Investor Presentation

11 14 Brinks Home Strategy Changes Under New Management |||||BRINKS HOME When the new Board of Directors appointed William Niles as CEO in February 2020, the company replaced a majority of existing executives and embarked on a new strategic path for the Company 'Old Brinks Home Security' ■ Ownership / Management ○ Brinks Home was formerly a publicly traded company with a Management team focused on growth at the expense of Unit economics Board unwilling to adapt business model to changing Smart Home environment o Undisciplined M&A strategy led to over-levered balance sheet Brand Strategy ○ No cohesive brand strategy, lack of strategic roadmap o Focus on intrusion and safety Go-to-market strategy / Customer engagement О Dealer-centric model with inconsistent brand standards and high creation multiples ○ Single threaded approach to marketing primarily focused on Google leads o Ineffective Direct to Consumer sales force with low lead conversion rates selling low-cost DIY product with unprofitable unit economics o Customer lifecycle management largely a "don't touch the end customer" philosophy ☐ Dated M&A Strategy • Bulk acquisitions were paid for with large upfront payments resulting in a high degree of attrition risk (no risk sharing mechanism in place) о Purchased Security Networks for gross proceeds of $508 million or ~57.7x RMR О Purchased Livewatch Security for gross proceeds of $67 million or ~74.4x RMR 'New Brinks Home' ■ Ownership / Management о Private company with a majority controlled by two large shareholders with Board representation designed to maximize value for all stakeholders ○ New Board with deep industry and capital markets experience o Transformation Office established that sets strict IRR and NPV hurdles for key strategic decisions o Replaced or reassigned most of the executive team Brand Strategy o Focused on a Premium Smart Home experience enabling larger package sizes and higher RMR per customer ○ Leveraging technology and machine learning to differentiate go to market, retention and customer service Go-to-market strategy / Customer engagement O Multi-channel focus with a long-term goal of a 50/50 split of a brand-centric dealer channel and healthy Direct to Consumer phone and field teams - all working in harmony to maximize the impact of each customer sales opportunity ○ Multi-tactic marketing strategy (digital/radio/TV/mail) - leveraging a best-in class digital marketing firm to generate more effective leads Direct to Consumer sales force with strong lead closing ability enabling internal sales channels to scale profitably • Emphasis on using Advanced Al and machine learning to engage with customer to maximize customer lifetime value Opportunistic M&A Strategy ○ M&A strategy focused on low risk/high value transactions Bulk buy transactions structured with small upfront payments and ~50-month earnouts to share and mitigate attrition risk o Completed two bulk buy transactions for ~$6.6mm in RMR and over 150k subscriber accounts with minimal leverage on the balance sheet o Further, obtained the exclusive right to convert ~190k AT&T Digital Life customers to Brinks Home with modest upfront cost and low risk earnout model

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