Associate Director, Business Development & Acquisitions
Posted Sep 24, 2026 · We last checked this listing on Oct 6, 2026
Likely interview questions for this role
Written from this job description, not a generic list. Each one notes what the interviewer is really checking.
About your past
Tell me about a deal or opportunity you evaluated and recommended against. What drove that call?
What they are checking: Whether they will recommend against a deal when the evidence says so, because a disciplined no protects the company from expensive mistakes.
Tell me about a time two programs or stakeholders were in conflict. How did you resolve or escalate it?
What they are checking: Whether they resolve conflicts directly and escalate wisely, because unresolved disputes can stall deals and damage working relationships.
What makes a program management process best in class, in your view?
What they are checking: Whether they hold a real, considered view on good program management practice, showing they can improve processes rather than only follow them.
What would you do
A functional leader on your diligence team is late with their assessment and the deadline is fixed. What do you do?
What they are checking: Whether they can hold peers accountable to deadlines without authority, since diligence timelines on deals are usually fixed and unforgiving.
How do you manage communication with an external partner during diligence while protecting confidential information?
What they are checking: Whether they manage outside partners professionally while protecting confidential information, which is essential during sensitive deal diligence.
About the work
Walk me through how you would run operational and technical due diligence on a product acquisition opportunity.
What they are checking: A structured diligence approach covering manufacturing, quality, regulatory and supply.
How do you build a recommendation for senior management that combines technical and commercial assessments?
What they are checking: Whether they can combine technical and commercial views into one clear recommendation that senior leaders can act on confidently.
How do you prioritize resources across several programs that all say they are urgent?
What they are checking: Whether they can prioritize resources across competing programs using clear reasoning, rather than responding to whoever pushes hardest.
What are the biggest risks when integrating a newly acquired product into an existing manufacturing network?
What they are checking: Whether they understand the practical risks of integrating an acquired product, including tech transfer and regulatory changes that can delay supply.
How do you keep a program on budget and on schedule while meeting regulatory requirements?
What they are checking: Whether they have solid habits for keeping programs on time, on budget and compliant, which is the core of program management.
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Practice this out loudThe full job description
As published by AbbVie.