Alan Chang, the founder of Fuse Energy, a $5 billion energy supplier and infrastructure developer, believes Britain's energy crisis is largely self-inflicted. In an interview with City AM, Chang argues that the UK already has the financial resources and potential to drive investment in the energy sector, but what it lacks is an efficient planning system to turn that potential into tangible projects. This self-imposed bottleneck, as Chang describes it, is hindering growth and exacerbating the energy crisis.
Fuse Energy, launched in 2022, has achieved remarkable success in a short period. It recently announced group-level profitability within three years of its inception, supplying over 300,000 households and generating annual revenues exceeding $550 million. The company's rapid growth has attracted significant investment, securing a Series B funding round extension, taking the total capital raised to $250 million. Fuse's success lies in its innovative approach, combining retail energy supply with proprietary software that forecasts customer demand and manages energy purchasing, resulting in a 17% reduction in operating costs compared to traditional providers.
Chang highlights the planning delays as the most significant barrier to faster growth in the energy sector, despite the government's promises of planning reform. He emphasizes the need for a comprehensive review of planning regulations to ensure they serve a useful purpose. Chang suggests that a competent reviewer should scrutinize every line of the regulations, making them sensible and efficient.
Fuse's business model challenges established energy suppliers by integrating retail supply and software development. The company has been operationally profitable since December 2025, generating £131.8 million in revenue last year, up from £15.3 million in 2024. Fuse's success is attributed to its ability to forecast demand accurately and manage energy purchasing efficiently, thanks to its machine-learning models that consider weather forecasts and household consumption patterns.
Despite his criticism of Britain's regulatory environment, Chang remains optimistic about the UK's potential for business growth. He acknowledges the challenges in the UK economy but highlights the country's great talent, which he considers a significant advantage over other nations. Chang's confidence in the UK's talent pool is a testament to his belief in the country's ability to overcome regulatory hurdles and drive innovation in the energy sector.
In conclusion, Alan Chang's perspective on Britain's energy crisis and the role of the planning system offers valuable insights into the challenges faced by the energy industry. His success with Fuse Energy demonstrates the potential for innovation and efficiency in the sector, even in the face of regulatory obstacles. As the UK continues to grapple with its energy crisis, Chang's advocacy for a more streamlined planning system could be a crucial step towards a more sustainable and prosperous energy future.
