3V Infrastructure finances EV charging infrastructure for multifamily real estate owners, removing upfront cost as the blocker to deployment. Ben Kanner breaks down how they built a channel-first GTM, why they deliberately stripped sustainability from their pitch, and how they're reworking their funnel after deals started stalling mid-stage.

Topics Discussed:

Why multifamily EV charging is uniquely hard to finance and deploy at scale
Stripping sustainability from the pitch and leading with NOI and amenity value
Finding the right internal champion: ancillary revenue over sustainability titles
Building a channel partner program as a lean team without eroding partner margin
Going enterprise from day one and the deal-size math behind that decision
Diagnosing a mid-funnel stall and revamping talk tracks in real time
Running a small SDR function alongside channel for targeted key account outreach

Key GTM Insights:

Lead with NOI, not sustainability. 3V made a deliberate decision from day one to never pitch climate or sustainability. The frame is strictly financial: EV charging as an amenity that brings residents in, supports rent growth, and drives NOI. In real estate, NOI plus a cap rate equals property value, and that math is what moves the deal. "Whether you're red or you're blue or you're purple or you're pink, it is really not about politics, it is not about climate, it is not about sustainability. For us, this is an amenity."
Map the org before you pick your entry point. Inside large commercial real estate organizations, the decision maker and the champion are almost never the same person. Ben identified a role he didn't know existed before entering the space: the ancillary revenue director. These stakeholders own incremental property revenue and are directly aligned with what 3V sells. "Some of my best counterparts and my best partners are in the ancillary revenue departments because they do care about the things that we can help them with — which is generating more revenue for their properties."
Channel economics only work if partners want to sell you. 3V's GTM is built around EPC contractors, hardware providers, and software companies who already have trust with commercial real estate owners. The structural risk: if 3V squeezes partner economics, those partners route deals direct. Ben's rule is straightforward. "We can't just beat them down on price because then they're less likely to sell to us... you kind of got to leave some meat on the bone for everybody." The target this year is 75% of leads from partners, 25% self-originated through outbound and conferences.
Enterprise from day one because the math demands it. Ben's framing on deal selection is direct: "It's just as much work to sell a hundred thousand dollar contract as to sell a million dollar contract." Given 3V will never be a large headcount business, he made an early call to go upmarket and stay there. He started with a Rolodex from his prior EV charging OEM role and expanded from there.
When deals stall mid-funnel, change the message, not the motion. 3V built a stage-by-stage funnel view and found the problem: deals were entering but not converting. Ben's read is that declining multifamily rents have shifted what property owners care about, and the old pitch needs to adapt. "What was working for us last year doesn't seem to be working for us right now." The new hypothesis: shift from profit-share upside to operational relief. "We want to lean into, hey, we're the easy button."

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