United Spotlight

Culture without a title

Fabrizio Petrillo, CEO, and Andreea Prange, Head Customer Experience and Strategy, at AXA Switzerland

AXA Switzerland is currently undergoing a cultural transformation, moving beyond traditional hierarchical thinking. A key and widely noted step was the abolition of all status-based titles like Assistant Vice President, Vice President, or Director at the beginning of 2024. This radical move, a pioneering effort in the financial industry, is not just a symbolic gesture but an expression of a profound reorientation toward a modern, collaborative, and less hierarchical work environment.

“Titles come from an era where large companies were managed in a strict hierarchy. The boss gave the instructions, and the employees carried them out,” explains Fabrizio Petrillo, CEO of AXA Switzerland. “We haven’t had that kind of leadership mindset at AXA for a long time. At our company, the views and perspectives of all employees are welcome, regardless of their role or position.” Accordingly, the elimination of titles in the organizational chart at the beginning of 2024 was not the trigger but the consequence of a collaborative culture that had been long in the making at AXA.

From Expertise to Dialogue

This culture includes the current leadership philosophy of “Empowering Leadership.” “This is based on the idea that employees can pursue company goals within their teams with as much autonomy as possible,” Petrillo emphasizes. The role of leaders is to create the necessary framework and support them in the best possible way. “To strengthen them in this, all leaders attended a two-day workshop on Empowering Leadership, where they could reflect on their own attitudes.”

He himself has also evolved as a leader. “Previously, I tended to use my expertise, experience, and of course, my position to enforce the solution that I personally found most convincing,” he recalls. Today, however, he seeks the best joint solutions in a “constructive-critical dialogue on equal footing” with his colleagues, even if they differ from his original ideas. This shift in leadership philosophy is one of the most important lessons of his career: the best results emerge through dialogue, regardless of position or title. Petrillo also models this attitude in his daily life by taking as few privileges as possible. He eats in the employee restaurant whenever he can and sits with employees to encourage personal exchange.

Empathy and Authenticity as Key Principles

Andreea Prange, Head of Customer Experience and Strategy, shares this modern leadership philosophy and highlights the importance of personal qualities. For her, empathy and authenticity are the most crucial skills for leaders. “Leaders should be able to individually support and motivate their employees. A good basis of trust is, of course, essential for this,” she is convinced. This foundation is created through a sincere and transparent demeanor, which is only possible if one knows and can lead oneself well. Prange sees today’s working world as fast-paced and emphasizes that leaders must never lose sight of company goals and must react flexibly to changes. However, she believes that the best solutions are not developed by the leader alone: “Leaders should involve their employees and be able to combine the perspectives of three generations for a purposeful outcome.” She also lives these values by fostering a straightforward collaboration and welcoming all opinions on the team – regardless of what roles people have in a discussion. She even highly values it when team members introduce a different opinion, because “that’s the only way we can ultimately arrive at the best solution.”

Diversity as a Driver of Innovation

Both leaders are in absolute agreement on one point: Diversity, Equity, and Inclusion (DE&I) are crucial success factors. Fabrizio Petrillo emphasizes that the increased proportion of women in top management has a positive effect on the entire company. “Our workforce has become much more diverse, which I find to be a great enrichment,” he says, and he underlines the importance of a DE&I unit: “But the most important thing is that in our daily lives, we radiate the message that all employees, no matter what their background, are equally welcome and have the same opportunities.”

Andreea Prange adds that different perspectives and experiences are essential for AXA Switzerland to understand the needs of its two million private and corporate clients and to develop new or adapted products. “An appreciative and open work climate also leads to motivated, satisfied employees and, in turn, attracts external talents because they know they can contribute here,” she explains. Fabrizio Petrillo and Andreea Prange show that success is not anchored in hierarchical structures but in a culture of openness, dialogue, and personal development. They are not just superiors but pioneers who actively shape the company with their attitudes and beliefs.

September, 2025

Source: Translation of an article first published in HANDELSZEITUNG, EqualVoice United Special, on September 04, 2025.