Should Ather turn Ather Grid into an open charging network for all electric two-wheelers?

Introduction

Ather Grid began as a perk for Ather owners: free fast charging in Bengaluru and Chennai that made early buyers feel safe going electric. It has since grown into one of India's larger two-wheeler charging networks, with Ather reporting 4,357 fast and neighbourhood chargers by December 2025. Ather also championed the LECCS connector, which was adopted as an Indian standard for light electric vehicles, meaning other brands can build scooters that charge on compatible chargers.

That raises a strategic question: should Ather turn Ather Grid into an open charging business serving all electric two-wheelers, or keep it as a differentiator for Ather owners? This is a classic platform-versus-product strategy question. I'll clarify goals, analyse the market, define a vision, prioritise initiatives, and cover execution, metrics and risks.

Step 1

Clarify the Strategic Goals (3-4 minutes)

• I'm assuming the main goal for Grid has been to sell more Ather scooters by reducing range anxiety. Is the question whether Grid should also become a profit centre?

• Assumption: Yes. Leadership wants Grid to at least cover its operating costs within three years.
• Impact: We weigh vehicle sales benefit against charging revenue.

• Do other brands already use Ather Grid?

• Assumption: Some LECCS-compatible scooters from other makers can charge at Grid points, but there is no formal partner programme, roaming or pricing for them.

• What's the investment appetite?

• Assumption: Moderate. Ather is EBITDA-focused after its listing; large capex needs a clear return.

• Is battery swapping in scope?

• Assumption: No; Ather's scooters use fixed batteries.