A campaign launched under the pressure of the AFIR regulation
The charging market operates under regulatory pressure. AFIR, the EU regulation in force since 2024 across all 27 member states, imposes hard requirements on operators: simple payment without an app, transparent pricing before charging, and infrastructure compliance by fixed deadlines, with a retrofit of fast-charging networks due by 2027. For a software vendor this is a narrow sales window: demand on the operator side is rising, but reaching the right decision-makers takes a precision the sales team has no time for. That pressure is exactly what set our work in motion.
The client stays anonymous because MSGA operates directly inside its structures, on its domain and in its name. Below are the real operational results from this engagement.
Who it was for
A software house specialized in e-mobility, operating across international markets. It combines its own products for the charging market with custom software development and consulting. Its customers are charge point operators, fuel companies expanding into charging, and energy providers moving into e-mobility.
The challenge and the idea
Scope: reaching charge point operators across European markets who, under AFIR pressure, had to bring their infrastructure into compliance by fixed deadlines. The challenge: the sale required a technical conversation from the very first touch, so the client’s own sales team handled the initial qualification, losing the time that should go into closing contracts. The idea: separate the early operational layer from the actual selling and take it over on behalf of the client’s sales team.
What we did
We operated on behalf of two designated people from the sales team: the team lead and a senior consultant. We built a communication template from scratch that captured the technical depth of the offering and the voice of these two people, so that every message read as coming from someone in the industry, not from a salesperson.
We then built a target list from scratch of operators that fit the criteria: fast-charging networks under retrofit pressure and operators rolling out new stations. For each company we wrote a separate brief and checked buying signals, drawing on public market sources and analysis of infrastructure data. Pinpointing the right people took heavy analytical work, because the roles within buying committees appeared in the native language of each market.
Every decision-maker received messaging tailored to the company and to their role: one for the person responsible for charging infrastructure development, another for the technical director, another for the person responsible for the product. The personalization was accurate enough that members of the buying committee started comparing the messages among themselves, and the vendor was perceived as a serious partner because they recognized the absence of templated communication. A presales expert qualified every reply, and when a real opportunity appeared, we handed it over with a ready brief to the right person on the client’s side.
The pipeline is a projection based on the number of opportunities and a realistic product ACV (EUR 30–40k), not declared client revenue.
That is a multiple of what mass mailing achieves. Direct proof that we reached the right people with a message they recognized as written for them, not for a list. Selection and personalization deliver a result that volume never reaches.