As a Project Manager at A. O. Smith, you are at the center of innovation for one of the world’s leading manufacturers of residential and commercial water heating and water treatment equipment. This role is heavily focused on New Product Development (NPD), meaning you will guide physical products from initial concept through engineering, manufacturing, and successful market launch. Your work directly impacts the company’s ability to deliver energy-efficient, reliable, and technologically advanced solutions to millions of customers globally.

The impact of this position is substantial. You are the critical bridge between engineering, marketing, supply chain, and manufacturing operations. Whether you are managing the rollout of a high-efficiency commercial boiler in Lebanon, TN, or driving a next-generation smart water treatment system out of Milwaukee, WI, you ensure that complex, cross-functional initiatives stay on schedule, within budget, and up to A. O. Smith’s rigorous quality standards.

What makes this role particularly compelling is the scale and complexity of the manufacturing environment. You will not just be managing software sprints; you will be navigating physical supply chain constraints, global sourcing, stage-gate lifecycles, and factory floor realities. It requires a strategic mindset, exceptional organizational skills, and the ability to lead diverse teams without direct reporting authority.

The questions below are representative of what you will face during your interviews. While you should not memorize answers, you should use these to practice structuring your responses—ideally using the STAR (Situation, Task, Action, Result) method to provide clear, evidence-based answers.

NPD & Project Lifecycle

These questions test your tactical ability to manage a physical product through its developmental stages.

• Walk me through your experience managing a project through a formal stage-gate process.
• How do you determine the critical path in a complex manufacturing project?

Preparing for an interview at A. O. Smith requires a deep understanding of manufacturing processes and cross-functional leadership. You should approach your preparation by thinking holistically about the product lifecycle and how you manage friction points along the way.

Interviewers will evaluate you against several key criteria:

New Product Development (NPD) Expertise – This is the core of your role. Interviewers want to see your mastery of stage-gate processes and physical product lifecycles. You can demonstrate strength here by clearly articulating how you have successfully navigated products from the R&D phase through to mass production.

Cross-Functional Leadership – You will be working with mechanical engineers, supply chain analysts, and product marketing managers. Interviewers will assess your ability to communicate effectively across these diverse disciplines. Showcasing how you build consensus and translate technical constraints into business impacts will set you apart.

Risk and Timeline Management – Hardware and manufacturing projects are prone to supply chain delays and engineering bottlenecks. Your evaluators will look for your proactive approach to identifying risks before they become issues. You should be prepared to discuss specific frameworks you use to mitigate timeline slips and budget overruns.

Culture Fit and Problem Solving – A. O. Smith values integrity, innovation, and practical problem-solving. Interviewers will gauge how you handle ambiguity and whether you possess a hands-on, collaborative mindset. Highlighting instances where you took ownership of a failing project and turned it around will resonate strongly.

The interview process for a Project Manager at A. O. Smith is designed to be thorough, practical, and heavily focused on your past experiences with physical products. You will typically begin with a recruiter phone screen to validate your background, compensation expectations, and basic NPD experience. This is followed by a deeper conversation with the hiring manager, where the focus shifts to your project management philosophy, specific methodologies, and your resume's alignment with their current product pipeline.

If you advance to the final stages, expect a panel or a series of on-site/virtual interviews with key cross-functional stakeholders. This often includes engineering leads, product marketing managers, and sometimes supply chain directors. The company's interviewing philosophy is highly collaborative; they want to see how you interact with the exact types of people you will be guiding on a daily basis. Expect behavioral questions rooted in the STAR method, alongside practical scenarios regarding project delays or scope creep.

Unlike highly theoretical tech interviews, A. O. Smith focuses on realistic manufacturing challenges. They want to know how you handle a delayed component from an overseas supplier or a sudden change in product compliance regulations.

This timeline illustrates the progression from initial screening through to the cross-functional panel stages. You should use this visual to pace your preparation, focusing heavily on behavioral examples and stakeholder management strategies as you move toward the final rounds. The exact structure may vary slightly depending on whether you are interviewing for a Senior PM role in Tennessee or a mid-level role in Wisconsin, but the core stages remain consistent.

To succeed, you must demonstrate competence across several critical domains of project management within a manufacturing context.

New Product Development (NPD) & Stage-Gate Management

This area evaluates your foundational knowledge of bringing a physical product to market. Interviewers want to know that you understand the rigor required to pass through various approval gates, from concept feasibility to production readiness. Strong performance means you can confidently explain the deliverables required at each stage and how you ensure teams meet those requirements.

Be ready to go over:

• Stage-Gate Methodology – Understanding the specific criteria required to move a project from one phase to the next.
• Requirements Gathering – How you lock in product specifications early to prevent scope creep during engineering phases.
• Launch Readiness – Coordinating with manufacturing plants to ensure production lines are prepared for new builds.
• Advanced concepts (less common) – Design for Manufacturability (DFM) integration, cost-down engineering project management, and hardware/software (IoT) integration timelines.

Example questions or scenarios:

• "Walk me through a time when a project failed to pass a stage-gate review. How did you handle the fallout and get the project back on track?"
• "How do you manage scope creep when marketing requests a new feature halfway through the engineering design phase?"
• "Describe your process for ensuring a manufacturing plant is fully prepared for a new product launch."

Stakeholder Communication & Influence

As a PM, you rarely have direct authority over the engineers or supply chain specialists doing the work. This area tests your ability to lead through influence. Strong candidates will show high emotional intelligence, adaptability in communication styles, and a track record of aligning competing departmental interests.

Be ready to go over:

• Conflict Resolution – Mediating disagreements between engineering constraints and marketing desires.
• Executive Reporting – Distilling complex project statuses into clear, actionable updates for senior leadership.
• Meeting Facilitation – Running efficient cross-functional meetings that drive decisions rather than just sharing updates.
• Advanced concepts (less common) – Managing external vendor relationships, negotiating with global contract manufacturers.

Example questions or scenarios:

• "Tell me about a time you had to lead a team that did not report directly to you. How did you ensure they met their deadlines?"
• "Engineering says a feature will take three months, but marketing needs it in one. How do you resolve this?"
• "How do you tailor your project updates when speaking to a mechanical engineer versus a VP of Product?"

Risk Management & Problem Solving

Hardware development is unpredictable. This area evaluates your foresight and your reaction to crises. Evaluators want to see that you do not just react to problems, but actively forecast them. A strong performance involves demonstrating a structured approach to risk registers, mitigation plans, and root-cause analysis.

Be ready to go over:

• Supply Chain Disruptions – Managing timelines when critical components are delayed.
• Budget Tracking – Monitoring capital expenditures (CAPEX) and tooling costs against the project baseline.
• Root Cause Analysis – Leading teams through post-mortems or 8D problem-solving frameworks when a failure occurs.
• Advanced concepts (less common) – Navigating sudden regulatory or compliance changes (e.g., new energy efficiency standards) mid-project.

Example questions or scenarios:

• "Provide an example of a risk you identified early in a project. How did you mitigate it before it impacted the schedule?"
• "Your critical tooling is delayed by four weeks from an overseas supplier, threatening the launch date. What is your immediate action plan?"
• "How do you handle a situation where a project is significantly running over its allocated budget?"

As a Project Manager for New Product Development at A. O. Smith, your day-to-day work revolves around keeping complex, multi-layered initiatives moving forward. You will be responsible for creating and maintaining comprehensive project schedules, tracking budgets, and ensuring that all cross-functional deliverables are met on time. This requires daily interaction with project management software, financial tracking tools, and continuous communication with your core team.

You will act as the central hub of information. On any given day, you might facilitate a morning stand-up with your engineering team to discuss design roadblocks, spend the afternoon reviewing supplier timelines with the procurement team, and end the day drafting a stage-gate approval document for senior leadership. You are responsible for ensuring that the transition from R&D to the manufacturing floor is seamless, requiring deep collaboration with plant managers and quality assurance teams.

Furthermore, you will drive continuous improvement within the PMO (Project Management Office). A. O. Smith looks to its PMs to not only deliver products but also to refine the processes used to build them. You will lead post-launch reviews, capture lessons learned, and help standardize best practices for future NPD initiatives.

To be highly competitive for this role, you must bring a blend of structured project management discipline and a deep appreciation for manufacturing environments.

• Must-have skills – Proven experience managing New Product Development (NPD) projects, deep understanding of stage-gate processes, proficiency in scheduling tools (like MS Project or Smartsheet), and strong cross-functional leadership abilities. You must be able to manage budgets, timelines, and scope simultaneously.
• Experience level – Typically requires 3 to 7+ years of project management experience, depending on whether you are applying for the standard PM or Senior PM level. A background in manufacturing, hardware, or consumer durables is highly expected.
• Soft skills – Exceptional written and verbal communication, the ability to influence without authority, strong negotiation skills, and a high tolerance for navigating ambiguity.
• Nice-to-have skills – PMP (Project Management Professional) certification is heavily preferred. An educational background in engineering (Mechanical, Electrical, or Industrial) is a strong bonus, as is prior experience specifically within the water heating, HVAC, or fluid technology industries.