Designing an operating model for 5x network growth
A major fleet operator with a diverse vehicle base — including light commercial vehicles, buses, and heavy-duty logistics — was preparing to scale its internal charging network five-fold. The leadership team needed to define how to operate at that scale: what to build in-house, what to outsource, and how to manage operations across a heterogeneous hardware base and a multilingual service footprint.
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What we did: We worked alongside the operations leadership to design an end-to-end operating model to support scale. This included:
- Mapping 36 core building blocks of CPO operations across L1, L2, L3, and quality assurance
- Benchmarking the model against peer operators across Europe through targeted interviews
- Developing a market overview to position the client’s operating choices relative to peers
- Supporting KPI design, availability targets, and make-or-buy decisions for first-level support and field service
The outcome: The client entered the next phase of growth with a clearly defined operating model, a structured view on in-house versus outsourced capabilities, and a robust KPI logic. The framework now serves as the reference point for organisational design and vendor selection through to rollout.
Why it matters: Captive fleet charging and public CPO operations may look similar, but the operational depth required to scale successfully is significantly greater — and often underestimated. A structured operating model is critical to scaling reliably.
Relevant if you are: Scaling your network / improving operational performance / restructuring your value chain
Second opinion on a motorway truck charging tender
The situation. A DACH energy retailer with established public charging operations was preparing its bid for a national tender to deploy truck charging infrastructure along the motorway network. The leadership team had developed a credible draft and sought an independent second opinion before submission, particularly given the newness of the truck charging segment.
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What we did: We acted as a sparring partner to the CPO leadership team, reviewing and marking up the draft submission against the tender requirements. Drawing on our experience across European charging operations, we challenged assumptions, highlighted gaps, and brought in relevant practices from European peer operators. In parallel, we provided a concise note on strategic positioning and key governance considerations before submission.
The outcome: The team entered the final submission phase with a sharpened bid, clearer differentiation versus likely competitors, and a focused set of governance points for internal alignment. The tender result is pending.
Why it matters: An independent second opinion is an efficient way to surface blind spots, test positioning, and strengthen a bid before it goes to market.
Relevant if you are: entering a new market / expanding into a new EV segment / developing a first-of-its-kind use case
Independent benchmarking to support EV charger selection
The situation. A utility-owned CPO was preparing for network expansion and faced increasing performance requirements. Internal views on hardware vendors diverged, while objective, comparable data was limited — creating uncertainty around a critical investment decision.
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What we did: We conducted a structured, data-driven evaluation of charging hardware using independent third-party performance data. Applying a consistent methodology across vendors and models, we created a like-for-like comparison, challenged internal assumptions, and supported the leadership team with an independent perspective. The results were embedded in a broader decision framework for scaling the network.
The outcome: The client established a clear, comparable basis for decision-making that was accepted across the organisation and used as a key input for hardware selection — reducing internal friction and increasing confidence in the chosen path.
Why it matters: Scaling a charging network requires decisions based on comparable performance data — not supplier positioning. Independent benchmarking creates clarity, alignment, and better long-term outcomes.
Relevant if you are: scaling your network / improving operational performance
Structuring a European sales process for charging equipment inventory
The situation. A European industrial group had exited DC charger production and was holding a substantial stock of charging components. The objective was clear, but the path was not: liquidate the inventory within a defined timeframe, recover value, and close the chapter without creating post-sale liability or reputational risk.
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What we did: We worked with the divestment lead to design and launch a time-bound European tender. This included targeted outreach to different buyer groups, comprehensive documentation and a structured inspection process to reduce uncertainty, a clear evaluation framework, and a strict “as-is, where-is” legal setup. The process was aligned internally and taken to market.
The outcome: The client moved from holding residual inventory to executing a structured, competitive sales process with a clearly defined buyer universe, timeline, and decision framework — enabling a controlled and value-focused exit.
Why it matters: Residual hardware after a strategic exit is rarely just a logistics issue. Treated as a structured transaction, it protects the seller, recovers value, and enables a clean exit.
Relevant if you are: structuring a divestment / rationalising or exiting part of your value chain
Building a decision framework for organisations entering EV charging
The situation. EnergieSchweiz supports companies, municipalities, and real estate players in navigating the complexity of e-mobility. Many organisations face fundamental questions: where to start, how to prioritise measures, and how to translate strategy into action.
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What we did: We helped design a structured, decision-oriented framework to guide organisations through key choices in EV charging. The focus has been on translating industry experience into clear, practical guidance that can be applied across different contexts. This includes:
- Structuring the topic into four actionable fields: fleet electrification, workplace charging, home charging for employees/tenants, and charging on the go
- Developing a practical situation analysis to assess starting points (fleet data, user structure, locations, energy strategy)
- Designing modular content to support different use cases without forcing rigid pathways
- Ensuring clarity and usability, with a strong focus on real-world applicability
The outcome: The result is a continuously evolving and accessible knowledge base that helps organisations understand their charging needs and identify concrete actions. By bridging strategy and execution, it supports the transition from initial orientation to implementation—contributing to broader adoption of e-mobility in Switzerland.
Why it matters: xxxx
Relevant if you are: entering e-mobility / electrifying a fleet / defining a multi-site charging strategy / translating strategy into implementation
More information and practical resources available at the EnergieSchweiz platform