The primary drivers of disruptive success are extreme ambition and speed of execution, which are more important than a company's product roadmap.
Energy companies claiming to be '100% renewable' are being deceptive, as they simply buy certificates while still relying on the fossil-fuel-powered grid.
The UK energy market is technologically backward and suffers from excessive regulation, leading to uncompetitively high energy costs that damage other industries.
China's 'all of the above' energy strategy, which massively invests in all forms of generation and grid infrastructure simultaneously, is a superior model for providing cheap, abundant energy.
Current battery storage technology, with its sub-two-hour duration, is too expensive and inadequate to solve the intermittency problem of solar and wind power.
Prior to Fuse Energy
Served as Head of Revenue at Revolut, observing its growth driven by ambition and speed. Formed the belief that Revolut could become a trillion-dollar company.
Fuse Inception
Co-founded Fuse Energy and built an MVP with $1 million by acquiring a wind turbine, securing a license, and hiring the former CEO of Ofgem as an advisor.
Fuse Year 1
The company achieved £2 million in revenue in its first year of operation.
Fuse Year 2
Revenue grew tenfold to £20 million, establishing a pattern of 10x annual growth.
Fuse Year 3 (Current)
Projects revenue will exceed £200 million, with an annualized run rate of over $400 million. The company also raised its first funding round of $78 million.
▶The 'Revolut Playbook' Applied to EnergyMar 2026
Chang explicitly connects his strategy at Fuse Energy to his experience as Head of Revenue at Revolut, emphasizing extreme ambition and speed of execution as key differentiators. He believes this fintech-style approach can disrupt the energy sector just as Revolut disrupted banking, arguing that culture beats product roadmaps.
This suggests Chang's core thesis is that the energy sector's weaknesses are primarily managerial and cultural, not purely technical, making it vulnerable to an execution-focused competitor from outside the industry.
▶Critique of UK Energy Market InefficiencyMar 2026
Chang argues the UK energy market is technologically backward, reliant on spreadsheets and paper, and crippled by over-regulation like multi-year bird surveys. He cites uncompetitively high energy costs and grid bottlenecks that waste renewable power as direct consequences of these failures.
Chang frames the market's systemic failures as Fuse's primary business opportunity, positioning his company not just as a competitor but as a necessary modernizing force.
▶Deception in '100% Renewable' ClaimsMar 2026
A core assertion is that energy companies claiming to be '100% renewable' are misleading consumers. He states they simply purchase renewable certificates to offset their reliance on the fossil-fuel-powered grid, a practice he calls 'a complete lie.'
This aggressive stance on greenwashing allows Fuse to market itself as a more transparent and authentic energy provider, potentially attracting customers who are skeptical of incumbent environmental claims.
▶Contrasting Global Energy StrategiesMar 2026
Chang frequently contrasts the UK's energy policy with the aggressive, 'all of the above' strategies of the US and especially China. He highlights China's massive, concurrent investment in solar, gas, coal, and grid infrastructure, which he links directly to its significantly lower energy costs.
This global perspective is used to frame the UK's energy problems as self-inflicted and solvable, justifying his disruptive approach and underscoring the scale of the global market he is targeting.