The client, a leading provider of EV charging solutions, had set ambitious growth targets to double their chargepoint footprint across Europe. However, their ability to scale was hindered by significant operational and structural challenges, particularly following their acquisition by a larger organisation.

The company struggled with persistent Covid-19 related supply chain disruptions, including a global microchip shortage, which led to customer wait times exceeding 12 months. These delays were compounded by a growing imbalance between demand and capacity, making it difficult to meet market needs.

Post-acquisition, the client faced additional pressure to integrate systems, processes, and branding while simultaneously aiming for it’s rapid growth targets. However, the cultural clash between the innovative, fast-paced startup and the more traditional, conservative parent company created internal tensions. Leadership was still evolving, with a mix of new and legacy team members, which had slowed decision-making and alignment.

Structural changes also introduced new challenges. Cross-functional teams — which had previously enabled customer-centric service delivery — were replaced by specialist teams focused on individual areas. This shift resulted in fragmented workflows, less collaboration, and a diminished focus on customer outcomes.

Set against this backdrop and with these challenges to face, the company decided to address both cultural and operational gaps to achieve its ambitious growth objectives and better serve its customers.