Thibault Butin

As a manager, I built and grew two support teams at Indy, Care BNC up to 35 people and Care Immo up to 12 people, by structuring the organization, recruitment, and skill development paths from scratch. I also identified relevant optimization and automation levers to reduce the workload on recurring requests, and coordinated a quality investigation on CSAT data.

Promoted to team leader, I took responsibility for a first support team, with the dual constraint of maintaining service quality while absorbing rapid growth in staff and request volume. It was in this role that I began to structure training, skill development, and performance monitoring processes, rather than managing on a case-by-case basis.

Joining among the first 10 employees of Indy (then Georges.tech), I held a customer support advisor position in a rapidly developing accounting activity. This period gave me a deep understanding of the field, customer pain points, and the limitations of a support service growing without established processes. This foundation helps me quickly identify what's hindering a growing customer service today.