Giving Customers Confidence in Their Electric Vehicle Ownership

Home charging is one of the biggest unspoken barriers to EV adoption. Customers hesitate to commit to an electric vehicle when they're unsure how — or whether — they can charge at home. The cost and complexity of installation make it a hard conversation. And on the dealership floor, that conversation was almost never happening.

Three distinct but interdependent challenges had to be solved simultaneously:

The Question

How do we turn the hardest part of the EV sales conversation into a competitive advantage — one that customers want, dealers confidently offer, and Ford can deliver at scale without breaking trust?

The Strategy

The strategy started with what we already knew. Six months of pilot data gave us real signal about what worked, what didn't, and where the friction was — for customers, dealers, and installers alike. I used that foundation rather than starting from scratch.

Leverage and empower dealers, don't burden them. 

Dealers needed to be positioned as heroes in this story, not administrators. Training and messaging were designed to help dealers feel confident leading the conversation — because a charger installation is an ownership benefit, not a technical add-on. We focused on giving them just enough process to execute well, and just enough talking points to make the customer feel taken care of.

Give customers just enough information to feel confident. 

Customers don't need to understand the installation process in detail. They need to trust that it will happen, that it will be handled, and that they won't regret choosing Ford. Every customer-facing touchpoint was designed around that goal.

Advocate for the customer inside operational constraints. 

As the business owner, I was constantly navigating the tension between the ideal customer experience and what was operationally feasible across a national dealer network. Research from field interviews, dealer visits, and vehicle data informed where to hold the line on experience quality — and where to design smarter processes instead.

The Execution

Bringing the Ford Power Promise to life required work across multiple tracks simultaneously.

Research & Discovery 

I synthesized pilot data across customer preferences, dealer engagement patterns, installer capability, and operational scalability. Field research with sales teams and dealer leadership revealed how dealers actually talked about charging on the floor — and what was getting in the way. Journey mapping across all three stakeholder groups (customer, dealer, installer) made the friction visible and helped align teams on where to invest.

Process & Service Design 

I developed multi-stakeholder journey maps and service blueprints covering the full enrollment and fulfillment experience. Process flow diagrams defined the steps dealers needed to follow, reduced opportunities for error, and gave the operations team a shared source of truth.

Training & Enablement 

I created training assets and collaborated with internal teams to deliver dealer onboarding — including on-the-ground dealership visits to train, troubleshoot, and refine. The goal was to make dealers confident, not compliant. This meant providing initial drafts, approving content, and final assets.

Cross-Functional Collaboration 

Execution required tight coordination with Commercial, Fulfillment, Legal, Marketing, and Product teams. Cross-functional alignment was the mechanism that made a national launch possible. The stakes were real and the margin for error was small.