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A controlled market-entry engagement to find where Desay wins in the U.S. today, build the commercial foundation, and create qualified pipeline before scaling spend.
Carbon Advisors is an electrification advisory platform built to help companies enter, scale, and transact across the next generation of energy infrastructure. Carbon combines market access, strategic advisors, M&A, corporate development, and hands-on consulting into one integrated platform.
Our role is not limited to introductions or traditional consulting. Carbon helps clients identify where the market is ready, build the commercial foundation, activate the right partners, generate qualified pipeline, and evaluate strategic initiatives, including acquisition targets, where they can create a competitive edge.
For Desay, Carbon's value is the combination of operator experience, U.S. market access, product-market-fit analysis, strategic partner development, and commercialization execution.
Desay has the manufacturing base, product breadth, and cost structure to compete in the U.S. energy storage market. The company's global scale, broad energy storage platform, and ability to support cells, packs, racks, UPS systems, C&I ESS, containerized storage, EMS, and customized solutions create a real opportunity in the U.S.
The challenge is not whether Desay has capable products. The challenge is determining where Desay can compete immediately under today's U.S. market conditions.
Because Desay is China-origin and new to the U.S., the first step should not be a broad sales ramp or a large upfront buildout. The first step should be a controlled market-access process: identify where Desay can win today, determine which products require UL / certification / bankability work, build the U.S. commercial foundation, and create qualified pipeline before scaling spend.
Carbon will begin by helping Desay answer the most important commercial question: Where can Desay win in the U.S. today, and what must be built before the company scales? Build the U.S. market entry the right way: focused, credible, commercially grounded, and aligned around the lanes where Desay can win.
Dustin is the operator on the team: a founder who has built, scaled, and managed companies across EV charging, energy management, performance contracting, and energized infrastructure. For a manufacturer entering the U.S., Dustin brings direct operating experience across the same issues Desay will face: hardware product, supply chain, channel strategy, reseller enablement, deployment operations, software, customer acquisition, and capital formation.
As Founding CEO of Loop Global, Dustin helped scale one of North America's leading EV charging platforms, with thousands of chargers deployed, $60M+ raised, and an 80+ person team across engineering, operations, sales, and product. At Loop, he led product and operations through supply chain, hardware rollout, reseller/channel partnerships, and customer deployment infrastructure.
Before Loop, Dustin founded RenewAge Energy Solutions, a performance contracting and energy solutions firm that delivered 1,500+ projects and generated $50M+ in client savings. At RenewAge, he also built software-driven auditing and assessment tools to identify energy savings opportunities, structure projects, and scale customer delivery.
| Company / Role | What It Proves |
|---|---|
| Loop Global, Founder & CEOHardware product, operations, supply chain, and channel scaling | Scaled an EV charging hardware and infrastructure platform with national deployment, reseller/channel enablement, capital raising, and product/operations leadership through complex supply chain and rollout challenges. |
| RenewAge Energy Solutions, Founder & CEOEnergy project execution + software-enabled auditing | Built and scaled a performance contracting firm delivering 1,500+ projects and $50M+ in client savings; developed software-driven auditing tools to identify opportunities, structure savings, and support scalable project execution. |
| Energized Infrastructure TrackDirect relevance to Desay's U.S. launch | Experience across EV charging hardware/software, fleet electrification, solar + storage, BESS-adjacent applications, federal grant capture, hospitality/REIT partnerships, and deployment-heavy infrastructure markets. |
Raymond leads the commercialization side of Carbon's engagements: building the brand, message, go-to-market motion, target-account strategy, and commercial pipeline, then helping recruit the people who can own the market internally once it is proven.
Raymond's experience is directly relevant to Desay because the first U.S. challenge is not simply "sales." It is market access: identifying which product lanes can compete today, building the U.S. narrative, mapping buyers and channels, creating strategic partner pathways, and converting market feedback into qualified opportunities.
As founder of EVR Advisors, Raymond has executed M&A and corporate-development advisory work across EV charging, battery storage, power electronics, infrastructure services, and advanced manufacturing. As founder of EV Recruitment, he built a network across 200+ companies in energized infrastructure, clean technology, advanced manufacturing, and power systems.
| Company / Role | What It Proves |
|---|---|
| EVR Advisors, Founder & CEOM&A, corporate development, and commercial origination | Built an advisory platform focused on buy-side / sell-side origination, strategic introductions, corporate development, and market-access opportunities across EV charging, battery storage, power electronics, and infrastructure. |
| EV Recruitment, Founder & CEONetwork architecture + talent market intelligence | Served 200+ companies across energized infrastructure, advanced manufacturing, EV charging, battery storage, and clean technology, creating deep access to operators, executives, commercial leaders, and technical decision-makers. |
| Hardware / Power Systems Revenue WorkCommercial execution in Desay-adjacent markets | Supported commercialization and corporate-development efforts that resulted in significant hardware sales opportunities across power systems, infrastructure, EV charging, and manufacturing. |
| Ethik Worldwide, Former PartnerBrand, retail, and global supply chain exposure | Helped scale a multi-location retail business to multi-million-dollar revenue across seven storefronts, with exposure to brand development, international supply chain, distribution, and consumer-facing market positioning. |
Will's background maps closely to Desay's product and market. He has worked across battery cells, battery packs, charging stations, OEM partnerships, capital markets, and international manufacturing relationships.
He was VP of Corporate Development at Desten, an ultra-fast-charge lithium-ion battery company, and led business development at Nxu, formerly Atlis, a U.S. battery cell, battery pack, and megawatt-charging company he helped take public on NASDAQ in 2022. He has originated and closed deals across battery packs, platform chassis, trucks, charging stations, and energy-adjacent hardware with U.S. and European customers.
| Company / Role | What It Proves |
|---|---|
| Nxu, Inc. / formerly AtlisPublic-company BD in battery + charging | Director / VP of Business Development. Led business development through the company's 2022 NASDAQ listing and helped raise $38M; originated deals for battery packs, platform chassis, trucks, and charging stations across U.S. and European customers. |
| Desten Inc.Battery corporate development + Asia/U.S. bridge | VP, Corporate Development for an advanced ultra-fast-charging lithium-ion battery manufacturer; strategic partnerships and market development across U.S., European, and Asian markets. |
| Automotive / Energy TrackRevenue origination at scale | Secured, in aggregate, $1B+ in revenue growth across the automotive sector and built relationships with investment-banking professionals to support multi-million-dollar raises. |
Carbon does not staff every engagement with a generic consulting bench. For each market-access mandate, Carbon calls on targeted advisors and consultants with direct experience in the markets being tested. This gives Desay access to operator feedback, buyer intelligence, technical diligence, and commercial pattern recognition without immediately building a large internal team.
For the Desay engagement, Carbon would selectively call on advisors across UPS, data centers, C&I storage, EV charging, microgrids, OEM channels, and power infrastructure.
| Advisor Profile | Why It Matters for Desay |
|---|---|
| Former VP of Mission-Critical Power at a National Data Center Infrastructure Provider | Can pressure-test Desay's UPS battery cabinet positioning, data-center buyer requirements, warranty expectations, safety documentation, service expectations, and what it would take for a China-origin lithium UPS cabinet to clear mission-critical procurement. |
| Former Head of Channel Partnerships at a C&I Storage / Solar + Storage Platform | Can help evaluate which C&I and installer-led channels are worth pursuing, where Desay should avoid low-margin residential noise, and how to structure OEM, white-label, EPC, distributor, or reseller economics for early U.S. traction. |
The Carbon Bench is used selectively to accelerate market learning and reduce false starts. Bench advisors may support:
The goal is to give Desay real U.S. market intelligence before committing to a full U.S. sales team, large agency spend, or permanent headcount.
Desay should not enter the U.S. as another small ESS brand competing for installer attention. Desay should enter as a global manufacturing platform with the ability to support cells, packs, racks, UPS cabinets, C&I ESS, charging-station storage, and OEM/white-label systems.
The immediate opportunity is to focus on lanes where Desay's scale matters and where the U.S. buyer does not require a fully mature Desay-branded channel on day one: UPS / data center backup, OEM / white-label supply, non-credit C&I storage, battery-supported charging, and bridge-power applications.
Below we cover our initial product market fit and China-origin competitor landscape. We will source intel, talent, and advisors from those companies.
Most of these China-origin entrants are attacking the U.S. with some version of:
That creates an opening.
Desay should not enter as another residential/C&I battery brand. Desay should enter as a $20B global manufacturer and one-stop energy storage platform that can support OEM, white-label, UPS, C&I, charging-station storage, and custom system opportunities.
The catalog supports that positioning. Desay presents itself as an energy storage industry-chain and one-stop solution provider, with large-scale manufacturing, customized service, and smart energy management. It also lists products across cells, packs, racks, C&I ESS, container ESS, UPS lithium battery cabinets, outdoor cabinets, and residential systems.
These companies prove the U.S. channel is open, but they also show where not to lead.
| Company | What They Are Doing | Where Desay Can Compete |
|---|---|---|
| Renon Power | Strong comp because they are visibly pushing U.S. battery storage, training, inverter pairing, and U.S. manufacturing / compliance messaging. Their 2025 ITC guidance references a 67,000 sq. ft. McKinney, Texas facility and U.S.-based manufacturing expansion. | Desay should not copy Renon's installer-channel-first playbook. Desay can compete above them through OEM/white-label, C&I, UPS, and battery-integrated charging where manufacturing depth matters more than residential branding. |
| Pytes | Pytes is Shanghai-origin and markets heavily around home battery storage, residential energy independence, local warehouse access, support, training, and compatibility with leading solar systems. Their global site says Pytes has manufacturing bases in China and Vietnam and 1,000+ employees. | Pytes shows the residential channel is already crowded. Desay should avoid fighting for installer mindshare first. Better angle: larger C&I systems, custom packs, racks, backup power, and OEM supply where Desay's scale and product breadth are more defensible. |
| Dyness | Dyness offers residential and C&I storage, including low-voltage, high-voltage, stacked ESS, all-in-one C&I, storage + charging, and cloud monitoring. Dyness also showcased residential and C&I solutions at RE+ 2025. | Dyness is a good "full-scenario" comp, but Desay can go bigger: UPS battery cabinets, larger C&I, custom system manufacturing, BESS + charging, and OEM/white-label infrastructure partners. |
| Pylontech | Pylontech US markets itself around proven energy storage expertise, with 16+ years of storage dedication and 2M+ ESS global deliveries. Pylontech showcased U.S. readiness at RE+ 2024. | Pylontech is strong in residential/light C&I credibility. Desay should not lead with "we also have home batteries." Desay should position as a broader industrial and commercial energy storage manufacturer with deeper custom/system-level capability. |
| Kowint Energy | Kowint showcased residential and C&I ESS at RE+ 2025 and describes itself as an ESS/BMS/EMS/lithium module manufacturer with 3GWh annual capacity and global warehouses. | Kowint is exactly why Desay should lead with scale. If Kowint is competing with 3GWh capacity, Desay should emphasize global manufacturing depth, full product-chain capability, and higher-value applications beyond residential. |
What this tells us: the residential/light C&I lane is validated, but crowded. These companies are fighting on installer trust, inverter compatibility, local stock, and channel relationships. Desay can compete there later, but it should not be the immediate wedge. Smaller China-origin ESS brands are already educating the U.S. market. Desay enters with far greater manufacturing scale, broader product depth, and the ability to serve as the platform behind U.S. brands, integrators, and infrastructure partners.
This is closer to where Desay can compete quickly.
| Company | What They Are Doing | Where Desay Can Compete |
|---|---|---|
| PotisEdge | PotisEdge used RE+ 2025 to announce North American market advancements and next-generation storage solutions. Its newsroom also references BNEF Tier 1 status and North American momentum. | PotisEdge proves that BNEF Tier 1 / China-origin ESS players can use RE+ as a U.S. market-entry credibility platform. Desay has the same credibility angle because its catalog states it was recognized as a BloombergNEF Tier 1 energy storage manufacturer in Q1 2025. |
| JDEnergy | JDEnergy positions itself as an end-to-end intelligent ESS provider across PV-ESS, C&I, utility-scale, off-grid backup, and power markets. | JDEnergy is selling a similar "end-to-end" storage story. Desay needs to avoid sounding generic and instead lead with specific U.S. wedges: UPS, C&I bridge power, charging-station storage, and OEM/white-label. |
| Dyness C&I | Dyness has C&I products and has written directly about industrial/commercial storage for peak shaving, delayed capacity expansion, and backup power. | Desay's Lumos C&I products map directly to this demand. The Lumos 215kWh AIO ESS is positioned for industrial/commercial energy storage, microgrid systems, virtual power plants, and charging stations. |
What this tells us: C&I storage is viable, but Desay should segment it carefully.
C&I is not one market. Desay should pursue non-credit, private, price-pain, and partner-led C&I first, while treating tax-credit-heavy and institutional C&I as a midterm lane.
This is where we think Desay has the clearest near-term angle. A lot of China-origin storage entrants are focused on residential and general C&I. Fewer are clearly positioned around AI data center UPS battery cabinets.
Desay has a stronger catalog story here. The UPS Battery Cabinet LPC 1.0 is positioned for data centers and AI computing power centers, with backup time up to 15 minutes and maximum discharge power of 220kW. The LPC 2.0 is also positioned for data centers and AI computing power centers, using high-rate discharge cells up to 8C, backup for UPS up to 300kVA within 10 minutes, and maximum discharge power of 315kW.
UPS / backup power buyers are usually not making the purchase only because of ITC economics. That reduces the FEOC/tax-credit friction that hurts utility ESS and incentive-backed C&I.
A $20B global manufacturer can credibly speak to capacity, quality systems, testing, supply availability, and customization.
This is not "we sell energy storage." It is "we provide high-rate lithium UPS battery cabinets for AI and mission-critical power environments."
We can target UPS OEMs, data center infrastructure suppliers, modular data center companies, AI compute operators, electrical contractors, and mission-critical power integrators.
Best immediate targets:
This should be one of the top three Phase 1 test lanes.
Most emerging ESS competitors are trying to become the visible U.S. brand. Desay does not have to do that first. Desay can enter behind existing U.S. brands, integrators, developers, and infrastructure platforms. This is where the competitor map is most useful. If smaller players like Renon, Pytes, Dyness, Kowint, and JDEnergy are all trying to build U.S. channels, many other U.S. companies will also need:
The catalog supports this because Desay offers cell, module, pack, rack, and system-level products, plus BMS/EMS design, integration, and testing capability.
| OEM packs / racks | Sell into U.S. companies that already have sales teams, channels, and service models. |
| White-label C&I cabinets | Let a U.S. integrator sell the product under its brand. |
| Battery-integrated EV charging | Provide the battery/storage layer for CPOs, charger OEMs, dealership groups, or fleet charging platforms. |
| UPS cabinet private label | Supply cabinets behind a UPS or mission-critical power company's brand. |
| Custom systems | Target buyers who need a configuration that off-the-shelf residential/C&I competitors cannot support. |
Desay does not need to win the U.S. brand battle on day one. Desay can win by becoming the manufacturing platform behind U.S. brands, integrators, and infrastructure companies that already own the customer relationship.
Why now: specific product, strong market pull, less tax-credit friction, fewer China-origin competitors positioned clearly here.
Desay products: LPC 1.0, LPC 2.0.
Why now: reduces brand trust issue, uses Desay's scale, fits product breadth.
Desay products: cells, packs, racks, C&I cabinets, UPS cabinets, custom systems.
Why now: price-pain buyers care about demand reduction, resilience, power quality, and availability.
Desay products: Lumos 215kWh AIO ESS, Lumos 344kWh DC ESS, racks.
Why now: Carbon has market access here, and the grid constraint is real.
Desay products: C&I ESS, racks, outdoor cabinets, customized systems.
Why now: dealerships and fleet sites often need more power before utility upgrades arrive.
Desay products: C&I ESS, charging-station storage systems, custom racks/cabinets.
Phase 1 tests these lanes. Phase 2 narrows to the ones with the clearest buyer pull and shortest path to revenue.
With 90-Day KPI Gate / Opt-Out
The proposed engagement is structured as a 12-month U.S. Market Access & Commercialization Agreement, with a 90-day KPI gate.
Desay will have the right to opt out at the end of Month 3 if agreed Phase 1 deliverables are not met, provided Desay has supplied Carbon with the required product information, pricing guidance, certification status, technical support, commercial approvals, and timely feedback needed to execute.
The intent is to give Desay a full-year U.S. commercialization roadmap while preserving a practical go / no-go point after the first 90 days.
Primary focus: uncover where Desay has product-market fit today and identify the closest-to-revenue lanes before scaling spend, headcount, or long-term infrastructure.
Phase 1 is not a broad sales ramp. It is a focused market-access build designed to answer: which Desay products can compete in the U.S. immediately, which require UL / certification / bankability work, and which buyer or partner channels offer the shortest path to revenue?
At the end of Month 3, Carbon will recommend the structure for a Desay U.S. Executive Advisor Team and Channel Partner Program. This may include:
The goal is to give Desay access to high-level U.S. market influence without immediately hiring a full internal team.
Primary focus: move from market validation to commercial execution by narrowing into the strongest revenue lanes, advancing qualified opportunities, activating advisors and channel partners, and building the operating model required to support U.S. growth.
Phase 2 will be shaped by the market signal created during Phase 1. Rather than forcing Desay into a fixed sales motion before the market is proven, Carbon will focus resources on the lanes that show the clearest buyer interest, strongest partner pull, and shortest path to revenue.
Carbon will prioritize the product and market lanes validated during Phase 1, with likely focus areas including:
Carbon will build and activate an advisor team around the highest-priority lanes. Advisors will be structured with high-upside, success-based economics rather than heavy fixed cost. Potential advisor categories may include:
Carbon will design and launch a channel partner program focused on partners that already own buyer relationships, installation pathways, or technical credibility. Potential partner categories include:
Carbon will support the conversion of early interest into real commercial opportunities, including:
As commercial traction develops, Carbon will help Desay determine what U.S. infrastructure is actually required. This may include:
This structure gives Desay a controlled, practical U.S. entry path.
The first 90 days validate where Desay can compete before committing to major spend. Months 4 to 12 then focus on execution: activating advisors, launching channel partners, advancing qualified opportunities, and building the U.S. commercial model only around lanes that show real buyer pull.
The goal is not to build a costly U.S. organization before the market is proven. The goal is to use Carbon's market access, operator network, advisor bench, and commercialization infrastructure to identify where Desay can win first, then scale around the lanes that show traction.
Carbon is not recommending a large upfront launch budget or a full U.S. team on day one. The goal is to start with a focused, digestible Phase 1 commitment that gives Desay enough execution support to validate the market properly, while preserving flexibility before scaling into a larger 12-month commercialization plan.
$120,000 total Phase 1 commitment
This gives Carbon enough principal-level time to execute properly across market entry, positioning, product prioritization, buyer outreach, partner development, and early pipeline creation. During this initial period, Carbon will focus on identifying where Desay can compete immediately, building the U.S. commercial foundation, and creating the first qualified revenue and partner opportunities.
Commission economics should be agreed before the engagement begins so that any opportunities created during the first 90 days are clearly protected. For Phase 1, Carbon recommends a simple success-based structure covering:
The exact commission rate, attribution rules, payment timing, and protection period to be aligned on.
At the end of Month 3, Carbon and Desay will come back to the table to review:
While both sides are entering this with the intention of building toward a broader 12-month commercialization relationship, the first step is to prove the market, define the right lanes, and then scale around actual traction.
In addition to Carbon's Phase 1 fee, Desay should plan for a separate Phase 1 commercial launch budget.
Separate from Carbon's fee
This budget is intended strictly for commercial launch execution during the first 90 days. It is not intended to cover compliance filings, corporate setup, product certification, legal entity formation, import/customs work, insurance, formal UL work, or the cost of getting physical product to demos, pilots, or customer sites. Those items will need to be evaluated separately through a deeper dive once the engagement begins.
As part of Phase 1, Carbon will deliver a more detailed budget recommendation for Months 4 to 12, including where spend should increase, what categories should remain lean, and which investments are justified based on validated market signal.
Carbon will operate sales, marketing, strategy, partnerships, finance input, recruitment planning, and market-access execution internally during Phase 1.
If Desay attempted to outsource these functions individually, it would likely require a combination of: strategy consultant, marketing agency, web agency, sales development team, data vendor, CRM / RevOps support, recruiter, channel consultant, technical advisor, finance / pricing consultant, and partnership lead.
That type of outsourced model could easily exceed several hundred thousand dollars before Desay has validated which U.S. lanes are worth pursuing.
Carbon's approach is intentionally different: keep the first 90 days lean, founder-led, and commercially focused, while using the launch budget only where it directly supports credibility, market access, buyer engagement, and qualified pipeline creation.
The intent is to avoid unnecessary spend at the start. Carbon is not recommending a large agency budget, immediate Desay U.S. headcount, a full sales team, or heavy trade show spend before the market is validated.
Phase 1 is designed to determine where Desay can compete first. Once engaged, Carbon and Desay will finalize the exact commercial launch budget together based on the approved workplan, priority products, target markets, travel needs, launch timeline, and buyer/partner feedback.
Carbon will include M&A and corporate development as a strategic initiative within the Desay U.S. commercialization roadmap. The focus will be product-market-fit driven: identifying whether targeted acquisitions, partnerships, investments, or joint ventures could help Desay compete faster and more defensibly in the U.S. market.
This may include opportunities similar to EdgeEnergy, where differentiated power electronics, infrastructure technology, or energy-system capabilities could strengthen Desay's position in applications such as UPS / backup power, C&I storage, battery-supported charging, microgrids, telecom, and grid-constrained infrastructure.
M&A will not be treated as a separate, unfocused workstream. It will be used selectively when it supports the validated revenue lanes and helps Desay accelerate U.S. market entry, strengthen product-market fit, or build a more defensible competitive position.
In addition to market access and commercialization, Carbon believes M&A should be included as a strategic initiative within Desay's U.S. plan, not as a day-one distraction, but as a tool to execute when and where it creates a clear competitive advantage. Carbon's buy-side M&A experience is especially relevant to Desay because the right acquisition, partnership, or strategic investment could help solve U.S. market-entry gaps faster than organic buildout alone.
An acquisition target Carbon has evaluated in the power electronics / infrastructure market. EdgeEnergy represents the type of strategic opportunity that could be relevant to Desay's long-term U.S. positioning: a differentiated technology or product layer that may improve how Desay competes in specific applications such as grid-constrained infrastructure, backup power, charging, telecom, or distributed energy systems.
M&A would therefore sit inside the broader commercialization plan. Phase 1 would focus on identifying Desay's strongest revenue lanes and product-market fit. As those lanes become clearer, Carbon would evaluate whether selective buy-side M&A, strategic partnerships, joint ventures, or technology acquisitions could give Desay a competitive edge.
Desay has the product breadth, manufacturing scale, and cost structure to compete in the U.S. energy storage market. Carbon is excited about this opportunity because Desay is not starting from a blank slate. The company already has the product depth, manufacturing credibility, and global platform needed to be relevant in the U.S. The missing piece is a focused U.S. commercialization motion that turns those strengths into market traction.
