After delivering his mid-year Town Hall presentation, we sat down with Jean-Charles Miginiac, Managing Director of TINQIN. He reflected on the strong results achieved in the first half of 2025. The objectives were met both in terms of service delivery and progress on strategic product lines. The most important part, however, is ahead: strengthening TINQIN’s “ownership culture” by emphasizing autonomy, accountability, and team initiatives.
JC: It’s got a simple definition: shifting one’s focus from task-oriented to outcome-oriented. Ownership culture is about each team member developing an understanding of the broader goal and then proactively working towards it. It’s not just about creating software; it’s about taking personal responsibility for delivering measurable value once it is deployed.
JC: The software industry is operating in an environment that is more and more demanding every year. I’m not even talking about AI, which adds a multiplier to this step change. I’m talking about our insurance customers and how their definition of a successful relationship with a software partner has changed in the last several years.
Internally, our teams have experienced rapid growth, particularly in our R&D center. This scale demands clear ownership and accountability. We cannot rely solely on management oversight; we need self-driven teams that measure their own performance, proactively identify issues, and resolve them.
JC: In the custom projects, ownership translates directly into efficiency. Teams that own outcomes spend less time waiting for “input” and more time delivering “output”, apologies for the IT analogy. The end state is that our clients trust us to get to their desired outcomes without needing to generate solutions or request progress updates.
JC: For R&D, ownership culture ensures we’re building new platforms that are robust and flexible to change as clients’ needs change. Teams should develop solutions driven by real-world usage data and end-user feedback. The ideal model for the R&D center is taking responsibility for the long-term success and adoption of the app or platform, not just the initial launch.
JC: Absolutely. Ownership without expertise is dangerous. Imagine being an amateur boxer in a professional heavyweight fight. You “own” the outcome, but that outcome is not going to be a positive one!
At TINQIN, our teams combine software excellence, whether in Java, cloud-native development, or now AI, with deep industry-specific knowledge in insurance, regulatory compliance, and cybersecurity. These two have been the two main pillars of our strategy in the last 10+ years.
A good example is our recent collaboration with Unéo on the biggest public insurance contract in French history, awarded by the French Ministry of the Armed Forces (Ministère des Armées).
Because our team embraced complete ownership (from qualifying and winning the deal to delivering across business, functional, and technical domains), we earned Unéo’s trust as strategic advisors, not just vendors.
JC: Our goal is to continuously refine how we measure and demonstrate the value we’re creating. The next step is to integrate even more automated measurement tools to help teams foresee and solve issues before they arise. We will continually find new ways to strengthen our teams and deliver more value to our customers and partners.