Today we announced a $39 million Series D, led by Leeds Illuminate and Kingfisher Investment, joining JVP, our largest shareholder, and other investors. Centrical has reached operational profitability, and we’re growing inside Fortune 500 organizations across verticals and geographies.
I want to tell you what we’re building, and why the timing matters.
Everyone is building for the machine. Too few are building for humans and machines.
Over the past year, I’ve met with dozens of executives running large frontline organizations in banks, telcos, hospitality chains, and BPOs.
Many of our conversations land in the same place: as AI takes over our workplaces, how do we make the humans who remain genuinely great at what they do?
The leaders I respect already know AI handles volume, speed, and consistency. They’re trying to solve something harder: how do you manage performance across a workforce where every role now blends human judgment and AI? And how do you help each person— the frontline rep, the back-office analyst, the branch advisor, the manager with 30 direct reports—navigate that transition?
The industry doesn’t have a good answer yet. Because nearly every platform in our space is built for efficiency alone. Fewer humans, faster output, lower cost. At Centrical, we built for something else entirely.
Thirteen years of building for the employee.
I started Centrical because I saw that data alone changes nothing.
You can show a manager every metric in the world. But if you don’t help them solve the root cause, rep by rep, behavior by behavior, you’ve handed them a dashboard and called it a solution.
So, we built a platform that puts the employee at the center: personalized coaching, guided interventions, and AI simulations where people practice the moments that matter before they face them live.
And we wrapped all of it in an experience employees genuinely want to engage with. The industry still underestimates how much that part matters. If we continue to push hard on efficiency without investing in our people, disengagement and alienation will erase the gain the technology delivered.
We’ve been building for the frontline for over a decade. And now the market is catching up to the problem we’ve been solving all along, and the technology is allowing that vision to become reality.
We call this category Performance Intelligence.
Performance Intelligence moves beyond static dashboards and one-size-fits-all coaching and training programs. It connects performance signals to autonomous, personalized coaching and training, for every employee and every manager, in the flow of work.
Every worker is different. No two employees learn at the same pace or struggle with the same gaps. Five years ago, you could segment your workforce with an axe. Three years ago, a surgeon’s knife. The AI we’re building now gives you a laser beam. Every individual gets the right guidance at the right moment, at their own pace.
What happens next? The Performance Intelligence OS
Next comes what I call the Performance Intelligence OS.
The platform draws from multiple signal layers: real-time KPIs, interaction data, employee signals like engagement, learning history, and skill gaps, and business context like goals, launches, and workforce changes.
From there, a loop runs continuously:
Identify the signal
↓
Orchestrate the right intervention for that individual
↓
Act on it through agent skills: coaching actions for the manager, microlearning matched to a specific gap, role-play simulations for practice, dynamic KPI targets, and personalized challenges.
↓
Then measure the outcome, and feed it back in.
↓
Adapt. Repeat.
The manager with 30 direct reports can't observe every rep on every call. The autopilot can. And it surfaces exactly what that manager needs: who to coach, on what, and when.
We will continue to work with our trusted customers and partners to expand into new verticals and build new solutions for them. Beyond the contact center to any frontline role, any back-office team, any field operation. Any worker who touches a customer, a product, or a process.
None of this happens without the people who build Centrical with me every day. Some have been here since the very beginning, and our average tenure is close to six years. That tells you something about the culture we've created. I'm grateful for every one of them.
Our investors—Leeds Illuminate, Kingfisher Investment, and JVP—share a conviction I hold deeply: that human performance, taken seriously, is one of the largest untapped opportunities in enterprise software.
Mahila Amjad of Leeds Illuminate gets what excites me most. She talks about organizations needing to continuously mobilize, reskill, and empower employees as frontline roles evolve rapidly. Yariv Robinson of Kingfisher Investment sees what I care about on the business side: durable, scalable growth built on operational discipline, not hype. And Erel Margalit at JVP, who has supported us from the very beginning, sees Centrical defining a category that will shape the future of the hybrid workforce at the exact moment enterprises need it.
Where do we go from here?
Every company will have access to the same AI models. The same automation. The same digital workers. The differentiator will be the quality of the humans working alongside them.
I believe the companies that invest in human performance today will own the most valuable asset of the next decade: a workforce with the judgment, instincts, and skills to collaborate with AI, not compete against it.
We've spent thirteen years building for that moment. Performance Intelligence starts here. We intend to lead it.