Leadership on the New Frontier.
National Car Charging is leading the EV charger infrastructure provider and installer in the United States and partners with several leading level 2 and DC fast charger manufacturers including Tritium, a NEVI compliant provider.
Navigating monumental company growth in an emerging industry while balancing all the normal day-to-day business demands.
When I started National Car Charging (NCC), it wasn’t my first rodeo and I knew what I was getting into. Long hours, wearing multiple hats, and lots of juggling. As any entrepreneur will tell you, starting a company isn’t for the faint of heart.
Thankfully, I brought lots of experience to the table from other leadership roles at both my own and others’ companies. Some were big and others small, and each had their own challenges, so I had a handle on what kind of company culture I wanted to create and how I wanted to lead it.
What I wasn’t prepared for and what no one could have anticipated was the unprecedented growth in all aspects of the electric car industry - and the subsequent gold rush - and what that would mean for our startup, our five- and ten-year plans, and honestly, my personal life.
While growth is a great problem to have, drinking from a fire hose isn’t sustainable and the team was looking at me to steer the ship in uncharted territory without a compass.
So what was the secret to our success? First, lady luck was definitely on our side. I’d love to say it was all my brilliance and that of my team, but all of us admit, we’ve often been in the right place at the right time. That said, looking back at our beginnings and the formidable business we’ve built, it can really be narrowed down to six things.
1. Be able to identify and acknowledge the major shifts.
Believe it or not, our entire company was built on a test drive. In 2011, I drove two early EVs, a Nissan Leaf and a Chevy Volt. While Tesla had introduced the roadster, and their Model S was on the horizon, these were the first mass produced electric vehicles. While many saw it as a fad that would never last, I recognized after just a few minutes behind the wheel, where the future was going. A month later, I started my company.
Being able to see major market shifts and having the audacity to follow your gut is critical to success in innovative and new industries. I’m not saying every ‘big idea’ is street worthy. My foresight was grounded in years of automotive and renewable energy experience, and even then, it was a leap of faith, but it was the willingness to take the educated risk that got us started and has propelled us forward as our burgeoning industry has evolved.
While foreseeing a major shift was the impetus for our organization, staying on top of all aspects of running a business had an impact on what we were trying to accomplish - from human resources and financial management to customer service and shipping. Leveraging new technologies saved us time, money and allowed us to use our human capital more effectively.
2. Stay flexible.
Startup life is hard no matter the industry, and new industries are especially unpredictable. The second you get it figured out, it changes. In many ways it’s like raising a toddler - you never know where they’re going to go next, but you know you have to be ready wherever they go. Navigating a new and emerging industry is no different. Staying nimble, being ok with changing gears, and even scrapping a project you’ve poured your blood and soul into is all part of the process and it’s also your corporate advantage. Being able to change trajectory on the fly and trust that it’s the right thing to do whether it’s your business plan, product line or even a meeting agenda could be the difference between whether you lead or follow your competition.
3. Stay ahead of the curve on hiring.
When your company is young, there is a thrill to doing it all yourself and a novelty to bringing in the first few new hires. The sticking point is when you start to see the work overflowing around you and your team, and revenue isn’t flowing in like you know it will. It’s natural to want to hold off, but a smart, strategic investment in talent could be the difference between success and failure.
The reality is that we’re all human and have limited capacity no matter how much we try to push ourselves. Burning your team and yourself out will only lead to diminishing returns and that’s not how you grow a successful business. That said, hiring needs to be a critical part of your short and long term business planning for your business to thrive, especially in a pioneering industry.
4. Take time off and encourage your team to do the same.
Forcing yourself to take time off is the hardest part of being an entrepreneur, but it’s a must do for you and your team. I’ll admit I wasn’t good at this at first and then my dad landed himself in the hospital and I had to step away from the office and lean into my team. It wasn’t a vacation, but it showed me that the business could survive a week without me and the diversion allowed my brain to refocus and look at the business with fresh eyes when I returned.
Since then my wife and I have scheduled quarterly vacations (often in places without cell phone access) and I encourage my team to do the same. Periodic mental health days and vacation time is the cheapest and most rewarding benefit you can give your employees and will always be part of our benefits packages. Not only does it help attract smart talent, it helps you keep them.
5. Own the mistakes and fix them quickly.
When you’re moving at lightning speed and working on little sleep, mistakes are inevitable. How you react to them is the game changer. I tell my team all the time that mistakes happen and what’s more important is that we acknowledge them fast, find a solution and heed the learnings - especially when working with our customers.
Pointing fingers and assigning blame is counterproductive. Recognizing that we’re all human and learning from your mistakes is what will move your company forward - and that includes the leadership team. You set the tone for the organization and your employees carry your example forward into everything they do. And when it involves your customers or even business partnerships, their humility (and yours) goes a long way to solidifying long term relationships.
6. Have fun.
It might sound crazy to ask, but why do it if it isn’t fun? Most small business owners are in it for more than just the money. For most of us, it’s also passion play. For me, it was a trifecta of cars, renewables and a belief that we could do good while making a profit.
No matter what business you pursue, the days are long and the work is hard, so create a positive, fun work culture. It’s what carries you through the extra tough days. Encourage laughter, merriment and surround yourself with employees who feel the same and who see your business as a journey as opposed to a paycheck.
In the end, there is no magic bullet for success and there will always be things out of your control. Being in the driver seat is challenging, but follow your instincts, always listen and learn, hire the right people and enjoy the ride (electrically powered, of course).
This article was originally published in the April 2023 issue of International Parking and Mobility’s Institute’s Parking & Mobility.
Jim Burness, CEO & Founder of National Car Charging and Aloha Charge.
About Jim Burness
Jim Burness founded National Car Charging (NCC) in 2011 with the belief that business can thrive while doing good for the planet. Eleven years later, NCC and its sister company, Aloha Charge, are collectively the leading reseller and installer of electric vehicle infrastructure in the country and Jim is considered one of the nation’s top EV and charging experts. Based in Denver, Colorado, Jim is actively involved in Colorado’s local sustainability community with Colorado Electric Vehicle Coalition, Colorado’s Solar Energy Industries Association and Clean Energy Action and lends his expertise to the EV Council as part of the NACS Fuels Institute. A graduate of The Colorado College and the University of Denver, he’s previously held positions at J.D. Power, American Honda, and Microsoft’s CarPoint.