When we wrote Actionable's first check in 2024, we were making a big bet on two people and the pain they'd already lived. At Criteo, Nicolas Rieul ran account teams large enough that a churn signal had to climb several layers of managers before it reached him. By the time it did, the client was already gone. Nans Thomas had already built and sold a company, Wino, before this one. He wasn't guessing at what it costs to ship software to real customers.

One had watched customers leave for years. The other had already built what might stop them.

Everyone else was selling half of that. AI-wrapped survey tools read a sample and stopped there. Slow incumbents sold broad platforms with no real moat under them. Nobody owned the layer between a score and a decision. That gap is what we underwrote.

Two and a half years later, Actionable has raised $10 million, led by Hi inov. Axeleo is investing again.

From measuring customers to acting on them

Our original thesis was simple: companies had accumulated years of customer data, and most of their customer intelligence still ended in a dashboard. Traditional CX software was built around surveys, aggregate scores and segmentation. It could tell a company what a group of customers had said, or how an NPS score had moved. Actionable was building something else: it connects a company's customer data to predict what a given customer will do next, why, and what action could change the outcome.

A satisfaction score tells you something went wrong. Actionable tells you which customer is at risk, what's driving that risk, and what you can still do about it. One produces insight. The other sits directly inside an operational workflow.

The thesis is showing up in the numbers

The first question was whether large enterprises would trust a young company with enough customer data to make this work. Actionable treated that as a product problem from day one. The first hire wasn't a salesperson. It was someone dedicated full-time to data security, before there was any revenue to protect. The company now holds ISO 27001 and SOC 2 Type II certifications, and the technical hiring followed the same instinct: PhDs in machine learning and mathematics, brought in while the team was still small enough that every hire changed its shape.

That foundation is why Carrefour, Sephora, Engie, SNCF Voyageurs/OUIGO, Edenred and Audiens signed on, and why the deployments are producing outcomes, not just logos: a sevenfold return on incremental CRM spend at Carrefour, for one.

In 2024, we had to believe enterprises would share enough data, that the models would translate into measurable economic outcomes, and that the technology would generalize beyond one vertical. Today we have evidence for all three.

Then AI made the opportunity bigger

There's another reason we're investing again, and it wasn't in our original thesis. In 2024, we bet on moving customer experience from aggregate measurement to individual prediction. Since then, AI agents have moved from demos into CRM and service workflows, and that changes what Actionable is worth.

LLMs made the action layer cheap. Software can draft the email, trigger the workflow, talk to the customer directly. But that creates a new bottleneck: before an agent acts, it needs to know which customer to target, what's happening to them, why, and which intervention actually changes the outcome. Skip that, and the agent is automating a guess. That's the layer Actionable already owns.

The product hasn't changed. The environment around it has. That's the opportunity we're doubling down on, and we couldn't be more excited to back Nicolas, Nans and the team they've built through it.