Success of the First MUBIL Startup Experience – An Event Designed to Connect Entrepreneurial Talent, Technological Innovation and Industry

Daniel Pérez, CEO of Zunder, headlined the first session of MUBIL Startup Experience at MUBIL Center — an “Ask Me Anything” format event in which, without a script, he openly answered every question from attendees

• Pérez emphasised that interoperability between operators and installed capacity are key factors, adding that the future of charging stations lies in offering complementary services to ensure their economic viability.
• “The greatest danger is discovering too late that the market is heading in a different direction,” warned Pérez, advocating for fast, low-cost testing as a way to validate solutions before committing to major investments.

Daniel Pérez, CEO and Co-founder of Zunder, headlined the first edition of MUBIL Startup Experience, an event held last Thursday and designed to connect entrepreneurial talent, technological innovation and industry. In an unscripted session, during which he directly answered questions from attendees, he stated that one of the main challenges facing Europe’s electric mobility sector is addressing current shortcomings in the supply chain for components and materials. In his view, battles such as that of battery development require the pursuit of business alliances and strong public–private collaboration.

MUBIL Center brought together emerging projects, representatives of companies in the sector, investors and ecosystem leaders with the aim of accelerating solutions that will transform the way we move. The talk, moderated by Antonella Broglia, followed an “Ask Me Anything” format and concluded with a networking session among participants.

Named European CEO of the Year in the Electric Mobility category in both 2023 and 2024, Daniel Pérez highlighted the trajectory of his company, a benchmark in electric vehicle charging. He stressed the importance of prioritising interoperability between operators, rather than relying on roaming platforms, which in his experience provide less operational value.

At the same time, he emphasised that the future of charging stations will go far beyond simply “providing charge”. For this reason, the location of new facilities must already take into account future complementary services — such as catering and vending — that will enhance their economic viability. In fact, he revealed that Zunder currently has several pilot projects under way to measure the actual operating costs of these infrastructures.

He also underlined the importance of validating solutions through low-cost testing to avoid investing large sums in something “perfect” that the market may not accept because it fails to address real problems or is not yet ready to adopt: “The greatest danger,” he warned, “is realising too late that the market is heading in another direction — when you no longer have room to pivot.”

Keys to Zunder’s Success

The origins of Zunder, founded in 2017, and the challenges it has had to overcome drew many questions from the audience. Daniel Pérez explained how, at the outset, the company identified two key problems: the need to sign complex contracts to access chargers and the lack of fast-charging points — and how they set out to solve them. The company began by developing its own management software, eventually moving on to install its own infrastructure. In fact, Zunder leads Spain’s ultra-rapid charging ranking for the second consecutive year. As of December 2024, it operates 764 charging points delivering more than 150 kW.

One of the keys to its success has been investing in research to determine the most precise locations for new stations, which has allowed the company to maintain a minimal deviation between revenue per charging point and forecasts.

Pérez also offered a candid reflection on entrepreneurial life, describing founding a startup as a rollercoaster, with moments of euphoria and others of panic — not suited, he said, “to those seeking a quiet life.” As a final piece of advice, he recommended calculating carefully how much capital is really needed, and avoiding compromising the future through a poor deal stuck in desperation: “If things aren’t going well, it’s better to stop as soon as possible. You have to know when to ‘turn off the tap’ before the problem grows bigger.”

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