The company had been seeing good results since 2018. Then the crisis hit. Business was little impacted. There was a clear decline in revenues, but not enough to threaten the company. “Of course it bothered us, but we anticpated it. As soon as announcements were made, we asked 200 employees to telecommute in the space of 48 hours. We delivered workstations to our employees, we all helped each other and organised it between ourselves”. The situation has naturally led to a greater spirit of collaboration. “Our management was somewhat top-down but, in the last two years, we have reversed that and created a more agile style of management based on trust and collective intelligence. This allowed us to take decisions rapidly when faced with the crisis. This period has pushed us towards greater collaboration, uniting employees virtually to ensure they keep in touch. Given some of the employee profiles we have, we might have thought that the cutting of social ties would cause more damage. But in fact, people gained in autonomy, flourishing as business continued”. And Handicall has been very helpful in helping health organisations, handling a large number of calls to the Robert Debré Hospital in Paris. “We adapted our business to suit hospitals, who were already clients. For our health insurance clients, we also developed courtesy calls for older people to create a link with isolated populations. We are working for social cohesion, the values we share with health insurance companies are strong, and we are acting accordingly throughout this crisis”.