Mgr - Business Development Operations

About Oshkosh Defense, an Oshkosh company

Oshkosh Defense stands behind those who dedicate their lives to protecting others.  As an industry-leading tactical vehicle manufacturer, every day we strive to meet or exceed our customers' ever-changing needs with next generation defense technologies and advanced systems.  We operate with unparalleled commitment to those who depend on our products and services worldwide to perform their missions.

Job Summary
The Manager of Business Development will be responsible for leading execution of the enterprise-wide strategic planning and strategy deployment processes. This role will partner with business unit and function leadership to develop strategic plans that align with Oshkosh Corporation’s strategic objectives and allow the business to achieve breakthrough performance. The Manager of Business Development will also lead projects and analyses to guide key business decisions and support strategic initiatives across Oshkosh Corporation.

Why This Role Exists
Winning across defense and commercial markets takes more than great products and smart capture leads. It takes a repeatable system: clear gates, credible forecasts, coordinated execution, and proposals built on institutional learning—not last-minute heroics.

The BD Ops Lead builds and runs that system. You are the operational backbone of the BD organization—owning the processes, tools, metrics, and rhythm that turn strategy into bookings, whether the customer is a Program Executive Office or a commercial fleet operator. This is not a quota-carrying role. It’s the role that makes the whole team sharper, faster, and more predictable.

What You’ll Do
BD Operating System
Own the end-to-end BD workflow—opportunity identification through pipeline, capture, proposal, award, and handoff—across both Defense and Delivery.
• Run the cadence: pipeline reviews, gate reviews, pursuit kickoffs, executive checkpoints, win/loss debriefs, and quarterly strategy sessions.
• Build process variants where needed. A defense capture may involve years of shaping and a formal RFP; a commercial fleet deal may close in weeks through a dealer channel. The framework stays common; the execution adapts.
• Account for international pursuit requirements where applicable: teaming structures, offset obligations, and regulatory environments.
Pipeline Governance and Forecasting
Own pipeline data integrity across both business lines. Be the authoritative source for BD performance reporting.
• Ensure every opportunity is real, properly sized, correctly staged, and current.
Oshkosh Corporation Classification - Restricted
• Produce dashboards: bookings outlook, weighted pipeline, win rates, cycle time, competitive landscape, and segment-level performance.
• Improve forecast accuracy by standardizing probability logic, linking pipeline to capacity and financial planning, and surfacing cross-business-line resource conflicts.
Capture and Proposal Readiness
Partner with capture managers and commercial sales leads to make sure every priority pursuit is prepared—without owning execution.
• Defense: capture plan, stakeholder map, win themes, competitive assessment, pricing inputs, risk register, milestone schedule.
• Commercial: deal qualification, customer requirements, pricing/margin analysis, competitive positioning, decision criteria.
• Coordinate cross-functional inputs (engineering, finance, contracts, supply chain, legal) so teams work from baselines, not blank pages.
• Track gate review decisions through to execution. “We decided” only counts when it becomes “we did.”
Tools and Enablement
Own the BD technology stack (CRM, dashboards, proposal tools, knowledge repositories) and make it serve both defense and commercial workflows.
• Drive adoption by making the right way the easy way: simpler fields, better dashboards, less duplication, less admin burden.
• Maintain playbooks, templates, and standard work: gate packages, capture plans, deal qualification frameworks, competitive analysis, win/loss formats.
• Evaluate new tools and technologies—including AI-enabled analytics—to improve efficiency and institutional learning.
Decision Support
• Prepare executive-ready portfolio views: pursuit status, gaps, resourcing needs, decision points, and recommended actions.
• Flag where the organization is overcommitted, under-resourced, or misaligned between strategy and pipeline.
• Prepare inputs for board presentations, strategy reviews, and corporate communications on Transport segment growth.
Continuous Improvement
• Run win/loss reviews and translate findings into updated playbooks, training, or process changes.
• Eliminate waste: duplicative approvals, unclear handof