Preparation for AXA requires a shift in mindset from purely "getting things done" to "getting things done with governance and precision." You should approach your preparation by focusing on how you structure chaos into manageable plans while adhering to strict compliance and financial standards.

Project Governance & Methodology – AXA values rigor. You must demonstrate deep knowledge of project lifecycles (SDLC), whether that involves defining a Work Breakdown Structure (WBS) in a Waterfall context or managing sprint backlogs in an Agile environment. Be prepared to discuss how you define scope, objectives, and success criteria upfront to prevent scope creep.

Financial & Risk Acumen – This is an insurance company; risk management is in the DNA. You will be evaluated on your ability to manage budgets, forecast variances, and maintain detailed risk registers. You need to show that you understand the financial implications of your projects, including vendor cost controls and return on investment.

Stakeholder & Vendor Management – You will often work with external vendors and internal stakeholders who have competing priorities. You must demonstrate the ability to negotiate SOWs, hold vendors accountable for deliverables, and influence decision-making among senior leadership without having direct authority over them.

Communication & Leadership – AXA looks for "Outstanding Communication." This goes beyond clear emails; it means the ability to facilitate steering committees, mentor junior team members, and translate complex technical or underwriting metrics into actionable business insights.

The interview process at AXA is thorough and structured, designed to assess both your technical project management competence and your cultural fit within a collaborative, inclusive environment. Generally, the process begins with a recruiter screen to verify your background and interest, followed by a video or phone interview with a Hiring Manager. This stage focuses heavily on your resume and your specific experience with the tools and methodologies relevant to the team (e.g., P&C experience or Technical Delivery).

Following the initial screens, successful candidates move to the "loop" or panel stage. This typically consists of 3–5 separate interviews with cross-functional partners, including other Project Managers, Business Analysts, Technical Leads, and potentially a stakeholder from the business side (such as Underwriting or Claims). Expect a mix of behavioral questions based on the STAR method (Situation, Task, Action, Result) and situational questions testing your ability to handle project crises, budget overruns, or difficult vendors.

The process is rigorous but professional. AXA places a high value on inclusion and respect, so while the questions may be challenging, the atmosphere is usually supportive. They are looking for consistency in your answers and genuine examples of how you handle the "messy" middle of complex projects.

This timeline visualizes the typical progression from application to offer. Note that the "Onsite / Virtual Loop" is the most intensive phase, where you will meet multiple team members back-to-back. Use the time between the Hiring Manager Screen and the Loop to refine your "war stories"—specific examples of past projects that showcase your leadership and problem-solving skills.

To succeed, you must demonstrate competence across several core dimensions. AXA interviews are structured to probe these specific areas deeply.

Project Planning & Execution

This is the core of the role. Interviewers want to see that you can take a vague business request and turn it into a concrete plan. You need to show that you own the project plan, the schedule, and the critical path.

Be ready to go over:

• Methodology selection – When to use Waterfall vs. Agile, and how to manage hybrid projects.
• Scope management – How you define the WBS, handle change requests, and prevent scope creep.
• Dependency tracking – How you identify and manage intra-project and cross-project dependencies.
• Advanced concepts – Critical path analysis, resource leveling, and earned value management (EVM).

Example questions or scenarios:

• "Walk me through how you create a project plan from scratch. What are the first three things you do?"
• "Describe a time when a project was slipping on the critical path. How did you identify it and what actions did you take to recover?"
• "How do you handle a stakeholder requesting a major scope change halfway through execution?"

Risk & Financial Management

Because AXA is a risk management firm, they expect their PMs to be risk-aware. This involves both project risks (delivery) and financial risks (budget).

Be ready to go over:

• Risk Registers – How you identify, assess (probability/impact), and mitigate risks.
• Budgeting – Experience with forecasting, tracking actuals vs. plan, and explaining variances.
• Vendor Management – Participating in SOW creation, invoice validation, and ensuring vendor delivery aligns with the contract.

Example questions or scenarios:

• "Tell me about a time you identified a critical risk that others missed. How did you mitigate it?"
• "How do you manage a project budget? What do you do if you realize you are going to overspend?"
• "Describe a situation where a vendor was not meeting their contractual obligations. How did you handle it?"

Stakeholder Communication & Leadership

You will need to influence people who do not report to you. This requires high emotional intelligence and strong communication skills.

Be ready to go over:

• Reporting – Tailoring status reports for different audiences (e.g., detailed for the team, high-level for Execs).
• Conflict Resolution – Managing disagreements between business requirements and technical feasibility.
• Meeting Facilitation – Running effective kickoffs, retrospectives, and steering committee meetings.

Example questions or scenarios:

• "Describe a time you had to deliver bad news to a senior stakeholder. How did you approach it?"
• "How do you ensure alignment between the business side and the technical delivery team?"
• "Give an example of how you motivated a team that was suffering from burnout or low morale."

As a Project Manager at AXA, your day-to-day work is a blend of strategic planning and tactical firefighting. You are the "conductor" of the orchestra, ensuring that business initiatives—whether they are new insurance product launches, IT system upgrades, or regulatory compliance updates—are delivered on time and within budget.

Your primary responsibility is to define and drive the project lifecycle. This involves collaborating with Business Analysts to clarify requirements and working with Technical Leads to estimate effort. You will be responsible for building detailed schedules, identifying dependencies, and maintaining the "source of truth" regarding project status. You will actively manage the project budget, which includes tracking hours, approving invoices, and forecasting future spend.

Collaboration is central to the role. You will frequently interface with "App Managers," Underwriters, and external vendors. For roles like the Sr. Program Manager, your scope extends to managing relationships with Delegated Authority partners and auditing their performance against underwriting guidelines. For Technical Delivery Managers, the focus shifts slightly to overseeing the Software Development Lifecycle (SDLC), ensuring CI/CD pipelines are efficient, and maintaining security compliance. In all cases, you are responsible for organizing and leading the meetings that drive decision-making, from daily stand-ups to executive steering committees.