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Leadership

Employees First: How Brinks Home Builds a Service Advantage

Veronica Moturi, Chief Customer Officer at Brinks Home, traces consistency back to simpler roles, clearer measures, and telling her floor the hard part of an AI rollout first.

WithCresta News Desk

Oct 20, 2026

Home security providers compete on service, with the equipment much the same from one provider to the next. Holding one standard across every customer contact is key, as their experience depends on the training, staffing, and support behind the agent on the phone or the technician at the door. Building that standard starts on the employee side, strengthened by a leader whose own background is in frontline service and knows what the work requires.

Veronica Moturi is Chief Customer Officer at Brinks Home, a provider of home security systems for more than a million customers across the US, Canada, and Puerto Rico. Moturi owns every customer-facing department there, from field technicians to call center agents. She joined in 2012 as a customer service agent before managing the executive response team on the company's most escalated complaints. Moturi then moved through consumer affairs and relocations, led retention, and ran customer experience as senior vice president before taking on the chief role. She also rebuilt the company's customer lifecycle management program, pulling marketing, IT, finance, and business intelligence into one team. CX Current named Moturi to its 2026 Top 50 Leaders Transforming CX among The Trust Builders, the category it reserves for leaders whose CX philosophies center around consistency, accountability, and relationships. That's Moturi in a nutshell.

"Your customers are at the root of your foundation, but the employees come first, so we focus on making sure the employees are successful. They understand our brand, what we're doing, why we're here, and that all translates into the customer experience," says Moturi. She credits her team for the service her organization delivers, and she's maintained direct contact with her call center agents at every level of her career. "I get a lot of the praise from time to time, but I’ve got an awesome team that’s with me to help us be successful."

Same product, different service

Moturi explains how two companies selling the same product end up with different reputations for service. Chick-fil-A and McDonald's both sell chicken and fries, but the customer experience can differ noticeably. "Chick-fil-A's brand is all about their customer experience. They also are very focused on making sure the employee is successful, so there are multiple employees to help with any sort of volume control or burnout. You never have to check your bag at Chick-fil-A because they focus on all the little details," she says.

Moturi wants that same attention to detail inside her own call center. "The differentiator is the frontline employee delivering a service to the customer, and that's what makes them come back," she notes. "Call centers are taking back to back calls. They're dealing with a variety of different customers. Some of them are really nice, some of them are really angry, but they have to provide a consistent experience. If they don't have that support from our management, then they're going to deliver inconsistent service."

Inconsistent service often becomes attrition, and Moturi's initiatives are built to reduce it and raise customer lifetime value. "If we don't create that good service, they can leave and go to a competitor tomorrow with no hesitation," she says.

A single entry point for every agent

When Brinks Home's service organization came under Moturi for the first time, she inherited ten siloed teams doing overlapping work. She rebuilt them into two paths, one for service and one for retention, with a single entry point into both. Through her "universal agent structure," an agent can take on more call types within one path and earn more for doing it. "Retention requires a certain skill set, technical support requires a certain skill set, but taking a payment, updating an account, your routine stuff does not. Everybody should know how to do it," she says.

A dedicated group used to handle nothing but account updates, and transfers between departments ran at almost 30%. Moturi's team successfully brought it down to 9% and has held it there for three years. "One of the most annoying things that your customers can talk about is, 'I had to talk to four different agents to get the problem solved,'" she notes.

A new hire used to be trained on 14 different applications before taking a call, and that work now runs in one CRM view. Annualized employee turnover was 150%, meaning the team turned over one and a half times per year. It's now under 30%, with the whole workforce still working from home. Moturi calls that unheard of for a call center, and she attributes it to the team that did the work. "It's not just me. It's a team effort. I've got an awesome team that's with me to help us be successful," she says.

Resolution before speed

Moturi's management team tracks more than 20 KPIs, and the agent-level set is far shorter. Handle time, the traditional call center metric, feeds the workforce management formula that determines staffing levels. It isn't among the measures her agents are held to, and in reviewing the full set, Moturi found no case for adding it. "There was no direct correlation to say, 'If I shaved off two minutes, I'm going to have this value downstream,'" she says.

First call resolution is what Moturi put in front of her agents instead, chosen for how closely it tracks the other numbers she watches. "If you think of first call resolution, I may have to take more time to resolve that issue, but I stopped a callback, so I stopped that secondary call," she explains. "Customers getting their issue resolved at a high rate is directly correlated to low churn." Fewer repeat calls then feed the staffing formula, and cost comes down without a speed target.

Speaking the truth first

Brinks Home's rollout of AI agent assist opened with a video from Moturi, telling the floor plainly that the company was adopting it. She took on the jobs question at the start instead of waiting to be asked. "It takes jobs to where you don't have to continue to hire more. But it hasn't taken anyone's job to say, 'I no longer need her because now I have this AI solution,'" says Moturi.

Moturi's team kept working on the tool after launch, coaching agents on how to use it well. "As we started to implement the technology, it's all about your loop closure with your employees. Is it doing what you want it to do? Is it helping you? It's not just a case of, 'This looks good on paper, go push it into the call center and move on to the next thing,'" she adds.

It all routes back to where Moturi started: the employee. Home security is a category where the hardware barely changes from one provider to the next, so the service wrapped around it is the whole contest, and that service is only ever as good as the person delivering it. Transparency about AI, first call resolution over handle time, one entry point into a real career path: each piece exists to put a supported, confident agent in front of the customer. “The service all comes from the experience of the frontline employee,” she says. Get that right and the customer has no reason to leave.