And how to avoid them.

1. The plan was built on average use

A vehicle can look suitable when assessed against an average daily mileage and still struggle with the journeys that matter most. Peaks, seasonal demand, unusual routes, payloads and late changes may be missing from the picture. Check representative operating patterns, including exceptions, before deciding which vehicles to replace first.

2. Charging access was assumed

A site that appears suitable on a map may have constraints around parking, access hours, electrical capacity, landlord approval or connection timing. Home charging may be assumed for employees who cannot install it. Confirm the practical arrangements for each user group and site, and record what remains uncertain.

3. Responsibilities were left vague

When fleet, facilities, energy, finance, HR, IT and suppliers all have a part to play, a task can fall between teams. Name an owner for each important decision and operating process. Make escalation routes clear before the first fault, delay or difficult user query.

4. Users were brought in too late

Drivers and local managers often know where a proposed process will break down. If they only see the change at launch, the organisation loses a chance to improve training, vehicle allocation, charging guidance and support. Involve representative users early and give them a route to report issues.

5. The programme had no clear learning gate

A pilot can become a small rollout if nobody has agreed what it needs to prove. Set the questions in advance: what will be observed, who will review the evidence, what would trigger a change, and what conditions must be met before expansion? A learning gate protects the organisation from treating activity as proof of readiness.

How EVReady addresses this

EVReady helps organisations surface these issues before rollout decisions narrow their options. It reviews readiness across design, deployment and operation, drawing attention to evidence gaps, dependencies and ownership. The output is a prioritised view of what to resolve or test next. It supports decision-making alongside engineering, financial, legal and other specialist advice; it does not replace those disciplines.