Utilities are not looking for a miracle fuel. They are trying to solve a brutal equation: keep the lights on, cut emissions, contain cost, reduce long-term policy risk, and avoid building assets that look prudent today but stranded tomorrow. That is why hydrogen remains relevant. Not because it is obviously superior, but because it may solve a narrow class of problems that become more important as the grid gets cleaner, tighter, and more weather-exposed.

Hydrogen in the United States already operates as two very different economies.  One is large, centralized, and mature.  The other is distributed, fragile, and poorly served by the infrastructure it depends on.  The first economy was built to serve giant industrial consumers with enormous, concentrated demand.  The second consists of everyone else who needs hydrogen but does not live next door to a large plant, or consumes enough volume to justify dedicated production or 100%

Because in the real world, customers do not buy hydrogen at the production source. They buy it after compression or liquefaction.  After storage.  After transport.  After transfer.  After scheduling.  After inventory management.  After all the friction and physics and logistics that stand between a promising molecule and delivering usable product.