The Death of Ownership: Why You'll Own Nothing by 2030

Introduction

Imagine a typical day in the near future. You wake up and stream your favorite music playlist – not a single song is owned on your device, all are accessible via a monthly subscription. Over breakfast, you recall that the expensive power drill you used yesterday wasn't bought, but rented from a tool-sharing app. During your commute, your car's seat warmer prompts you to "activate a heating plan" for a fee. This scenario isn't science fiction; it's rapidly becoming reality. From media and software to cars and appliances, ownership is being replaced by on-demand access and subscriptions. In fact, the shift is so pervasive that the average American household already spends about $219 per month on digital and physical subscriptions (from streaming services to gym memberships), and 74% of adults underestimate how much these recurring charges drain their finances Subscription-based music, rented tools, pay-per-use car features – these trends signal an erosion of traditional ownership in everyday life. This article explores why, by 2030, you might truly "own nothing" – and weighs what that means for individuals, freelancers, solopreneurs, and small business owners.

Digital Media: Streaming Instead of Owning

Digital media provides the clearest example of the "access over ownership" trend. Once upon a time, you might have owned a shelf of CDs, DVDs, or a library of downloaded MP3s and ebooks. Today, those shelves have largely been replaced by streaming platforms. Music has seen an especially dramatic shift – in the U.S., streaming services now account for the overwhelming majority of music industry revenue (over 80%), whereas physical formats like CDs or vinyl make up barely 11%. Globally, similar patterns hold: services like Spotify, Apple Music, and YouTube have made unlimited music accessible for a monthly fee, effectively dethroning permanent ownership of albums or songs. The same is true for video and film: instead of buying movie DVDs or digital copies, hundreds of millions of people get their entertainment via platforms like Netflix, Disney+, or Amazon Prime Video. The average U.S. household subscribes to about 4–5 video streaming platforms, often paying more in aggregate than old cable bundles – yet they own none of the content they watch. If a show or movie is removed from the library or the service goes under, the viewer is left with nothing tangible to show for their months or years of subscription payments.

E-books and digital games further illustrate the fragile nature of "ownership" in the digital age. When you click "Buy" on an e-book from Amazon or a movie in a digital store, you are usually licensing access to that content, not purchasing an irrevocable copy. This distinction becomes clear when platforms revoke access – a famous case occurred in 2009, when Amazon remotely deleted purchased copies of George Orwell's 1984 from users' Kindles due to a publishing rights dispute. (The irony of 1984 disappearing without warning was lost on few.) As the U.S. Federal Trade Commission recently cautioned, "what you really got when you clicked 'buy' is often merely a license to access the content… if the seller [loses] rights to the digital item, then your own license can become worthless". In other words, unlike a physical book or DVD on your shelf, a digital purchase can evaporate at the discretion of a vendor or due to shifting licensing terms.

For consumers, the allure of this new model is undeniable: instant, unlimited entertainment and information on any device, without the clutter of physical collections. Spotify gives you 90+ million songs on demand instead of a CD rack of albums; Kindle lets you carry a thousand books in your pocket. But this convenience comes at the cost of true ownership. Your media is available only as long as you keep paying or the service stays in business. If a streaming platform hikes its fees or a publisher pulls a title from the catalog, the consumer has little recourse. The shift to streaming has thus turned media into a utility-like service – always available, but only through continuous payment. As Amazon Prime's explosive growth has shown, people are increasingly comfortable with this trade-off. Prime's 180+ million U.S. subscribers exemplify how recurring payments for access (to music, movies, ebooks, and more) have become a normalized default, rather than one-time purchases of content. The cultural mindset is now that access is as good as ownership – until, of course, that access is revoked.

SaaS: Renting Software and Tools by Subscription

It's not just entertainment – software and professional tools have undergone a similar transformation. In the past, a freelancer or small business might buy software on a disk or license key and own that version outright (for example, purchasing Adobe Photoshop or Microsoft Office 2007 and using it as long as it met their needs). Today, however, the dominant model is Software-as-a-Service (SaaS): you pay monthly or yearly for continued access to the software, and updates are delivered continuously via the cloud. Industry giants have fully embraced this shift – Adobe stopped selling perpetual licenses and moved its Creative Suite to the subscription-based Creative Cloud in the 2010s, and Microsoft pushed its Office suite toward the cloud-based Office 365 (now Microsoft 365). The result is that users never "own" the software they use; they effectively rent Photoshop, Word, or QuickBooks for as long as needed.

This trend is nearly universal. By 2025, an estimated 85% of all business software will be provided via subscription models. In fact, 99% of businesses today use at least one SaaS product – a statistic that highlights how normalized subscription software has become in every industry from finance to design to sales. Even solo entrepreneurs and one-person startups rely on a stack of subscriptions: a typical small online business might pay monthly fees for website hosting (e.g. Wix, Shopify), email marketing tools, design software, project management apps, accounting platforms, and more. Each individual subscription may seem affordable – $9.99 here, $49 there – but they add up quickly. What used to be a one-time software investment has turned into an ongoing operational expense.

For example, consider an online educator or coach building a business. They might start by subscribing to a platform like Kajabi at $149 per month, which over a year is nearly $1,800 in fees. As their needs grow (more students, more features), they could be forced onto higher tiers – say $399 per month for a bigger plan – totaling close to $5,000 per year just for that one software tool. Now multiply that by the dozen or more subscriptions an entrepreneur might maintain; the costs can significantly eat into profits. Studies confirm that these recurring fees strain small operations: many freelancers and SMBs find that the convenience of SaaS comes with "subscription creep," where necessary tools collectively cost thousands annually and require constant vigilance to manage.

Beyond the monetary cost is a loss of control that comes with not owning your tools. When you use subscription software, you are at the mercy of the provider's decisions. The software company can unilaterally change the pricing, alter features, or even discontinue the service – and the user has little say. One commentary described this as "users are essentially renting the software… subject to the provider's pricing changes and business model shifts. If the company shuts down, users could lose access to essential business tools overnight". We've seen this happen in real life with SaaS products that get acquired or shut down, leaving subscribers scrambling to find replacements and hoping their data can be exported. Even short of a shutdown, providers can decide to remove features from a lower-tier plan and force customers to upgrade for functionalities they previously had – something not possible when you truly owned a copy of the software. In a real sense, subscription software flips software ownership into a rental relationship, and the renter (user) lacks the long-term security that ownership used to provide.

From the software company's perspective, this model has clear benefits: steady recurring revenue and the ability to continuously monetize and update the product. Indeed, investors love the predictability of SaaS – leading companies like Microsoft, Adobe, and Salesforce trade at high valuations thanks to their subscription revenue streams. But for users – especially budget-conscious freelancers or small businesses – the subscription model is a double-edged sword. On one hand, it offers flexibility (you can often cancel anytime) and access to professional-grade tools without a large upfront investment. On the other hand, it creates dependency: stop paying and your tools disappear, and over time you may pay more than you would have for a one-time purchase. The key question becomes whether the continuous updates and support are worth the perpetual payments. Increasingly, a new generation of entrepreneurs is grappling with this question, and some are even seeking out one-time purchase software or open-source alternatives to regain a sense of ownership and control over their tech stack.

Physical Products: From Ownership to "Product-as-a-Service"

Perhaps the most surprising frontier in the "own nothing" economy is the shift of physical, tangible products to subscription or rental models. We expect streaming for songs or SaaS for software – but what about your car, your exercise bike, or your home appliances? Here too, the landscape is changing. Companies are experimenting with treating hardware as a service: you pay to use it, but you might not fully own it, or you pay extra to unlock its full capabilities.

A headline-grabbing example was BMW's attempt to charge drivers a monthly fee for heated seats. In 2022, BMW rolled out subscriptions in certain countries that required owners to pay about $18 per month (or $180 per year) to activate the heated front seats in cars that already had the heating elements built-in. In essence, the car's hardware was in your garage, but a software lock prevented usage unless you paid an ongoing fee – a stark redefinition of what it means to "own" a feature of a product you bought. The backlash from consumers was swift and fierce, with many feeling it was an absurd cash grab to charge extra for something the car already includes. BMW eventually announced in late 2023 that it would backtrack on the heated seat subscriptions, acknowledging that customers "feel they paid double" and that this particular paywall wasn't well received. However, BMW did indicate it would continue pursuing subscription models for other add-on features in its vehicles, and it's not alone – other automakers have explored similar schemes. Mercedes, for instance, has floated subscription fees for unlocking extra performance in its EVs, and Tesla offers a monthly subscription for premium connectivity features and has tested subscription plans for its advanced driver assistance (instead of a one-time $15,000 purchase for "Full Self-Driving" capability).

The notion of "features as a service" in cars is part of a broader trend in the auto industry. Car companies see the potential for ongoing revenue by selling enhancements on demand – whether it's automated driving features, infotainment apps, or yes, even "heated seats on subscription". The screenshot above from BMW's digital store (circa 2022) shows how routine this could become: various features like front seat heating, heated steering wheels, and even engine sound effects were offered with monthly or one-time fees. The paradigm shift is clear: purchasing the physical car is just the beginning; full functionality might require continuous payments. While BMW's heated seat saga showed that consumers have limits to what they'll accept, the lure of recurring revenue means we're likely to see more creative (or intrusive) uses of in-product purchases. By 2030, it's conceivable that many car owners will routinely decide which features to subscribe to, almost like apps on a phone, rather than having every feature permanently enabled by right of ownership.

Smart home appliances and gadgets are also following this path. Consider the case of high-tech fitness equipment like Peloton. Peloton's flagship product is a stationary exercise bike that originally sold for over $2,000 plus a $39/month content subscription for live and on-demand classes. To break the cost barrier and reach more customers, Peloton in 2022 piloted a rental program: roughly $89 per month would get you the bike and the class subscription – no ownership of the bike, but a lower upfront commitment. Essentially, Peloton shifted to a hardware-as-a-service model where the device and service were bundled into one recurring fee. The results were telling: more people tried the product without the burden of owning a $2,000 bike, and many renters eventually either became long-term subscribers or decided to buy the equipment after all. This rental approach – "subscribe to your workout" – is indicative of how even physical goods can be consumed like a service. Other fitness brands have similar models (Tonal's strength training device, for example, requires a subscription to function fully).

Even everyday household gadgets now often come with subscriptions. Many smart security cameras and doorbells (Ring, Nest, etc.) require a paid plan to record and store video footage in the cloud; without the subscription, the hardware you bought has severely limited functionality. Health tech wearables provide another example: the Oura Ring (a smart ring for health and sleep tracking) costs hundreds of dollars to purchase, and it requires a $5.99/month subscription for advanced features and insights. Similarly, WHOOP, a fitness band, charges $30/month on top of its hardware. In these cases, buying the device outright isn't enough – you effectively rent the full capabilities of your own device via ongoing fees, blurring the line between product and service. This model can create strong lock-in: once you've invested in the hardware and grown accustomed to the service, it's hard to walk away, even if the company raises prices.

Beyond personal gadgets, the idea of "own nothing" extends to other physical assets through the rise of the rental and sharing economy. Why own a car at all when you can hail an Uber or rent from a car-sharing service for each trip? Indeed, younger generations in urban areas are increasingly delaying car ownership, opting for subscription-based mobility (car subscription services or simply relying on on-demand rides). Housing, the most traditional asset, has its own trend of companies offering furnished apartments on subscription-like arrangements (though financial necessity also drives the increase in long-term renting). You can even rent clothing now via services like Rent the Runway – effectively subscribing to fashion rather than buying clothes to keep. For businesses, expensive equipment like commercial machinery, 3D printers, or manufacturing tools can be leased or rented as needed instead of tying up capital to purchase them. In short, both individuals and businesses are finding that "don't buy it, subscribe to it" is the new mantra, whether we're talking about a software license, a bicycle, or a car's heated steering wheel.

Benefits of the Subscription & Rental Model

Why is this shift happening so broadly? There are compelling benefits to access-based models for consumers and small businesses alike:

Lower Upfront Costs and Barrier to Entry: One of the biggest advantages is financial flexibility. Instead of a large one-time payment, subscriptions spread costs out over time. This makes expensive products or tools accessible to those who could not afford the full price at once. A solopreneur can start using a $2,000 software suite for, say, $50 a month instead of a huge upfront investment. Similarly, renting an item (like a high-end camera or an industrial 3D printer) for the period you need it is far cheaper than buying it outright. This pay-as-you-go approach allows individuals and small businesses to conserve cash and scale their usage based on current needs.

Convenience and On-Demand Flexibility: Access-based services emphasize convenience. You can sign up or cancel with a click, use something only for as long as you need, and often upgrade or downgrade plans easily. Need a tool for a project this month but not next month? A subscription can accommodate that, whereas ownership would mean you're stuck with an idle asset. This flexibility is especially useful for businesses with seasonal or fluctuating demands – for example, an e-commerce shop can upsize their cloud server subscription during holiday peak season and reduce it afterward, rather than owning extra servers year-round.

Always Updated, Always Improved: With digital subscriptions, users typically get the latest updates, features, and security patches automatically. No need to buy "Software Version 2.0" a year later – the SaaS model continually rolls out improvements. Streaming services constantly add new content to keep you subscribed. Even in cars, a subscription model could mean new software features or services are added to your vehicle over time. This continuous improvement means the product you're accessing can actually get better while you use it, something that static owned products might not do. It also shifts the maintenance burden to the provider – for instance, if a rented Peloton bike breaks, Peloton is responsible for fixing or replacing it as part of your subscription.

Try Before You Commit (Reduced Risk): Rentals and monthly plans allow consumers to test things out without a long-term commitment. Not sure if a premium design software is right for your business? Subscribe for a month and evaluate it. Curious about a luxury car? Some carmakers offer subscription programs where you can drive a model for a few months. This trialability can lead to more informed purchasing decisions. In Peloton's case, many users who rented the bike ended up buying it, effectively using the rental as an extended trial. For consumers, this lowers the risk of buyer's remorse and ensures you truly want or need something before fully investing.

Less Clutter and More Sustainability: From a lifestyle perspective, owning fewer physical goods can mean less clutter and waste. If you can rent or share items that you only occasionally use (power tools, party equipment, even clothing), you avoid accumulating stuff that sits unused. Proponents of the access economy argue that this could be more sustainable – for example, one rental drill could serve 10 different households over time, reducing the need for 10 separate drills to be manufactured. While the environmental benefits depend on many factors (like whether products last longer under heavy use, and the impact of shipping items back and forth), the idea of using rather than owning aligns with a minimalist mindset that many find appealing.

For many individuals and businesses, these benefits make the subscription model extremely attractive. The promise is a kind of on-demand lifestyle: you get what you need, when you need it, without the burdens of ownership like high upfront costs, maintenance, storage, or long-term commitment. Especially for small entrepreneurs, the ability to access world-class tools and infrastructure on a flexible basis can be a great leveler – a one-person shop can use the same cloud computing power or design suite as a Fortune 500 company, paying just for their slice of it. It's easy to see why "owning nothing" in certain domains could indeed make life and business better. But this is only one side of the coin.

The Downsides and Risks of Owning Nothing

Despite the advantages, there are significant risks and trade-offs that come with a no-ownership, all-subscription world. It's important to weigh these drawbacks, as they impact financial autonomy and control:

Dependency and Lack of Control: Perhaps the biggest concern is that you become dependent on the provider of each service or product. If you don't own your tools or media, you must trust that the service will continue to deliver. You're effectively handing a lot of control to companies. They can change the terms of service, raise prices, or discontinue features at any time. If your bookkeeping software is SaaS and they suddenly double the price or shut down, your business is left in the lurch. As one analysis put it, in a subscription framework the user is "subject to the provider's pricing changes [and] if the company shuts down, users [might lose] access to essential tools overnight". In a very real sense, you don't fully own your workflow or possessions – the vendor does. This lack of control can be especially dangerous for businesses: imagine a solopreneur whose entire client list and sales funnel lives in a SaaS CRM, and one day they are locked out due to an error or policy change. The more mission-critical subscriptions you rely on, the more points of potential failure outside your control.

Cumulative Long-Term Cost: While subscriptions lower the entry price, in the long run they can cost more than owning. Businesses and consumers may end up paying indefinitely for something they could have bought once. Take the example of software: paying $50 a month for five years is $3,000 – often far exceeding the old one-time purchase price of equivalent software (which you might have used for 5+ years). Similarly, subscribing to a streaming service for a decade could cost more than building a personal library of favorite films or albums would have. The key point is ongoing fees never stop, which can strain finances over time. Indeed, many consumers are now experiencing "subscription fatigue," realizing that the myriad small charges add up significantly each month. According to research, 74% of U.S. adults underestimate how much they spend on subscriptions – it's easy to lose track when it's spread across dozens of services. For small businesses, the cumulative cost of many SaaS tools can eat into profit margins, effectively functioning like a constant tax on operations.

No Asset Accumulation or Resale Value: When you own something, it's an asset – you can often resell it or at least use it as long as it lasts. With rentals and subscriptions, once you stop paying, you have nothing to show for past payments. Lease a car for three years and at the end you own no car, whereas buying one (even on a loan) would leave you with a saleable vehicle. Subscribe to Adobe Creative Cloud for years – if you cancel, you don't have software anymore, whereas owning a previous version would at least let you keep working (albeit without updates). For individuals, this means money spent on subscriptions doesn't build personal wealth or property. For businesses, it means expenses do not create assets on the balance sheet; there is no equity being built up. Over time, this could affect net worth and financial stability, as more of our expenditures become pure consumption with no retained value.

Risk of Service Disruption or Discontinuation: When everything is a service, your access is only as good as the provider's reliability and longevity. We've all experienced a favorite show suddenly disappearing from a streaming platform because licensing deals changed. On a larger scale, entire services can shut down (remember the sudden demise of Google Stadia's game streaming service, or various startups that shuttered and cut off users?). If a company behind your smart device goes bankrupt or turns off their servers, the product might stop functioning entirely. This is already a real issue with smart home gadgets – instances of companies discontinuing support have left people with "bricked" devices that won't work because they require a cloud service that's no longer available. In a fully subscription-based world, continuity is a concern: you have to hope that the companies you rely on remain in business and motivated to keep serving you. If not, you could lose access to books, movies, software, or even the use of a product you've been paying for. There's also the risk of technical outages – if your design app is cloud-based and the servers go down, you can't work until it's resolved, unlike a locally owned copy of software which would chug along regardless of internet status.

Privacy and Data Security: Subscriptions often come hand-in-hand with data collection. When you use a service continuously, you're often required to create an account, and your usage data is tracked (this is part of the value for companies – data is the new gold, as they say). If you don't own media or run software offline, it means your activities are likely being logged in the cloud. This raises privacy concerns: your reading habits, entertainment preferences, work data, health metrics – all can reside on corporate servers. Not owning your tools means you must trust the service provider to safeguard your data and use it ethically. Unfortunately, data breaches and misuse of personal information have become common headlines. A small business relying on SaaS, for example, has to trust that the SaaS vendor secures their client information; a lapse could expose sensitive data. Moreover, if you ever want to leave a platform, exporting or deleting your data might be difficult. In contrast, owning a local copy of software or a physical media gives you more privacy (nobody is tracking which page of a paperback you stopped on, whereas an ebook platform might). Thus, the subscription model, while convenient, can erode personal autonomy not just financially but also in terms of informational self-determination.

Subscription Fatigue and Overload: As everything turns into a subscription, consumers and businesses face the mental load of managing dozens of accounts, payments, and renewals. What was supposed to be convenient can become a source of stress – juggling streaming subscriptions, software licenses, monthly boxes, and rentals requires active oversight. It's easy to overlook a subscription you no longer use (as many do – paying for unused gym memberships or forgotten apps). This "subscription fatigue" is causing some pushback, with people seeking to simplify and cut down recurring expenses. Financial advisors now recommend regularly auditing your subscriptions to cancel those not providing value. For entrepreneurs, managing SaaS spend has become an issue in itself – spawning tools and services (like subscription trackers) to optimize those costs. The sheer proliferation of pay-as-you-go services means that attention and budgeting become new challenges; one must stay organized to avoid overspending or getting locked into things that are no longer beneficial.

In sum, the death of ownership comes with a trade-off: you gain flexibility and convenience at the expense of certainty and independence. It creates a scenario where you "own nothing" but are perpetually renting everything – which can feel liberating in the short run, but may introduce new forms of risk and vulnerability in the long run.

The Long-Term Implications for Autonomy and Independence

What does a world of non-ownership mean for financial autonomy, especially for those trying to forge an independent path like freelancers, solopreneurs, and small business owners? It's a mixed picture. On one hand, the subscription economy lowers barriers to entry and growth. A solo entrepreneur can launch a business with minimal capital, leveraging cloud software and rented equipment that scale with their needs. This democratization of access means you don't need to be rich to use top-tier tools – you can subscribe to success, in a sense. For many, this has been empowering. For example, a small web shop can operate with a lean team thanks to SaaS platforms handling everything from storefront to analytics, paying only a few hundred dollars a month for capabilities that would have cost tens of thousands to implement 20 years ago. Financially, paying as operating expenses (OpEx) rather than investing large sums upfront (CapEx) can improve cash flow and agility for a young business.

However, the flip side is a kind of digital dependency that can undermine true independence. If by 2030 you "own nothing," as the provocative slogan goes, then everything you need must be continually paid for out of your income stream. This can feel like running on a treadmill that never stops. For individuals, it means you're never done paying for your basic entertainment, software, or even transportation – there's a constant drain on your budget that must be managed. For small businesses, it means a higher proportion of expenses are fixed or subscription-based, which can become problematic in lean times. During an economic downturn or a slow month, a business with lots of subscription overhead can't easily cut costs – those bills keep coming, unlike owned assets that don't "charge" you for sitting idle. In this sense, the subscription model can reduce financial resilience; you have to keep feeding the meter, so to speak.

There's also a philosophical consideration. Owning assets – whether it's a home, a car, a set of tools, or intellectual property – has traditionally been a path to stability and wealth-building. Ownership gives a sense of security and control: you can fall back on what you own, sell it if needed, modify it as you wish, and you aren't answerable to a provider. If by 2030 most people truly own very little (apart from perhaps personal items and some equity in a home, if they're lucky), we might see a greater concentration of control in the hands of big companies who own the platforms and products we all use. Some have likened this to a "rentership society" where large corporations are the landlords of everything from our music libraries to our vehicles. The individual's role is reduced to a renter or subscriber with limited rights. This dynamic could have long-term implications for personal autonomy. For example, if all your work tools are cloud-based and require login, your ability to work is contingent on staying in the good graces of those service providers (adhering to their terms, continuing to afford their fees, etc.). It's not hard to imagine scenarios where, say, a controversial creator or business could be deplatformed from multiple services and essentially "lose" the tools or content they thought they had, precisely because they didn't own them outright.

For solopreneurs and small business owners, being aware of these risks is crucial. It might influence strategic decisions: maybe it's worth owning certain critical equipment outright, or keeping local backups of important data, or diversifying across different service providers to avoid a single point of failure. Financially, it's wise to regularly assess the total cost of subscriptions vs. ownership. In some cases, if you plan to use something for a very long time and it's core to your operation, purchasing a lifetime license or equipment might be cheaper and safer than indefinite renting. In other cases, the subscription might genuinely be the better deal. The key is not to let the convenience completely overshadow the calculation.

As we approach 2030, the phrase "You'll own nothing and [supposedly] be happy" has become both a prediction and a flashpoint of debate. On the current trajectory, it's true that ownership is fading in many domains of daily life. Whether this makes us happy or not will likely depend on how well we can manage the balance between convenience and control. Financial autonomy in this new era might be less about owning assets and more about maintaining freedom of choice – the flexibility to switch providers, to take your data and move, to downgrade to a cheaper lifestyle if needed. It will also be about being savvy: knowing what you're signing up for, budgeting for the long haul, and having a Plan B for when a service you rely on goes away.

Conclusion

The death of ownership is not an absolute – we will still own some things in 2030, and certain items or property will likely remain prized as ever. But the trend is clear: both digital and physical products are increasingly delivered "as a service." For consumers and entrepreneurs, this offers a world of easy access and variety, but it also demands caution. The year 2030 could indeed find us owning far less than we did a decade prior, from the music we love to the tools we use to work. The challenge will be ensuring that this new model serves us well – that it delivers value, flexibility, and opportunity without eroding our financial independence or peace of mind. In a world where you'll own nothing, you'll want to make sure that you're not owned by the subscriptions and systems that replace ownership. The best approach is to embrace the convenience where it makes sense, but stay vigilant about the costs and the contingencies. Owning nothing can be liberating or limiting – and ultimately, the outcome will depend on how we navigate this shift as informed, mindful participants in the new economy.

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Sources

• DelMorgan & Co., The Subscription Economy: Reshaping Consumer Financial Dynamics - DelMorgan & Co.

• Music Streaming Services Stats (2025) - Exploding Topics

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• BMW will no longer charge $18/month for heated seats after customer backlash - Business Insider

• BMW starts selling heated seat subscriptions for $18 a month - The Verge

• Peloton's Hardware-as-a-Service model - Circuly Blog

• DelMorgan report – on Oura Ring and WHOOP requiring subscriptions despite hardware purchase - DelMorgan & Co.

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