Director, Business Development
Posted Sep 21, 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 an acquisition target you researched that you ended up recommending against. What told you to walk away?
What they are checking: Whether they have the discipline to kill a deal their own work started, which protects the company from overpaying.
Describe a white paper or strategic deck you wrote that changed a senior leader's mind. What made it land?
What they are checking: Whether they can synthesize deep research into a short, persuasive story that executives will actually act on.
Tell me about a time your business case assumptions turned out wrong after a deal closed or a project launched. What did you learn?
What they are checking: Whether they own their forecasts honestly and adjust their methods, rather than explaining misses away.
What would you do
You will be working with corporate, segment and business leaders who each want different things from the pipeline. How do you keep them aligned on priorities?
What they are checking: Whether they can build consensus across leaders with competing agendas without becoming a passive order-taker for the loudest voice.
A segment president is excited about a target that your analysis says is a weak fit. How do you handle that conversation?
What they are checking: Whether they can deliver an unwelcome conclusion to a powerful stakeholder while keeping the relationship and the facts intact.
How do you build a pipeline of targets that are not for sale yet, and keep those relationships warm?
What they are checking: Whether they understand proprietary deal sourcing, where most of the value in a serial acquirer's pipeline comes from.
What would you want in your first 90 days to understand how IDEX thinks about where it should and should not play?
What they are checking: Whether they would learn the existing strategy and portfolio logic before pushing their own ideas onto it.
About the work
IDEX runs more than 40 businesses across industrial platforms. How would you decide which adjacent market is the most attractive place for the enterprise to grow next?
What they are checking: Whether they have a repeatable framework for ranking growth paths instead of chasing whatever looks exciting this quarter.
Walk me through how you would size a niche industrial market where there is no clean third-party report to lean on.
What they are checking: Whether they can build a defensible bottom-up estimate from fragmented data and say plainly where the numbers are soft.
How do you map the competitive landscape for a target so the executive team can see where it actually wins?
What they are checking: Whether they can turn competitor research into a clear view of value proposition and pricing power, not just a list of names.
When you look past market size into products and technologies, what signals tell you a technology is a real growth driver and not a fad?
What they are checking: Whether they can judge technical durability and customer pull, which matters for a company built on engineered components.
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Practice this out loudThe full job description
As published by IDEX.