Executive Summary
Fastned, Europe's fastest-growing fast-charging network, was scaling across 7 countries with one persistent problem: their uniforms didn't look like Fastned. Generic black garments from local vendors, ordered ad hoc, consumed 3 days of management time every month and produced results that were off-brand and inconsistent. By centralizing their entire uniform operation on Sunday, including product development, a per-country order platform, and batched logistics, Fastned deployed 4,000 units of fully custom, European-made uniforms in their signature brown and yellow, across 7 countries, for the same total budget as before. The 25% cost savings from consolidation were reinvested directly into better products. The mess didn't just get smaller. It disappeared.
About the Client
Fastned is building the charging infrastructure for Europe's electric future. With fast-charging stations across the Netherlands, Germany, the UK, Belgium, Switzerland, France, and Denmark, they are one of the continent's most recognizable and rapidly expanding EV charging networks.
Their stations are unmistakable: bold architecture, signature yellow canopies, and a brand identity built on trust, clarity, and forward momentum. For Fastned, every customer touchpoint is an opportunity to reinforce that identity and that includes the 500 employees and installers who wear the brand every single day.
The Challenge: When Uniforms Become an Operational Tax
For a company so deliberate about its visual identity, Fastned's internal uniform process was a significant contradiction.
Before Sunday, uniforms were sourced locally. Each country worked with its own vendor, negotiated its own pricing, and made its own design decisions. The practical result was a patchwork of garments that ranged from "close enough" to "clearly wrong." Generic black items. Standard colors with no brand recognition. The kind of clothing that gets worn because it's required, not because it's something anyone would choose.
But the visible problem, the brand inconsistency, was only part of the story. The hidden cost was operational.
Every ordering cycle triggered the same chain of manual work. Sizes had to be collected. Vendors had to be briefed. Designs had to go through approval rounds that dragged on across email threads. Prices had to be renegotiated from scratch, country by country, with no leverage and no consistency. Parameters changed constantly. Clarity was never there.
