Enquirer Consulting Group

Reachable Buyer Map

Prepared for Iben Falconer · it's electric · August 2026
Curbside charging has an unusual sales problem: the people who decide are not the people who pay. A city grants the curb, a property owner supplies the power, a utility controls what is possible behind the meter, and the driver who eventually pays to charge is in none of those rooms. This map lays out each of those groups across the US, who signs inside them, and roughly how many there are. It describes the market rather than your business, and there is nothing to buy at the end of it.
Cities with a curb problem
The permission holder, and the segment where one yes unlocks a whole deployment rather than a single site. The cities that need this most are the ones where garage parking is rare and street parking is the default, which is a much shorter list than the population ranking suggests.
Who signs: the transportation commissioner or director, the curb and parking program lead, the sustainability or climate officer, the mayor's chief of staff, and the council member who owns the district.
320 to 350
US cities above 100,000 people, with roughly 750 to 800 above 50,000 sitting behind them
State and regional funding bodies
They do not install anything, they decide which projects are affordable, and their windows open and close on published dates. Being known here before a window opens is worth more than any argument made after it closes, and almost nobody works this group as a named audience.
Who signs: the state energy office director, the clean transportation or EV infrastructure program manager, the grants administrator, the state transportation planning lead.
130 to 180
state energy offices, state transportation departments and regional air quality bodies across the fifty states
Electric utilities
The quiet gatekeeper. Utility make ready rules, interconnection queues and program design decide what a curbside deployment costs in time, which is usually the constraint that matters. They are also a channel in their own right, because their own customer programs need something to point at.
Who signs: the director of transportation electrification, the make ready program manager, the distribution planning engineer, the key accounts manager.
160 to 180 investor owned
out of roughly 2,900 to 3,200 US electric utilities of all kinds, including municipal systems and cooperatives
Commercial property owners and managers
The power supply side of the model, and the largest reachable group on this page. The pitch here is not environmental, it is an asset one: an underused connection turned into something the building earns from, with no capital outlay. That argument is understood immediately by an asset manager and not at all by a sustainability officer.
Who signs: the asset manager, the director of property management, the principal or owner at smaller portfolios, the facilities director.
18,000 to 26,000
US property management and commercial leasing employers that carry payroll; the buildings themselves are not enumerated anywhere public
Multifamily owners and operators
The segment where curbside solves a problem the building cannot solve for itself, because residents park on the street and the garage, if there is one, is already full. Portfolio owners buy once and deploy across many addresses, which makes the account value very different from the site value.
Who signs: the vice president of asset management, the regional property manager, the head of resident experience, the portfolio sustainability lead.
5,000 to 7,000
US apartment ownership and management employers of a size that runs a portfolio rather than a single building
Business improvement districts and downtown groups
Small, local, and unusually influential, because they speak for a whole block of property owners at once and they are already funded to improve the street. One conversation here can produce a cluster of sites in a few streets, which is the density the model wants anyway.
Who signs: the executive director, the director of operations, the public realm or streetscape manager, the board chair drawn from local property owners.
1,000 to 1,500
US business improvement districts and downtown management groups, counted from several sources rather than one register
The individual building at the curb
The real atomic unit of the whole model, and the one thing on this page that cannot be counted. Which building has spare capacity, a cooperative owner and the right stretch of sidewalk is not recorded anywhere public. It is established address by address, which is exactly why a competitor cannot buy the list either.
Who signs: the owner, the building manager, the superintendent, and whoever holds the utility account.
No public register
identified block by block; the difficulty of the work is the defensibility of it

Where the openings are

1
Two audiences, two languages, one install. A city hears a public benefit and a liability argument. A property owner hears an asset argument. Both have to say yes before anything gets built, and a single message tuned for either one lands flat with the other. Running two named audiences in parallel is a reach problem rather than a messaging one, and it is solvable.
2
City deals are decided before the paperwork is written. By the time a solicitation is public, the shape of it was set months earlier by a staff engineer or a curb program manager. Those seats are nameable, they are reachable, and they turn over often enough that the relationship has to be rebuilt every couple of years. Waiting for the posting means competing on paper.
3
Funding and utility programs run on a published calendar. Application windows, make ready cycles and state allocations all have dates attached, and they are visible in advance. Working toward a date across several hundred named bodies is mechanical, repeatable work. It is the least glamorous demand signal in this market and the most reliable one.
4
Every new city is a cold start with a warm precedent. What travels between cities is not a brochure, it is the fact that a comparable city already did it and nothing went wrong. Getting that in front of a few hundred named transportation and sustainability leads on a schedule, and tracking who leans in, is a distribution job rather than a story one.
Built from public registries covering US employers, municipalities, utilities and state agencies, current to the most recent published year. Counts are banded deliberately. Employer counts are company counts rather than building counts, and industry codes are self reported, so these figures describe the shape of the market rather than a list. Individual buildings, curb capacity and local district boundaries are not covered by any single public register and are described rather than counted.
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