Okay, I've searched for Vice President roles in Global Business Development within the industrial or construction sectors, located in Roswell, GA, that are full-time and require 10+ years of senior leadership experience. I have found 27 positions for you.

Sure. Here's the analysis:

Job Analysis:

The Vice President of Global Business Development at AT-PAC holds a critical role designed to accelerate the company's international growth and commercial expansion within the scaffolding industry. This is fundamentally a strategic leadership position that demands both visionary thinking and pragmatic execution. The candidate is expected to translate top-level sales strategies into actionable, region-specific plans while fostering alignment across diverse markets—particularly in high-growth regions such as Latin America, Asia, and the Middle East. Success in this role hinges on harmonizing global sales processes and driving consistent commercial performance in a complex, matrixed, and asset-heavy industrial environment. The VP must be adept in managing multi-country commercial teams, with a deep understanding of cross-cultural dynamics and the ability to lead through transformation and acquisition integrations. Key responsibilities include developing new market opportunities, scaling commercial best practices, and forming strategic customer relationships that span multi-country operations. Technical expertise in CRM tools (like Victory), sales analytics, and commercial performance management supports the data-driven, operational aspect of the role, while soft skills such as coaching, stakeholder influence, and cross-functional collaboration underpin leadership effectiveness. This person will encounter challenges like navigating varying regional market dynamics, integrating acquisitions smoothly, and standardizing pricing and sales operations globally. Within 6–12 months, success would be measured by clear progress on revenue and margin targets, market expansion activities, and tangible steps toward process harmonization and team empowerment across regions.

Company Analysis:

AT-PAC is positioned as a global leader in scaffolding solutions under the umbrella of umdasch Industrial Solutions, a well-established name in industrial and infrastructure equipment markets. The company serves heavy industries like oil & gas, mining, power, infrastructure, and commercial construction, which indicates a customer base that demands reliability, safety, and tailored engineering solutions. AT-PAC’s leadership in proprietary technology like Hi-Vis® scaffold management software signals a strong commitment to innovation and operational excellence within a traditionally asset-intensive, capital-heavy sector. This makes the company a stable yet forward-looking player balancing tradition with digital transformation. The corporate culture likely values performance orientation, customer focus, and entrepreneurial agility, given the emphasis on growth, acquisitions, and international expansion highlighted in the job description. The VP role sits very high in the organizational hierarchy with direct access to the CEO, implying significant visibility and influence. Given the matrixed setup with regional directors and centralized functions, the new hire will need to be a diplomatic and skilled cross-functional integrator. Strategically, this role is central to AT-PAC’s growth trajectory, positioned as a linchpin for scaling operations, securing leadership in emerging markets, and enabling seamless acquisition-driven expansion. Candidates should be prepared for a dynamic environment where adaptability, strategic insight, and operational rigor are indispensable.

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

• Behavioral: Tell me about a time when you had to lead a multi-country sales team through a significant strategic change. How did you manage differing regional priorities and ensure alignment?
• Behavioral: Describe an experience where you identified and capitalized on a new market opportunity in a complex, industrial setting. What was your approach and the outcome?
• Behavioral: Can you share an example of how you have coached or developed sales leaders across diverse cultural contexts to improve overall team performance?
• Behavioral: Tell me about a situation where you had to influence senior stakeholders across different functions to adopt a new commercial process or strategy.
• Technical/Role-Specific: How would you approach standardizing sales operations and pipeline management across diverse geographic regions with varying maturity levels?
• Technical/Role-Specific: What metrics and analytics do you prioritize in managing commercial performance in an asset-heavy B2B industrial environment?
• Technical/Role-Specific: How have you successfully integrated acquisitions commercially, especially regarding sales strategy alignment and customer retention?
• Technical/Role-Specific: Explain your experience with CRM tools like Victory or similar systems in driving sales consistency and forecasting accuracy.
• Situational: Imagine one of the high-growth regions you oversee is significantly underperforming its revenue targets due to local competition and regulatory challenges. How would you handle this situation?
• Situational: Suppose regional directors have conflicting priorities around pricing strategies that affect global margin targets. How would you mediate and resolve this conflict?
• Situational: You're asked to lead a cross-functional team to develop a go-to-market strategy for a new sector within the scaffolding market. How do you organize and drive this project?
• Company Fit/Motivation: What about AT-PAC’s position within the scaffolding and industrial services market excites you to be part of their growth journey?
• Company Fit/Motivation: How do your leadership style and values align with a company that is simultaneously asset-intensive, innovation-driven, and focused on strategic acquisitions?
• Company Fit/Motivation: Given AT-PAC’s focus on emerging markets like Latin America and the Middle East, what experience or passion do you bring to thrive in such culturally and commercially diverse landscapes?
• Questions for Interviewer: How does AT-PAC envision the balance between local autonomy and global commercial integration evolving over the next 3-5 years?
• Questions for Interviewer: What have been the biggest challenges for the Global Business Development function in scaling the sales organization internationally so far?
• Questions for Interviewer: How does AT-PAC measure success for this role beyond traditional sales targets? Are there specific cultural or innovation metrics you prioritize?