Okay, I've searched for Senior Manager roles in Integrated Product Support in the defense industry, hybrid work mode near Atlanta, requiring 10+ years of experience and a Bachelor's degree. I have found 47 positions for you.

Sure. Here's the analysis:

Job Analysis:

The Senior Manager role in GM Defense's Integrated Product Support is fundamentally about leading the aftersales support and sustainment functions for defense vehicle products, ensuring not only exceptional customer experience but also the financial health and operational efficiency of the support services. This role requires a strategic thinker capable of navigating complex, ambiguous environments, balancing in-house capabilities with outsourced solutions to optimize lifecycle costs and product readiness. The candidate will face challenges including aligning cross-functional teams across engineering, logistics, warranty, and field service; managing intricate government contracts and relationships with DoD stakeholders; and embedding quality and continuous improvement into all aspects of product support. Success means creating and executing a flexible, scalable sustainment strategy that both drives customer satisfaction and meets rigorous government standards, while delivering measurable EBIT contributions. Technically, the role demands deep knowledge of defense sustainment logistics, project management expertise, and a strong grasp of government procurement and compliance frameworks. Soft skills such as influencing without direct authority, adapting rapidly to evolving priorities, problem-solving in a multi-stakeholder context, and mentoring teams underpin the leadership effectiveness needed here. Performance will be evaluated on the robustness of the sustainment programs launched, cost optimization achieved, team development, and the quality metrics that exceed standard expectations within the government contract environment.

Company Analysis:

General Motors, through its GM Defense division, is positioning itself as a vital contributor to a growing and strategic market niche within defense vehicle lifecycle support. As a legacy automotive leader undergoing a transportation revolution, GM blends a deeply ingrained culture of engineering excellence and innovation with a renewed commitment to inclusion and sustainability. This role sits within a fast-evolving, mission-driven segment that values adaptability, precision, and customer-centric innovation, reflecting GM’s broader vision of a safer and more sustainable future. The company culture promotes inclusivity, accountability, and continuous growth, indicating that candidates who thrive here are those who embrace collaboration and resilience in the face of ambiguity. Organizationally, the role is a senior leadership position interfacing with multiple internal divisions and external government agencies, requiring high visibility and influence both inside GM and with key defense partners. Strategically, this hire is critical to scaling GM Defense’s product support capabilities as the division expands, balancing technological rigor with operational agility. The empowered autonomy paired with a high expectation for results and leadership development fits well with a candidate eager to shape a growing business line while aligning with GM’s culture of respect and integrity.

Absolutely. Here are some mock interview questions that could come up:

• Behavioral: Tell me about a time when you had to lead a cross-functional team through a significant ambiguity or change. How did you keep everyone aligned and motivated?
• Behavioral: Describe an instance where you influenced stakeholders to support a challenging or unpopular decision related to aftersales or product support.
• Behavioral: How have you mentored or developed team members in previous roles to improve performance and engagement? Provide a specific example.
• Behavioral: Share a situation where you encountered a complex problem involving government contracts or compliance. How did you resolve it?
• Technical: How would you approach designing a sustainment program that balances in-house capabilities and vendor partnerships for defense vehicle support?
• Technical: Explain your experience with cost-benefit analysis and Level of Repair Analysis (LORA) in product lifecycle management. How did it impact decision-making?
• Technical: What key quality metrics and standards would you focus on implementing to improve warranty and field service operations for military vehicle products?
• Technical: Describe your familiarity with DoD and TACOM processes and how you have navigated program management structures within these environments.
• Situational: Imagine you discover that a critical supplier is consistently underperforming and affecting government contract deliverables. How would you address this issue?
• Situational: Suppose a new government regulation requires a sudden change in warranty management protocols mid-contract. How would you lead your team to adapt effectively without compromising service quality?
• Situational: If faced with competing priorities from internal engineering, finance, and government customers that put stress on your product support strategy, how do you mediate and decide the path forward?
• Company Fit: Why are you interested in GM Defense specifically, and how do you see your experience aligning with our vision of Zero Crashes, Zero Emissions, and Zero Congestion?
• Company Fit: How do you embody or relate to GM’s culture of inclusion, accountability, and continuous improvement in your day-to-day leadership style?
• Company Fit: Given the fast-paced and evolving nature of GM Defense, how do you stay motivated and ensure your team remains agile and customer-focused?
• Questions for Interviewer: What are the biggest challenges currently facing the Integrated Product Support team, and how does this role contribute to overcoming them?
• Questions for Interviewer: How does GM Defense measure success for this role in terms of both financial performance and customer satisfaction?
• Questions for Interviewer: Can you describe the collaboration dynamics between GM Defense and DoD agencies, and what resources or support will the Senior Manager have to navigate these relationships effectively?