GoTrendier: redesigning Customer Support to scale a circular fashion marketplace
GoTrendier is one of the leading second-hand fashion marketplaces in Mexico and Colombia. As of end-2023, it reported more than 32 million listed items and over 9 million registered users. Around 95% of its traffic comes from its app, reinforcing a mobile-first, high-frequency operation with strong expectations for fast responses.
In Colombia, according to La República, a second-hand item was sold every 15 seconds — a signal of the operational pressure behind a high-velocity marketplace model.
In 2021, at Boostomer, we worked with GoTrendier to scale its Customer Support operation across both markets. The challenge was not simply to respond faster. It was to design an operation built to scale.
Service
Customer Support Operations Redesign
Year
Markets
Stack
Understand where the operation broke down
GoTrendier operated its Customer Support function across Mexico and Colombia during a period of strong growth, with increasing ticket volume and higher pressure on response times. As in many scaling marketplaces, the real risk was not handling more conversations — it was scaling an operation built on non-specialised processes, fragmented data and escalation criteria dependent on day-to-day judgment.
We analysed the operation across both markets: how cases were created, how they were resolved, what information was available and where the main friction points emerged. We worked across the support tool, reporting layers, operational structure and documented processes. The objective was to move from a reactive setup to a more structured, measurable and scalable operating model.
KPIs Worked On
Moving away from a “everyone does everything” model.
When an operation is small, having everyone do everything works. As volume grows, that model breaks down: simple cases compete with complex ones, quick enquiries get mixed with internal tasks, and the team ends up managing urgency instead of operating with focus.
We designed an online/offline specialisation model to separate frontline responsiveness from complex operational resolution. Each case type was assigned a clear flow, an owner and a defined measurement framework: we protected first-line response speed, created focus for internally managed cases, reduced unnecessary handoffs and improved end-to-end traceability.
KPIs Worked On
Streamline the step between customer service and resolution
In a marketplace, many incidents are not resolved at the front line. Without a clear escalation flow, each case depends on individual criteria: loss of context, long response times, poorly closed cases, and a worse experience for the user.
We defined recommendations to create a clearer escalation flow between online and offline. We worked on criteria: when to escalate, to whom, how to document, which status to use, how to follow up, how to differentiate a closed case from a truly resolved one, and how to measure reasons and volume. The key was to stop managing exceptions by intuition and start operating with rules.
KPIs Worked On
Daily ownership, not management by intuition
An operation does not scale with written processes alone. It needs a leadership layer that looks at the day-to-day, supports the team, and makes decisions with data. Without operational ownership, plans remain on paper and support quickly reverts back to firefighting mode.
We recommend incorporating a Team Lead role close to the operation. That person would supervise performance, accompany the team, review cases, monitor KPIs, detect deviations, and ensure that new processes were actually implemented. It wasn't about adding hierarchy: it was about creating ownership.
KPIs Worked On
From activity to decision-making.
An operation can have many interactions, many chats, and many closed cases, and still not understand what is happening. The team needed more visibility regarding reasons for contact, critical events, differences between countries, and opportunities for improvement.
We worked alongside BI to define which events, reasons, and KPIs to measure: why users were reaching out, which reasons generated more volume, which cases could be avoided, what differences there were between Mexico and Colombia, which processes generated more escalations, and what opportunities existed to improve self-service and structure. Today, GoTrendier has a public Help Center in Zendesk with categories for selling, buying, account, safety, and community guidelines.
KPIs Worked On
What we take away from GoTrendier
We left an actionable roadmap designed so that Customer Support could scale with more structure, more control, and better operational visibility. It was not a generic diagnosis: it was a structure designed for support to accompany growth without depending solely on adding more people.
On a platform where volume, recurrence, and mobile experience pressure the operation every day, the goal was clear: organize support before growth turns every conversation into a more expensive emergency to manage.
