A Career Grounded in Financial Discipline

Brian Henson has built his career in environments where financial decisions carry real weight.

He spent more than 25 years in commercial banking before moving into merger and advisory work, where he supported companies through capital raises, structuring, and strategic growth.

That background now shapes how he approaches his role as CFO and founder of WattUp USA, where discipline, execution, and clarity are essential in a capital-intensive industry.

Q: How did you enter the EV infrastructure space?

His entry into clean energy came through exposure to large-scale commercial solar projects in California. From there, he began exploring the opportunity within EV charging infrastructure and saw a clear gap between adoption and availability. California has one of the highest EV adoption rates in the country, yet many drivers lack access to reliable charging.

A large portion of the population lives in apartments or rental properties and cannot install home charging systems, while long commute times increase reliance on public infrastructure. The demand is strong, but the system has not caught up.

Q: What makes Wattup USA’s business model different?

WattUp USA was built around solving that gap, but the model is different from traditional approaches. The company does not sell charging units. Instead, it owns the equipment, secures locations through ground leases, and handles the entire process from engineering and permitting to installation and maintenance. Property owners receive a revenue share, typically between ten and fifteen percent, while WattUp takes on the cost, the operational responsibility, and the risk.

From the property owner’s perspective, it becomes a source of passive income without added complexity.

Q: What is the reality of scaling EV infrastructure?

That model creates strong alignment, but it also introduces significant capital requirements. Each unit can cost anywhere from three hundred thousand to six hundred thousand dollars depending on the configuration. Beyond the equipment, the process of bringing a site online involves multiple stages including site selection, contracting, engineering, permitting, utility coordination, and power infrastructure. It can take six to twelve months before a charger is fully operational.

Growth is not limited by demand, but by how efficiently capital can be deployed and how well execution is managed across each step.

Q: What kind of traction has the company seen so far?

Even with those constraints, the company has moved quickly. WattUp set a goal of placing 200 chargers by 2026 and has already secured close to 195 placements within roughly its first year. While those locations still need to move through installation and activation, the pace reflects strong demand and a clear ability to secure high-value sites.

It also highlights the difference between signing deals and completing infrastructure, which requires patience, capital, and coordination.

Q: Why is capital such a critical part of the business?

Capital remains the primary driver of growth. Because the company owns the equipment and manages the full lifecycle of each site, funding is a constant requirement. WattUp is currently working toward raising approximately 130 million dollars after completing earlier rounds.

In this type of business, capital is not a one-time milestone but an ongoing necessity that scales with expansion.

“The focus is not simply on expansion, but on responsible growth. In a capital-intensive business, discipline and structure are critical to long-term success.”

Q: How does WattUp compete against major players?

The competitive landscape includes major players with significant backing, including Tesla and Electrify America. These companies operate at scale, but they are often broader in their approach. WattUp’s advantage comes from its focus on specific markets and its ability to operate locally. The company works closely with commercial mortgage brokers and local networks to access property owners and secure high-traffic locations.

This localized strategy allows them to navigate permitting, utilities, and relationships more effectively.

Q: What differentiates the product and technology?

The product itself also creates differentiation. WattUp supports both Tesla and non-Tesla charging standards, allowing it to serve a wider range of vehicles. The company integrates battery systems that store energy when costs are low and deploy it when prices rise. This helps stabilize energy pricing and improves the economics of each location.

Combined with strong demand and limited infrastructure, these capabilities position the company well in its target markets.

Q: How do you approach scaling the business?

Brian’s approach to scaling reflects his background in banking and underwriting. Each site is evaluated carefully to ensure it meets key criteria such as power availability, traffic levels, and location quality. The focus is not simply on expansion, but on responsible growth. In a capital-intensive business, discipline and structure are critical to long-term success.

Q: What does the road ahead look like?

Looking ahead, the company has a clear path forward. Reaching 200 chargers would already represent a strong outcome, but the broader vision extends further. WattUp is targeting approximately 500 units by 2027, with the potential to scale into the thousands through strategic partnerships and geographic expansion.

For now, the focus remains on the West Coast to maintain operational efficiency as the company grows.

Q: What has been the consistent thread throughout your career?

At the core of Brian’s work is execution. Across banking, advisory, and now infrastructure, the common thread has been the ability to bring structure to complex challenges and follow through with clarity.

In a space where demand is high but execution is difficult, that discipline becomes the difference between momentum and missed opportunity.