For emerging-market banks
Your clients export. Your balance sheet does not have to travel with them.
Corporate clients in growth markets win orders from buyers in the United States, Europe and the Gulf, then wait ninety days to be paid. Funding that receivable means cross-border exposure, correspondent relationships and a system you do not have. Run the programme under your own name and let funding partners on the platform hold the asset.
You keep the client, the fee income and the deposits. Whether the exposure stays off your balance sheet depends on the structure you sign and on your own auditor, and we will say so in front of them.
The problem
The order is real. The funding route is not.
A mid-sized exporter walks into their bank with a confirmed order from a large foreign buyer and asks to be funded against it. Almost everywhere in the world the answer is the same: we can lend against your property, or your deposits, or your three years of audited accounts, but not against that.
It is not unwillingness. Funding a cross-border receivable means underwriting a buyer you cannot visit, in a legal system you do not practise in, in a currency you may not hold, with documents nobody in the branch has been trained to check. Then it means holding that exposure, at a capital cost set for a risk your regulator has no local comparison for.
So the client is turned down, or offered something secured that they cannot use, and eventually they bank somewhere else. The order was never the problem. The route to funding it was.
How it works
You originate. Someone else holds it.
The originate-and-distribute shape, with the operations included.
- 01
Agree the programme
Which clients, which corridors, which buyers, what sizes and what you want to earn. We also agree the structure: whether you fund and we service, or funding partners take the asset and you earn on origination and servicing.
- 02
We stand it up as your programme
Your brand, your domain, your onboarding steps, your credit policy expressed as rules. It runs as an isolated tenant, which means your client data is separated underneath the application rather than filtered inside it.
- 03
Funding partners take mandates
Institutional funders on the platform set what they will fund by corridor, tenor, buyer concentration and sector. Eligible receivables are matched against those mandates at the point of funding, not in a monthly review.
- 04
Your team works in your own queue
Relationship managers see their clients, their tasks and their deadlines. Our operating desk covers the parts you would otherwise hire for: document checking, counterparty review, and chasing settlement.
- 05
Settlement and reconciliation
The buyer pays, the receivable clears, and every party's economics are reconciled against the record. We are not a payment institution and we do not move your clients' money; disbursement runs through the licensed rails in the structure.
The short version
- 0 principal
- Asked of you in the distribute structure, where funding partners hold the asset
- 4–8 weeks
- From signed programme terms to a first funded client, not eighteen months of build
- 7 currencies
- Held, converted and settled without a new correspondent relationship
- 1 operating desk
- Covering document checks, counterparty review and collections from day one
Indicative. Timelines depend on your approvals and your regulator. Accounting and capital treatment are determined by the structure you sign and by your auditor, not by us.
What you get
A programme, not a platform licence.
Software on its own has never launched one of these.
- 01 Your brand, end to end
- The client-facing portals, the emails and the documents carry your name. Your client is being served by their bank, using something that happens to be ours.
- 02 Your credit policy as rules
- Eligible countries, buyer limits, tenor caps, concentration and document standards are configured and enforced at funding time, so a deal cannot quietly go outside policy and be found later.
- 03 Access to funding partners
- Institutional funders already on the platform, with published mandates. You are not starting a capital-raising exercise in order to start a programme.
- 04 Cross-border checks you do not have
- Counterparty screening through a specialist provider, registry and credit data in the corridors your clients actually ship to, and document review against the shipment rather than against a checklist.
- 05 Isolation you can show a regulator
- Each programme is its own tenant, separated in the database rather than by an application filter, with a field-level record of who changed what and when.
- 06 People who have run this
- Our team originated and serviced receivables programmes across Southeast Asia, South Asia and OECD corridors for close to a decade. The implementation is run by them, not handed to a delivery partner.
Questions
What credit committees ask.
Does this sit on our balance sheet?
There are two shapes and the answer differs. In the distribute shape, funding partners on the platform hold the receivable and you earn origination and servicing income, so the asset is not yours. In the fund-it-yourself shape, you hold it and we provide the platform and the operations. Which one is available to you, and how your auditor and regulator treat it, depends on your jurisdiction and the documents you sign. We will go through the structure with your finance team and your auditor in detail, and the opinion has to be theirs.
What do we actually earn?
In the distribute shape, an origination and servicing margin on funded volume, plus the deposit and transaction business that comes with keeping the client. We will model it on your own pipeline at the proposal stage rather than quoting a percentage here, because it moves a lot with corridor and ticket size.
Do we need a new licence?
Usually not, because the activity you are performing is introducing and servicing your own clients, which you are already licensed to do. But it depends on your jurisdiction and on the structure, and it is the first thing to confirm with your own counsel and regulator. We will provide the architecture and control documentation your submission needs.
Who owns the client?
You do, without qualification. We do not contact your clients under our own name, we do not market to them, and we do not take the relationship if you later stop the programme. That has to be true in writing for this to be worth doing, and it is.
What happens when a buyer does not pay?
It depends on the structure, and it is the term to read most carefully. Where funding partners hold the asset, the loss and the recovery sit with them within the limits in the agreement, often supported by credit insurance on the buyer. Where you hold it, it sits with you. Our operating desk runs the collection either way, and the chase is on the record from the first missed day.
Can we pilot this with a handful of clients?
That is how nearly every one of these should start. Pick five or ten exporters with clean documents in one corridor, run them end to end, and look at the real numbers before widening. Eligibility is configured per country and per product, so a narrow pilot is a setting rather than a separate build.
What do we have to provide?
A sponsor who can get decisions made, your credit policy in whatever form it exists, the client list you want to start with, and relationship managers who will actually use it. The last one is what separates the programmes that work from the ones that launch.
Next
Bring ten of your exporters.
Names, corridors and the buyers they ship to. We will come back with how many are fundable today, under which structure, and what the programme would earn you on that volume.
- Run against your own client list, not a model portfolio
- Both structures priced, so the committee can compare
- Nothing to sign to have the conversation