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Sr. Product Manager

Centrical provides an employee-centric success platform that holistically navigates employees, turn-by-turn, to success. Using actionable KPIs, deep gamification, personalized microlearning, collaboration tools, and augmented coaching, Our Story

Centrical grew out of the business intelligence (BI) software segment. BI let managers know how employees were doing, but it typically did not convey how to turn manager-led performance insights into employee performance actions.

Since employees were the ones doing the work, Centrical’s vision was to place them at the center of the process. To share with them insights about their work, to help them improve, be more focused, get better at what they do, as well as make it fun. Along with that, Centrical empowers managers to enable their team members to be more successful with AI-powered, closed-loop coaching that triggers personalized activities that impact individual employee performance and real-time performance visibility. That makes for better coaches and better-performing employees.

Centrical, founded in 2013, is convinced that employees are the center of business success. We operate from offices in New York City and Israel. And are proud to have an expanding list of enterprise businesses as customers, including Microsoft, Teleperformance, Synchrony Financial, Webhelp, and Swiss Life, among others.

We are looking for a Senior Product Manager –

You will work to define, enhance and build products and technologies that impact the life of hundreds of thousands of frontline employees, ensuring they thrive, and businesses succeed. We are seeking an innovative Product Manager with a track record of experience with a deep understanding of web applications and AI, specifically in an enterprise SaaS environment. Your key focus will be growing the business by identifying important needs in the market and collaborating with the company to manage the full product lifecycle. You will collaborate with our cross functional teams to innovate and align missions across the organization.

Responsibilities:

Identify customer needs and explore ideas that will solve real business problems in employee performance and engagement with Machine Learning and AI technologies.

Define product roadmaps that align to customer needs and Centrical business goals.

Set measurable goals and create buy-in for your product roadmap.

Generate documentation and processes that ensure clear communication and coordination of product objectives and requirements with business, design and development teams.

Lead cross-functional teams including engineering, UI/UX, marketing, sales, and customer success teams through the full life cycle of your products. Take full ownership of the product including its design, implementation, quality, and adoption/usage.

Articulate product value and enable stakeholders to communicate it to the customer base effectively.

Requirements:

3+ years of experience in Technical Product Management.

Demonstrated success managing complex, cross-functional initiatives from conception to launch.

Strong analytical skills with the ability to leverage data for decision-making.

Exceptional communication skills, capable of influencing and aligning diverse stakeholders.

Hands-on expertise product managing many disparate technologies, ranging from front-end user interfaces through to back-end systems and all points in between.

Prior experience with AI, LLMs, RAG, and ML.

Experience with Employee Performance Management, LMS Systems and/or Gamification is an advantage.

Centrical is an Equal Employment Opportunity and Affirmative Action Employer. Qualified applicants will receive consideration for employment without regard to race, color, religion, sex, sexual orientation, gender perception or identity, national origin, age, marital status, protected veteran status, or disability status.

To apply please send your CV to jobs@centrical.com

Sr. Product Manager

“CX leaders should stop isolating contact centers from other departments. Customer experience is increasingly cross-functional. In 2025, integrating CX insights across the organization will be critical to delivering seamless and cohesive experiences.”

“To start, give customers a choice: digital or live support. And if they go digital first and can’t get what they want, make it super-easy for them to connect to a live agent.”

“Knowledge Management: It is not exactly underrated but it will be bigger than what it is in 2025. Vendors are likely to boost R&D investment in knowledge management for contact centers in 2025.”

“Human-centered AI, where AI is used not just to automate and drop money to the bottom line, but used to service up insights to support team members and delight customers. I see generative AI with conversational context and tonal analysis as pretty critical here.”

“The myth that technology/AI is a quickly implemented CX superpower. Companies will realize that we can’t harness a lot of these gains without quality data that is clean and well-organized.”

“By 2025 the buzzword omnichannel may be on its’ last leg.  Customers want their issues resolved quickly and accurately and they would prefer not to need to contact us in multiple channels that we can see at one time.”

“For 2025, the main trend I’m watching is ‘AI agents’—bots powered by AI that are becoming more autonomous. Unlike basic responses, these AI agents can handle end-to-end customer interactions, reducing the need for human intervention. Expect significant developments from vendors.”

“Stop talking about AI. It’s like talking about the internet being a thing. It’s here. The better focus is start thinking about how AI enhances the lives of your team. So stop talking about AI and start doing something about it.”

“AI and CX will drive hyper-personalization, using consumer data to segment customers, deliver key messages, and provide fast, accurate responses. Technologies like chatbots and predictive analytics will close the gap between brands and consumers.”

One myth that will be debunked in 2025?: “Customers are on the edge of their seat waiting to hear what you have to say. We need to learn about what’s important to customers by asking more questions.”

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