black promoters collective
In July, the National Independent Venue Association elected two new members to its board of directors including longtime independent promoter and venue operator Shahida Mausi of The Right Productions and The Aretha Franklin Ampitheatre in Detroit. Mausi, who has run her promotion company The Right Productions for more than 25 years, says the new position is giving her the opportunity “to bring my unique perspective from backgrounds in cultural affairs, government, non-profit and entrepreneurship” to the organization that is looking to take on unfair ticketing practices on a national level, in addition to continuing to advocate for independent venues from local to federal government.
Mausi’s expertise goes beyond the promotion company she founded in 1996. Prior to her independent business, Mausi worked in the non-profit sector and was the head of the Arts Council for the City of Detroit for 10 years. Her family’s roots in Detroit go back more than a century and Mausi’s commitment to bringing art to her hometown through the family-owned Right Productions (her four sons work throughout the company) and her stewardship of The Aretha since its opening.
“What you can do in Detroit with a vision or as an entrepreneur, you can’t necessarily do as easily in other markets. I’m not saying it’s easy,” says Mausi, adding “it’s because of the factory background and the strength of unions in Detroit and the role unions play in politics. You could be working on the factory floor impacting the union, which impacts who gets elected and therefore it gives you access to people that make things happen.”
Since the onset of the pandemic in 2020, Mausi and her sons have wielded their expertise and community building into helping found the Black Promoters Collective (which promoted Mary J. Blige’s 23-city Good Morning Gorgeous arena tour in 2022) and joined forces with NIVA, where BPC won the 2023 NIVA Idea award at the association’s annual conference. Mausi sat down with Billboard to discuss surviving economic downturns as an independent promoter and what comes next.
How do you get an independent production company off the ground?
With the cheekiness of youth, I called the general manager of the Nederlander Theater here in Detroit. Detroit is home to the Nederlanders. This is where the family came from. I called the general manager and said, ‘I don’t think you’re doing enough programming to serve the African American population of the city.’ They said, ‘well, I disagree,’ and there started a conversation and a friendship that has lasted 30 years.
[Nederlander’s Alan Lichtenstein] gave me the opportunity to help launch Broadway shows on their Detroit leg of national tours and whatnot. Early in the business, it served me well that I had spoken up and put my shoulder to the wheel when he did do more to serve this community.
When did you get involved with the Aretha Franklin Amphitheater?
When the building was first built, I was the director of the Detroit Council of the Arts. It was built by the city and I was running the department and, in that role, I did the first three years of programming. Between the time that I left, after those first three years, different entities have managed it for brief periods of time. Then there was an RFP [request for proposal] put out in 2004 and we won the bid. We’ve been managing it ever since.
Was that a difficult time to take over operations of the venue in Detroit?
Yeah. It was 2008 when the housing crisis shut down the economy with subprime mortgages, and Lehman Brothers and all those folks were crashing. Fannie Mae and Freddie Mac failed that year, so we already had shows contracted and up on sale when the disposable income of people completely dried up and stopped. Nobody was buying anything. Nobody knew what was going to happen next. We had to honor those contracts regardless. General Motors – a mile from us – went bankrupt. [The Right Productions] could not afford to go bankrupt. If we had gone bankrupt, it would have been game over.
We had to negotiate our way through that crisis. We were able to weather that storm because we had a good reputation. If I tell you I’m going to pay you on such and such date or that I don’t know when I am going to be able to pay you but I’m gonna pay you, people took me at my word and I honored my word. I didn’t know if we were going to survive, but we pulled on our strength which was our reputation of honoring our word and our commitment to people.
You operated the amphitheater during another crisis, the pandemic. How did you get through that?
If we could only serve 100 people a night, then that’s what we were going to do. We were all shut ins for a year or more, and if you could give people just that, it was worth doing. It was crazy, but I am glad we were able to serve people. That’s what this is, ultimately. It’s facilitating a means of connecting people with things that lift them. It’s a stewardship of a stage and we’re honored to be able to do it.
Did being a family business help get you through the tough times?
I have four sons. All four of them function in different capacities here at The Right Productions and around the country. They all followed paths that were appropriate for their own personalities. They all went to college and brought back those skills. If it was not for family, we would not have been able to pull it through. Because family works when there’s not a dime on the table. I have grandchildren now and they are pulling and pushing and loading and unloading. In 2021, it was truly a family affair because we couldn’t hire people. I had cousins that flew in from New York, sleeping in my living room to help.
Can you describe how The Right Productions was instrumental in founding the Black Promoters Collective?
The pandemic was a good thing and a horrible thing mostly. When everything stopped, there was time to look and think of what could be planned and what could be better. My son, Sulaiman [Mausi] and the vice president of The Right Productions, reached out to other promoters that have a good reputation across the country and we began meeting on a weekly basis to talk about what we could do differently, what could do better in this industry, as opposed to being in our silos. So, we formed the Black Promoters Collective in 2020. That has been a game changer.
Last year, BPC scored a $60 million quarter on Billboard Boxscore before the Mary J. Blige tour. What has the reception been since those numbers came in?
It demonstrates that we have the chops. We have the skills to manage business on that level and that we can execute what is needed to deliver a major tour and to care of a major artist in the way they should be cared for. Let’s just say the business climate has been impacted by our success.
Are there plans to go beyond the U.S. and Canada?
We’ve had conversations. There are some things under discussion. That’s my goal. I’m always looking for growth. I’m always looking for the next opportunity and international touring is something that I want.
The Black Music Action Coalition (BMAC) unveiled a tepid assessment of the music industry’s progress toward addressing historical racism and inequity on Monday (May 15). The organization expressed particular concern about Universal Music Group’s commitment to the cause and the live music sector’s lack of “attent[ion] to Black professionals.”
The BMAC established its “Music Industry Action Report Card” in 2020 “to keep tabs on the promises music companies made in the wake of The Show Must Be Paused” — noting that real progress is unlikely without some type of accountability mechanism. The latest edition of the report, authored by Naima Cochrane, concludes that the music business outlook was “not negative.”
“Why that phrasing?” the report asks. “Because it’s not ‘all good,’ either.”
The report notes that “for the most part, companies that outlined measurable goals and plans in 2020 and 2021 have either continued in forward progression or at least held the line.” But BMAC points out that “there is a history of music companies… being called out for unfair, unjust, or otherwise imbalanced practices.” In the past, when “public pressure rescinds… things revert to how they were before, if not worse.” The report wonders: Is history set to repeat itself?
The BMAC report assesses each music company’s commitment to a more diverse industry according to four criteria: Corporate commitments, partnerships and giving; company representation on a senior level; internal culture and business practices; and transparency and public accountability.
The BMAC praises Sony Music (which earned grades of A, B, B and B+ in the four categories, respectively) and Warner Music Group (A, B, B, B) for “sharing more info about the makeup of their staff by gender, age, and race/ethnicity.” But the report expressed “concern” about Universal Music Group (B-, B+, C+, C), the biggest of the major-label groups.
While the report notes that UMG’s “Taskforce for Meaningful Change was a strong presence in the conversation around justice and change” in 2020 and 2021, the BMAC states that “the group’s presence and visibility felt significantly diminished in 2022.” Why the sudden change? Firstly, the report questions the sudden departure of Ethiopia Habtemariam, “a significant leader,” who unexpectedly left Motown in November.
The BMAC also calls out Capitol Music Group’s “massive cultural blunder” and “especially egregious misstep” with the virtual rapper FN Meka, who was widely viewed as perpetuating racist stereotypes and subsequently dropped from the label’s roster. (“We offer our deepest apologies to the Black community for our insensitivity in signing this project without asking enough questions about equity and the creative process behind it,” Capitol said in a statement at the time.) “The project was a perfect illustration of how music companies have historically commodified a distilled or skewed version of Black culture without including Black decision-makers and/or voices in the process,” the BMAC writes.
In addition to evaluating the major label groups, the BMAC scrutinized the Recording Academy (B, B+, B, B) — which it praises for working “to increase diversity in the voting membership and remove the more opaque aspects of Grammy voting” — and streaming services: “Amazon Music stood out this year for its visible representation among senior staff and its partnerships.” The BMAC also notes approvingly that Spotify has been “diligent in the execution of [its] BLK 5-Star Strategy for diversity, inclusion, and combating inequity.”
In the live music business, where “Black people were systematically shut out for decades,” the BMAC observed that “the impact of that exclusion still reverberates both in offices and on tours.” Promoting diversity “needs to be as much of a concentrated focus at [live music] companies as it is on the record music side,” the BMAC argued. The talent agencies UTA, CAA and WME/Endeavor were all given grades of “needs improvement,” as was AEG Presents. Wasserman and Live Nation were deemed “satisfactory.”
Finally, the BMAC turned its attention to radio, which continues to adhere to “genre lines” that limit the “visibility and opportunity for both our Black artists and Black executives,” according to the report. “The media conglomerates that control the majority of the pop and urban airwaves still have an enormous impact on artist success but also still operate on often arbitrary and outdated music standards,” it continues. BMAC added that “radio is on watch.”
The latest Music Industry Action Report Card acknowledged that “racism, a 400+ year-old disease, will not be cured in 24 months.” “However,” it continues, BMAC hopes that “through music’s reach, power, and influence, the industry can set a new standard of inclusion, diversity, and equity.”
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