Alan Chang

Alan Chang has taken the operating playbook of fintech and applied it to one of the world’s most difficult physical industries, energy. As co-founder and CEO of Fuse Energy, Chang is building a vertically integrated energy company spanning renewable generation, trading, software and retail supply.

Founded in 2022 with Charles Orr, Fuse has grown from a start-up without a consumer product into a company valued at $5 billion. Today, it supplies more than 200,000 UK households and reports hundreds of millions of dollars in annual recurring revenue. Chang’s proposition is that energy should become cheaper, cleaner and more abundant by rebuilding the system rather than working around it. His experience at Revolut, where he joined as its fifth employee and eventually became Chief Revenue Officer, gives him a rare perspective on scaling technology-led businesses inside heavily regulated markets.

Alan Chang joined the digital bank at 21, when it was still a small start-up, and became its Head of Operations the following year. By 27, he was Chief Revenue Officer. He helped scale the business through a period in which Revolut moved from a disruptive challenger into one of Europe’s most valuable financial technology companies.

When he left in 2021, Chang and Orr turned their attention to an industry that seemed almost designed to resist the Silicon Valley model. Energy is capital-intensive, highly regulated and dependent on physical infrastructure. Yet Chang saw a system fragmented between generators, traders, suppliers and consumers, with technology often layered on top rather than built into its foundations.

Fuse was the result. The company began as an energy supplier but quickly expanded its ambitions. It develops renewable generation, operates its own trading platform and builds software for everything from billing to forecasting. The aim is to control more of the chain and remove costs that conventional energy businesses accept as inevitable.

That approach has helped Fuse scale unusually quickly. The company has attracted major venture investors and expanded from a start-up into a substantial UK energy supplier. Its latest strategy reaches further into the infrastructure behind the energy transition, including power for data centres and new technologies that allow households to generate and store electricity themselves.

Chang’s argument is ultimately about abundance. He believes the energy transition will accelerate when clean power becomes the cheapest and easiest form of energy to build, buy and use. That means treating energy generation, software, infrastructure and customer demand as one system.