For lenders
Consumer leasing, without the asset work.
Leasing appears whenever an asset outgrows the buyer's budget and their collateral. It happened with ships, then cars, then equipment. Consumer tech has now crossed the same line, and the lease brings work that sits outside a lender's core. Fairown does that work.
The problem
A loan gives the borrower no reason to come back.
Money is a commodity. A consumer book competes on rate, pays to acquire every borrower, and waits. A plain loan says nothing about when the customer comes back. A lease has a date, and the date is an upgrade. That is why leasing is arriving in consumer tech, and why the first movers stop competing on rate.
It also brings work that sits outside your core:
- proof the customer received the asset, before there is a valid claim
- collateral that erodes with damage, and insurance to place and verify
- a purchasing entity that can reclaim and charge VAT
- customer journeys and an end-of-term process for an asset you own
- someone to buy the asset back at a fixed price
Your core is underwriting liabilities and earning interest. None of the above earns any.
“Every lender who moves into leasing inherits work they gain nothing from. That work is our business.” — Hendrik Roosna, founder and CEO
What Fairown carries
The residual value, priced and held
We set the residual value per product, market and condition, hold it on our own book, and buy the asset back at that value when the term ends. Priced per device, so it can be shared or reinsured as the programme grows.
The end-of-term process
Renewal outreach, the return portal, and condition grading against contractual standards. The customer never handles it alone.
Remarketing
Returned devices are refurbished and sold on through B2C and B2B channels we already run.
Volume from both directions
Demand arrives from the makers and shops already running Fairown programmes, and every merchant already on your book can offer the same product through one connection to us.
Per-device pricing data
Nine European markets since 2019: real buyback outcomes, grading results and resale prices behind every residual value we quote.
Before the first meeting
The four questions your risk and treasury people will ask.
Whether a programme is papered as a loan or a lease, and who sits where in it, is set per market with your legal team. These four answers do not change.
Where does the residual risk sit?
On our book. We price the residual value per product, market and condition before your customer ever sees a monthly payment, and we buy the asset back at that value when the term ends. What reaches you is a fixed amount with a date on it, backed by a contractual buyback, not an estimate you have to carry.
Does it still work at volume?
The residual value is priced device by device, so the exposure is a portfolio rather than one large position, and it can be shared or reinsured as volumes grow. Programme size is not capped by how much residual value we hold at any one moment.
Who does the work when a device comes back?
We do, end to end: renewal outreach, the return portal, grading against contractual standards, refurbishment and resale through channels we already run, in nine European markets since 2019. Your team never handles a device.
What about capital treatment and accounting?
That is your treasury's call, and not a claim for us to make. What we supply is what the assessment needs: a fixed residual value with a date, the buyback obligation behind it, and per-device history from the markets we already run.
In your channels
Give your app a reason to be opened.
A loan sits invisible in a statement. A device plan is something a customer checks: the monthly payment, the guaranteed residual value, the date they can switch. Put it where they already bank, and the upgrade happens in your app, with the new loan landing back on your book.
Illustrative view. Your app, your design, the plan data from one integration.
For the one who leads this
You get a product your core cannot build, without standing up an asset operation.
Somebody inside has to own this. Here is what the person who does walks away with.
A product, not another rate
A plain loan competes on price alone. A lease with an upgrade at the end differentiates your book, and the device makes your channels more valuable: the plan, the residual value and the switch date live where the customer already banks.
Scope you can defend
The asset work has an owner from day one, and it is not your team. What you take on is the receivable you already know how to underwrite.
A worked structure
The flows, the endpoints and the end-of-term mechanics exist and run in nine markets. Your first meeting starts from a working model, not a blank page.
Choosing a partner
Five questions to ask anyone offering you an upgrade programme.
The difference between device-lifecycle vendors and Fairown shows up in these answers. Here are ours.
Who prices the residual value on day one, and who holds it?
We do, on our own book, per product, market and condition. It is priced before your customer ever sees a monthly payment.
Does the customer control what the deal costs, or does it run like a rental until they cancel?
They control it. The term is fixed, the residual value is priced on day one, and the exit is theirs to choose: upgrade, hand it back, or settle the rest and keep it. The defined end is not the feature; it is how the customer keeps control of what the deal costs. Loan or lease is a programme detail we set with you.
Is the monthly payment engineered at origination, or discounted afterwards?
Engineered. The guaranteed residual value is priced in at origination: the monthly payment covers the months of use, and the residual value falls due only if the customer keeps the product. Hand it back, and our buyback settles it. That is where the low monthly payment comes from.
Who is the lender?
You are. We do not lend, and we never compete for your customer. Fairown prices and carries the residual value and runs the asset work. The credit, the receivable and the relationship stay with you.
Who runs the renewal, the return and the next life?
We do: end-of-term outreach, the return portal, grading against contractual standards, refurbishment and remarketing.
Ask every vendor these five, and get the answers in writing.