How Morgan & Morgan Built a Culture of Continuous Learning for Its Frontline
When a leading law firm combines gamified learning with clear career pathways, the result is a frontline workforce that’s both highly skilled and deeply engaged. Morgan & Morgan's approach earned them the 2025 SELECT Scholar Award.
By: Simone Somekh, Content Marketing Manager at Centrical
Morgan & Morgan, one of the largest personal injury law firms in the U.S., has won the 2025 Centrical SELECT Awards in the Scholar category for its innovative approach to continuous learning and employee development. The award recognizes organizations that prioritize learning as a core cultural value, empowering employees to grow their skills and advance their careers through accessible, engaging educational opportunities.
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The firm transformed learning from a one-time training event into an ongoing cultural practice, using Centrical to deliver weekly microlearning modules and knowledge checks that keep frontline teams proficient and support their career mobility. We spoke with Chris Bias, Gamification Engagement Lead, and Danielle Sandefur, Call Center Implementation Manager at Morgan & Morgan, to learn how the firm built a learning culture widely embraced by its employees.
The Challenge: Making Learning Stick in a Fast-Paced Environment
As Morgan & Morgan scaled its operations, the firm faced a critical challenge: how to keep its frontline agents—both inbound and outbound—continuously learning and developing in a demanding work environment. Traditional training approaches focused on initial onboarding but failed to create lasting engagement or provide clear paths for career development and growth.
The firm needed a solution that would make learning feel less like a chore and more like an integral part of daily work,something employees would actually want to engage with rather than avoid or treat as a box to check.
“It’s so much more than a learning program, it’s a cultural shift,” said Chris Bias. “The real-time performance visibility and continuous feedback loops have empowered individuals to take ownership of their development and have enabled our leaders to coach more effectively, eliminating delays and providing the support they need.”
Key Innovation: How Morgan & Morgan Gamified Learning and Career Development
Morgan & Morgan partnered with Centrical to build a comprehensive learning ecosystem that transforms professional development into an engaging, gamified experience. The platform delivers weekly department-specific microlearning “missions” and knowledge checks to help employees maintain up-to-date proficiency and reinforce critical skills.
Weekly Learning That Feels Like Play
The firm moved away from lengthy, one-off training sessions toward bite-sized, regular learning opportunities embedded directly into daily workflows. Each week, employees receive learning modules tailored to their specific roles, allowing them to practice real-world situations in a low-stakes environment.
The gamification elements—points, badges, leaderboards, and levels—create friendly competition driving participation. Employees don’t just complete training because they have to; they engage because they want to see their progress and compare their performance with peers.
A Cross-Functional Approach to Content Creation
Making this transformation work required coordination across multiple departments. Morgan & Morgan established a collaborative model where three departments create campaigns and missions in the platform: the learning and development team handles initial onboarding, the knowledge base department manages ongoing knowledge updates, and the engagement team focuses on culture and feedback.
The firm holds monthly syncs where all stakeholders align on upcoming training, determine where content should be housed, and establish the cadence for missions. This ensures that continuous learning aligns with formal training programs and rolls out at a sustainable pace for agents.
Self-Directed Career Mobility Pathways: How Morgan & Morgan Is Introducing Employees to New Roles and Driving Retention
Beyond keeping current skills sharp, Morgan & Morgan is currently planning to use Centrical to revolutionize how frontline employees explore and pursue career advancement. The firm is building self-driven campaigns that allow employees to explore different specialty teams and roles at their own pace.
“One of the big things that I want to do with the platform next year is to create self-selected campaigns where they can go in and basically say, hey, I’m interested in this specialty group,”said Bias. “They would self-select that campaign, they would go through missions, whenever they complete that we would get a notification, and they can then shadow and see if they’re actually interested in the position.”
The approach includes creating “day-in-the-life” videos for each specialty team, giving employees authentic insight into different career paths before they commit to shadowing an employee or applying for a position. This allows employees to make informed decisions about their career trajectory while demonstrating initiative and interest to the firm’s leadership.
Bias drew inspiration from Centrical’s own PowerUp—a self-paced, in-platform learning environment that trains leaders on how to use Centrical by using Centrical: “I actually got the idea from PowerUp, whenever I was going through and learning about Centrical. I thought that the idea of being able to [self-enroll in] a campaign was very interesting. PowerUp did exactly that for me.”
The Results: Building a Learning Culture That Drives Performance
Morgan & Morgan achieved remarkable engagement rates that far exceeded the firm’s previous learning benchmarks:
85% engagement rate in the initial rollout phase
Weekly completion of department-specific scenarios and knowledge checks
On-the-job training and upskilling opportunities
The platform’s real-time visibility transformed how team leads support their teams. Each morning, team leads review which agents have incomplete missions and incorporate this into their daily check-ins. The firm allocates 30 minutes weekly for agents to complete missions and review materials with their team leads.
The platform fundamentally changed how employees view professional development. Rather than seeing training as a box to check, they engage with learning content because it’s relevant, timely, and rewarding.
The engagement rates reflect a cultural transformation where learning has become something employees actively seek out rather than avoid.
What’s Next: Expanding Performance Management and Career Mobility
Integrating KPIs for Performance Excellence
With the learning foundation established, Morgan & Morgan is now implementing performance KPIs within the Centrical platform to drive transparency and accountability, facilitate personalized performance-based coaching and development, surface performance or skills gaps in real time, and recognize top performers.
“With KPIs [integrated], [the platform] is definitely going to be driving those up,” Bias said. “We’re looking at where our conversion is, CSAT, adherence, just attendance in general. We’re looking to see what we can do to incentivize all of those areas in a way that will not only drive it up but hold people accountable in a way that maybe they previously weren’t.”
The firm is also exploring how to tie career pathway access to performance levels, creating clear criteria for advancement.
Building Career Mobility at Scale
The career pathways initiative will expand to include structured progression requirements, manager assignments based on performance thresholds, and comprehensive role exploration across all specialty teams.
Fostering Friendly Competition Across Locations
With a new Las Vegas location recently opened, Morgan & Morgan is exploring friendly competition and challenges between different offices to boost engagement and build connections across geographies.
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Madeleine Freind
VP, Customer Success
Madeleine Freind is a senior Customer Success leader with deep experience building and scaling SaaS and managed services businesses. At Centrical, she leads the Customer Success teams across North and South America, partnering with clients to drive measurable business impact through the platform.
Before joining Centrical, Madeleine was Head of Customer Success at Quantifind, an AI-powered analytics company, where she led strategic relationships with brands like Hershey’s, KFC, J.P. Morgan Chase, and Dunkin’ Brands. Her ability to translate complex data into clear, actionable solutions consistently helped customers achieve their goals.
Earlier in her career, Madeleine spent over a decade on the agency side, managing CRM and digital marketing programs for Fortune 500 companies through smart, data-driven strategies.
Michael Ciancio
CMO
Michael Ciancio serves as the Chief Marketing Officer (CMO) at Centrical, bringing decades of experience in marketing and go-to-market strategy. In this role, he leads the company’s global marketing efforts to drive brand growth and market expansion.
Prior to joining Centrical, Michael held marketing leadership positions at notable technology companies, including IntelePeer, Infor, and Vonage. Throughout his career, he has successfully guided teams in scaling products, strengthening brands, and significantly expanding market presence.
Michael’s expertise lies in scaling high-growth software companies, particularly in AI, performance management, and employee engagement solutions for customer experience teams. His strategic vision and leadership continue to be instrumental in advancing Centrical’s mission to transform how organizations engage and motivate their frontline teams.
Michael holds a Bachelor’s Degree in Economics from Gettysburg College and a Master of Business Administration (MBA) in Marketing from Montclair State University.
Natalie Roth VP, Corporate Marketing
Natalie Roth brings over 15 years of experience in brand and product marketing for SaaS solutions. Before joining Centrical, she was Senior Product Marketing Manager at Frontline Education, where she led go-to-market strategies for enterprise K-12 solutions and played a key role in integrating and positioning products following multiple acquisitions.
Previously, Natalie served as Director of Marketing at Accelify Solutions, where she drove marketing strategy, new product launches, and customer communications. She played a pivotal role in business growth, expanding market presence, and deepening client engagement, contributing to the company’s success and eventual acquisition by Frontline Education.
Natalie holds a BA in Creative Writing and Digital Media from New York University, graduating magna cum laude.
Linat Mart
VP, Product Management
Linat Polak Mart has more than 15 years of expertise in managing product strategy and operations in high-volume organizations.Previously, she held the role of Head of Product Experience and Communications for LivePerson, a leading Conversational AI platform, where she played crucial part in delivering significant product innovation and customer growth. Prior to her time at LivePerson, she held multiple senior product roles at NICE, a leading enterprise customer experience (CX) software provider, including Director of Product Portfolio and Director of Product Management.
Linat holds an MBA from Tel Aviv University and a BA in Computer Science from Reichman University (IDC Herzliya). She graduated magna cum laude from both institutions.
“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.”
Tompkins comes to Centrical with more than 25 years of experience in software and hardware sales. Prior to joining his role as Chief Revenue Officer at Centrical, he was CEO at Workspot. He held the position of Chief Revenue Officer at IGEL as well as senior sales leadership positions with Red Hat, Hewlett Packard (now Hewlett Packard Enterprise), and Citrix.
Tompkins holds an MBA in Business Administration and Management from the University of Virginia, Darden Graduate School of Business Administration and served in the US Navy as a Nuclear Propulsion Technician.
“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 future? Goodness, there’s so much, but I really believe 2025 is the year of community. We’re not just taking tickets anymore—folks we’re drawing people in, getting proactive, and co-creating with customers. Community will become a normal service channel, with customer service workers facilitating and adding value.”
“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.”
“The blending of CX and EX will accelerate. The days of reducing friction for customers at the expense of employees are over. Indeed, because AI-enabled customer experiences often require AI usage by customer-facing employees, leaders will have to ensure a frictionless work experience to drive AI adoption and deliver value.”
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.”
Doron is a seasoned R&D professional with a a deep expertise in SaaS and enterprise software. He leads product development at Centrical. Prior to joining the company, he was Director of R&D at Tipalti, where he was part of the team that designed and developed the Tiplati product and the infrastructure it uses. Prior to that he was Director of R&D Sensor Management, which joined from Orsus, which was acquired by Nice Systems. Prior to that he held various R&D positions at Orsus. Doron holds a B.Sc in Computer Science from the Tel Aviv Yafo Academic College and a MBA degree from the University of Tel Aviv.
Gal Rimon
Founder and CEO
Gal founded Centrical (previously GamEffective) in 2013, with the vision of helping companies empower their employees’ performance, making them the center of business success.Prior to that he was CEO of Gilon-Synergy Business Insight, a national leader in Business Intelligence. In 2010, Gilon-Synergy was acquired by Ness Technologies (NASDAQ:NSTC) and Gal went on to serve as Senior VP at Ness, and was member of its executive management.
Prior to that he was VP customer relations and operations at Deloitte Consulting. He also worked at EDS and Bashan. He holds a MBA degree in Marketing and Information Technologies from the Tel Aviv University.
Daphne Saragosti
Chief Customer Officer
Daphne has over 15 years of experience in Customer Relations and Retention in both B2B and B2C environments. Her area of expertise is leading customer success, consulting and global professional services teams within public and private sector companies. She is focused on leading teams to grow the partnership with our clients.
Prior to Centrical, Daphne worked software and service companies in the online marketing and gaming industry.
Daphne holds MA in Statistics – Specialization in Operations Research and a MBA degree, both from the Hebrew University of Jerusalem.
Ella Davidson
VP Global HR
Ella Davidson is responsible for managing Centrical’s employee relations worldwide, including organizational development, talent management, benefits and recruitment. Ella has more than 18 years of human resources management experience. Prior to joining Centrical she was vice president of human resources at myThings and OpTier – leading SW companies, and consulted numerous entrepreneurs and startups in the Israeli hi-tech industry and Israel and in the US.Ella holds a B.A in Psychology from the Hebrew University and MSc in Organizational Behavior from Recanati Business School at Tel Aviv University.
Ariel Herman
VP Research and Development
Ariel has over 16 years’ experience in a wide variety of R&D leadership roles. He is highly experienced at building R&D teams from the ground up, driving high levels of accountability and ownership and setting up automation infrastructures. For the past 10 years Ariel has managed both in-house and offshore development teams at companies ranging from startups to enterprise organizations.
Prior to joining Centrical, Ariel served as VP of R&D at Worthy.com where his team dramatically improved product stability, quality and execution. Before that, he was VP R&D at Applicaster where he led infrastructure changes from project to product. Ariel has also held various R&D positions at Retalix (later acquired by NCR).
Ariel holds B.sc in Computer science & Math, and MBA degree in Information Technologies, both from Bar Ilan University
Ronen Botzer
CFO
Ronen is a Finance and Business Development executive with 20+ years of leadership experience in startups and global companies across all aspects of management. He has direct experience with companies in the areas of software, services and capital equipment, including fund raising as well as M&As across different continents. Ronen is a CPA and holds an LLM degree from Bar Ilan university and B.A in business administration from the College of Business Management.
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Madeleine Freind
Natalie Roth
Linat Mart
Doron Neumann
Gal Rimon
Daphne Saragosti
Ella Davidson
Ariel Herman
Ronen Botzer