A Project Manager at Verisk Analytics plays a pivotal role in driving the delivery of data-driven products, predictive analytics platforms, and risk assessment tools. As a global leader in data analytics, Verisk Analytics services critical industries such as insurance, energy, and financial services. In this role, you are responsible for bridging the gap between highly technical data science teams, software engineers, product managers, and executive stakeholders to ensure complex solutions are delivered on time and within scope.

The impact of a Project Manager at Verisk Analytics is felt across the entire product lifecycle. Because the company's core offerings rely on massive datasets, proprietary algorithms, and cloud infrastructure, your work directly influences how efficiently these data models are integrated into customer-facing SaaS platforms. You will manage projects that scale across global offices, meaning you must navigate high technical complexity while maintaining a clear strategic vision.

This position is ideal for individuals who thrive in structured yet evolving environments. Whether you are facilitating agile ceremonies for a specialized engineering pod or presenting delivery roadmaps to managing directors, your ability to streamline communication and resolve conflicts will directly contribute to the company's operational excellence. It is a challenging, highly visible role where your organizational leadership directly enables data-driven innovation.

The following questions are representative of what you can expect during your interviews at Verisk Analytics, compiled from real candidate experiences. While the exact questions may vary depending on the specific business unit and team, they illustrate the core delivery and behavioral patterns that hiring managers evaluate.

Agile & Lean Methodologies

This category tests your theoretical understanding and practical application of modern software delivery frameworks, specifically how you adapt agile and lean principles to real-world teams.

• How do you structure and facilitate a daily scrum call to keep it efficient and action-oriented?
• Can you explain the differences between Agile and Lean concepts, and when you would choose to apply one over the other?

Preparing for an interview at Verisk Analytics requires a balanced focus on technical delivery methodologies, stakeholder communication, and a strong sense of personal ownership. You should approach your preparation by structuring your past experiences into clear, concise narratives that highlight your direct impact on project outcomes.

Role-Related Knowledge – You must demonstrate a deep, practical understanding of agile, scrum, and lean methodologies. Interviewers want to see that you do not just follow a playbook, but can adapt these frameworks to fit complex data-engineering and software development environments.

Ownership and Clarity – At Verisk Analytics, ownership is highly valued. You must be prepared to clearly articulate your specific contributions to a project, avoiding the trap of hiding behind collective team efforts when discussing successes and failures.

Stakeholder Management – You will be evaluated on your ability to communicate effectively with both highly technical individual contributors and non-technical business leaders. Showing that you can translate complex technical challenges into clear business risks is essential.

Conflict Resolution – Expect to be tested on your ability to navigate friction between product management, engineering, and business units. Your answers should highlight collaborative problem-solving, active listening, and objective decision-making.

The interview process for a Project Manager at Verisk Analytics is designed to evaluate both your tactical delivery skills and your behavioral alignment with the company’s collaborative culture. While the process is generally structured and professional, candidates should be prepared for a multi-stage journey that typically spans three to five weeks. The experience is highly collaborative, but requires consistent preparation across different interview formats.

The process generally begins with an initial recruiter screening to discuss your background, work authorization, and salary expectations. From there, candidates move into technical and behavioral rounds. Depending on the team, this may include a pre-recorded video interview, a peer-to-peer project management session, and a final panel interview. The final round often involves presenting to or answering questions from a cross-functional group of product managers, directors, and managing directors.

The timeline above represents the typical progression of a candidate through the hiring pipeline at Verisk Analytics. It highlights the transition from initial administrative screens to deep-dive technical evaluations and final stakeholder panels. Candidates should use this roadmap to pace their preparation, ensuring they focus heavily on behavioral scenarios and presentation skills ahead of the final rounds.

Agile and Lean Delivery

This evaluation area focuses on your ability to execute projects using modern delivery frameworks. Verisk Analytics relies heavily on agile frameworks to manage its vast portfolio of data and analytics products. Interviewers want to see that you understand the underlying mechanics of sprint planning, backlog grooming, and daily standups, and can apply them pragmatically rather than dogmatically.

Be ready to go over:

• Agile Ceremonies – Your approach to running daily scrums, sprint planning, retrospectives, and demo sessions to maximize team engagement and efficiency.
• Lean Principles – How you eliminate waste, optimize workflows, and improve delivery speed by applying lean concepts to software development.
• Framework Adaptation – Real-world examples of how you have tailored standard scrum or kanban practices to meet the unique constraints of a specific project team.
• Advanced concepts (less common) – Scaling agile frameworks (such as SAFe or LeSS) across multiple coordinate teams, and managing hybrid waterfall-agile delivery models.

Example questions or scenarios:

• "How do you handle a daily scrum where team members are giving status updates to you rather than collaborating with each other?"
• "Describe a scenario where you had to implement a lean process change to resolve a bottleneck in your deployment pipeline."
• "What metrics do you track to measure the health and predictability of an agile team, and how do you act on them?"

Stakeholder Management & Ownership

As a Project Manager, you will sit at the intersection of various departments, including product management, engineering, and senior leadership. Interviewers will closely evaluate how you manage these relationships, resolve competing priorities, and take accountability for project outcomes.

Be ready to go over:

• Managing Up – How you communicate project health, risks, and delays to directors, VPs, and managing directors.
• Cross-Functional Alignment – Your strategies for aligning product managers (who drive the "what") with engineering teams (who drive the "how").
• Personal Accountability – Demonstrating clear ownership of project successes and, more importantly, project setbacks.
• Advanced concepts (less common) – Negotiating resource allocation and project prioritization with competing business unit leaders.

Example questions or scenarios:

• "A product manager insists on adding a feature to the current sprint, but the engineering lead says it will disrupt the entire release. How do you facilitate a resolution?"
• "Tell me about a project decision you made that ultimately failed. What was your decision-making process, and how did you handle the aftermath?"
• "How do you build trust with stakeholders who have historically had poor experiences with project management offices?"

Scenario-Based Delivery & Presentations

In some interview loops, particularly for senior roles, you may be asked to present a case study or walk through a complex delivery scenario in front of a cross-functional panel. This evaluates your structured thinking, communication style, and ability to perform under pressure.

Be ready to go over:

• Structured Problem-Solving – How you break down highly ambiguous, multi-faceted delivery problems into manageable action plans.
• Presentation Clarity – Your ability to deliver clear, concise, and visually engaging updates to a diverse audience.
• Handling Q&A – How you respond to challenging, unexpected, or critical questions from panel members during a presentation.

Example questions or scenarios:

• "You are assigned a project that is already three months behind schedule, has high team turnover, and has vague requirements. What are your first three steps?"
• "During a panel presentation, a managing director interrupts to challenge your project timeline. How do you respond in the moment?"