Cambridge MC Supports Delivery of Global EV Charging Hubs
Using our significant experience in project management to roll out an effective and consistent delivery programme
Client is a multinational oil and gas company with a strong focus on the renewable energy market and electric vehicle charging.
They have a large portfolio of company owned sites in the UK, Europe, US, Australia, and New Zealand—and they aim to offer EV charging services in all of these locations.
EV charging services will be provided at both company-owned, and dealer-owned sites in every region.
The client's main focus is on building high priority EV charging hub sites together with their strategic partners in the centre of big cities (e.g., London, Amsterdam, etc.) or other high profile locations like the NEC in Birmingham, UK.
Download the Full Case Study
Contact Form - Technology Practice
Project
Overview
The client wants to invest into network infrastructure (WAN, LAN, WLAN) to provide EV charger connectivity with a PCI compliant payment solution, in order to deliver a reliable and secure service and the best customer experience possible.
The goal is to provide the same experience and services on all EV charging sites that carry the client’s logo while not being directly in charge of making decisions as to which locations will be equipped with EV chargers. As the EV estate grows, there will be new partners and new sites coming into scope constantly.
This EV charging programme delivery needs to be closely aligned with other network upgrade programmes running simultaneously on all customer owned/operated sites in multiple countries.
The client approached us to support the development and implementation of a ‘cookie-cutter’ network connectivity solution that would be accepted and implemented in cooperation with their teams responsible for the deployment.
Specific Challenges
- Client's huge efforts to establish themselves in the EV charging market in UK, EU, ANZ, and US led to a significant disconnect between company departments involved in the programme delivery.
- Most of the client's attention was placed towards finding the right partners for the EV charging hardware, but there was no dedicated point of contact to provide expert advice on the network connectivity—as this aspect of the delivery had not been properly assessed before deployment activities started. This disconnect led to a missed opportunity to leverage customer owned network infrastructure, which was pre-existing at most EV charging locations.
- The lack of cooperation and visibility across departments involved in the EV charging programme led to different engineering and networking standards used in the countries that are part of the EV charging programme, resulting in not only the customer incurring unnecessary costs of the rework/re-design, but also the monthly recurring charges of an inadequate network solution.
- The complexity of the programme required a large number of teams to be mobilised and focused on delivery in each country/region. Specific teams were set up to promote the EV charging services to other strategic partners with various types of offers. None of these teams cooperated with the network connectivity teams in any efficient, regular, or scalable manner. And although a high level agreement was made to promote a single, cookie-cutter network connectivity solution (moving away from SIM cards towards hard wired connectivity), no steps were taken to translate this agreement into action on a global scale.
Solutions
- Our first objective was to understand the organisational structure of the various departments working on the EV charging programme. The access to site designs, engineering standards, site plans, and future deployment plans was crucial to understanding the scope and to propose a viable network solution. At the end of this investigation, we had 1291 sites of various sizes in scope, spread across 8 countries and 3 continents. This scope was always changing as the number of sites was set not by our client's team, but by an altogether different department.
- Due to global chip shortages, the lead time on network equipment has been 3-4 times longer than normal, so it became critical to ensure that purchase orders were placed in time and the costs included in the appropriate budgets. Once we understood the scope and targets the client was set to achieve, we finalised the solution and calculated the amount of network equipment needed to deliver the service. We managed the network equipment ordering and delivery process.
- At the same time, we were informed of a BT/Openreach partnership with our customer and were asked to manage the delivery of the lines for high priority EV hub sites. We became the main point of contact and immediately saw the challenges with new line deliveries. As part of the feasibility study, they required us to know not only which BT products were available on each potential EV hub location, but also what point of connection BT/Openreach use to connect from, and what route the new line would need to take. This requirement was resolved by ordering and managing standalone surveys and by requesting a dedicated Openreach Project manager who would support all new line deliveries for our customer.
Further Challenges
- The next challenge was to ensure all sites have the necessary network infrastructure provided during the civil works for the EV chargers. This way, the cabling is done by the same EPC who is pulling electric cables, therefore minimising the costs of this activity and reducing the duration.
- The EPC contractors needed a clear set of instructions and SoW. Our team took the initiative to put the necessary documentation together and work with the customer’s global engineering teams to add this new requirement to their official engineering standards.
- During this lengthy process, the client was not only extending the scope of various types of delivery (i.e. greenfield sites v. brownfield sites; unmanned sites v. large retail sites) but also discovering new devices requiring network connectivity as per the EV chargers manufacturers’ designs, e.g. LV pillars.
- This new standard was crucial in implementing a new network connectivity design that ensured all EV charging sites utilise customer’s pre-existing network infrastructure, which was uplifted if necessary, e.g. bandwidth increase on an existing circuit, additional switch/access point installed and configured, etc. Our team was tasked to make the decision and chose an approach which is site specific but also in line with the ‘cookie-cutter’ solution our client requested.
- As the client's EV estate grew, it became obvious that our team needs to work more closely with product owners and have access to technical specs of various EV charger manufacturers. Each model posed a new challenge as some manufacturers did not have ethernet connectivity enabled for the specific charger or are using a single unmanaged network device to provide connectivity for up to 4 chargers at the same time.
- These variants needed to be explored and captured in the network design documents, and signed off by client network architects and digital security. We also had to ensure the new network solution contains provisions for a PCI compliant payment solution.
- The biggest challenge has always been communication. Decisions made at a high level were not properly communicated to all the team leads and our team was put in a position where we had to explain decisions and requests to various technical and non-technical departments within its organisation—as well as to their third party vendors and other suppliers. Securing their support and trust, necessary for implementation of the new network solution, required building a strong relationship and gaining knowledge of their SoW, targets and approaches.
Outcomes & Results
01
First EV Hub in Luxembourg
The solution we managed to design and implement was successfully deployed on a pilot site in Luxembourg, which was the first EV hub site the client has delivered in this country.
02
8 Sites in the Netherlands
The biggest impact was on client's market in the Netherlands, with 8 hub sites delivered: generating revenue of 762,000 euros YTD.
03
Sites in the US and UK
We are rolling out the approved ‘cookie-cutter’ solution to hub sites in the US and UK.
04
Single Point of Contact
Providing guidance to various teams involved in the EV charging delivery – we became a single point of contact for any network connectivity-related questions, from EV chargers to payment terminals.
05
Cost Projections
We were asked to put together cost projections for 2024/2025, based on the EV charging offers the client provided.
06
Further expansion
Requested to deliver network connectivity for EV chargers in 9 countries across 3 continents.
Get in touch with Our Consultants today
Just some of our clients
Amazon
Audi
Post Office
BA
BP
A little bit about Cambridge MC
Cambridge Management Consulting is a specialist consultancy drawing on an extensive network of global talent. We are your growth catalyst.
Our mission is to help our clients make a better impact on the world.
Industry insights
CAMBRIDGE | See how Cambridge MC and Pembroke College are creating mutual value through a unique corporate partnership spanning student opportunities, academic collaboration and industry events | READ FULL CASE STUDY
Cyber Security | Ransomware in 2026 is a board-level resilience issue. Learn the key risks, weak spots and practical questions boards should ask to improve readiness, recovery and response.
The #21toWatch Top21.2026 winners have been announced at an awards ceremony at The Glasshouse innovation hub in Cambridge.
BLOG | A student’s perspective on why women shouldn’t have to ‘play masculine’ to succeed at work – and how valuing empathy, confidence and inclusive leadership can help close gender gaps and build healthier organisations.
Where should leaders start with AI in 2026? A practical guide to moving beyond pilots, clarifying risk appetite, strengthening governance, improving data readiness, and delivering measurable enterprise value from AI at scale | READ FULL ARTICLE
We were approached by one of the fastest growing data centre providers in Europe. With over 20 data centres throughout the continent, they are consistently meeting the need for scalable, high-performance infrastructure. Despite this, a key data centre in Scandinavia had become reliant on a single, non-redundant 1 Gbps internet service from a local provider, posing significant risks to operational continuity. To enhance the reliability of its network and resolve these risks, our client needed to establish additional connectivity paths to ensure the redundancy of its infrastructure. The Ask Cambridge Management Consulting was engaged to address these connectivity challenges by identifying and evaluating potential vendors and infrastructure options to create second and third connectivity paths. This involved exploring various types of connectivity, including internet access, point-to-point capacity, wavelengths, and dark fibre. Additionally, Cambridge MC was asked to provide recommendations for building a local fibre network around the data centre to control and maintain diverse paths. This would allow the data centre to connect directly to nearby points of presence (PoPs) and reduce dependency on external providers, thereby enhancing network resilience and operational control. The goal of this project was to ensure that the Nordic data centre could maintain continuous operations even in the event of a failure in the primary connection. Approach & Skills Cambridge MC approached the project with a focus on ensuring operational continuity and resilience for the data centre. By identifying multiple connectivity paths, we aimed to mitigate the risk of network failures and ensure that the data centre could maintain continuous operations even in the event of a failure in the primary connection. This approach allowed Cambridge MC to provide a comprehensive solution to address both immediate and long-term connectivity needs. We employed a combination of Agile and Waterfall methodologies to manage the project. The initial investigative phase allowed a Waterfall approach, in which our team conducted thorough research and analysis to identify potential vendors and connectivity options. This phase involved detailed interviews with various telecommunications providers and an assessment of publicly available information. Once the initial analysis was complete, the workflow transitioned to an Agile approach for the implementation phase. This allowed Cambridge MC to adapt to new information and feedback from stakeholders, ensuring that the final solution was both flexible and robust. Challenges Lack of information: One of the primary obstacles we faced was the lack of detailed network maps and information from some of the potential vendors. To overcome this, the team conducted extensive interviews with contacts at these companies and leveraged its existing network of industry contacts to gather as much information as possible. Remote location: Another challenge was the remote location of the data centre, which limited the availability of local infrastructure and required us to explore creative solutions for connectivity. Cambridge MC addressed this by proposing the construction of a local fibre network around the data centre, which would allow for greater control and flexibility in connecting to nearby PoPs. Fragmented factors: Additionally, coordinating with multiple vendors and ensuring that their services could be integrated seamlessly posed a logistical challenge. We mitigated this by recommending a phased approach to implementation, starting with the most critical connectivity paths and gradually expanding to include additional options. Outcomes & Results Increased Connectivity: Cambridge MC successfully identified and evaluated multiple connectivity paths for the data centre. By exploring various types of connectivity, including internet access, point-to-point capacity, wavelengths, and dark fibre, we provided a comprehensive solution that significantly enhanced network resilience and reliability. Greater Control & Flexibility: Our recommendations for building a local fibre network around the data centre allowed for greater control and flexibility in connecting to nearby points of presence, ensuring continuous operations even in the event of a failure in the primary connection. New Vendors: The team’s extensive network of industry contacts and deep understanding of the regional telecommunications landscape allowed for a thorough and nuanced evaluation of potential vendors and connectivity options. Scope for Future Work: Cambridge MC identified several future developments with the potential to further enhance international connectivity and provide additional redundancy for the data centre. We also proposed further assistance, including a site visit for a more in-depth analysis of options, issuing RFI/RFP to vendors for capacity and fibre, and conducting similar connectivity studies for other candidate sites in the region.
Thames Freeport this week revealed the eight companies selected to participate in the Freeport’s Connectivity Lab, an initiative focused on validating commercially proven technologies in live port and logistics environments.
Emerging as a hub for innovation, Thames Freeport is a unique initiative designed to stimulate trade and transform the lives of people in its region. Leveraging global connectivity and occupying a strategic position with intermodal capabilities across river, rail, and road, Thames Freeport has recognised its opportunity to drive economic regeneration for the local area. Thames Freeport engaged Cambridge Management Consulting to design a clear strategy for innovation over the next three to five years. Key considerations for this innovation strategy included objectives and KPIs, the future of the business ecosystem in the region, physical clusters and assets such as innovation hubs, and opportunities and challenges on the way. The Solution Working with our innovation partner, L Marks, Cambridge MC conducted an innovation strategy project which involved the following: Engaging with a range of stakeholders and partners from local authorities to corporate partners across the Thames Freeport area, leveraging interviews with key individuals to build a common picture of innovation aspirations, opportunities, and challenges. Conducting a series of workshops for the Thames Freeport team to consider visions and objectives, themes and focus areas, physical hubs and overall programme structure, and a three-year roadmap plan. Building a comprehensive innovation strategy which internalised all of the above questions. This was then presented to their board and formed the basis of the public tenders for innovation programmes that were then made public.
