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Electric freight has reached a critical inflection point. The long-standing question about whether electric trucks can reliably handle long-haul duty cycles has been answered. Several heavy-duty battery electric vehicles (BEVs) have proved that zero-emission trucks can meet real work freight demands by completing single-charge journeys making corridor freight transportation a reality. Long-term forecasts for medium- and heavy-duty electric trucks and charging infrastructure also remain optimistic as original equipment manufacturers roll out new nameplates and next-generation platforms. But performance alone will not define the next chapter. Energy availability, infrastructure readiness, capital discipline, and the ability to align electrification with real business objectives are now shaping how the market evolves. The next phase of electric freight will be defined by pragmatism over hype. Three trends stand out. 1. The industry is entering a smarter, right-sized era. 2. Economics will remain the central challenge, with upfront entry costs emerging as the most immediate barrier. 3. Megawatt charging is poised to move from concept to commercial reality. The next two years will test which companies have built sustainable businesses, with sound economics, repeat customers, and scalable operations. Market realities are reshaping how electric freight infrastructure gets built The groundwork for electric freight has already been laid. Across North America, multiple companies now have medium- and heavy-duty charging sites up and running, proving that the technical capability exists to support zero-emission trucking at scale. Globally, more than 89,000 electric trucks were sold in the first half of 2025, up 140% from the same period in 2024, largely thanks to China and Europe, according to a report by Smart Freight Centre and BloombergNEF. China accounted for almost 80,000 of those, with sales in Europe making up most of the balance. That progress has also reinforced a broader industry understanding that the era of build it and they will come is giving way to a more demand-driven approach. An indicator of this is that market projections for electric trucking have effectively shifted about two years later than expected, and infrastructure development needs to adjust accordingly. This will not ultimately have a negative long-term impact, but it will be crucial for the industry and for companies that adapt to ensure lasting success. With grid constraints, interconnection delays, and rising power demand becoming more visible across major freight corridors, infrastructure planning must also account for real-world energy limitations and not just vehicle adoption forecasts. To achieve long-term viability, the focus must shift to building smarter and at the pace of real demand. This shift is already influencing how new charging hubs are being planned across key freight corridors. Along the I-15 and I-10 corridors, developers are prioritizing fewer chargers, streamlined amenities, and scalable designs that maintain corridor coverage while aligning more closely with todays market realities. Many sites are also exploring combinations of grid power, on-site renewable generation, and emerging flexible interconnection models to navigate local utility constraints and improve long-term resilience. This approach is likely to become more common across the industry, particularly in the near term, and thats a positive development as it creates the financial and operational runway and stability needed to prepare for what comes next. Megawatt charging becomes a reality in 2026 As electric truck models with higher power requirements begin to reach commercial readiness, the next phase of freight electrification will be defined by megawatt-level charging infrastructure. The trucking industry will need high-power charging infrastructure that can support the energy demands of the largest commercial vehicles and reduce charging times for fleets operating on tight schedules, according to a 2026 outlook report. Mercedes-Benz, MAN and Volvo vehicles are set to accept the megawatt charging standard , and recent industry reporting indicates that Teslas Semi program is progressing toward volume production in 2026 with plans for new megachargers capable of delivering the high power necessary for larger battery packs. To meet this shift, we will likely see infrastructure developers future-proof their charging operations by developing sites with charging demands of the next phase of electrification in mind, rather than built to todays standards alone. Some of todays leading heavy-duty charging sites are being designed with flexibility at their core, using underground trenching systems that allow for future upgrades to megawatt-scale charging without extensive reconstruction. This is particularly important given the billions of dollars being invested in charging technology that could evolve significantly before infrastructure assets are fully depreciated. This approach ensures that infrastructure remains relevant and scalable as heavy-duty EV adoption and vehicle capabilities grow. As the next phase of electrification takes shape, designing and locating charging infrastructure with long-term energy capacity in mind will be critical to keeping freight moving efficiently for decades to come. Redefining an industry through resilience If the first chapter of electric freight was defined by investor momentum and genuine ambition, the next will be defined by accountability. Government incentives and early capital played an essential role in accelerating pilot programs and proving technical feasibility. But as public funding becomes more limited and private capital grows more selective, the industry is entering a new phase where infrastructure providers and fleet operators alike must demonstrate disciplined growth, operational efficiency, and consistent customer value. This shift is healthy. Fleet electrification must function as a durable business model. That means minimizing soft costs, improving asset utilization, aligning infrastructure with real freight demand, and solving for energy constraints in practical, scalable ways. It also means supporting shippers that are under increasing pressure to meet ESG and climate commitments, while ensuring that carriers can remain competitive in amarket that transports more than 70% of the nations goods. The companies that succeed in this environment will not be those that built the fastest or expanded the most aggressively, but those that built at the pace of demand, with resilient energy strategies, flexible infrastructure design, and a clear path to long-term returns. With this, the next several years will reveal which players have built businesses designed to sustain in the energy transition. As these shifts take hold, a more resilient, efficient, and scalable zero-emission freight ecosystem is beginning to emergeone that is also restoring confidence across the investment community as market fundamentals stabilize and clearer paths to utilization and returns come into focusdesigned not just to withstand volatility, but to mature through it and deliver durable, long-term impact. Patrick Macdonald-King is CEO of Greenlane.
Category:
E-Commerce
The ancient world understood that leaders who act without self-knowledge create chaos. Consider that at the entrance to the Oracle of Delphi was the following inscription: “Know thyself.” Socrates further imbued meaning into this tenet by declaring that his wisdom came from knowing that he knew nothing. Later, Stoics like Marcus Aurelius argued that self-knowledge meant acknowledging what was actually within your control. The throughline across millennia is clear: cultivating inner clarity helps us navigate external uncertainty. But here’s what the ancients also understood: self-knowledge isn’t a solitary pursuit. We come to know ourselves through relationships, and we can only meet others as deeply as we’ve met ourselves. The leader who hasn’t examined their own fears, assumptions, and blind spots will inevitably project those shadows onto their teams. Inner work enables outer connection. This ancient wisdom has never been more urgent. Here’s an irony worth sitting with: the more AI dominates our workplaces, the more desperately we crave authentic human connection. As leaders scramble to implement the latest automation tools, the real competitive advantage is hiding in plain sightand it has nothing to do with technology. {"blockType":"mv-promo-block","data":{"imageDesktopUrl":"https:\/\/images.fastcompany.com\/image\/upload\/f_webp,q_auto,c_fit\/wp-cms-2\/2026\/01\/i-16x9-figure-thinking.jpg","imageMobileUrl":"https:\/\/images.fastcompany.com\/image\/upload\/f_webp,q_auto,c_fit\/wp-cms-2\/2026\/01\/i-16x9-figure-thinking_0b545c.jpg","eyebrow":"","headline":"\u003Cem\u003EWonderRigor Newsletter\u003C\/em\u003E","dek":"Want more insights, tools, and invitations from Dr. Natalie Nixon about applying creativity for meaningful business results and the future of work? Subscribe \u003Ca href=\u0022https:\/\/urldefense.proofpoint.com\/v2\/url?u=https-3A__figure-2D8-2Dthinking-2Dllc.kit.com_sign-2Dup\u0026amp;d=DwMFaQ\u0026amp;c=euGZstcaTDllvimEN8b7jXrwqOf-v5A_CdpgnVfiiMM\u0026amp;r=xHenyQfyc6YcuCNMBsOvfYGQILM1d1ruredVZikn4HE\u0026amp;m=F383gnrChFhYKPhcpNHI1hY3o58IHIn_LkB5QJDrs3G5Wfft-DcucUO4UEmGO7GZ\u0026amp;s=JlJm7GyKCJvPW0jyrsfTFtinteKDitN13vfPZiuJnP8\u0026amp;e=\u0022 target=\u0022_blank\u0022 rel=\u0022noreferrer noopener\u0022\u003Ehere\u003C\/a\u003E for the free WonderRigor newsletter at Figure8Thinking.com","subhed":"","description":"","ctaText":"Learn More","ctaUrl":"http:\/\/Figure8Thinking.com","theme":{"bg":"#3b3f46","text":"#ffffff","eyebrow":"#9aa2aa","subhed":"#ffffff","buttonBg":"#6e8ba6","buttonHoverBg":"#3b3f46","buttonText":"#ffffff"},"imageDesktopId":91470060,"imageMobileId":91470061,"shareable":false,"slug":"","wpCssClasses":""}} I call it “Inside Out” leadership, and it’s becoming the secret weapon for organizations serious about attracting and keeping top talent. What does this look like in practice? A few years ago, a CIO at a global law firm hired me to help his executive leadership team normalize curiosity. I was impressed. It’s not every day that a high-powered law firm wants to invest in helping its team pause, in order to make questions feel more like the catalyst for innovation, instead of cause for getting your wrist slapped. This CIO was exhibiting Inside Out leadership: he had done his own inner work first, which gave him the clarity and courage to create conditions for his team to do the same. The two dimensions of inside out work Inside Out leadership operates on two critical dimensions. First, it’s about how leaders show upembracing vulnerability, practicing continuous self-inquiry, and reflecting that openness outward to their teams. Second, it’s about creating environments where employees feel not just permitted but encouraged to bring their whole selves to work. This isn’t soft, feel-good leadership fluff. It’s strategic infrastructure for the AI eraand the numbers bear this out. Gallup research reveals that disengaged employees cost organizations 18% of their annual salary in lost productivity. Meanwhile, McKinsey found that companies in the top quartile for employee experience report 25% higher profitability than their peers. The connection between inner work and bottom-line results isn’t philosophical; it’s mathematical. As routine tasks get automated, the uniquely human abilities to connect, empathize, and collaborate become your organization’s most valuableand irreplaceableassets. Leaders who ignore this reality aren’t just missing an opportunity; they’re hemorrhaging resources. Workplace wellness studies show that burnout alone costs U.S. employers approximately $300 billion annually. Inside Out leadership isn’t a wellness perk to offer when budgets allowit’s economic infrastructure that organizations can’t afford to neglect. Three pillars that make it work People: Authenticity as strategy. Start team meetings with a “Life Update” round where people share one personal highlight from their week. Create “Story Circles” where team members share pivotal moments from their journeys. These aren’t time-wasters; they’re trust-builders that compound over time. Process: The power of play. One of the most counterintuitive aspects of Inside Out work is its emphasis on play. Transform brainstorming sessions into “Solution Safaris” where teams physically move around the office collecting and building on ideas. Use improvisation exercises to kick off strategy meetings. Play naturally encourages negotiation, collaboration, and curiosityskills that are increasingly valuable as AI handles the routine. Place: The premium of presence. In our increasingly virtual world, face-to-face interaction has become a luxury good. Smart organizations leverage this scarcity by making in-person events premium experiences. Design “No-Tech Tuesdays” where certain meetings go device-free. Institute “Walking One-on-Ones” that take conversations outside traditional office settings. These aren’t perksthey’re competitive differentiators. The path forward Start small. Pick one team as your pilot group. Document both quantitative metrics (engagement scores, retention rates) and qualitative feedback. Identify “Inside Out Champions” who can help spread these practices throughout your organization. The organizations that will thrive in the AI era won’t be those with the most advanced technology. They’ll be those that best combine technological capabilities with deeply human connections. Inside Out leadership isn’t just a philosophyit’s a blueprint for building organizations that can attract, retain, and inspire the best talent in an increasingly automated world. The future belongs to leaders brave enough to work from the inside out. {"blockType":"mv-promo-block","data":{"imageDesktopUrl":"https:\/\/images.fastcompany.com\/image\/upload\/f_webp,q_auto,c_fit\/wp-cms-2\/2026\/01\/i-16x9-figure-thinking.jpg","imageMobileUrl":"https:\/\/images.fastcompany.com\/image\/upload\/f_webp,q_auto,c_fit\/wp-cms-2\/2026\/01\/i-16x9-figure-thinking_0b545c.jpg","eyebrow":"","headline":"\u003Cem\u003EWonderRigor Newsletter\u003C\/em\u003E","dek":"Want more insights, tools, and invitations from Dr. Natalie Nixon about applying creativity for meaningful business results and the future of work? Subscribe \u003Ca href=\u0022https:\/\/urldefense.proofpoint.com\/v2\/url?u=https-3A__figure-2D8-2Dthinking-2Dllc.kit.com_sign-2Dup\u0026amp;d=DwMFaQ\u0026amp;c=euGZstcaTDllvimEN8b7jXrwqOf-v5A_CdpgnVfiiMM\u0026amp;r=xHenyQfyc6YcuCNMBsOvfYGQILM1d1ruredVZikn4HE\u0026amp;m=F383gnrChFhYKPhcpNHI1hY3o58IHIn_LkB5QJDrs3G5Wfft-DcucUO4UEmGO7GZ\u0026amp;s=JlJm7GyKCJvPW0jyrsfTFtinteKDitN13vfPZiuJnP8\u0026amp;e=\u0022 target=\u0022_blank\u0022 rel=\u0022noreferrer noopener\u0022\u003Ehere\u003C\/a\u003E for the free WonderRigor newsletter at Figure8Thinking.com","subhed":"","description":"","ctaText":"Learn More","ctaUrl":"http:\/\/Figure8Thinking.com","theme":{"bg":"#3b3f46","text":"#ffffff","eyebrow":"#9aa2aa","subhed":"#ffffff","buttonBg":"#6e8ba6","buttonHoverBg":"#3b3f46","buttonText":"#ffffff"},"imageDesktopId":91470060,"imageMobileId":91470061,"shareable":false,"slug":"","wpCssClasses":""}}
Category:
E-Commerce
When Kevin Ketels bought an electric 2026 Chevrolet Blazer last year, he wasn’t thinking about the cost of gas. He just thought EVs were better and “wanted to be part of the future.” Now that the Iran war is spiking prices at the pump, the Detroit man is happy he is no longer filling up his 11-year-old gas-powered SUV.“Electricity can go up, but it won’t go up nearly as much as gas will and it won’t go up nearly as fast, either,” said Ketels, 55, an assistant professor of global supply chain management at Wayne State University.Experts say prolonged high gas prices may drive some EV interest and sales, especially if drivers assume their electricity prices won’t be affected by the crises.But many factors influence consumer EV purchases and electricity rates. Are EV owners truly insulated from price hikes? Drivers of gas-powered vehicles are much more vulnerable to fluctuating prices that result from global conflict than those who charge their cars. The national average for a gallon of regular gas this week was $3.57, up from $2.94 a month ago, according to AAA.Meanwhile, “residential electricity prices are regulated and are much less volatile than gasoline prices,” said University of California, Davis economics professor Erich Muehlegger. “As a result, EV owners are largely unaffected by oil price shocks.”But experts say electricity prices have been increasing nationally for a variety of reasons, including surging power demand from new data centers.“This is an inflationary event,” Holt Edwards, principal in Bracewell’s Policy Resolution Group, said of the war. “Is this the driver in electricity prices? I think probably not. But it’s certainly a contributing factor.”To what extent oil and gas conflicts could translate to the electricity sector is yet to be seen. What about how different grids are powered? When it comes to the electricity an EV owner is tapping, much of the cost depends on which sources of electricity are in a local grid’s power mix, experts say.Because regulators set residential electricity prices annually, most households are sheltered from month-to-month changes in natural gas costs. Though experts say higher natural gas prices can increase the cost of generating electricity, natural gas prices haven’t risen as quickly or as much as oil prices have recently.Those are just two of many energy sources including coal, nuclear and renewables that power the electric grid.“The energy component varies depending on the energy you’re using and the price of the energy that you’re using to generate electricity,” said Pierpaolo Cazzola, an energy expert at Columbia University’s Center on Global Energy Policy. “What happens is that in the U.S., the variation of the price of the energy component is smaller than it is elsewhere.”The experts said persistent war could affect electricity bills in the future. And that is all the more reason for countries to transition to clean power, they said.“Clean power and electrification combined is what provides the most security,” said Euan Graham, an analyst at energy think tank Ember.Michael B. Klein, a 56-year-old software developer in Evanston, Illinois, has driven EVs for the past eight years to save on fuel costs and because of environmental concerns.Every time electrical grid efficiency improves especially as renewables are added “I get that benefit no matter what,” said Klein, who drives a Chevy Bolt. “They can improve the efficiency of gas engines, but you have to get a new car in order to reap the benefit of that.” So will EV demand rise? Several experts say high gasoline prices are a strong driver of EV sales, particularly if high prices persist. Drivers also consider more gasoline-efficient hybrid vehicles during these times.Car-shopping resource Edmunds analyzed consumer shopping data for the week starting March 2, after the Iran war had begun. They found that interest in hybrids, plug-in hybrids and battery EVs accounted for 22.4% of all vehicle research activity on their site that week, up from 20.7% the previous week. Analysts also looked back at the last major nationwide fuel price surges in 2022, and they saw that consideration of electrified vehicles rose sharply then, too.But whether this means more EV purchases depends on whether buyers expect to save not just now but in the future, experts say.Adding to the complexity: A sudden increase in EV demand could drive up prices, Graham said.“I think the real step change would be in whether this causes governments to shift tax, tariff policies around EVs,” Graham said. Doing so would help reduce fossil fuel dependence, he said. Does driving electric really save money? Pretty much.People who buy EVs have a “really substantial” gas savings over the life of their vehicles even without government tax credits, said Peter Zalzal, an attorney with Environmental Defense Fund.“We’re talking about thousands and thousands of dollars” in savings, Zalzal said. “And as gas prices increase, those savings are only greater. Fuel costs are a big piece of overall vehicle costs, and increases in fuel prices have significant impacts on people.”However, the upfront cost of a new EV is still more than that of a gasoline-powered vehicle; new EVs sold for an average of $55,300 last month, while new vehicles overall sold for an average $49,353, according to auto-buying resource Kelley Blue Book. Some experts also expressed national security concerns with EVs because China dominates significant parts of the EV supply chain.Ketels, the EV owner and professor, said he believes EVs and renewable energy should be a strategic priority for individuals and the U.S. because they could be produced domestically “and we don’t have those fluctuations and those worries.”But because the federal government has withdrawn many incentives for both, “it puts us at a disadvantage globally,” Ketels said. “I think it’s been a terrible mistake to withdraw these incentives and to attack the sustainable energy industry,” and the war “is just making it that much more obvious.” Read more of AP’s climate coverage. The Associated Press’ climate and environmental coverage receives financial support from multiple private foundations. AP is solely responsible for all content. Find AP’s standards for working with philanthropies, a list of supporters and funded coverage areas at AP.org. Alexa St. John and Tammy Webber, Associated Press
Category:
E-Commerce
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