thought I’d end up on Wall Street.

Early on in my first job at a Big 6 consulting firm, I was pulled into a project for a manufacturer. And instead of doing finance work, I found myself on the factory floor. I became really interested in how things flowed—materials, information, products. I fell in love with the shop floor almost immediately—and that was nearly 30 years ago.

What I enjoy most about supply chain management is the problem-solving aspect. Supply chains are what deliver the goods and services people use every day—whether it’s detergent on a store shelf or a semiconductor in your phone. Seeing that transformation first hand never gets old.

If you weren’t a consultant, what career would you have chosen instead?

Probably something with the CIA. During college in Washington D.C., I was being recruited for a contract negotiations role. While they were clear I wouldn’t have been James Bond, there was always this idea that if you did well, other opportunities might open up. 😉

What I know for sure is that sitting behind a desk every day isn't for me. I like being out in  the field, touring factories, warehouses and distribution facilities. Consulting gives me that flexibility, which is probably why I’ve stuck with it.

What’s a fun fact about semiconductors you wish more people knew?

Here’s one I use at dinner parties: people think companies like Nvidia, Apple, Google, or Amazon make chips. They don’t—none of these companies manufacturing capabilities.

Yes, they design chips—but only a very small number of companies actually manufacture advanced semiconductors. Right now, there are three that really matter at that level: Taiwan Semiconductor Manufacturing Company (TSMC), Samsung and Intel. These handful of companies are meeting the majority of global demand for advanced chip manufacturing, which surprises a lot of people.

What’s the biggest AI opportunity—and challenge—for enterprises right now?

I think the biggest opportunity is also the biggest challenge which is focusing on outcomes.

AI isn’t about using tools like ChatGPT or large language models for the sake of it. It has to start with a clear outcome — i.e., What problem are you trying to solve? What decision are you trying to make better?

Once you define the outcome, you can then work backward and look at the processes to determine where AI can help. Too many companies get caught up in the hype and skip that first step.

How do companies know what outcomes to aim for if AI since still relatively new?

Start with the biggest questions you’re struggling to answer.

For example, a company navigating tariffs might ask: What happens if we move manufacturing from China to Vietnam? What happens if sales volumes go up or down? Once those questions are clear, you can explore tools like digital twins and AI models to simulate outcomes and support better decisions.

The technology comes after the question—not before it.

What advice would you give to supply chain students and young professionals?

Write your own story. Don’t get discouraged by headlines—most people writing them don’t fully understand the industry. We’re at a real inflection point with AI, and that creates opportunity, not displacement.

As a young professional, you’re not burdened by legacy thinking. Use that. Be clear about the impact you want to make, the change you want to drive, and the outcomes you believe matter. Companies are looking for people who can think that way—and they’ll compete for you when you do.

From factory floors to future-focused AI strategy, Manish’s perspective reinforces a simple truth: meaningful transformation starts with asking better questions. Whether you’re designing chips, supply chains, or careers, clarity on outcomes makes all the difference.

Want more insights from the people shaping supply chain transformation? Keep an eye on our Employee Spotlight series—from Team Spinnaker SCA.