By Keith Brown, founder and CEO of Paythru Rory Sutherland, vice chairman of Ogilvy UK, recently noted that ‘range anxiety’ has always been two problems in one. The
By Keith Brown, founder and CEO of Paythru
Rory Sutherland, vice chairman of Ogilvy UK, recently noted that ‘range anxiety’ has always been two problems in one. The functional question – will the battery last? – is only half the story. The other half is psychological: do I trust it will?
The industry has spent years improving the functional side through better batteries, smarter routing and expanded charging infrastructure. However, the second half still influences user behaviour in ways we underestimate. If people don’t think they can rely on something, they won’t. That same psychology can be applied to EV charging payments. Yes, all chargers have a way to take your money to pay for the charge. But if drivers have a subconscious sense that it won’t work well, they behave as if something is wrong. That contributes to EV hesitancy, making it harder for fleets to roll out EV schemes or encourage individual drivers to make the switch.
For most fleet drivers, ‘payment anxiety’ doesn’t come from dramatic failures. It shows up in more mundane moments, such as a payment screen that pauses too long, an unclear message, or hard-to-understand pricing. And these moments matter. A driver who feels unsure may tap again, step away from the charge point, call the depot, or decide to avoid the site in future. A simple transaction turns into a point of friction in the working day.
Two short scenarios capture the contrast. In the first scenario, a driver stops mid-shift to charge. They tap the screen to check pricing. The screen stays on Authorising… without timing out or giving an error (this can happen due to a backend payment processor lag or network delays). The driver wonders: Did the payment go through? Should I unplug and try again or wait longer? Will I be charged twice? By the time the session starts, they are annoyed. They will have to check their payment account later, which is an added pain. Although the hardware works, the experience doesn’t.
In the second scenario, the experience is forgettable. Pricing is clear from the moment the driver arrives, the tap is instant and confirmation appears straight away. The driver plugs in, checks their next job, and moves on without thinking about the charge point again.
The first scenario doesn’t actually take much longer. But the difference is psychological. Confidence frees the driver to carry on with the day, while doubt slows them down, even when nothing is technically wrong.
The impact doesn’t end at the charge point. Fleet operators feel it too – in late-running routes, confused driver calls and gaps in data that make it hard to know what actually happened.
A driver might report that “the payment didn’t work”, but this could mean anything from a card being declined to a moment of hesitation triggered by an unusual on-screen message. Without clear visibility, fleet teams are left to piece together the story, often relying on multiple systems and providers. This consumes time, tightens schedules and increases the need for contingencies.
For fleets running time-critical operations, these minor uncertainties can accumulate quickly. A few moments of doubt among a large driver pool can result in missed delivery windows or inefficient routing. Friction at the charge point unsettles the driver’s confidence, which, in turn, can evolve into an operational burden for the business.
Against this backdrop, the payment systems fleets use play a major role in shaping confidence. Many fleets rely on RFID cards, which offer a simple, intuitive tap-and-go experience. Drivers tend to like these cards because, when everything works, they feel quick and familiar.
However, most RFID cards operate within closed-loop systems designed for an earlier era of fleet fuelling. Their acceptance is limited to specific networks, requiring drivers to remember where their cards are valid and where they’re not. Furthermore, they are based on older magnetic-stripe technology, which is harder to secure and more expensive to maintain and they cannot easily be tokenised for modern fraud prevention. The user interface varies significantly from one location to another, leading to a fragmented overall experience. While these systems may still function, they do not inspire confidence and are not suited for the more flexible, interoperable mobility that fleets now need.
Open-loop payments offer a way to break this cycle. Because they are not tied to any single charging network, the familiar action of tapping a card or wallet can work consistently across all charge points and merchants. This eliminates one of the most common sources of anxiety: the concern that “this might not work here.” For drivers, open-loop systems create a universal experience that feels modern, predictable and aligned with how they already make payments everywhere else.
For fleet operators, open-loop systems provide a cohesive flow of payment data, in contrast to the fragmented reporting that often comes with closed-loop tools. With real-time visibility, troubleshooting becomes faster and planning becomes more certain. Confidence grows not because operators analyse the system in minute detail, but because it behaves consistently and predictably day in and day out.
Open-loop technology is only part of the solution. Fleets also need charging journeys that feel clear and consistent from start to finish. Clear, upfront pricing removes unnecessary deliberation. Familiar payment screens across different locations build instant recognition. Fast, responsive authorisation prevents the brief window when doubt creeps in. And when something does go wrong, operators need straightforward information to distinguish genuine failures from user hesitation. Better feedback loops reduce confusion and allow fleets to plan with greater accuracy.
When these elements align, psychological friction fades. Drivers stop worrying about payment and operators regain trust in the networks they use, making reliability a lived experience rather than just a technical metric.
A good user experience can support Mr Sutherland’s wider point about building trust. If CPOs can, hand on heart, say their payment experience is seamless, they can start promoting that fact. They can run advertising campaigns emphasising seamlessness. In time, fleet drivers will become brand advocates for their network, sharing advice with their peers on where to go for the best charge, just as owners of certain EV brands rave about their superior range and performance to anyone who will listen.
EV payments need to get the fundamentals right and many operators have made good moves in this direction. The next advancements will come from tackling the psychological aspects: removing moments of doubt, clarifying the information that matters and designing payment processes – such as open-loop payments – that feel simple for both drivers and fleet teams, while also shouting about great experiences when they happen.
While capability keeps the system running, confidence encourages people to keep using it. And as fleets scale, the combination of both will drive the next stage of growth in EV charging.
