BHX has changed how the Brinks Home team approaches onboarding, recruiting, training and the support of its employees, specifically in sales and support. “What used to take sometimes weeks now takes days, maybe even hours in some cases,” Grzeck said.

For example, instead of sending new employees through dozens of emails, Zoom training sessions, HR meetings, travel, etc., BHX offers new employees a centralized place for all documentation, training and information. “It’s driven by technology, and it’s smooth,” Grzeck said. “I think our average onboarding time is less than two days right now for people that come into this platform, specifically in the sales world.”

As part of the initial design, BHX is a pathway to long-term careers. “We, as a company, now have the data we need to see how people are performing and identify when people can move up or take more responsibility with others because all of that information is captured in one place,” Grzeck said. “For what is traditionally a high turnover industry . . . I think this will make it easier for people to stay in one place. I feel like, sometimes, when people turn over in that space, it’s because either something isn’t working or maybe they’ve got something that’s making it harder for them to do their job. If we can remove some of those roadblocks through this platform, then I expect to see a much higher retention rate in some of those high turnover areas.”

Collaboration and communication are at the core of BHX, two important features that Grzeck sees naturally leading to the high retention that BHX aims to obtain. “When people have good visibility and transparency into the things they need to do their day-to-day, I think they’re less likely to look for other places,” Grzeck said. “When it helps to empower them to grow, to make more money, to be more fulfilled, I think they’re naturally going to stick around.”

Programs like BHX may be the future of staffing in security. When asked if he sees other companies creating something like BHX for their own organizations, Grzeck said, “I don’t know if they’ll have a choice. Large brands have historically made platforms like this their partner’s problem. . . . I think everyone else will have to adopt something like this, invest the time and the money into creating a platform, or be at a disadvantage against some of the other large companies that are doing it.”

Brinks Home is constantly evolving BHX based on feedback from its users. “It looks different now than it did three months ago because the more users we get in it, the more teams, the more jobs we create, the more feedback we get,” he said. “Because we’re nimble and we’re the type of organization we are, we take feedback and we put it to production pretty quickly.”

Throughout the remainder of 2026, Grzeck and the BHX team aim to continue to disrupt the industry by making this the platform of choice through continuous improvements. “I hope that we can use this platform to not just reach more people to work with us, but reach more people to take advantage of our product,” Grzeck said. “Historically, people sometimes see home security and home automation as a want, not a need. We want to help people understand that this is something that you should integrate into your daily life. You’d rather have it and not need it than need it and not have it. I would much rather get in front of more people through this type of initiative, almost creating the roles and growing our business as a byproduct. I hope other companies do the same.”