Robert Young Q&A

Robert Young is the Vice President of Member Relations at VerusRx, where he leads initiatives that blend human empathy with advanced technology to transform the member experience. With a background in healthcare operations and customer engagement, Robert is passionate about leveraging AI and data-driven insights to empower frontline teams and deliver personalized, high-quality service. He has spearheaded programs that redefine success metrics, integrate intelligent automation, and build trust in AI-driven workflows, all while prioritizing the development of people as the foundation of organizational growth. Robert’s leadership philosophy centers on creating opportunities for employees to thrive, whether within VerusRx or beyond, by fostering critical thinking, adaptability, and continuous learning.

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AC: You’ve described service as a symphony of human empathy and machine intelligence. What are the most critical “instruments” leaders need to ensure are in tune for this model to work? 

Robert Young: Think of it like an orchestra, leaders need five instruments in tune. First, human empathy is the lead violin; it sets the tone for trust and connection. Second, data quality is the sheet music, without clean, accurate data, the whole performance falls apart. Third, AI enablement provides rhythm, automating tasks and personalizing experiences. Fourth, training and change management act as the conductor’s baton, ensuring humans and machines play in harmony. Finally, trust and compliance are the underlying harmony that makes everything resonate. When these elements work together, service feels human but is powered by intelligence.

AC: With AI already deeply embedded in your industry, how is coaching evolving to prepare agents for more complex, judgment-based interactions? 

Robert Young: Coaching is shifting from scripts to skills. With AI handling routine tasks, agents now face more judgment-based, emotionally complex interactions. So coaching focuses on three things: critical thinking, empathy under pressure, and using AI insights without losing the human touch. It’s less about memorizing answers and more about teaching agents to interpret context, make ethical decisions, and build trust in moments that matter.

AC: What has been the most effective way to reduce fear and build trust as AI becomes more prominent in daily workflows?

Robert Young: The most effective way has been transparency paired with involvement. We reduce fear by showing employees how AI works, what decisions it makes, and where human judgment stays in control. Then we involve them in shaping workflows, so AI feels like a tool, not a threat. Finally, we reinforce trust through clear guardrails on privacy, compliance, and ethics. When people see AI as an assistant that amplifies their expertise, fear turns into confidence. 

AC: Your session at CCW Orlando will challenge contact centers to move beyond AHT and FCR. How are you redefining metrics in your organization? How has looking at different metrics and indicators impacted the employee and member experience so far?

Robert Young: We’ve moved beyond speed metrics like AHT and FCR to focus on outcomes that matter, member effort, emotional connection, and first-contact resolution quality. Instead of asking ‘How fast was the call?’ we ask ‘Did the member feel understood and did we solve the real problem?’ We track indicators like empathy scores, digital adoption, and proactive issue prevention. The impact has been huge: employees feel less pressure to rush and more freedom to deliver meaningful service, and members report higher trust and satisfaction because interactions feel personalized rather than transactional. 

AC: You’ve said those who embrace AI and technology early will grow with it. What differentiates agents who successfully adapt from those who struggle, and how can leaders support both groups effectively? 

Robert Young: Agents who adapt well share two traits: curiosity and confidence with technology. They see AI as an ally, not a competitor, and lean into learning how to use it to enhance their judgment. Those who struggle often fear losing control or relevance. Leaders can support both groups by creating a safe learning environment, offering hands-on training, clear communication about AI’s role, and celebrating wins where human expertise and AI work together. The goal is to make AI feel like a partner, not a replacement.

AC: You emphasized the importance of developing people whether they stay at VerusRx or move on to a new opportunity. How does that philosophy influence the way you structure training, career paths, and opportunities for your frontline teams? 

Robert Young: We design training and career paths with a growth mindset. The goal is to build transferable skills, critical thinking, empathy, and tech fluency, so our people thrive whether they stay or move on. We offer layered learning: role-specific training, leadership development tracks, and cross-functional projects that expose agents to new areas. By investing in their future, we create loyalty and engagement today, while preparing them for long-term success wherever their journey leads.