Veronica Moturi, chief customer officer at Brinks Home, joins CMSWire TV's Beyond the Call host Dom Nicastro to break down how the home security and automation company rebuilt its call center culture from the ground up. Moturi started at Brinks Home in 2012 as a customer service agent and rose through retention, escalations and call center leadership before taking the CCO seat — a path she says still shapes how she leads today.
She explains why average handle time isn't one of her KPIs, how issue resolution and first call resolution have driven Brinks Home's climb from a negative net promoter score to 55, and how AI tools, self-service channels and a remote, Dallas-Fort Worth-based workforce have helped cut agent turnover from 150% to 22%.
Host
Guest
Dom Nicastro
Veronica Moturi
Inside Our Conversation
Table of Contents
- Brinks Home's CCO Built Her Playbook From the Escalation Line Up
- Average Handle Time Doesn't Make the KPI List
- Turnover Fell From 150% to 22% Under a Universal Agent Model
- The Workforce Is Remote, and the Numbers Didn't Move Backward
- Self-Service Moved Billing From the Second Most Common Call to the Sixth
- AI Already Touches Every Call
- The Target Is a 90 Net Promoter Score
The Gist
- No AHT here. Brinks Home's chief customer officer doesn't track average handle time as a frontline KPI — issue resolution and first call resolution are the metrics that count.
- Turnover cut by more than 80%. Call center attrition dropped from 150% to 22%, well under the industry's 60% "best in class" benchmark.
- NPS climbs to 55. Brinks Home's net promoter score moved from negative territory to 55, with a goal of reaching 90.
- AI is already embedded. A virtual agent answers every incoming call, and an automated quality assurance tool reviews every interaction agents handle.
Brinks Home's CCO Built Her Playbook From the Escalation Line Up
Veronica Moturi didn't start her career planning to run customer experience at Brinks Home, a home security and automation company. She joined in 2012 as a part-time call center agent while studying business finance. A director soon moved her into managing the escalation line — the team that absorbed Better Business Bureau complaints, attorney general complaints and lawsuits.
"I was really in the start of seeing all problems," Moturi said. That vantage point set the trajectory: retention for three years, then director over the call center and back office, then the full call center, field operations, monitoring and sales support. Fourteen years after she started, she's chief customer officer.
Wanna watch this in audio form and take it on the go on your favorite app? Check out the CX Decoded podcast version of the Veronica Moturi interview.
Average Handle Time Doesn't Make the KPI List
Average handle time drives a lot of contact center scorecards. Not at Brinks Home. "AHT is not a KPI of mine," Moturi said. The company tracks it on the back end for forecasting purposes, but agents aren't measured or coached against it.
Instead, two metrics anchor every role: issue resolution, gauged through post-call surveys, and first call resolution, tracked across all calls by whether a customer had to call back within seven days. "The agent has every opportunity to resolve the issue," Moturi said. "If it takes them an hour call or if it's a five-minute call, they have resources at their disposal to put forth the effort to resolve."
Turnover Fell From 150% to 22% Under a Universal Agent Model
Moturi's first project after taking over the full call center was a universal agent initiative that also cut transfer rates from 30% to below 10%, a level the team has held for more than three years. Turnover followed a similar arc, dropping from 150% to 22%, well outside typical call center statistics, where she puts best-in-class at 60%.
She credits career pathing — agents enter at the same level and can choose a track toward higher pay and more skills — alongside consolidating agent tools from 12 systems down to two. "If you have an $18-hour dollar job ... and then you're given 12 tools to work out of, who'd want to stay?" Moturi said.
Call Center Metrics Before and After the Turnaround
Editor's note: The figures below are as described by Brinks Home chief customer officer Veronica Moturi in her interview with CMSWire TV.
| Metric | What Changed |
|---|---|
| Agent Turnover | Dropped from 150% to 22%, well below the industry's best-in-class benchmark of roughly 60%, according to Moturi. |
| Call Transfer Rate | Fell from 30% to below 10%, a level the team has held for more than three years. |
| Net Promoter Score | Moved from negative territory to 55, with a stated goal of reaching 90. |
The Workforce Is Remote, and the Numbers Didn't Move Backward
Brinks Home's call center staff work remotely from the Dallas-Fort Worth area, a shift that stuck after COVID. "We didn't see any of our KPIs go backwards," Moturi said, pointing to the cost of living and commute time the arrangement saves agents. An outsourced, in-office team in Jamaica has supported the operation for eight years.
Self-Service Moved Billing From the Second Most Common Call to the Sixth
Portal, website and chat options for payments and account updates have pushed billing questions down the list of call drivers, part of a broader shift toward an omnichannel contact center. What's left skews toward technical troubleshooting, activations, and move or cancel requests — plus a separate alarm response team that Moturi said handles roughly 180 alarm events per minute, dispatching police and medical response directly.
AI Already Touches Every Call
Moturi's team has run predictive churn models for six years. Today a virtual agent answers every incoming phone call, agents use AI-assisted tools including Claude, ChatGPT and Copilot, and an automated quality assurance tool reviews 100% of calls rather than the small sample supervisors could manually check — part of a wider push toward AI in the call center.
"This tool does auto QA on very black and white type of things," Moturi said, including sentiment and specific language, freeing supervisors to focus feedback on coaching.
The Target Is a 90 Net Promoter Score
Moturi's ambition doesn't stop at 55. "I want to be at 90 NPS. I want to be top of the class. I want to compete with Apple and Tesla," she said. Her framing: security isn't a necessity purchase, so service becomes the differentiator.
"If I can beat them all in service," she said, "then that's what I care about. Everything else will come."
