Intel Organizational Structure

About the company

Intel Corporation designs and sells processors for personal computers, servers and edge systems, and — unusually among the companies it competes with — also owns and operates the fabs that make them. It was founded in 1968, is incorporated in Delaware, trades on Nasdaq as INTC, and ended fiscal 2025 with roughly 85,100 employees and $52.9 billion of revenue.

That combination of design house and manufacturer is what makes the org chart worth reading rather than skimming. Nvidia, AMD, Apple and Qualcomm all design silicon and buy their manufacturing from someone else, so their structures stop at the product organisation. Intel's has to hold both a product business and a capital-intensive manufacturing business inside one reporting hierarchy, and then decide how much independence the manufacturing side gets.

It is also a structure in the middle of being rebuilt. Lip-Bu Tan became CEO in March 2025 and the company has since removed a whole management layer, dissolved one reportable segment into two others, deconsolidated a subsidiary, and cut the core workforce by roughly 15 per cent. The chart on this page is a snapshot of where that landed as of August 2026, not a stable arrangement.

Intel Corporation organizational chart

Intel Corporation's reporting structure as of 2026-08. Drag to pan, scroll to zoom — or open it in QueryChart and edit it as your own.

A flat executive layer over a manufacturer that is mostly its own customer

The defining feature is the width of the first layer. Intel's own executive leadership roster lists fifteen people, and the other fourteen all report to the CEO — there is no chief operating officer and, since March 2026, no chief executive of Intel Products either. Michelle Johnston Holthaus, who held that intermediate role, notified Intel in September 2025 that she would resign and left on 1 March 2026; the two product organisations she oversaw, Client Computing and Physical AI and Data Center, now report to Tan through separate executive vice presidents.

Intel Foundry is deliberately not one box. Since 18 June 2026 it has been led by two peer EVPs who both report to the CEO: Naga Chandrasekaran owns front-end technology development and manufacturing plus design enablement and the customer-facing side, and Seok-Hee Lee owns advanced packaging, system integration and back-end technology development and manufacturing. Splitting a single continuous process flow in half at EVP level is a bet that packaging now deserves its own leadership and its own capital argument.

Foundry is carried as its own reportable segment with its own profit and loss, alongside Client Computing and Physical AI and Data Center and AI, plus a non-reportable category for everything else. The segment boundary is real but the customer base mostly is not external yet: in the second quarter of 2026 Intel Foundry booked $5.8 billion of segment revenue against $5.5 billion of intersegment eliminations, so nearly all of its output was sold internally to Intel Products at transfer prices.

The corporate functions have been consolidated rather than expanded. In April 2026 Intel appointed Aparna Bawa as EVP and Chief Legal & People Officer, putting legal, ethics, compliance, people and culture under one executive instead of maintaining a separate chief people officer. Above all of this the board is kept separate from management: eleven directors were elected at the May 2026 annual meeting, Tan is the only executive director, and Dr. Craig H. Barratt succeeded Frank D. Yeary as independent chair after that meeting.

Key leadership roles

1. Lip-Bu Tan

   Chief Executive Officer — Became CEO in March 2025 and is the only executive on Intel's board.

2. Naga Chandrasekaran

   EVP, Chief Technology and Operations Officer and GM, Intel Foundry — Owns Foundry's front end — technology development, manufacturing, design enablement and customer engagement.

3. Seok-Hee Lee

   EVP, Intel Foundry — Named in June 2026 to lead advanced packaging, system integration and back-end technology and manufacturing.

4. Alex Katouzian

   EVP and GM, Client Computing and Physical AI Group — Took the renamed client organisation in May 2026, reporting to the CEO rather than through a product-group head.

5. Kevork Kechichian

   EVP and GM, Data Center Group — Appointed September 2025 with a reporting line to the CEO stated in the announcement.

6. David Zinsner

   EVP and Chief Financial Officer — One of the four people named as Section 16 executive officers in the FY2025 annual report.

7. Scott Gawel

   Corporate VP and Chief Accounting Officer — Signs as principal accounting officer; his line into the CFO is the conventional one rather than a publicly documented one.

8. Aparna Bawa

   EVP, Chief Legal & People Officer — Appointed April 2026 to a combined legal and people mandate, replacing two separate functional seats.

9. Srinivasan Iyengar

   SVP and GM, Central Engineering Group — Runs shared engineering across the product groups rather than inside one of them.

10. Pushkar Ranade

    Chief Technology Officer — Named CTO in May 2026, with the announcement stating he reports to the CEO.

11. Greg Ernst

    Corporate VP, Chief Revenue Officer and GM, Sales Group — Sales is a single central organisation serving all product groups, not a function inside each.

12. Anthony Lin

    Corporate VP and Managing Partner, Intel Capital — Drawn as a CEO report because he appears on the executive team page; Intel has not published whether Intel Capital reports to the CEO or through finance.

13. Robin Colwell

    SVP of Government Affairs — A CEO-level seat for policy, which is unusual and reflects how much of Intel's manufacturing funding is public.

14. James Chew

    VP, Intel Government Technologies — Placed under Government Affairs by inference: the announcement says only that he will work closely with Colwell, not that he reports to her.

How this structure supports the business

A flat first layer is the direct answer to the problem Tan was hired to fix. Intel's 2025 restructuring was written in the annual report as an organisational exercise — streamlining the structure and reducing management layers across functions — and a fourteen-wide span means an engineering or manufacturing decision reaches the person who can settle it without passing through a translation layer that has its own opinion.

Keeping Foundry inside the company, but fenced off as its own reportable segment with its own P&L, resolves a genuine conflict. Intel Products needs guaranteed access to leading-edge capacity, and Foundry needs the volume to amortise 18A and 14A process investment; an internal customer supplies both. Reporting it as a separate segment is what makes the arrangement legible to investors even though the revenue mostly nets out on consolidation.

The consolidation of corporate functions works for the same reason the product layer was removed. During a period when Intel is simultaneously restructuring the workforce, negotiating government funding and defending a manufacturing roadmap, fewer executive seats means fewer places a decision can stall — which is the trade the whole design makes.

Advantages and disadvantages

Fourteen direct reports removes every translation layer between the people running the businesses and the person who decides, which is exactly the outcome the 2025 restructuring was written to produce.

With no COO and no product-group chief executive, every cross-business conflict — client versus data centre versus Foundry capacity — arbitrates on one calendar, and no single report gets sustained CEO attention.

Splitting Intel Foundry into a front-end EVP and a back-end and advanced-packaging EVP gives packaging its own leadership and its own capital case at the moment packaging became a competitive differentiator for AI systems.

It divides one continuous manufacturing flow across two peers whose only common manager is the CEO, so every front-end-to-back-end handoff now crosses an organisational boundary.

Carrying Foundry as its own segment gives Intel Products guaranteed leading-edge capacity and gives Foundry the internal volume needed to amortise process development.

With intersegment eliminations of $5.5 billion against $5.8 billion of segment revenue in Q2 2026, transfer pricing rather than the market sets most of Foundry's economics — and prospective external customers see a supplier that also competes with them.

Merging legal and people under one EVP puts compliance, governance, workforce restructuring and culture change in a single accountable seat while Intel is doing all four at once.

HR loses an independent voice at the executive table, and one executive now owns both the company's legal risk position and its employee advocacy — mandates that pull against each other during layoffs.

Interesting facts

• Intel's 2025 Restructuring Plan was described in the annual report as an organisational-design exercise — streamlining the structure and reducing management layers across functions — and it cut the core Intel workforce by roughly 15 per cent by the end of fiscal 2025.
• Only four people were named as Section 16 executive officers in the FY2025 annual report, even though Intel's own executive leadership roster lists fifteen. Most of the people who run Intel's businesses are not SEC executive officers, so their appointments and departures are not 8-K events.
• The U.S. Department of Commerce holds warrants for 241 million Intel shares at $20 that become exercisable only if Intel ceases to own at least 51 per cent of Intel Foundry — a contractual lock that makes spinning Foundry out expensive rather than merely difficult.
• Intel wrote its return-to-office rule into the annual report as an organisational-design decision, stating that employees are generally expected on site at least four days a week to enable faster decision-making.
• The Network and Edge Group was not restructured but dissolved: in the first quarter of 2025 its business was absorbed into the client and data-centre organisations, and every prior period of segment data was restated to match.
• Intel deconsolidated Altera on 12 September 2025 after selling 51 per cent of it to Silver Lake, which removed a whole business from the reporting structure without removing Intel's stake in it.

Frequently asked questions

How many people report directly to Intel's CEO?

Fourteen. Intel's executive leadership roster lists fifteen people including Lip-Bu Tan, and the company's own announcements state a CEO reporting line for the product, Foundry, engineering, legal and people, sales and communications leaders. There is no chief operating officer in between.

Does Intel Foundry have its own leadership?

It has two. Since June 2026 Naga Chandrasekaran has led front-end technology development and manufacturing along with design enablement and customer engagement, while Seok-Hee Lee has led advanced packaging, system integration and back-end technology and manufacturing. Both are executive vice presidents reporting to the CEO, so Foundry has no single general manager.

Is Intel organized by function or by division?

Both, at different levels. The three reportable segments — Client Computing and Physical AI, Data Center and AI, and Intel Foundry — are divisional, each with its own profit and loss. Everything else, including finance, legal and people, sales, central engineering and IT, is functional and shared across those divisions.

What happened to Intel Products as an organization?

It was dissolved as a management layer. Michelle Johnston Holthaus, who was chief executive of Intel Products, notified Intel in September 2025 that she would resign and departed on 1 March 2026. The client and data-centre organisations she oversaw now report to the CEO through separate executive vice presidents rather than through a product-group head.

Is Mobileye part of this org chart?

No. Mobileye Global Inc. is majority-owned by Intel and consolidated into its results, but it is separately listed, has its own board and its own chief executive, and Intel has not published a reporting line from Mobileye's management into its executive team. It is therefore described in the text rather than drawn into the tree.

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Open Intel's structure as an editable org chart and use it as a starting point for modelling a wide, flat executive layer over divisions that share a manufacturing base.

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