Etech was founded in 2003 to save a closing call center in Nacogdoches, Texas. That founding purpose still runs the company. Today, corporate social responsibility at Etech is not a report we publish once a year. It is the daily work of the 4,000 people who live and lead in the communities where we operate.
HOW WE APPROACH CSR
Our corporate social responsibility framework is built around three things we can do well as a contact center operator: create sustained jobs in towns that need them, stay present in those communities through our leaders, and commit for the long term to the organizations doing the work.
Etech was born in a town of 33,000. Our largest US sites are in communities where a contact center is a meaningful share of the professional job market. Our measure of impact is not total headcount. It is headcount we sustain in communities that would feel the absence.
Each Etech center has on-site leadership with deep ties to the community. Our leaders sit on local boards, advise community colleges, and partner with the organizations working on the problems our people see every day. Presence is not quarterly volunteering. It is sustained relationship.
The partnerships listed on this page are not new. Many go back a decade or more. United Way. Head Start. Boys and Girls Club. Angelina College advisory committees. The pattern is continuity, not campaigns. We show up for the same organizations year after year because they are the ones still working on the problems that matter.
OUR STORY
BellSouth announced it was closing a contact center in Nacogdoches, Texas. The town had 33,000 people. Four hundred of them were about to lose their jobs. In a community that size, that is not a news item. It is the school bond, the local hospital, the small businesses on main street.
Dilip Barot led a group that acquired the operation. Matt Rocco, with decades of BPO experience at Dun and Bradstreet and BellSouth, became CEO. The premise was plain: run the operation well, invest in the people, and the business follows. Not one of the 400 employees lost their job.
Twenty-two years later, that founding event is still the organizing principle. The COO started as a call center agent. The Chief Data Strategy Officer started as a sales agent in 2000. The Executive Vice President launched the India operation from a pilot team of fewer than a dozen. The people who run this company are the people the company invested in first.
"Servant leadership is about more than work. Our goal is to be impactful in the communities where we live and work."
Matt Rocco, CEO
IMPACT BY THE NUMBERS
UNITED STATES
The CSR section on most corporate websites lists categories. Education. Youth. Economic development. The lists below name the specific organizations Etech leaders and teams have supported for years, across four US sites. The pattern is sustained relationship, not campaign giving.
Long-standing workplace campaign and leadership giving. Annual United Way drives at the Nacogdoches anchor site.
Sustained support for after-school and youth development programs serving East Texas families.
Early childhood education partnership. Supporting school readiness in a county where early education access is a community priority.
Community nonprofit partner focused on stability programs for families in transition.
Board-level participation in the Nacogdoches Economic Development Corporation. Advising on regional workforce and employer growth.
Active Chamber of Commerce membership. Small-business mentorship and regional workforce-development committee participation.
Advisory committee participation for the Technology and Electronics programs at Angelina College. Direct input into curriculum that feeds the regional tech workforce.
Annual employee-led drives for the East Texas Food Bank and holiday giving programs coordinated through the Lufkin site leadership team.
Bilingual workforce hiring partnerships and community career fairs with San Antonio-area employer networks.
Participation in Dallas-area professional networks focused on BPO, CX, and minority-owned enterprise development.
GLOBAL FOOTPRINT
What community investment looks like in Nacogdoches is not what it looks like in Montego Bay or Gandhinagar. The three regions have different needs, different partners, and different outcomes we measure. The common thread is local leadership with real authority to commit.
Montego Bay
Local employment pipeline. Nearshore careers, not transactional labor.
Gandhinagar and Vadodara, Gujarat
Two campuses. Long-running educational and workforce commitments.
East Texas, San Antonio, Dallas
Four sites. Decades of community relationships.
EDUCATION AND WORKFORCE
A contact center employer in a small town has one job that matters more than any other: give local people a path to a professional career. Etech's workforce development program is the sum of the partnerships below, plus the internal promotion culture that makes the path real.
Etech leaders sit on the Technology and Electronics program advisory committees at Angelina College in Lufkin, Texas. The curriculum shapes the pipeline that feeds East Texas employers including Etech. This is a 15-year relationship, not a quarterly check-in.
Board-level participation in the Nacogdoches Economic Development Corporation. Helping the region attract employers, develop the workforce, and retain graduates of Stephen F. Austin State University and the regional community college system.
Site leaders host career-day events and classroom visits at local schools in Nacogdoches, and Lufkin Independent School Districts. The point is to show students in East Texas that a professional career path exists in their hometown.
Structured internship programs at the Nacogdoches and Vadodara sites give students a first exposure to contact center operations, data analytics, quality assurance, and engineering roles. Many internship placements convert to full-time roles.
The strongest education investment we make is the career path inside Etech. Agent to team lead to supervisor to operations manager to director to AVP. The COO, the CDSO, and the EVP all traveled some version of that path. The education is measured in outcomes, not credentials.
Melissa Wood leads Etech's global Leadership Development function with 27+ years of L&D experience. Her organization runs the training curriculum for every management tier and operates the servant-leadership certification pipeline that every promoted manager completes.
EMPLOYEE ENGAGEMENT
The most direct way a 4,000-person company can contribute to a community is by letting its people participate in the community during the day, not after their shift. Etech supports volunteer work, giving campaigns, and board service through site-level programs that make community participation a normal part of how the operation runs.
Site-level programs that give team members time for volunteering and community-service commitments on the clock, not on personal time.
Holiday giving, school-supply, and food-bank drives organized by site leadership teams and supported by the broader employee base.
Partnerships with United Way and other regional organizations that amplify employee giving through workplace campaigns.
Active leadership service on local boards, economic development committees, and community college advisory boards, committed by leaders across every site.
DIVERSITY AND INCLUSION
Dilip Barot founded Etech as a minority-owned business in 2003. The company is certified as Minority Business Enterprise . The certifications matter for supplier diversity programs. What matters more is what we can point to inside the operation: a leadership team whose paths look nothing alike, and a promotion culture that rewards the work of developing other people.
Minority Business Enterprise certification. Qualifies Etech for supplier-diversity procurement programs at Fortune 500 clients and government contracts.
Women lead the COO role (Kaylene Eckels), the Chief Data Strategy Officer function (Shawndra Tobias), the Chief HR Officer function (Veronica Chimney), and country management in Jamaica (Yanique Troupe), among other senior roles.
SERVANT LEADERSHIP
"In this industry, your people are your product. If you do not invest in them, you are delivering a diminishing asset to every client, every day. That is the business reason. The human reason is that people who feel respected treat customers well and go home proud of their work."
RECOGNITION AND CERTIFICATIONS
A partial record of how Etech's work has been recognized in procurement certifications, industry awards, and public coverage. The certifications matter for RFP shortlists. The longevity matters more.
Procurement diversity
Certified Minority Business Enterprise. Qualifies Etech for supplier-diversity procurement across Fortune 500 clients and government programs.
Industry recognition
QEval recognized by the International Customer Management Institute for the Best Technology Solution category in 2025.
Quality monitoring category
Etech recognized in the Customer Management Practice Leading Provider rankings for Quality Monitoring in 2025.
Stability as social contract
Twenty-two consecutive years operating in the same communities. Continuity is a form of community contribution.
Governance record
Zero compliance breaches across 22 years of regulated contact center work in healthcare, insurance, financial services, and government programs.
Founder coverage
Etech founder Dilip Barot's work featured in Forbes ('Imported Entrepreneurs') and Reader's Digest ('Keepers of the Dream'). Coverage focused on the immigrant-entrepreneur story and the Nacogdoches founding.
If corporate social responsibility, supplier diversity, or community impact commitments are in your procurement scorecard, we would like to have that conversation in detail. Our CSR posture is not a marketing narrative. It is documented in the operating model and in 22 years of continuity.
