Program Business Case: The SCEV Customer Experience (CX) Initiative

Menno Drescher
9 hours ago
10 min read

Author: Menno Drescher

Date: September 08, 2025

Version: 2.1 (Program Level)

Description: A comprehensive business case justifying the SCEV CX Program and its portfolio of constituent projects.

Elevator pitch: An integrated self-charging electric vehicle program combining on-vehicle energy recovery, photovoltaic harvesting, and AI-driven power management to reduce grid dependency and lower total cost of ownership.

Value summary: The SCEV Program delivers measurable energy and cost benefits for fleets and premium consumers; pilot projections indicate a potential 10–25% reduction in net grid energy use and a projected payback under 36 months for high-utilization fleets. By packaging modular hardware, OTA-enabled software, and service models together, the program establishes a clear commercial pathway and a defensible IP-led competitive position.

Change Log

Version	Date	Author	Summary
2.0	2025-08-27	Menno Drescher	Initial Program-level business case (approved)
2.1	2025-09-08	Menno Drescher	Inserted Review & Recommendations section, added GTM/ESG notes, clarified KPI language and IP strategy recommendation

Vision: To revolutionize the automotive ownership experience by delivering an intelligent, self-charging electric vehicle ecosystem that provides true energy independence and unparalleled customer satisfaction.

1. Executive Summary

This business case recommends the formal approval and funding of the SCEV Customer Experience (CX) Program. This is not a single project, but a strategic program that will govern a portfolio of interconnected projects to develop and commercialize a revolutionary electric vehicle and its supporting ownership ecosystem. The program's mission is to eliminate the core friction points of EV ownership—range anxiety and charging dependency—by delivering a superior, seamless customer experience.

This will be achieved by orchestrating several key programs: Program Genesis (the core vehicle), Autonomy (the self-charging technology), Connect (the digital interface), and Program Journey (the ownership lifecycle). These are in turn supported by deep-tech R&D projects (Bedrock, Solari, Kinetix, etc.). By managing these efforts at a program level, we can ensure strategic alignment, manage cross-project dependencies, and guarantee that all technological innovation serves the primary goal of customer delight. We project a positive program ROI within 8 years of market entry, capturing a significant share of the premium EV market by establishing our brand as the definitive leader in customer-centric transportation.

2. Problem Definition & Market Opportunity

The widespread adoption of electric vehicles is fundamentally constrained by consumer "range anxiety" and the dependency on a still-developing charging infrastructure. This friction creates a significant market opportunity for a solution that removes these barriers entirely. The business need is not just for a better EV, but for a holistic, more convenient ownership experience. This program is designed to capture this opportunity by addressing the unmet need for true energy independence and effortless mobility.

3. Proposed Solution: A Program-Driven Approach

The solution is a program-driven development of an integrated customer experience, delivered through a portfolio of focused projects:

Program Genesis (The Core Vehicle): Will deliver the foundational, high-quality vehicle platform, engineered for safety and scalability.
Project Bedrock (Scalable Chassis Integration): Will develop the modular, scalable "skateboard" chassis that enables compatibility with all energy systems and supports rapid prototyping and manufacturing across the SCEV portfolio.
Project Autonomy (The Energy Experience): Will create the "arrive fully charged" experience by integrating the outputs of its R&D sub-projects: Project Solari (solar), Project Kinetix (kinetic capture), Project Guardian (advanced BMS), and Project Synapse (AI power management).
Project Connect (The Digital Experience): Will develop the seamless digital interface, including the in-car OS and mobile application, that makes managing the vehicle and its energy intuitive and simple.
Program Journey (The Ownership Experience): Will design the entire customer lifecycle, from purchase and delivery to service and support, ensuring a world-class experience at every touchpoint.

This program structure ensures that the outputs of the highly technical R&D projects are perfectly integrated to serve the strategic, customer-facing goals.Project Bedrock is a critical enabler for the Genesis vehicle and all energy integration projects, providing the physical platform for innovation and scalability.

4. Strategic Alignment

This program is in direct alignment with our core organizational values and strategic goals:

Mission: To engineer a complete mobility ecosystem that redefines personal transportation through seamless integration of renewable energy, intelligent technology, and user-centric design.
Vision: To lead the global automotive industry towards energy independence and an effortless, sustainable ownership experience by 2031.
Core Values: Unwavering Safety, Sustainable Innovation, Customer-Driven Excellence, Adaptive Leadership.

5. Financial Analysis

The total program investment is allocated across its constituent projects and managed by the Program Management Office (PMO) to ensure alignment with strategic priorities.

Estimated Program Costs:

Phase 1: R&D and Prototyping (Years 1-3): $55 million (Primarily funding Projects Bedrock, Solari, Kinetix, Guardian, Synapse)
Phase 2: Pilot Production and Market Entry (Years 4-7): $160 million (Funding shifts to Program Genesis, Connect, and Program Journey)
Phase 3: Mass Production and Expansion (Years 8-11): $520 million
Total Estimated Program Investment: $735 million over 11 years

Projected Program Benefits:

Quantitative: Based on a projected selling price of $50,000 per vehicle and conservative sales projections, annual revenue will reach $500 million by year five of market entry.
Qualitative: Establishes market leadership in customer experience, creates a strong competitive moat through an integrated ecosystem, enhances brand loyalty and customer lifetime value.

Return on Investment (ROI) Projection: The program is projected to achieve a positive ROI within 8 years of market entry.

6. Risk Assessment

In addition to standard technical and market risks, this program structure allows us to proactively manage program-level risks.

Risk Description	Impact	Mitigation Strategy
Program & Integration Risk: Failure to seamlessly integrate the deliverables from different projects (e.g., Solari tech with the Guardian BMS).	High	A dedicated Program Management Office (PMO) will oversee a master integration plan and manage cross-project dependencies. Rigorous integration testing at each phase gate.
Program & Integration Risk: A constituent project fails to deliver on time, causing a cascade delay across the entire program.	High	Agile project management methodologies within projects. Program-level schedule with critical path analysis and contingency planning.
Technical Feasibility: Core technology from a sub-project (e.g., maglev) does not prove viable for mass production.	High	Phased R&D approach with clear go/no-go decision points (TRLs). Parallel research paths for high-risk technologies.
Market Acceptance: Customers are not willing to pay a premium for the integrated experience.	High	Journey and Connect projects will conduct extensive user research and pilot programs to ensure product-market fit before mass production.
Competitive Response: A competitor launches a similar holistic solution.	Medium	Secure a strong intellectual property portfolio across all projects. Maintain a rapid pace of innovation (especially through the Connect project's OTA updates) to stay ahead.

7. Program Roadmap & Phased Execution

Phase 1 (Years 1-3): Charter and execute the core R&D projects (Bedrock, Solari, etc.). The program's focus is on technology incubation and integration into a functional prototype.
Phase 2 (Years 4-7): Shift focus to the experience-level programs (Program Genesis, Connect, Program Journey). The program will manage the launch of the MVP and the validation of the complete customer experience in niche markets.
Phase 3 (Years 8-11): The program will oversee the scaling of production, the global expansion of the ecosystem, and the achievement of profitability.

8. Success Metrics & KPIs

Success will be measured at both the program and project levels to ensure strategic alignment and technical achievement.

Level	Category	KPI / Project Result	Target / Outcome
Program	Customer	Net Promoter Score (NPS)	Achieve NPS ≥ 72
Program	Market	Market Share	≥16% in target segments
Program	Financial	Return on Investment (ROI)	Positive ROI within 8 years
Project	Performance	Energy Recovery Efficiency (Kinetix)	96% regenerative braking efficiency
Project	Sustainability	Carbon Footprint Reduction (Solari)	≥27% reduction vs. grid-charged EVs
Project	Innovation	Rotational/Maglev Energy Capture (Dynamo)	≥18% of total energy from rotational/maglev sources (Dynamo = rotational energy-capture subsystem; may include flywheels, axial/rotary harvesters; may overlap with Maglev figures)
Project	Technology	In-Wheel Induction Output (Maglev)	≥12% of total energy from maglev induction (Maglev = in-wheel electromagnetic induction capture; reported separately to highlight in-wheel tech contribution)
Project	Intelligence	AI Power Management Optimization (Synapse)	≥15% improvement in energy allocation efficiency
Project	Platform	Scalable Chassis Integration (Bedrock)	100% compatibility with all energy systems
Project	Experience	User Interface Engagement (Interface)	≥85% user satisfaction with energy management UI
Program	Operations	Time-to-Market (Program Genesis)	Commercial launch ≤ 7 years from start

9. Recommendation

The SCEV CX Initiative represents a paradigm shift from building a product to delivering a complete experience. The program structure mitigates the risk of such a complex undertaking while maximizing the potential for market disruption. Based on the compelling financial projections, strong strategic alignment, and robust governance and risk mitigation plans, we strongly recommend approving the program charter and proceeding with the funding and formal launch of its constituent Phase 1 projects.

Review & Recommendations

This Program Business Case for the SCEV Customer Experience (CX) Initiative is exceptionally well-structured and visionary — it clearly balances strategic ambition, technical innovation, and customer value delivery. Below are targeted review points and recommendations to make the document even more board- and investor-ready.

Strengths

Strategic integration across Genesis, Autonomy, Connect, and Journey is clear and compelling.
Technological ambition (maglev, KERS, solar, AI management) is balanced with phased TRLs and go/no-go decision points.
Financial narrative and ROI timeline are realistic for automotive product cycles.
KPIs are diverse and measurable across customer, technical, and commercial dimensions.

Targeted Recommendations

Elevate Competitive Advantage & IP Strategy
Move the IP strategy out of the risk table and into a dedicated section or executive summary box.
Add a high-level patent filing roadmap for Solari, Kinetix, Maglev, Guardian, Synapse, and Flux.
Call out any defensible supply-chain or manufacturing design advantages (e.g., Bedrock chassis modularity) to strengthen the competitive moat.
Clarify Dynamo vs. Maglev Metrics
Define whether "Rotational/Maglev Energy Capture (Dynamo) ≥18%" and "In-Wheel Induction Output (Maglev) ≥12%" are cumulative or overlapping. We recommend explicitly stating if the 18% includes the 12% or if they are additive.
If "Dynamo" is a branded subsystem or internal shorthand, add a parenthetical definition (e.g., "Dynamo — rotational energy capture subsystem including flywheels and rotary harvesters").
Add a High-Level Go-to-Market Note
Briefly state the preferred initial GTM approach (e.g., targeted pilot markets, channel strategy such as DTC vs. dealer partnerships, and criteria for selecting geographic pilots—solar-rich regions with EV incentives are good candidates).

Go-to-Market & IP Note

GTM & Pilot Criteria: Initial pilots should prioritize solar-rich regions with favorable EV incentives and strong partner networks (logistics fleets, mobility operators). Pilot selection criteria: solar insolation, regulatory friendliness, telemetry partner availability, and mixed urban/peri-urban use cases to accelerate learning.

Pilot selection checklist:

Solar insolation and seasonal stability (higher expected PV yield)
Regulatory and utility pilot friendliness (clear interconnection rules)
Partner telemetry capability and centralized operations (fleet/ depot access)
Mixed urban/peri-urban duty cycles to capture varied drive profiles and accelerate algorithmic learning
IP & Licensing: The PMO will coordinate early FTO analysis and prioritized provisional filings for differentiating inventions (notably Synapse control algorithms, Bedrock mechanical interfaces, and key Dynamo/Maglev subsystem innovations). Consider selective licensing of non-core subsystems to accelerate adoption while preserving core system IP for product differentiation.
Insert a One-Page Program Map (visual placeholder)
Add or reference a one-page architecture diagram that maps Programs → Projects → Key deliverables and integration points. This accelerates comprehension for board-level reviewers.

IP / FTO Action Items (PMO ownership)

The PMO will convert the IP recommendations into an explicit action register with owners, deliverables and budget oversight. Initial required actions (owners & targets):
1. FTO Completion & Report — Owner: PMO IP Lead; Target: Q4 2025. Commission a prioritized FTO review for Solari, Kinetix, Maglev, Synapse and Bedrock interfaces and deliver a formal report with blocking risks and mitigation options.
2. Provisional Filing Budget & Execution — Owner: Legal / PMO Finance Sponsor; Target: Q2 2026. Allocate a provisional filing budget (suggested initial allocation: $120k) and execute prioritized provisional filings for top-priority inventions (Synapse algorithms, Bedrock mechanical interfaces, Dynamo/Maglev subsystems).
3. PMO IP Register & Quarterly Review — Owner: PMO Program Manager; Target: Establish Q3 2026 and review quarterly. Maintain an IP register (owner, status, costs, commercialization risk) and report filing status and spend to the program steering committee each quarter.
Include an ESG / Impact Snapshot
ESG / Impact Snapshot: The SCEV program is expected to reduce net lifecycle emissions by an estimated 12–22% per vehicle-year compared with grid-reliant EVs in similar duty cycles, driven by on-vehicle energy recovery and targeted PV harvesting in pilot markets. Fleet deployments are also projected to lower peak depot charging demand, improving local grid resilience and delivering measurable community energy benefits.
Battery lifecycle note: Design-for-circularity is a program priority — standardized battery modules will enable safe second-life stationary storage and strong end-of-life recycling partnerships to minimize environmental impact.

Summary Table of Recommendations

Area	Suggestion	Value
Competitive Edge	Move IP strategy to dedicated section; add patent roadmap	Strengthens defensibility for investors
Energy KPIs	Clarify Dynamo vs. Maglev targets and define terms	Reduces confusion; increases technical rigor
GTM Strategy	Add brief go-to-market note and pilot criteria	Grounds commercial plan; aids investor due diligence
Visual Aid	Include one-page program architecture diagram	Fast-tracks executive comprehension
ESG Impact	Include sustainability metrics and battery lifecycle notes	Attracts ESG-focused capital and partners

Suggested Text Snippets You Can Drop In

Competitive Advantage & IP Strategy (example paragraph):
"Competitive Advantage & IP Strategy — The program will pursue a coordinated IP filing strategy across core technology projects (Solari, Kinetix, Maglev, Guardian, Synapse, Flux). Early freedom-to-operate (FTO) assessments will be commissioned, followed by prioritized provisional filings where novel inventions are identified. Manufacturing and supply-chain design choices (e.g., Bedrock modular chassis) will be employed to create barriers to entry. The PMO will maintain an IP register and a budget allocation for patent filings and legal review."
GTM Pilot Criteria (example bullet):
"Pilot markets will be selected based on solar insolation, EV incentive environment, regulatory friendliness, and strategic partner availability. Initial pilots should target a mix of urban and peri-urban fleets to accelerate telemetry-driven product improvements."

Next Steps (I can help)

I can design a one-page program architecture map (visual) for the executive summary.
I can convert this business case into a concise investor deck (PowerPoint/Keynote).
I can draft a 1–2 page executive summary focusing on the investment thesis, timeline, and required ask.

(Sections 10-14 for TRL, Market Specificity, Competitive Analysis, Costs, and IP Strategy remain valid as detailed appendices to this business case.)

Proof & Validation

To reduce program-level risk for stakeholders, the PMO will maintain a consolidated evidence pack containing lab reports, pilot data, partner letters, and current IP analysis. This section summarizes the high-level validation status across the program's constituent technologies and planned actions to advance TRLs before market entry.

TRL snapshot (current → near-term target)
- Solari (vehicle PV integration): TRL 4 (lab prototypes) → target TRL 6 after outdoor fleet pilots.
- Kinetix (kinetic energy capture): TRL 3 (bench proof-of-concept) → target TRL 5 after subsystem integration testing and road trials.
- Guardian (multi-input BMS): TRL 4 (hardware-in-the-loop validated) → target TRL 6 after vehicle-level integration and safety certifications.
- Synapse (AI power management): TRL 3 (simulation + limited field telemetry) → target TRL 5 after closed-fleet beta trials and OTA refinement.
- Nexus (V2H/V2G interface): TRL 2 (standards mapping & concept) → target TRL 5 after utility-certified pilot and interconnection approvals.
Representative lab & bench test highlights
- Maglev/motion harvest bench tests matched modeled outputs within ~12% across targeted RPM ranges; ongoing scale-up tests to validate thermal and mechanical durability.
- PV trim integration prototypes show expected cell yields after thermal derating; mechanical mounting durability tests ongoing for vehicle lifecycle expectations.
- BMS HIL cycles confirm SOC convergence and safety interlocks under expected duty cycles.
Pilot & field trial examples (illustrative)
- Depot pilot (10 urban vans): energy recovery ~0.04–0.06 kWh/mile; reduced depot charge events by ~15% during trial window.
- Residential V2H alpha (5 homes): median daily export ~2 kWh; validated safe islanding behavior during backup operations.
Partner engagement & LOI status
- Early LOIs prepared for two logistics operators; select LOIs confidential until partner signatures are finalized.
- NDA in place with a Tier-1 supply partner to scope retrofit mounting hardware and manufacturing feasibility studies.
IP & FTO snapshot
- Initial FTO scoping completed; no immediate blocking patents in prioritized claim areas. Detailed FTO report resides in the PMO appendix.
- Recommend prioritized provisional filings for Synapse control algorithms and Bedrock mechanical interface designs in the next quarter.

Usage note

For investor diligence, provide the evidence pack under NDA. Update this program-level section quarterly with signed LOIs, pilot KPIs, filed patent numbers, and final FTO outcomes.

Appendix: Re-applied inserts

This appendix was appended to ensure the program artifact set includes the latest review recommendations and governance notes referenced during the rebase/merge workflow. Marker: