Distribution
Rainy Monday mornings are rarely settings for celebration. But on this one, The Orchard CEO Brad Navin has 48,000 reasons to smile: The vinyl edition of Bad Bunny’s DeBÍ TiRAR MáS FOToS has finally shipped, returning the album to No. 1 on the Billboard 200 with the largest vinyl sales week since Luminate began tracking data in 1991.
It’s the Puerto Rican star’s fourth straight Billboard 200 chart-topper, all of which have been released through his label, Rimas, in partnership with The Orchard, the services company that launched as a digital distributor in 1997. After an initial investment in 2012, Sony bought The Orchard outright in 2015, and since — through smart mergers and competitive acquisitions of companies like IODA, RED and AWAL, as well as a global outlook and a top-tier services offering — it has become the U.S. market leader among all distribution companies, boasting an 8.9% current market share for 2025 through May 15, according to Luminate, nearly triple its next-closest competitor.
For the past 15 years, Navin — who joined the company initially in 2003, rising to interim CEO in 2010 before taking over the post full time shortly after — has steered that ship, navigating it through the streaming revolution, the globalization of the business and, more recently, the democratization of music that has led to distribution becoming the industry’s hottest sector, with dozens of new startups and millions in private equity funding flooding the space.
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Still, as Navin notes, “No one has invested in the independent sector more than The Orchard has in the last 15-plus years. We have helped our clients sign artists, grow their business, grow rights within their business, expand where their business might be located — there is not a client in The Orchard that has not grown dramatically while they’ve been with us.”
From the start, The Orchard did things differently. Co-founders Richard Gottehrer and Scott Cohen started the company years before the iTunes Store revolutionized digital downloads and quickly took a global approach. “For years, it was difficult for independent artists to get noticed and get distribution, and early on, we realized it almost didn’t matter where you were from or what language you were speaking — music was music,” Gottehrer says. “It’s a universal language and sharing that was important.”
The past decade has proved that to be prescient: In April, the RIAA reported that Latin music revenue in the United States surpassed $1 billion for the third straight year, and The Orchard is on the front lines of that through partnerships with Rimas (which itself recently bought a stake in Dale Play), Double P Records and the recent acquisition of Altafonte. The company, which maintains 50 offices on six continents, “gives you the tools to think big and not be restricted in your deal or resources,” says George Prajin, who co-founded Double P Records with Peso Pluma.
“[They] prioritize making sure that their partners can reach everyone worldwide,” says Tunde Balogun, co-founder and CEO of LVRN, which signed a distribution deal with The Orchard after exiting its joint venture with Interscope Records. “Whether it’s a genre or a region, it’s amazing to experience how they partner with entrepreneurs and artists and back them and help them grow.”
And as part of Sony, The Orchard has only strengthened its position. “A lot of the new companies springing up in the space are owned by investment vehicles or backed by finance money, and it’s not really clear what their long-term proposal is,” The Orchard president/COO Colleen Theis says. “We serve the independent community, and that’s always going to be our client base and our focus.”
With this proposition, The Orchard continues to attract new clients, from traditional partnerships to its 2022 investment in Rimas to taking stakes in Fat Possum and Mass Appeal. “Sometimes modern automation tricks us into believing these service providers are all the same, but when done right, it’s a far more complex operation than most people realize,” says Tyler Blatchley, co-founder of Black 17 Media, in which The Orchard has taken a minority stake.
“The deals we’ve done over the years have always been very strategic: a specific genre, a specific region of the world, a specific synergy or enhancing the value proposition that’s going to benefit our clients and our reach,” Navin says. “Is there a great operator or a great entrepreneur there that we want to be a part of what we’re doing? That’s where my motivation lies and that’s how we’ve done our deals historically: working with great operators.”
Brad Navin with Mass Appeal CEO Peter Bittenbender (left) and co-founder Nas.
Courtesy of The Orchard
You’ve been at The Orchard for more than 20 years. What was it like when you first got here?
We were a digital distributor before there was digital. It was pre-iTunes, let alone iPhone. I give the founders, Richard Gottehrer and Scott Cohen, a lot of credit — they had this understanding that the world was going to go online in some capacity. At the time, we were flipping over CDs and typing in label copy. That’s what digital meant for us back then.
It had to get more sophisticated to keep up with the volume and what was going to happen next. We wanted to control our own destiny, so we built around technology. And that became our great advantage because it taught us how to build a platform of services and the ability to integrate what’s next, without us needing to know what was next, necessarily. And that ethos exists today.
What did you feel The Orchard needed when you took over as CEO in 2010?
The team before me had the vision to go out all over the world — that music from everywhere matters. And now we live in a time where music from anywhere can stream everywhere. But we hadn’t yet built out our own technology. We were wildly unprofitable, we were in a terrible reverse merger from back in 2007-08, [and we were in a] total state of flux in management and what we were doing. And I came and said, “We need to build this out; here’s how I think it will transform the company.”
Sony invested in 2012 and then bought The Orchard in 2015. How did that work?
In the early days, there was some trepidation about being acquired by a major: Do they understand the independent sector? Do they understand all things digital and what’s going on? But as Richard said on the heels of the transaction, “We were bought by a f–king music company. Not by a bank, not by some people looking to liquidate.”
We had a company with the size that they are on a global level that was going to make sure that IP [intellectual property] was protected, that the value of music and how it’s going to be represented in a streaming world, or a short-form video world, would be represented in the right way, and that, ultimately, The Orchard and our clients were going to benefit. And that’s going to include whatever’s next, like [artificial intelligence]. As long as the creators are in the monetary chain and protected, I don’t know if I care what it is, necessarily.
Even in 2015, 50% of your business was outside the United States. How has that early global focus paid off?
To go into markets all over the world, where there are massively important catalogs and repertoire of varying genres, was an opportunity. As the [digital service providers] began to expand their reach and launch in those markets, we were sitting right there with all this music already available. You’ve got to be part of the local music scene and culture for the value proposition of artists and labels and the local music services. But we also need to be able to move music regionally and globally as it starts to happen. And that’s the way we function.
You said distribution used to be the unsexy part of the business. Now everyone wants to be in distribution. What changed?
The independent sector has always been about partnership, pushing the envelope on marketing, or the next format, or new ways to promote. Basically, they’ve always been willing to f–k with stuff while the big IP companies want to hold back. And as artists become empowered, they start to question: “What’s the definition of a label? What do I need going forward?” That’s a big reason why the industry’s been shifting. The definition of a label, or an artist services company, or a distribution company — it’s all in flux.
What are you focused on now?
If I think about North America, in this last year, Kelsea Ballerini on Black River Entertainment is an example of how the independent sector supports artist development. You could say the same thing in a completely different form for G*59 and $uicideboy$ and their roster. Music that I think the industry wasn’t really aware of but their fans were aware of, that’s the power of the artist being able to be out there, building audiences and driving it forward — it’s stunning. Black 17 and the whole phonk thing that’s been going on — when you work with great entrepreneurs all over the world, there’s new categories of music that we didn’t go out and look for that are happening. This is what’s going on in our sector of the business that’s so exciting.
How many different levels of service do you offer?
It’s not just the different levels. If they want us to f–k off and just put their music out, we can do that. If they want us to hold hands and really be in bed working up to that street date, we’ll do that. There’s no one size fits all at all. There can’t be.
Does that affect the deals you do, to keep them flexible?
To some degree, but not to a wide degree. The influx of outside capital into the music industry the last 10 years, and large competitors being born out of other majors or large, stand-alone distribution companies, whatever you want to call it — competition is great. We thrive off of it. Imitation is the best form of flattery. What is concerning, though, is … there’s a lot of irresponsible deals that have entered the marketplace: low margin, high capitalization. The artists deserve to be in control. They deserve to get paid.
This story appears in the June 7, 2025, issue of Billboard.
Bayker Blankenship’s “Maxed Out” is a bankrupt ballad set in a barren landscape of dead-end towns and nearly-empty bars. The narrator drinks a few too many Jack and Cokes when he’s not spending the night in the clink: “I’m getting into fights and I’m falling hard,” Blankenship sings. “I maxed out one more credit card.”
Blankenship released the track in April 2024 through a distribution company called Foundation. “Maxed Out” performed well — so well that Blankenship graduated to Foundation’s sister operation, Santa Anna Label Group, a more high-touch distributor that’s able to put marketing muscle behind its artists.
“I appreciate their expertise on the content and digital side,” says Brian Schwartz, who manages Blankenship. When Santa Anna promotes songs, “they analyze, see what’s working and what’s not,” Schwartz continues. “And they know how to pour the fuel on what’s working.” “Maxed Out” now has more than 121 million on-demand streams in the U.S., according to Luminate.
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Foundation and Santa Anna are both under the command of Todd Moscowitz, the founder of Alamo Records. After launching Alamo in 2016 and introducing Santa Anna at the start of 2023, Moscowitz has cobbled the companies together into “a soup-to-nuts, fully integrated ecosystem where artists [have] a path to graduate to a premier frontline label,” as he puts it. This approach is becoming increasingly common, as both major labels and independents look to sign more acts and offer an array of options that allows those artists to grow over time — while also remaining attached to the company that initially offered them funding.
Foundation functions as a feeder system, signing a lot of young artists, many in hip-hop and R&B, primarily to low-money, short-term distribution deals. Santa Anna is a level up, with the capability to support labels — including OVO Sound, which scored a No. 1 album recently with the PARTYNEXTDOOR–Drake collaboration $ome $exy $ongs 4 U — as well as individual artists who have already generated some momentum. And Alamo is the more traditional frontline label: It signs a small number of artists directly and provides services to each of them.
Hybrid companies like this — offering the flexibility of a distributor but the promotional firepower of a major label — often work better in theory than in practice. Most distributors “don’t know how to take artists to the next level,” Moscowitz acknowledges. At the same time, frontline labels still “don’t have much experience in indie distribution.” Artists can get lost in the messy middle ground between the two business models.
This makes the growth of Santa Anna/Foundation all the more impressive. In 2024, Santa Anna added more than a point (1.04%) of current market share to Alamo’s 2.11% total. Many competitors would hack off an arm to add a point of current market share in a year. (Foundation’s contribution is included in that number.)
Already this year, Alamo has grown to a 2.91% current share through the first quarter — 1.83% of it from Santa Anna/Foundation — which is good for eighth among all labels in the U.S. Getting to release a Drake collaborative album was a coup for the company; $ome $exy $ongs 4 U, which Santa Anna co-distributed with Republic Records, earned 246,000 equivalent album units its opening week. The radio-ready single “Nokia” has risen as high as No. 2 on the latest Billboard Hot 100, and remains in the top 10.
“If it’s a lot harder to create superstars, it’s all about, how do you soak up more?” says a senior executive at a competing company. He calls Alamo’s integration with Santa Anna and Foundation “brilliant — and potentially an indicator of where things are going in the future.”
Moscowitz was experimenting with hybrid models inside the major-label system long before it was fashionable. He worked at Def Jam during its 1990s heyday and then moved to Warner Music Group (WMG) in 2004, initially as president of Asylum Records. There, he designed “a fluid system in terms of the deals, because when you’re dealing with entrepreneurs, you must be flexible,” as he put it in 2022. When WMG launched its Independent Label Group in 2006, Moscowitz was named president of the new outfit.
He later co-founded the indie 300 Entertainment, which launched in 2014, before jumping ship to get Alamo off the ground two years later. Alamo, which now functions as a frontline label under the Sony Music umbrella, signed chart-topping rappers like Rod Wave and Lil Durk, who have combined to earn 11 top five Billboard 200 albums for the label, including four No. 1s.
Even as Alamo enjoyed that traditional label success, however, Moscowitz couldn’t help but notice that “distribution [was] becoming an ever more important entry point into the business for artists.” Major labels have launched their own distribution wings one after another in recent years, whether that’s REPUBLIC (Imperial), 300 (Sparta), or more recently, Warner Records (Revolution). To compete in this landscape “with a credible, recognized offering,” Moscowitz invested in Foundation at the end of 2022 and launched Santa Anna shortly after.
In hip-hop, Foundation “was first with this very small advance, very early outreach, blanket approach,” the senior executive says. Another executive familiar with the company says they can easily send out hundreds of deals in a year. Five separate Foundation contracts viewed by Billboard show that in the past, the company often offered artists advances between $20,000 and $30,000 with few guaranteed services. In exchange, the artist has to fork over a set number of songs — maybe two dozen new tracks, or some already-released music along with a smaller number of future records.
Foundation takes a cut of royalties, usually between 20 percent and 30 percent, which attorneys say is in line with industry norms for these sorts of agreements. (Though more competitors are offering similar contracts recently, according to music lawyers, causing advances to rise.) Foundation keeps earning until it recoups its expenses; after that, the company typically gets two or three additional years to collect on the music (known as the “retention period”) before rights revert to the artist. The contracts seen by Billboard auto-renew after recoupment unless artists give the company 30 days’ notice that they want to end the relationship.
Moscowitz is adamant that Foundation’s purpose “is not to have a thousand artists doing 100,000 streams a week and make some distribution revenue.” “Most of our artists’ streams go up dramatically after signing with us,” he says. “Some go up so much that it makes sense to engage the entire company and spend substantial money and effort marketing them.”
That’s where Santa Anna comes into play. While many new distributors have entered the industry in the last decade, “a lot of them don’t do anything,” says Conor Ambrose, founder of the label Listen to the Kids. He partnered with Santa Anna in 2023 due to their ability to help his acts. “Their marketing people are talking to our artists; their playlisting team is talking to our artists,” he says. “Everybody’s actually on the phone every week.”
“Every time we’ve asked Todd for something,” Schwartz adds, “he’s showed up.”
Another difference between Santa Anna and its competitors, according to Moscowitz, is that his operation “will not offer marketing on any artist unless we have a path to long-term rights.” In other words, he doesn’t want to help blow up an artist, only to have that act split to another record company.
“Many of these sorts of deals come with upstream clauses, meaning the major-affiliated distributor — in this case, Santa Anna — may have the right to trade the artist up to a frontline label,” says Loren Wells, a music lawyer familiar with Santa Anna. “The terms of the upstream will be much less favorable than the initial deal. But many young artists may see that outcome as unlikely, or simply think, ‘If the worst case scenario is getting signed to a major label with a decent advance, that’s not really a worst case scenario.’” And in genres like country that still favor old-school record deals, Wells continues, the upstream terms may still seem more appealing than other labels’ traditional offers.
Moscowitz says Santa Anna is able to secure future long-term rights because artists “value what we bring to the table” in terms of marketing and promotion. “If we don’t value ourselves, then no one will ever value us,” the Alamo founder adds.
He is pleased with the results so far. “We have eight or 10 artists like Chuckyy, Raq baby, and Bayker Blankenship who are breaking and will be the future stars of our company,” Moscowitz says. “Santa Anna is functioning exactly the way we want.”
Multimedia company REVOLT is staking its claim in the music distribution arena with the launch of 440 Artists. Described as more than a conventional distribution platform, 440 Artists pledges to “redefine independence for the next generation of artists,” says REVOLT. And it will do so by providing artists with an array of resources including global distribution, creative freedom and full ownership of their work plus a 90/10 majority share of their royalties.
440 Artists will also provide exclusive access to REVOLT’s media network: linear and digital TV programming, a full-scale marketing agency, high-impact live events and state-of-the-art production studios. Beyond providing distribution to over 250 DSPs, 440’s offerings range from real-time analytics and release support to opportunities for sync deals, brand partnerships and live performances.
In explaining the reason behind establishing 440 Artists, REVOLT CEO Detavio Samuels tells Billboard, “The independent music game is crowded, but the system is still broken. Artists have more ways to distribute their music than ever, but distribution alone doesn’t build careers. Getting on DSPs is just step one — breaking through takes real visibility, opportunity and strategy.”
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Akinwole Garrett, REVOLT’s vp of business development, adds, “With the recent shift towards artists wanting to remain independent and forgo label deals, we saw a great opportunity for REVOLT to expand its impact. The natural next step was to marry our deep-rooted connection to hip-hop with a platform that truly empowers independent artists — giving them the visibility, industry access and financial opportunities they deserve.”
Detavio Samuels
Courtesy of REVOLT
Cena Zarin, head of music programming & talent relations for REVOLT Media & TV, and Mike Brown, senior administrative coordinator to REVOLT’s CEO and CBO, also played instrumental roles in developing and shaping 440 Artists. “Without their leadership and vision,” says Garrett, “440 Artists wouldn’t exist.”
The launch of 440 Artists will be officially celebrated at REVOLT House tomorrow (March 13) during SXSW 2025. Being held at Vulcan Gas Company in Austin, REVOLT House will feature performances from rising artists such as LaRussell, 310babii, Zeddy Will, K Carbon, Lebra Jolie, Lex Bratcher, Luke Bar$ and WhoKilledKenny. Also on tap: a live showcase of the REVOLT Podcast Network and interactive fan activations.
Samuels and Garrett share further insight below about 440 Artists, whose moniker was inspired by the audio frequency 440 Hz — the universal tuning frequency in music. For additional information about 440 Artists, visit the website.
What else prompted the decision to expand into distribution?
Samuels: We created 440 Artists not just to distribute music, but to plug artists into the full power of REVOLT’s ecosystem. Other platforms stop at distribution. We take it further. No other distribution service is backed by a global media brand with the ability to push artists through a multiplatform, multi-format ecosystem, showcase them on major stages and connect them with brands investing in culture.
Garrett: What started as a move to uplift hip-hop artists has now expanded into a much broader ecosystem — one that supports multiple categories and sub-genres, ensuring that independent talent across the board can grow, break through and succeed on their own terms. Despite the industry’s many players, we bring a unique approach and exclusive opportunities to artists that they can’t find under one roof. As the largest Black-owned media business in the country, with a fully staffed sales team, we offer countless opportunities to integrate 440’s artists into national brand campaigns. Moreover, beyond music videos and performances, we will create additional content opportunities — including podcasts, scripted and unscripted film and television projects, and digital content— to expand an artist’s presence across the media and entertainment landscape.
Akinwole Garrett
Courtesy of REVOLT
What’s the criteria for being selected to join 440 Artists?
Garrett: We seek artists who are talented, driven, and recognize the unique value that REVOLT and 440 bring to the table. Beyond an artist’s streaming performance, physical sales, and other metrics, we prioritize those with a loyal and engaged audience — regardless of size — who have a compelling persona that we believe 440 can elevate to the next level.
Last June, REVOLT became an employee-owned company. How does 440 Artists fit into your overall business model?
Garrett: REVOLT’s employees will play an active role in the success of 440. As majority owners, they will serve as A&Rs within their own networks, engaging with independent artists and making recommendations for those who could be a great fit for the 440 platform. 440 is also a core component of REVOLT’s broader creator strategy and platform. As the creator economy continues to expand and diversify, REVOLT has already established its presence across multiple verticals: working with YouTube creators through the YouTube Creator Network, podcasters via the REVOLT Podcast Network and digital publishers through the REVOLT Publisher Network. 440 Artists serves as the fourth pillar of this ecosystem, collectively forming the REVOLT Creator Network (RCN).
Samuels: 440 Artists embodies what REVOLT stands for: empowering creators and shifting ownership back to the culture. But this wasn’t my idea. 440 is 100% employee-driven. A group of employees saw a gap in the industry, created the vision, designed it and built it from the ground up. Now they get to see their idea come to life in the real world. It wasn’t on my vision board, but it was on theirs. And that’s exactly why we’re doing it.
Warner Music Group CEO Robert Kyncl says the major is willing to forgo buying an indie distributor if it can achieve the same long-term gains by building in-house what would likely cost hundreds of millions to acquire.
“I’ve looked at all distribution companies over the last 18 months … and what I can tell you is that we’re not willing to grow this at all costs,” Kyncl said. “We have an incredible technology team … and they have been building features already for a year and a half. This way you get to the same outcome much more efficiently.”
The Warner Music Group (WMG) head made the comments during a wide-ranging conversation at a Morgan Stanley conference last week that touched on tech improvements and the motivations for WMG’s management overhaul last September, as well as the company’s deal with Spotify and Kyncl’s conviction that there is still room to raise streaming subscriptions prices in the U.S. and elsewhere.
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Kyncl, whose comments on mergers and acquisitions have been under a microscope since WMG abandoned a bid to acquire Believe last April, admitted that building technology in-house will take longer and doesn’t come with the immediate market share gains that accompany an acquisition.
The new hires and organizational changes Kyncl oversaw in the past two years are aimed at increasing WMG’s market share, he says. Under Ariel Bardin, who joined WMG in February 2023 as president of technology, the company has been working to fix the “boring things” in its core tech and digital supply chain to “ensure the stability of systems and [make] sure they could handle much higher volume for the future” without adding staff. It has also worked on WMG’s artist-focused tech services, like its client portal and the pipelines that can accelerate royalty payments.
Several rounds of staff cuts and a full-blown corporate reorganization removed multiple layers of management, giving Kyncl more direct contact with leaders like Alejandro Duque, president of Warner Music Latin America, and Elliot Grainge, the new CEO of Atlantic Music Group.
The company reported in February that these moves freed up money for investments — such as the $450 million acquisition of Tempo Music‘s catalog — and helped Atlantic claim a half-a-percentage point market share expansion.
Another of Kyncl’s hires, Carletta Higginson — the former Google executive who was hired as chief digital officer — was key to WMG’s direct deal with Spotify, which Kyncl says included assurances of more frequent price increases that distributors can profit from.
“In an industry where we are all tied at the hip together, it is important to approach it collaboratively and build for the future together,” he said. “We have a healthy set-up together with incentive to grow.”
Saying that WMG’s market share has improved since he joined the company, Kyncl called out promising upcoming releases from Ed Sheeran and Lizzo that are scheduled to come out later this year. Because more than half of WMG’s revenue comes from outside the U.S., Kyncl said the company’s global market share, particularly in certain countries, is as important as its U.S. numbers.
For the third straight year at the annual Morgan Stanley event, Kyncl sounded an optimistic note on streaming subscription prices thanks to “the incredible resilience of music.”
“I think there’s quite strong evidence that there’s a lot of room to grow on pricing, especially in … mature markets,” he said.
Warner Music’s independent music distribution and artist services arm, ADA, has partnered with Three Six Zero Recordings to handle global distribution for all new releases from the label, the companies announced on Monday that (Feb. 24). Three Six Zero Recordings represents multi-platinum acts like WILLOW, Jaden and The Prodigy, as well as artists such as […]
Last October, Tyler Brown and Harold Serero launched the independent label Heatwave Records. A few short months later, the company accounted for three of the top five records on Spotify in Nigeria for part of January: Fido’s “Joy Is Coming” and “Awolowo,” along with Kvng Vinci and Zerrdyl’s “Hausapiano” remix.
In the past, ambitious executives might have stayed inside a major label or management company for most of their careers. (Brown used to work as managing director of Syco Music, while Serero was an A&R executive at Ultra Music Publishing.) But more and more, they’re stepping out to start their own operations, pursuing a path that offers not just more freedom, but more potential upside if they catch a hit.
Still, running a record label is not easy, and all these fledgling operations would once have turned to more traditional record companies for the resources, back-end infrastructure, and promotional support that are required for success. These days, however, many of them have decided that partnering with a major is no longer necessary. And recently, a number of them are turning to a relative newcomer, the distribution company Too Lost, for those services.
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“We’ve beaten major labels to deals because of how quickly we move once we’ve discovered something,” Heatwave’s Brown says. “We aim to get that deal done within 24 hours. Too Lost backs us charging after these records and supports us fully — not only from an administrative point of view, but financially and in terms of manpower.”
Co-founded by Greg Hirschhorn, 26, Bjarki Larusson, 29, and Alex Silverstein, 27, Too Lost has grown rapidly since launching publicly at the end of 2020. More than 300,000 labels and artists — including established names like Chief Keef, Lil Tjay, YG and Ye — now distribute music through the platform, and its annualized gross revenue, based on the fourth quarter of 2024, was $56.1 million. The company’s emergence has helped enliven digital distribution, an absolutely necessary but resolutely unglamorous sector of the industry that seemed fairly settled just a few years ago.
At the most basic level, digital distribution companies provide artists with a technology service: the capability to upload their songs to streaming services and other digital stores around the world. Artists already had myriad options before Too Lost made its debut. The DIY side of the market — which is often hobbyists who make music for fun and push it to streamers for a low flat fee — relied on stalwarts like DistroKid and TuneCore. More commercially successful acts often found a home at long-running major-label-owned alternatives like The Orchard or ADA.
The distribution landscape “definitely was saturated,” says Connor Lawrence, COO of indify, a platform which helps pair emerging talent with financial and marketing resources. “But there are so many artists out there, I think if you deliver a good product, people will gravitate towards it.” He likens Too Lost’s appearance and upward trajectory to that of canned water company Liquid Death: There were more than enough water brands around in 2019, but Liquid Death launched and became wildly popular anyway. (Too Lost is an investor in indify.)
Hirschhorn, Too Lost’s CEO, prefers a coffee analogy. “There’s Starbucks, there’s Dunkin’, but you can be Blank Street,” which was established in 2020, he says. “You can still build a great coffee business, even in an ecosystem where there’s already existing competition. You need to execute differently, and you need to really emphasize what makes you stand out.”
Unlike many of its competitors, Too Lost aims to help both the DIY side of the market and successful artists who have achieved name recognition and charting hits. (Most distributors focus on one camp or the other.) Too Lost delivers music to, and provides analytics from, a number of streamers and digital stores that other distributors don’t always reach, including FLO and Melon in South Korea, AWA in Japan, or the exercise company Peloton, providing independent artists with more chances to earn revenue, and more opportunities to learn about their listeners.
Too Lost also has a publishing administration option, so artists don’t have to go to another platform to earn songwriting income; a block list function, which will automatically strike an artist’s track if it’s uploaded to Twitch or SoundCloud by a third party; and a breezy catalog ingestion tool, which lessens the technical headaches caused by moving music from one distributor to another. Artist collaborators can easily create free accounts just to receive royalties from projects they worked on — a featured artist might use this if their duet partner is on Too Lost, for example — even if they distribute elsewhere.
“My idea was always to capture market share by just building a very frictionless product,” Hirschhorn says. “People then build loyalty to something that fundamentally just works.”
Too Lost has started to take deals away from established competitors, and that fact, combined with Hirschhorn’s boyish demeanor — his old Instagram picture was Matthew Broderick in Ferris Bueller’s Day Off — has sparked skepticism in the music industry. “Other distributors aren’t the biggest fans” of Too Lost, Lawrence acknowledges. “That means that they must be doing something right.”
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On a Tuesday in December, Laurent Hubert, CEO of the publishing company Kobalt, stopped by the Too Lost offices in Manhattan to meet Hirschhorn in person for the first time. Too Lost added its publishing administration option at the end of 2022 to provide distribution clients with a way to take home songwriting income. Over the last two quarters, that part of the business has grown from generating $200,000 in net revenue to $1 million.
Too Lost currently partners with BMG to collect publishing. (Coincidentally, while Hubert was visiting the office, BMG sent over cupcakes to celebrate the Too Lost founders’ appearance on Forbes‘ latest 30 Under 30 list.) Still, Hubert was interested in learning more about the new company on the block. The result was a genial CEO sparring session, heavy on economic jargon, that ranged from the cost of office leases in Manhattan to the bloated executive salaries at the major labels to the increasing importance of catalog.
The first time Lawrence got on a Zoom with Hirschhorn, he remembers the Too Lost co-founder “speaking a million miles an hour.” (“I ramble,” Hirschhorn says at one point, chalking up some of his conversational velocity to the military-grade cold brew in the Too Lost office.) While chatting with Hubert in December, Hirschhorn sometimes fired off a new idea before the Kobalt boss finished a thought.
But Hubert held his own. He has a gift for distilling economic wisdom into pithy manifestos — “We must crush the majors on cost of capital!” — and slick catchphrases: “We build businesses on trend lines, not headlines.” “I might have to steal that one,” Hirschhorn says later.In a way, he already has. Because Too Lost was a late entrant in the distribution landscape — TuneCore and DistroKid, for example, are both well over a decade old — Hirschhorn says he was able to survey the available options and see what was working, and what wasn’t. His goal was to build “a DIY distribution service that could also service the upper middle class of artists.”
Historically, that has been tough to achieve. Several distributors abandoned the DIY side of the market — a low-margin volume game that comes with common headaches like streaming fraud and copyright infringement — to focus strictly on higher-performing clients, where they can take a cut of royalty income. And the distributors that do offer DIY services often lose clients once their songs start performing well: Wealthier competitors or major labels lure them away by offering a large advance or more personalized help with their careers.
Part of the reason it’s tough to cater to the DIY artist market and the “upper middle class” simultaneously is that their needs are fundamentally different. Hobbyists just need basic functionality, the ability to get their songs on a streaming service and ensure that royalties from any subsequent streams flow back to their bank account. But the upper middle class might want advance funding for their next album, help protecting a viral song from bad-faith takedowns, access to Spotify’s Discovery Mode program, or marketing money to fan the flames of a TikTok trend emerging in Indonesia, for example.
Nevertheless, Hirschhorn set out to satisfy both constituencies. He started working on Too Lost in earnest during the first months of the pandemic, putting $25,000 of his own money into the company. (Hirschhorn started a record label and sold it to Sony as a teen, leaving him some funds to play with.) “It was the first year I could grow a beard, and I grew a full beard,” he recalls. Subsisting largely on Chinese takeout, he gained weight.
Hirschhorn met Silverstein, who was working at +1 Records, through a mutual friend and convinced him to join up as a co-founder, offering a chance to be his own boss. (For a while, Silverstein slept on the couch in Hirschhorn’s midtown one-bedroom apartment.) Larusson was working as a freelance data scientist before he came aboard as chief technical officer.
While many companies call themselves distributors, they often rely on a third party like FUGA and AudioSalad to provide the digital “pipes” that beam music to streaming services. Choosing to provide services and outsource the distribution work means these outfits have to give FUGA or AudioSalad a cut of their earnings, reducing already thin margins. But this way, anyone can launch a distribution offering quickly and then focus on building a profile in a crowded marketplace — often by signing prominent artists.
For many distributors, “It’s less about, ‘Let’s build this out,’ and more about, ‘Let’s raise a lot of money and go do a lot of deals,’” Hirschhorn says. “I’m a true believer that distribution is a technology business, not a music business.”
As a result, Too Lost “built without dependency on any partners,” guided in part by Larusson, who had a computer science background and worked as an engineer on projects for banks, among other endeavors. The founders even built their own payment processing engine, so they didn’t have to pay fees to third parties for financial transactions.
“Greg was late to the game,” notes Josh Feshbach, who manages the singer Pink Sweat$ and works frequently with Too Lost. “What he did better than anyone was understand how today’s DIY artist operates and how they need to run their business. Then he basically tried to put every piece of functionality they would possibly rely on into one platform” — analytics for more than 15 streaming services, funding for advances, copyright registration, publishing administration, cover song licensing, Spotify Discovery Mode access, royalty splitting, reports on songs’ usage on social media, and more.
And it all comes on the cheap: The basic Too Lost account costs $19.99 a year. (For comparison’s sake, it’s $22.99 on DistroKid and TuneCore, though those companies are still much bigger than Too Lost). A label can sign up for an account for just $35.99 a year.
“You can run your entire business from Too Lost’s dashboard,” Feshbach says.
***
Two days after the Kobalt meeting, Hirschhorn rolled into the office fashionably late, a little rough around the edges. While it was an especially festive week for him — an event celebrating Forbes‘ 30 Under 30 inductees, Too Lost’s holiday party — he says he’s usually a homebody: “I put sweatpants on after work. I watch Netflix or answer emails from my couch with a blanket over me.”
But the previous night, Leon Morabia, an attorney at Mark Music & Media Law, had invited Hirschhorn to the firm’s East Coast holiday party, which didn’t start until 10:30 pm. Ron Perry, chairman/CEO of Columbia Records, and Tyler Arnold, president of Mercury Records, had both made appearances. “It was a very impressive group of folks,” Hirschhorn says. “I was like, ‘Well done. I can barely get these guys in a room one on one.’”
Early in 2024, Morabia had reached out to Corey Goldglit, Too Lost’s manager of A&R, to discuss one of his clients, the rapper Ayesha Erotica. “She had a lot of infringement” around her catalog, according to Goldglit — imposters were ripping her songs, uploading them and pocketing royalties from the plays they earned.
Too Lost worked to take down the pirated versions of Erotica’s songs and ensure her royalty income flowed properly to her artist account without even asking for up-front payment. “I’ve never seen it in the music business — someone said, ‘Let me just do this thing for you, and then we’ll take it from there,’” Morabia says. “Usually it’s, ‘Sign your life away here, and then we’ll underdeliver on our promise.’”
Erotica is now earning more than 9 million streams a week on Spotify alone. “She’d never seen a check off her music,” Goldglit says. “Now she’s seeing a lot of money.” She has since signed an official deal with Too Lost, and her team liked the company enough that they recommended it to another act who is now close to signing a deal.
As artists like Ayesha Erotica get bigger, Too Lost’s ability to hold on to them will be a test. But Hirschhorn is confident that, as long as his platform remains versatile, current and easy to use, even artists that choose to go elsewhere will eventually return to the fold.
“You might not always bank with Chase, but you’re not going to get rid of your Chase account,” he reasons. “They might leave to do a project with a major, but they’re going to come back, or they’ll keep their back catalog with us.”
***
Too Lost has been able to win some deals by undercutting competitors, not only on pricing, but on distribution rates — offering to take a 5% cut, for example, when competitors are asking for twice as much. Several executives at rival companies, speaking on the condition of anonymity, believe that this strategy is not sustainable in the long run. And these executives did not understand how Too Lost could be making money.
Feshbach offers a blunt rebuttal. “The people that say there’s no way Too Lost is making any money are just stupid,” he says. “Does [Too Lost] do some deals that I wouldn’t do in order to get people on platform? Sure. But in the long run, they’re weighing these decisions against all of their different revenue streams.”
Too Lost makes money from subscriptions, royalties from distribution deals with bigger clients, and data deals with consumer research companies, according to Hirschhorn. The average customer spends $8 a month between a subscription and other add-on services like cover song licensing, copyright registration and usage discovery, which shows where tracks are being played on various social media services. The company’s adjusted EBITDA for 2024 was $6.5 million.
beatBread, an artist funding platform, has pumped “tens of millions” into Too Lost artists. “I’d like to think that that has at least something to do with their growth,” says Peter Sinclair, the company’s founder, who spent five years at Universal Music Group before founding beatBread. “A lot of guys win deals by promising dream fulfillment,” he continues. “That is expensive. You need fancy offices, a big A&R force. To really focus on the digital nuts and bolts of something [like Too Lost does] can be cheaper. And I think that word is what drives some resentment.”
Too Lost is now in the process of raising $20 million to $40 million, capitalizing on a moment when both investors and major music companies are looking to snap up pieces of the independent distribution market. “I have been working off our balance sheet historically [to do deals], which has a ceiling,” Hirschhorn says. “I’ve had to turn down a lot of amazing opportunities just due to a lack of available capital.” He hopes that raising money will provide extra ammunition to win competitive deals.
Separately, Too Lost might also indirectly benefit from Virgin Music Group’s recent acquisition of Downtown Music Holdings, FUGA’s parent company. Some artists and labels still want to build their businesses outside of the major label systems. If they no longer see FUGA as an option because Virgin is part of Universal Music Group, they will search for other independent distribution companies to partner with, including Too Lost.
The majors “convince artists they’re going to become stars,” Hirschhorn says. But “when they don’t become stars, they still have a catalog making a lot of money every year.”
At that point, he’s making a bet: “Artists are gonna think, I’d rather manage my catalog with those guys over at Too Lost than with the guy who said he’s going to put me on Jimmy Kimmel.”
Reggaetón star Nicky Jam has signed a new global agreement with Virgin Music Group after spending more than a decade with Sony Music Latin.
Under the new agreement, Nicky Jam’s new music will be distributed by Virgin Music Group, which will also administer and supervise Nicky Jam’s catalog for YouTube and will work some material in digital platforms in different territories.
Nicky Jam (born Nick Rivera Camerino) disclosed the terms and impetus behind the deal during an exclusive interview with Billboard in Miami.
“I went with my gut,” he tells Billboard, noting that his contract with Sony had been up and he had met with several labels. “I thought it was the best thing to do. I have too much respect for Afo [Verde, chairman of Sony Music Latin Iberia] and my Sony family. I owe a lot to them and I love them very much. It’s just that sometimes you feel you have to move. I’m very spontaneous and that’s just the way I am. I could say I’m a bohemian. I take my luggage and I go wherever I have to go.”
In this case, Nicky Jam decided to go with a company that is giving him broad latitude. He’ll get to retain ownership of his masters, and will also have wide latitude in determining when he releases his music.
“It’s a distribution contract, but under that contract I can come out with music whenever I want. They are not going to mess with my creative part and that’s beautiful,” says Jam.
Nicky Jam’s new label deal coincides with a series of major changes in both his personal and professional life. Last year, he got married (to 22-yer-old model Juana Valentina Varón], split with his longtime manager Juan Diego Medina and spoke openly about his problems with alcohol and quitting drinking.
From left: Larry Gonzalez, David Daza, Michael Cantor (VMG SVP, Business Affairs and Development), Chi Orjiakor (VMG VP, Strategy), Victor Gonzalez (VMG, President of Latin America and Iberia), Nicky Jam (Artist), and Armando Rodriguez (VMG SVP/General Manager of Latin U.S.).
Courtesy of Nicky Jam
Now, a fit and trim Nicky Jam is readying to release new music that he says reflects his current, positive state of mind. “If you listen to my last album, it was called Insomnio. It was mostly what I was going through: Drinking, partying, it was all dark,” says the singer. “This is the new Nicky Jam,” he adds.
“Nicky has been a true pioneer in Latin music,” says Victor González, president of Virgin Music Group for Latin America and the Iberian Peninsula. “Having him choose Virgin Music Group for this new chapter of his career is incredibly rewarding for me and our entire team.”
Armando Rodríguez, general manager of Virgin Music Group for the U.S. Latin market adds: “Nicky is creating incredible music, and we are excited to work alongside him—not only on his upcoming releases but also in developing a strategic approach for his entire catalog.”
In the past couple of years, Virgin has notably expanded its Latin footprint, signing major names in Mexican music like Carín León, Pepe Aguilar, Angela Aguilar and Espinoza Paz. In the urban realm, Nicky Jam is their biggest get. The Puerto Rican star brings a legacy of hits, including the “El Perdón,” the 2015 smash alongside Enrique Iglesias that spent 30 weeks at No. 1 on Billboard’s Hot Latin Songs chart. All told, Nicky has charted nine songs on the Billboard Hot 100 and 58 on Billboard’s Hot Latin Songs chart, including five Number 1s. This week, he ranked at Nol 162 in streams globally on Spotify, a testament to his lasting appeal.
“This agreement with Virgin Music Group marks a new chapter in my artistic journey. I have always believed in the importance of evolution and adaptation, and I am confident that, together with Virgin Music Group, we will achieve incredible things,” says Nicky Jam.
CD Baby, one of the biggest do-it-yourself distribution services in the industry, laid off members of its creator services team last week, a source close to the matter tells Billboard. Responsible for providing customer support, this team is now being “consolidat[ed]” in an effort to “re-allocat[e] resources” within the company, says a spokesperson for CD Baby.
News of CD Baby’s employment cuts echo the recent news that Distrokid was placing 37 union employees responsible for quality control and customer service on “administrative leave.” These roles were to be outsourced to contractors, located internationally. Its other competitor, TuneCore, was recently sued by UMG in a landmark $500 million lawsuit for allegedly allowing its users to distribute songs that clearly infringed on UMG’s copyrights to streaming services.
Over the last year or so, a number of music businesses, even beyond the realm of DIY distribution, have restructured their companies, leaving hundreds, if not thousands, of music professionals on the search for new jobs. This year alone, UMG completely restructured its recorded music division, laying off hundreds of employees. WMG followed suit with similar restructuring of Atlantic Music Group and layoffs. WMG also shut down LEVEL, one of its distributors. In late 2023, BMG laid off “dozens” in its film/tv, theatrical and international marketing departments.
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A spokesperson for CD Baby replied to Billboard’s request for comment, saying: “In an effort to support the changing needs of artists and the industry, we are consolidating certain CD Baby functions within Downtown and re-allocating resources towards long-term growth opportunities. Unfortunately, this has resulted in the elimination of certain roles and positions at CD Baby. We want to recognize the achievements of these staff members during their tenure with CD Baby. Their dedication to innovation helped CD Baby to become a globally recognized leader in the distribution space. Going forward, we will stay committed to this music-first and pioneering approach, building the services that benefit artists today and in the future.”
CD Baby has helped independent musicians get their music out since its founding in 1998. In the intervening years, it has become one of the pioneers and leaders of the DIY distributor market, democratizing the music business and opening it up to musicians of all backgrounds. CD Baby, and the other services owned by its parent company AVL Digital Group, sold to Downtown Music Holdings in 2021 for a reported $200 million dollars. At the time, CD Baby’s then-CEO Tracy Maddux said of the deal: “This transaction will allow us to take the services we offer the independent music community to the next level.”
Attorneys in the music industry are a competitive bunch. They vie for high-performing clients and duel with each other over deal points; battle is in their blood.
Perhaps unexpectedly, a number of these attorneys have joined forces recently, unified by a common goal: Getting their producer clients paid for their contributions to Vultures 1, the first of two 2024 albums from Ye (formerly known as Kanye West) and Ty Dolla $ign.
Since its February release, Vultures 1 has earned more than 817,000 album equivalent units in the U.S., according to Luminate — including over 1 billion on-demand streams — and a Grammy nomination for the hit “Carnival.” But more than 10 producers on the album do not have signed agreements in place with Ye, meaning they are unable to collect fees, as well as potential producer royalties and publishing income, for their work. And several of the producers who worked on Vultures 2, which came out in August, share the same unpaid fate as their colleagues who worked on the first installment.
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“We have clients who’ve produced music on the Vultures album(s) and have still not been paid for their services even though both albums have been released,” Bob Celestin, a music attorney, told Billboard via email. “Presently, we have no idea when payment will be made, which is so unfortunate and unfair. You would think Ye would be more sensitive to this issue because he is a producer.”
“We’ve had trouble receiving a producer agreement from Ye,” adds Brittney Trigg, another lawyer who represents a producer on Vultures 1. A representative for the star did not respond to a request for comment.
This problem continues to plague the music industry at its highest levels. Jason Berger, a partner at Lewis Brisbois, estimates that in “nine out of 10 deals, the producer has not been paid the day the music comes out.” And due to the volume of new releases, the high number of collaborators on some albums, shrinking major-label staffs, and the mercurial nature of superstars — who have to sign off on producer agreements even if they are running around the world on tour — Celestin says that producers often don’t get paid for a year or more after albums come out.
“The more convoluted the system gets, the less money comes down to the people that are actually making the product,” says Nima Nasseri, who manages the producer Hit-Boy. (Hit-Boy was not involved with Vultures 1.) “Why do people have to fight to get paid?” Nasseri asks.
In Ye’s case, five lawyers with clients on Vultures 1 say that getting them compensated for their work has been even more challenging than usual.
The superstar has cycled through at least two attorneys to help with clearances and is now relying on a third, the lawyers says. Longtime Ye associate 88-Keys was initially involved in negotiations with producers; more recently, Matt Geffen from the Revels Group has taken on a prominent role. (Geffen did not respond to a request for comment.) On top of that, Ye also changed distributors, leaving Label Engine, which is owned by Create Music Group, in favor of Too Lost. (Vultures 1 and 2 were released independently.)
In a typical distribution deal, artists are responsible for clearing songs and disbursing royalties to collaborators. Distribution companies are usually shielded from legal liability, though many offer tools to help streamline the royalty splitting process once clearances are completed.
Still, earlier this year, attorneys for a number of producers on Vultures 1 banded together, coordinating their efforts via a group chat, to draft threatening legal letters to send to Create, since no royalties were flowing to their clients. They hoped that, in a relatively small industry that places a premium on maintaining good relationships, their collective weight might convince Create to try to help them. (A representative for Create declined to comment.) Before the messages could be sent, however, Ye switched distributors.
The producers on Vultures 1 may find cold comfort in the fact that even Atlantic Records — the label to which Ty Dolla $ign is signed — is having a tough time getting paid, according to a source close to the situation. (West alluded to this in an Instagram post in September.) The source says Too Lost is now holding money for Atlantic and other rights holders and working with Ye’s team to clear the records accordingly. Representatives for both Atlantic and Too Lost declined to comment.
The challenges that producers face in getting paid in a timely manner seem all but certain to persist. “The industry’s ‘back of house’ infrastructure really isn’t designed to handle dozens of producers and other collaborators on a single project,” says Tim Kappel, an entertainment attorney. “There are inevitably going to be delays even when everyone is operating in good faith. Throw in a few bad actors here and there, and it’s easy to understand why producers are feeling aggrieved.”
The sad truth is that producers can’t do much to redress those grievances. They have very little leverage once they have turned over the files containing the music that will appear on an artist’s album.
At this point, “we have no recourse besides to try to sue [Ye],” says one attorney with a client on Vultures 1. “But that’s costly.” And, as another music lawyer points out, “Legal claims against Ye don’t really seem to go anywhere.”
In situations where producers are frustrated because they haven’t been paid for their work, their representatives often “threaten to file a takedown notice on the recording,” according to Kappel. “But this is inappropriate since the DMCA takedown process can only be used to report copyright infringements,” he continues. “There is simply no cause of action for infringement among co-authors.” There have been several attempts to take down tracks on Vultures 1, all unsuccessful, according to multiple lawyers with knowledge of the back-and-forth behind the scenes.
Some producers who contributed to the album did receive deal offers from Ye’s team this fall. However, those offers were buyouts, according to multiple attorneys, meaning the producer would accept a flat fee and not receive any royalties if the album recouped its costs. Recoupment may be out of reach — as Ty Dolla $ign told Billboard in June, Vultures 1 is “a very expensive album” recorded between Las Vegas, Miami, Los Angeles, Japan, Italy, Saudi Arabia and Dubai. Still, buying out producers in this fashion is atypical, and multiple lawyers for Vultures 1 producers rejected the offers.
Sources close to Ye now believe he is planning to release another album soon, meaning that the star could put out three uncleared projects in a single year. “It’s a mess,” says one attorney involved with Vultures 1 clearances. “I just keep going back to that word.”
Universal Music Group’s Virgin Music Group struck a global distribution and marketing partnership with Brooklyn-born independent label Partisan Records, which is home to IDLES, PJ Harvey, Blondshell, Cigarettes After Sex, Laura Marling, Ezra Collective and more. Partisan also includes the imprints Desert Daze Sound and section1. The deal follows Universal’s acquisition of Partisan’s longtime partners [PIAS] and [Integral] last month. “The combination of the Virgin and [Integral] teams allows for Partisan to marry the best of the [PIAS] and [Integral] teams that helped get us here with the extra resources of Virgin required to meet our ambition to be the most trusted music company for artists of all genres, worldwide, said Partisan COO Zena White in a statement.
SoundExchange and the South African Music Performance Rights Association (SAMPRA) reached a reciprocal agreement that will see U.S. and South African performers paid royalties for the use of their recordings in the U.S. and South Africa, respectively. This will be the first time U.S. performers are paid neighboring rights when their music is used in South Africa. “This agreement is a result of SoundExchange’s efforts to ensure American creators are treated the same as their South African counterparts in the country,” states a press release on the deal. The multi-lateral agreement, which also includes the AFM & SAG-AFTRA Intellectual Property Rights Distribution Fund, is retroactive to the 2022 distribution period and will also benefit non-featured artists including studio musicians and backup singers. Those non-featured artists will also see South African royalties deposited into the fund, which is administered by the American Federation of Musicians (AFM) and SAG-AFTRA. “This is similar to how, in its U.S. collections, SoundExchange distributes 5% of collected royalties to non-featured artists through the Intellectual Property Rights Distribution Fund, 45% to featured artists, and 50% to rights owners,” the release adds.
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Live Nation acquired a majority stake in Lisbon, Portugal’s 20,000-capacity MEO Arena, marking a major investment for the touring giant in the country. First opened in 1998, MEO Arena will soon be renovated to upgrade premium seating, skyboxes, dressing rooms and concessions. Live Nation also plans to build on the arena’s sustainability efforts to focus on reducing its environmental impact. Daily operations at MEO Arena will remain under its current leadership team. The acquisition follows formal approval by the Portuguese competition authority and is subject to closing conditions. The agreement is expected to be finalized late this year or early next.
Warner Music Group’s merchandise and fan experience division WMX has signed on as the official merch partner for Oasis‘ upcoming comeback tour, Oasis Live 25. The merch offering for the show will include pop-up stores, fan experiences, exclusive brand collaborations and event merchandise. The band is slated to hit stadiums in the U.K., Ireland, North Americ, South America and Australia next year.
Create Music Group acquired Manchester, England-based record label and music publisher Ostereo, which has worked with artists including Joel Corry, J.Fla and Shania Yan. As part of the agreement, Ostereo founder Howard Murphy will exit the company to focus on a new venture, leaving his longtime partners, Ramin Bostan and Nick Kirby, to oversee day-to-day operations.
Dallas-based Regional Mexican label Elegante Records signed a global distribution pact with Warner Music Group’s ADA. The Elegante roster includes Conjunto Rienda Real, La Pócima Norteña and Distinto Norte.
The American Association of Independent Music (A2IM) partnered with artist, songwriter, indie label and distributor funding platform beatBread, effectively providing A2IM members with beatBread’s data-driven funding solutions that enable artist or catalog acquisitions, new release funding and support for general operations and growth. Other benefits include free distribution via Too Lost, free OpenPlay subscriptions and discretionary A&R funds on top of any advances taken (up to 20% of the advanced amount).
Downtown-owned business-to-business distributor FUGA signed a partnership with L.A.-based independent label Mind of a Genius Records (MOAG). FUGA will provide MOAG with its suite of comprehensive services, including digital and physical distribution, synch and licensing opportunities and advanced data analytics. MOAG’s roster includes Mindchatter, Kwaye, Karnaval Blues, Peter $un, and Jordan Astra alongside its frontline releases.
Independent distributor IDOL struck a global partnership with London-based label Full Time Hobby and its alt-rock imprint Hassle Records. IDOL will handle global distribution, marketing and audience development for both labels’ frontline and catalog releases, excluding Germany, Austria and Switzerland. Over 21 years, Full Time Hobby has developed artists including GHOSTWOMAN, Michael Nau, Squirrel Flower, The Saxophones and Casey. Under the deal, IDOL will service new Full Time Hobby releases from artists including Bananagun, Canty and Tunng and new Hassle Records releases from BRUTUS, Dead Pioneers and Jools.