Structuring fraud prevention for targeted, impactful action

Back Market is the world’s leading marketplace for refurbished tech, with over 30 million devices sold across 17 countries. In this landscape, fraud is a critical issue: the diversity of stakeholders (customers, refurbishing factories, carriers, resellers) combined with the attractiveness of high-tech products makes it a prime target.

While fully aware of the issue, the company lacked visibility: 

• What is the true cost of fraud?
• What business and operational impacts justify which level of investment?
• And how can security be reinforced without harming the experience of legitimate customers?

To address these questions, Back Market launched a cross-functional Trust & Safety program, engaging Product, Tech, Data, Security, and fraud teams.

Thiga’s role was to:

• quantify the impact of fraud,
• identify the next strategic initiatives,
• and support Product teams in framing and prioritizing their fraud-related efforts.

Accessing the right data

Collecting and consolidating the data required to measure and understand fraud.

Defining the right indicators

Establishing KPIs to quantify impact and guide investment decisions.

Engaging diverse teams

Bringing Product, Tech, Data, Security, and business teams on board, despite fraud not being their initial focus.

Identifying and prioritizing initiatives

Focusing on short- and mid-term priorities to maximize program effectiveness.

• Established 7 North Stars to monitor and quantify fraud impacts.
• Defined a clear vision and roadmap for the Trust & Safety perimeter.
• Launched email verification in production, with planned iterations to strengthen detection of suspicious activity.
• An organization now better equipped to scale fraud prevention and turn it into a driver of trust and growth.

Accor’s Digital Factory was undergoing a strategic transformation to adopt a more product-oriented organization. This shift aimed to bring business and digital teams closer together and foster stronger alignment across functions. At the same time, the Product Design team was rapidly scaling, creating a need for more vision, a clear organisation and clarity in its practices.

To support this evolution, a Design Ops role was introduced to both organize the design function and streamline its collaboration with key stakeholders across business, product, and tech. Beyond operational efficiency, this role also aimed to empower designers to become more impactful and strategic—by aligning their work more closely with business priorities, fostering a stronger design culture, and enabling them to contribute earlier and more effectively to strategic decision-making.