What's it take to be a Director at a big tech company?

Smaller companies have different criteria than larger companies.  It is not uncommon to see someone with a VP title at a startup qualify for a Manager title at a big name Valley firm.  

Here is an incomplete but directionally correct list of traits required for Director level work at large, household name software companies:

At least 10 (and often more) years of experience leading complex software development projects.  The list of results should be longer than one can comfortably fit into a resume or into a single interview.  There should be no question that this person knows their tech and can deliver because they have demonstrated that they can, and they do.

Someone who has (in a large company) participated with other senior managers and Directors to establish strategic plans and objectives, and who has interacted on a regular basis with executives.  Someone who can successfully influence the peers and the executive team -- leading through influence.  And someone who looks at the impact of their actions on the whole company, not just on their team, function, or divisional goals.

Someone who has made final many "final" decisions on technological or operational matters.  ("Final" means they didn't have to ask permission.)  If they don't have all the technological information needed to make a decision they know how to get expert advice.  Bonus points if they never make the mistake of thinking they are the smartest person in the room.

Someone who has managed multiple layers of management -- i.e., a manager of managers.   Someone who has mastered the art of hiring and firing -- while staying out of legal and ethical trouble.  Someone who who has made sure budgets and schedules meet corporate requirements. 

Someone with the mad people skills required for negotiating with customers or executive management.  Someone who can influence senior level leaders regarding matters of significance to the organization -- because this is someone whose decisions have had a serious impact on the overall success of a functional, division, or entire company. 

And the technical chops to back it all up.  Fewer than 1 in 100 engineers will ever make it in this role.  And that's okay.  You don't need a lot of such people, and many engineers will actually get paid more than Directors, anyway, so it's not the only (or even the best) path to riches.