Turning fleet and EV expertise into something customers could act on

The opportunity

Fleet and EV transition brings real complexity: costs, tax, infrastructure, vehicle choice, policy changes. For customers, that friction was appearing at exactly the moment they needed clarity. For the business, it was limiting the commercial value of the expertise they already had.

The content existed. The knowledge was there. What was missing was a way to turn it into something that actively supported customer decisions, and in doing so, supported the business's own sales conversations.

What I did

The work focused on two connected areas: restructuring their news portal, and building a suite of interactive tools that made the content genuinely useful. But the underlying challenge was strategic: how do you translate complex, fast-moving subject matter into something a customer can act on, without losing the depth that makes it credible?

News portal

I restructured and built the news portal as a clearer, more usable destination for content, organised around real customer questions and decision points rather than internal taxonomy. The goal was to make expertise easier to navigate and act on, and to create a foundation that could support embedded tools and external integrations without becoming brittle.

Interactive tools

Alongside the portal, I designed and developed a series of interactive tools covering EV readiness, fleet costs, and related decision-making. These translated complex inputs into clear outputs: cost comparisons, recommendations, and concrete next steps. The aim was to move users from understanding to action, and to give the sales team something they could point customers to with confidence. EV readiness, fleet costs and related decision-making. These translated complex inputs into simple outputs: cost comparisons, recommendations and clear next steps.

The tools were built to work across multiple environments and integrate with third-party systems for lead capture and follow-up, balancing usability with real constraints around hosting, security, and integration.

Rebrand and organisational change

The engagement spanned a significant period of internal change, including a full rebrand. I supported continuity through that transition, ensuring the tools and portal stayed coherent and on-brand as the business evolved, so the work didn't lose momentum mid-stream.

The outcome

The business moved from static information to usable tools, and from content that sat alongside decisions to content that actively shaped them. The news portal became a clearer entry point into a complex topic. The tools gave customers a way to move from understanding to action, and gave the sales team a more effective way into those conversations.

The results reflected that shift. The tools were adapted for third-party broker websites and internationalised for French, Italian, and German markets. That level of adoption only happens when something is working well enough to be worth replicating. They ran for multiple years, attracted tens of thousands of visits annually, and some versions remain live today.