Guiding Developers Through One of the Nation’s Largest EV Infrastructure Programs
Experiencing a fragmented intake process and rising developer confusion, Con Edison partnered with Bellawatt to transform how it engages with participants in one of the country’s largest EV infrastructure programs.
Together we:
Replaced static PDFs and inbox-based intake with an intuitive, developer-facing web experience
Delivered tailored user flows across light-duty, MHD, micromobility, and mixed-use projects
Embedded GIS logic and DAC eligibility checks to support early-stage project scoping
Built custom admin tooling to streamline lead triage for BD and advisory teams
Reduced repetitive intake questions and improved internal alignment across program teams
Created a scalable digital foundation for future incentive, rate, and contractor-facing tools
An Ambitious Project
PowerReady is one of the most ambitious EV make-ready programs in the U.S., with over half a billion dollars allocated to accelerate charger installations across Con Edison’s territory. But by 2023, while the funding was substantial, the customer journey was fragmented and confusing. Developers interested in incentives faced a gauntlet of eligibility requirements, unintuitive tools, and little clarity about what came next.
Con Edison’s internal teams were also stretched. The Business Development team fielded the same basic questions repeatedly. Corporate Affairs, Fleets Advisory, and program teams each had their own priorities and gatekeeping processes. Everyone was aligned in mission but misaligned in execution. Con Edison needed a digital experience that not only clarified the path for developers but also respected the complex internal choreography required to administer public incentive dollars.
Building the Foundation
Our first goal was to meet developers where they were: uncertain, curious, and overwhelmed. In Phase 1, we focused on building trust through clarity. That meant creating a visual incentive calculator that surfaced top-line figures for L2, DCFC, and micromobility installations, a Disadvantaged Community screener to help developers determine if their projects qualified for bonus funding, and a streamlined call-to-action. We also built a bespoke admin portal to replace a noisy email inbox with a structured workflow.
But tools alone weren’t the solution. We approached the experience from a position of deep user empathy, shaped by stakeholder interviews, journey mapping, and a review of national utility program practices. We heard again and again: developers needed to feel invited in, not filtered out.
We designed a tool that prioritized transparency and accessibility. Developers could easily toggle between charger types and receive real-time estimates. Tooltips clarified logic, and resource center improvements helped demystify incentive structures. We emphasized:
Broad access for new and underrepresented developers
Self-service tools that didn’t require utility hand-holding
Sensible privacy boundaries around cost benchmarks and program data
A unified, user-friendly experience across charger types
Meeting the Moment for Medium-Heavy Duty and Mixed Sites
With Light Duty tooling in place, Phase 2 expanded to address the complex terrain of Medium- and Heavy-Duty (MHD) and Mixed Sites. These projects involved larger budgets, more uncertainty, and deeper operational considerations.
From the outset, our research surfaced a key insight: developers didn’t necessarily need to know their exact incentive amount up front – they needed to know whether they were eligible, and what steps to take next. Eligibility questions around DAC status, public vs. private access, voucher programs, and load capacity were slowing projects down. And without early clarity, many developers were stalling or walking away.
We responded by designing tailored user flows. Each flow routed developers based on inputs like fleet type or charger mix, then delivered the most relevant questions and guidance. Where complexity spiked – especially around MHD eligibility – we embedded calls to action that encouraged early contact with the Fleets Advisory team.
On the back end, we introduced geospatial intelligence. Using Google and Esri APIs, we validated addresses and DAC classifications. When boundary mismatches emerged, our team ran diagnostics in QGIS, confirmed discrepancies, and refined the system. The goal was never perfect automation; it was confident guidance and meaningful handoff.
We also created a new internal dashboard for Con Edison staff, allowing them to filter, track, and respond to developer submissions with ease. Designed with future programs in mind, the tool laid the groundwork for deeper Salesforce integration and enhanced lead management.
Importantly, we preserved the program’s human touch. Con Edison’s teams remain central to PowerReady’s success, especially for complex projects. Our tools were built not to replace those experts, but to ensure they could spend less time repeating basic instructions, and more time helping developers overcome real barriers to electrification.
Making the Work Work
We often say that the quality of the outcome reflects the quality of the collaboration, and this project was no exception. Bellawatt and Con Edison worked in close partnership to navigate shifting requirements, evolving standards, and a diverse group of internal stakeholders with different needs and priorities.
Con Edison’s Corporate Affairs team, initially cautious, became one of the project’s closet collaborators. Our iterative design process not only delivered a polished product but also helped refine internal brand and accessibility standards used in other public-facing tools.
Throughout the engagement, we were intentional about holding space for nuance. Stakeholders sometimes hoped for more precise incentives or earlier qualification certainty than policy or infrastructure could provide. Rather than overpromise or oversimplify, we focused on clarity, transparency, and empowering developers with the right next step – even when the answer was, "Talk to us first."
A Springboard for What’s Next
Following the launch, early developer engagement signaled that the PowerReady experience was resonating with its target audience. Developers used the platform to explore feasibility, understand eligibility, and initiate contact with the Con Edison team, arriving at conversations better prepared and with greater clarity.
The project also helped seed new conversations around data strategy. PowerReady’s Phase 2 work was structured not just to serve users, but to help Con Edison gather insights on where demand was emerging and which incentive paths developers found most useful. These signals will be vital as the MHD pilot evolves and as NYSERDA and related stakeholders evaluate longer-term program funding.
Perhaps most significantly, PowerReady reset the tone for how Con Edison approaches digital developer engagement. The program moved from abstract policy to practical participation, giving developers a sense of agency in an otherwise complex landscape.
We didn’t just ship a calculator. We built a pathway into one of the country’s largest EV infrastructure programs – one designed not just to distribute funds, but to build trust. And we’re just getting started.
