We started National Networks because the existing options were broken.
Two operators from Herndon, Virginia, who'd spent a decade running in-house support at growth-stage companies, decided the BPO industry needed a different model. That was 2014.
Founding story
Our founders met in the Northern Virginia tech corridor, building customer operations for a SaaS company that grew from 50 to 500 employees in three years. When the time came to outsource, they evaluated 14 vendors. Every offshore-only option saved money but eroded brand. Every onshore-only option preserved brand but couldn't scale. The hybrid options they found were hybrid in name only — usually a US sales team selling a fully offshore floor.
They left to build the thing they wished existed: a firm with onshore leadership, training, and QA, paired with nearshore delivery in time zones that work for North American customers. A firm that staffs dedicated pods instead of shared queues. A firm where the people running your program have actually run support themselves.
Twelve years later, National Networks runs 42 active programs from Herndon, Guadalajara, and San José. We've turned down more business than we've taken, because the model only works when the engagement is right.
The people responsible for the work.
Most of our leadership team built support orgs in-house before they ever sold a BPO contract. That's intentional.
Marcus Reyes
Built and ran customer operations at three growth-stage SaaS companies before co-founding National Networks. Lives in Herndon; opinionated about coffee and queue depth.
Priya Chen
Former Director of Global Support at a public e-commerce company. Architected the original pod model and still personally sits in on Discovery diagnostics for new clients.
Jordan Okonkwo
Built people operations for two scale-ups before joining National Networks. Owns hiring quality, agent retention, and the wellness programs that keep our T&S work sustainable.
Ana Torres
Runs day-to-day operations across both nearshore centers. Came up through team-lead and operations-manager roles at large BPOs and rebuilt our QA program from scratch in 2019.
Daniel Kim
Leads the Solutions team — the people who run Discovery and shape new engagements. Ten years operating CX programs in fintech and marketplaces.
Four words we actually use in performance reviews.
Ownership
The pod owns the metric. The team lead owns the pod. The director owns the program. No "that's not my queue."
Calibration
Quality is a number we agree on, score against, and revisit monthly. Disagreement is the input — not the obstacle.
Candor
We will tell you when a program is failing, when a metric is gameable, and when the right call is to walk away. Even when it costs us.
Craft
Support is a craft. Done well, it is one of the most leveraged things a brand can invest in. We treat it that way.