How The Project Vending Company Streamlined Operations Across 200+ Charging Stations
€32k+ value recovered in one year, without hiring.
CHALLENGE
The Project Vending Company specializes in electric vehicle charging stations and vending machines, managing a network of 200+ locations across multiple sites. Manual monitoring, availability tracking, and maintenance scheduling created operational bottlenecks. The team spent hours each day manually checking charging station status, coordinating maintenance, and handling customer support requests.
BEFORE & AFTER
Before Magna Operations, the team spent roughly 25 to 30 hours per week on manual checks: calling sites, checking spreadsheets, chasing technicians, and reacting to customer complaints. One full-time equivalent was effectively dedicated to keeping the lights on instead of growing the network. Downtime was discovered only when users reported it, and maintenance was scheduled ad hoc, leading to unnecessary truck rolls and lost revenue from offline stations.
After implementation, the same team spends about 10 to 12 hours per week on oversight. Alerts are automated, dashboards show real-time status across all 200+ locations, and maintenance is scheduled proactively. The operations lead shifted from firefighting to planning expansion and improving service levels.
SOLUTIONS
We built a custom automation system that helped streamline operations and boost productivity:
Automated Monitoring & Alerts
Real-time monitoring system that tracks charging station availability, machine status, and inventory levels, sending automated alerts when intervention is needed. Reduces manual spot-checks from daily rounds to weekly reviews.
Smart Inventory & Maintenance
Automated tracking and predictive maintenance workflows that schedule service before failures. Fewer emergency callouts, fewer truck rolls, and higher uptime across the network.
Unified Operations Dashboard
Centralized dashboard for all locations, station and machine performance, and revenue metrics in real-time. One place to see what needs attention instead of juggling spreadsheets and phone calls.
VALUE ADDED TO THE BUSINESS
Going from 25 to 30 hours per week on manual checks down to 10 to 12 hours frees about 18 hours per week for the business.
Time saved × internal cost per hour of the role = tangible impact on the bottom line.
* Value = hours saved × internal cost per hour of the person/role doing that work (e.g. operations lead). This is the cost to the company, not a rate charged to clients. Actual figures may vary by role and market.
IMPACT
Saving Time. Boosting Output.
TOOL STACK
What Powered the Automation
"We went from reactive firefighting to proactive operations. The system tells us what needs attention before customers even notice. Our charging stations stay available, our machines stay stocked, and we can scale without adding more people."
Want the same kind of result for your operations?
Book a call and we’ll show you how much time and value we can free up, without adding headcount.