A story of 30 years of entrepreneurship, tough choices and perseverance
Last Mile Solutions has grown into Europe’s largest independent charging software platform, but its journey is just as much about personal growth as business success.
Founded in 1997 with the start of building their first remote SaaS software for IT and Telecom. They started focusing on managing charge points from 2007 onwards. The company expanded internationally by 2015 and is now on track to surpass 300.000 charge points under management by the end of 2025—a tenfold increase in just four years—firmly establishing its leadership across Europe.
At the heart of this success is Eric van Voorden (co-founder and CEO), who, together with co-founder Johan Brouwer—his business partner and friend for over 30 years—has navigated the challenges of scaling a fast-growing company.
In this open conversation with Paul Jan Jacobs (founder of EVBoosters), Eric shares the defining moments of his leadership and personal journey, the hardest choices he had to make, and what continues to drive him forward. This story is about ambition, perseverance, and the mindset needed to build something extraordinary.
What did you want to become during your childhood? Did you already have big dreams to pursue?
Eric: As a child, I dreamt of becoming a carpenter. I loved working with my hands, building things from scratch. But I realised I wasn’t particularly good at it when I tried it. So, I turned to something else that fascinated me: mechanics and electronics. At eight years old, I built my first radio. Whenever I got a new bike, the first thing I did was take it apart—down to the last screw—and then rebuild it. That curiosity and love for creating have stayed with me throughout my career. By the time I was a teenager, I was already building and selling small radio transmitters. It was my first taste of entrepreneurship, and I loved it.
Why do you do what you do, and what drives you?
Eric: I’ve always been driven by a passion for creating new things. I love working on something that doesn’t yet exist and making it a reality. The energy transition and electric mobility perfectly align with that drive. It’s an industry that is still shaping itself, and we are helping to define how it will function in the future. That gives me incredible energy.
But beyond that, I’m driven by impact. The idea that we are not just building a business but actively contributing to a more sustainable future motivates me. There’s a deep sense of responsibility that comes with that. We are at the heart of a global shift, and knowing that our work enables millions of people to charge their EVs efficiently makes it all worthwhile.
"I love working on something that doesn’t yet exist and making it a reality. The energy transition and electric mobility perfectly align with that drive."
What were the key milestones in developing Last Mile Solutions, from a startup to scale-up, becoming the leading player on the European continent?
Eric: There have been a few defining moments. One was our Schiphol taxi project in 2015, where we implemented smart charging for 64 charging points. That project put us on the map because it was a real proof of concept for smart load balancing at scale.
Another milestone was securing a contract for public charging infrastructure in The Hague. That helped us gain credibility in the market, showing that we could deliver at a city-wide level.
A significant shift also happened when we transitioned from hardware development to focusing entirely on software. That was a tough decision, but it allowed us to scale more effectively.
And finally, securing our investment funding in 2021 was crucial. It allowed us to expand, build our leadership team, and prepare for the next phase of our growth.
You and Johan Brouwer founded the company together. What makes your partnership still successful after more than thirty years of collaboration?
Eric: Complementarity and trust. We have very different skill sets that complement each other. I focus more on the business and strategy, while Johan has always been more technical. But the most important thing is trust. Even during difficult times—financial struggles, tough business decisions—we have always been transparent with each other. That honesty has kept our partnership strong.
One key lesson we’ve learned is that you must be able to separate business from personal matters. There have been moments where we had different opinions, but we never let those disagreements impact our relationship. It’s important to have clear roles and respect each other’s expertise.
What are you most proud of, and what were some of your most memorable moments?
Eric: I’m incredibly proud of what we’ve built as a team. Last Mile Solutions is now one of the most trusted names in charging platform services, and that is the result of hard work, smart decisions, and an incredible group of people who have helped make it happen. But more than that, I’m proud that we play a key role in making electric mobility possible for millions across Europe daily.
I’m also proud of our company’s resilience. The EV market has had its ups and downs, and we’ve had to pivot multiple times. Adapting while staying true to our vision has been a key part of our success.
One memorable moment was the first time I realised that electric mobility was not just a niche but the future of transportation. Seeing the exponential growth in demand validated everything we were working on.
Another memorable moment was seeing our platform in action, facilitating thousands of transactions per day. It was a powerful confirmation that we were making a real impact.
"You need leaders who are adaptable, resilient, and able to think in terms of long-term strategic execution."
How did you build a leadership team capable of scaling alongside the company?
Eric: Building a leadership team for a scaling company is not just about hiring experienced people—it’s about finding individuals who can grow with the company. One of the most important lessons I’ve learned is that not everyone who is great at managing a small startup can handle the complexity of a scale-up. You need leaders who are adaptable, resilient, and able to think in terms of long-term strategic execution.
We made sure to bring in people with industry knowledge, but also those who had the entrepreneurial spirit necessary to work in a fast-changing environment. It’s easy to hire based on a CV, but the real challenge is finding people who fit the culture and can operate effectively under high-pressure situations. We also invested in leadership development—coaching, strategy sessions, and alignment meetings to ensure that we were always on the same page about where we were heading.
What lessons did you learn about aligning your people and teams for scaling?
Eric: One of the most important lessons is that alignment does not happen by itself—it needs to be actively managed. As we grew, we saw that different departments could sometimes have conflicting priorities. If you don’t align early and often, it can create inefficiencies and friction.
We implemented structured leadership retreats, where we took time away from daily operations to focus on strategic alignment. These sessions helped us openly discuss challenges, synchronize on long-term objectives, and ensure that we were making decisions based on shared goals rather than individual department interests.
What were the most challenging decisions you had to make? What did you find the most difficult?
Eric: One of the hardest decisions was to stop our hardware business. We had a successful product, but we realised that our real growth potential was in software. Shifting the company away from something we had built with passion was not easy, but in hindsight, it was the right choice.
Another difficult decision was letting go of people who had been with us for a long time but were no longer the right fit for our next growth phase. It’s always tough when loyalty and business needs don’t align, but making those decisions was necessary to move forward.
Looking back, what would you have done differently with your current knowledge?
Eric: I would have brought in external advisors earlier. In the beginning, we tried to do everything ourselves, and while that gave us full control, it also slowed us down. Having experienced mentors and investors can accelerate growth significantly and help avoid costly mistakes.
I also would have focused on securing funding earlier. There is a tendency to want to remain independent for as long as possible, but capital allows you to scale faster and take bigger strategic steps.
Finally, we’re also investing more in financial services for charging networks. We recently launched a financial settlement solution to streamline transactions between operators. This is an area where we can create a lot of value for the years to come.
‘Living the dream’ of leading a fast-growing international company in electric mobility – but what can be the downside?
Eric: The biggest downside is the constant pressure. There is always something urgent that needs attention, and it’s difficult to switch off. Running an international company also means a lot of travel, long hours, and sometimes making personal sacrifices.
The responsibility is huge—employees depend on you, customers rely on your services, and investors expect results. That weight can be exhausting, but at the same time, it’s what drives me to keep going.
"I’ve learned to prioritise relaxation. At some point, you realise that constantly pushing yourself without balance is counterproductive."
Leading a fast-growing scale-up is like playing top-level sports. How do you stay in shape physically and mentally?
Eric: Sleep is crucial. I ensure I get enough rest because if I don’t, I feel it immediately in my performance. Exercise is another key factor—I stay active through sports and dancing. And I’ve learned to prioritise relaxation. At some point, you realise that constantly pushing yourself without balance is counterproductive.
A big part of that balance comes from home. My partner plays a vital role in helping me stay grounded. She makes sure I actually come home, which may sound simple, but it brings calm and structure to my life. She encourages reflection, challenges me when needed, and keeps me sharp. Most of all, I feel unconditionally supported by her. It really feels like we’re doing this together. And that sense of shared journey gives me strength.
Another important aspect is surrounding yourself with the right people. Leadership can be isolating, and having a strong network of peers, mentors, and trusted advisors helps maintain perspective. It’s also essential to keep learning. I read, I talk to people who challenge my thinking, and I make time to reflect.
What does the next growth stage of Last Mile Solutions look like?
Eric: Last Mile Solutions is already a European leader, but we aim to consolidate further in the coming years. The EV charging industry will evolve similarly to the telecom industry, where only a few dominant platforms remain. We want to be the largest, most efficient platform facilitating all energy transactions. This includes not only EV charging but also solar energy, bidirectional energy flows, and smart grid management.
We are evolving into a transaction-handling platform, more fintech-oriented, ensuring seamless and automated financial settlements across multiple energy services. With our upcoming e-money license, we process these transactions at scale, making energy exchanges between users, businesses, and grid operators more fluid and cost-effective.
"Think big, trust yourself, and surround yourself with advisors who will challenge your assumptions and push you to improve."
And what are your most important tips for founders?
Eric: Think big, trust yourself, and surround yourself with advisors who will challenge your assumptions and push you to improve.
Another key tip: be prepared for setbacks. Every founder faces moments of doubt, financial struggles, and unexpected obstacles. The ability to keep moving forward despite those challenges separates successful entrepreneurs from the rest.
Also, don’t hesitate to seek funding if you truly believe in your vision. Raising investment capital can make you less financially vulnerable and enable faster growth. Many founders fear dilution, but by bringing in the right investors, you’re multiplying your potential. Sharing equity often means unlocking greater opportunities, allowing you to scale in ways that wouldn’t be possible on your own.
Finally, how has EVBoosters Recruitment supported your growth over the past years?
Eric: EVBoosters’ professionalism and in-depth knowledge of the European EV charging market have been invaluable. They helped us build a first-class, Champions League-level team to power our European growth. With their expertise, we can find the right people for critical roles. Right on time.
Their structured and secure prequalification process ensures a strong match — leading to hires who stay and grow with our company.
