Listen

There were 4 different pilots running in different parts of the market. Each explored a micutre of products, oferings, incentives, and also tested back end systems in a new space. Unlike traditional cash incentives, these hardware or service offerings were new to the dealer sales systems.

Pilot Examples

While cash incentives are well received, there was confusion and low adoption in some of the pilots. To understand the gap, we went to the source.

Dealership Interviews

Dealership interviews and pilot data gave us both qualitative and quantitative insight into where the experience was breaking down. What we heard was consistent — and telling.

Pilot Learnings

In order to help customers quickly install home charging, the roadblock wasn't the product. It was the channel.

Dealers needed a process that was simple, protected the customer experience, and didn't cost them the sale. And layered on top of that was a systems problem: a hardware component, a third-party service provider, antiquated Ford infrastructure, and a funding model that all had to work together before a single dealer could confidently say yes to a customer.

How do we offer a benefit to Ford customers with reduced friction and empower dealers to delivery it confidently at scale?

Simplify

The offer itself required a design decision before anything else could move. A fixed dollar amount wouldn't work — installation costs vary too much by home, location, and electrical setup. So we designed the offer around specific covered line items instead: the things every standard installation required, clearly defined and financially predictable for Ford. That decision made the program fundable, scalable, and explainable in a single conversation.

Service Design & Operations

Making it work nationally meant every dealer needed to be able to sell it confidently, and every installer needed to deliver it consistently. We needed to design a system and every process to connect as seamlessly as possible. The processes tested in the pilots were consolidated and improved, then aligned with stakeholders to build.

Solve

We launched on October 1st with a full marketing campaign dependent on the process working from day one. We delivered. Training materials, support videos, dealer playbooks, and stakeholder alignment were all in place at launch.

Training & Enablement for Improvement

That required training — not a one-time launch document, but a layered set of materials for sales consultants, finance managers, and installation partners, each tailored to their role in the process. We built the process, then we built the infrastructure to support the people delivering it.

But the real work started after. Regular feedback sessions with dealers and installation partners surfaced where additional education was needed. I developed the content outlines, got them published, and continued refining based on what the data and feedback were telling us.

Targeted Guidance

I also developed a customer-facing claim to support the program — giving customers clear, honest language about what the offer covered and what to expect. This was leveraged in dealer and installer training.

The result wasn't just a successful launch. It was a program that kept getting better.

Project Outcomes