In an exclusive interview with CanadianSME Small Business Magazine, Ian Evans, President and CEO of E-Tech, shares a candid look at what it takes to build and sustain a high-performing managed IT and cybersecurity company in an increasingly complex digital landscape. From earning trust as a one-person startup to leading an award-winning MSP serving SMBs and nonprofits across North America, Ian reflects on leadership, resilience, and the responsibility that comes with protecting mission-critical systems.
Interview By Kripa Anand
I’m Ian Evans, President and CEO of E-Tech, a company I founded in 2005 to provide managed IT services and web hosting with a focus on not-for-profit organizations and small to medium-sized businesses. Since starting E-Tech with just myself as the only employee, I’ve had the privilege of growing the company into a dedicated team of professionals serving clients across North America and the Caribbean.
You started E‑Tech with one employee in 2005 and have grown it into an award‑winning MSP recognized as #1 in Canada and top 20 globally. What were the toughest hurdles in that journey, and were there moments you seriously questioned whether it would work?
Starting E-Tech in 2005 as a one-person operation was equal parts exciting and terrifying. One of the toughest hurdles early on was credibility—convincing clients to trust a small, unknown company with systems that were absolutely mission-critical to their organizations. I was wearing every hat at once: sales, support, strategy, and admin. There were long stretches of 16-hour days, tight cash flow, and constant pressure to deliver enterprise-level service with very limited resources.
As the company grew, the challenges changed but didn’t disappear. Scaling without losing quality was hard. Hiring the right people, building repeatable processes, and investing ahead of revenue were all calculated risks. There were definitely moments—especially during economic downturns or major client losses—when I questioned whether the model would hold up or if I was pushing too hard, too fast.
What kept me going was a clear belief in our mission and a refusal to compromise on service standards. Each obstacle forced better decisions, stronger systems, and a sharper focus on culture. Looking back, those difficult moments weren’t signs that it wouldn’t work—they were the moments that shaped E-Tech into an award-winning MSP and taught me how to lead with resilience, accountability, and long-term vision.
Scaling a cybersecurity and managed IT company across North America—serving SMBs and nonprofits—comes with constant change and pressure. What obstacles have you faced around talent, technology, or customer trust, and how did you navigate them while still growing the business?
Scaling a cybersecurity and managed IT company across North America has meant navigating constant change while protecting what matters most: our people, our technology standards, and our clients’ trust. Talent has been one of the biggest challenges. In a competitive market, finding skilled professionals who also align with our culture and values isn’t easy. I’ve learned that hiring for attitude and accountability is just as important as technical ability, and that investing in training and career growth pays off far more than chasing quick fixes.
Technology itself is another pressure point. Cyber threats evolve daily, and staying ahead requires continuous investment, smart partnerships, and the discipline to standardize without becoming rigid. We’ve had to make tough calls—sometimes saying no to shiny tools in favor of proven, scalable solutions that genuinely reduce risk for our clients.
Customer trust, especially with SMBs and nonprofits, is everything. Many come to us after experiencing outages, breaches, or failed providers. We navigate that by being transparent, proactive, and honest—especially when the news isn’t perfect. Clear communication, consistent service, and showing up when it matters most have been critical.
Growth hasn’t come from avoiding obstacles, but from facing them directly, learning fast, and building systems that allow us to scale without compromising trust or quality.
As a Black tech founder in a space that hasn’t always been diverse, what specific challenges have you experienced—whether in access to capital, being underestimated, or getting a seat at the table—and how have those experiences shaped your leadership style?
Being a Black tech founder, I’ve definitely experienced moments where I was underestimated or had to work harder to earn credibility that others seemed to receive automatically. Early on, access to capital and strategic networks wasn’t always straightforward. There were rooms where I wasn’t expected to be the decision-maker, or where my technical depth and business vision were quietly questioned before I even spoke. Those experiences were frustrating—but they were also clarifying.
They pushed me to be exceptionally prepared, data-driven, and consistent in how I showed up. Over time, I learned that excellence and results are the strongest responses to doubt, but I also learned the importance of advocating for myself and my team rather than assuming the work would speak for itself.
Those challenges have deeply shaped my leadership style. I lead with empathy, accountability, and a strong focus on creating opportunities for others who might otherwise be overlooked. I’m intentional about building diverse teams, listening closely, and making sure people have a real seat at the table—not just an invitation to the room. Ultimately, those experiences didn’t slow me down; they sharpened my resolve and reinforced my commitment to lead with integrity, confidence, and inclusion.
With February being Black History Month, what message would you most like to share with Black entrepreneurs who are building businesses in tech or professional services and may feel like they’re the “only one” in many rooms they enter?
If there’s one message I’d share, it’s this: you belong in every room you walk into—even when it doesn’t feel that way. Being the “only one” can be isolating, and it can quietly make you question whether you’re playing a role you were never meant to have. I’ve been there. But your presence in those spaces isn’t accidental; it’s earned.
Don’t let the absence of people who look like you make you shrink or soften your ambition. Your perspective is an advantage, not a liability. At the same time, protect your confidence by building a strong circle—mentors, peers, and allies who understand both the business and the weight that can come with carrying representation.
Be excellent, but don’t feel pressure to be perfect. Learn to advocate for yourself, set boundaries, and take up space without apology. And when you reach a place of influence, reach back. Visibility matters, and so does access.
Black History Month is about honoring resilience, innovation, and leadership. You’re not just building a business—you’re expanding what’s possible for the next person who walks into that room and sees someone who looks like them at the table.
For Black founders specifically, what practical advice would you offer on building resilient systems—financially, operationally, and personally—so they can sustain growth over decades the way you have with E‑Tech?
For Black founders, building something that lasts requires resilience by design—not just hustle. Financially, get disciplined early. Understand your numbers, build cash reserves, and don’t grow faster than your balance sheet can support. Access to capital isn’t always equal, so profitability and smart reinvestment give you leverage and options when outside funding isn’t available.
Operationally, build systems before you feel ready. Document processes, standardize service delivery, and invest in people who can eventually run parts of the business without you. Resilience comes from not being the single point of failure. Choose partners and vendors carefully—alignment and reliability matter more than convenience.
Personally, protect your energy and mindset. Carrying a business while also navigating representation can be exhausting. Find mentors who’ve built long-term companies, not just fast exits. Create space for rest, reflection, and learning so burnout doesn’t quietly derail your progress.
Most importantly, define success on your own terms. Longevity is built through consistency, integrity, and patience. There will be moments where the path feels heavier for you—that’s real. But when you design systems that support the business and the founder, you give yourself the ability to grow steadily, lead confidently, and build something that endures for decades.
Disclaimer:The views and opinions expressed in this interview are those of the interviewee and do not necessarily reflect the official policy or position of CanadianSME Small Business Magazine. Our platform is dedicated to fostering dialogue and sharing insights that inspire and empower small and medium-sized businesses across Canada.
