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Executive of the Year

When veteran concert promoter Louis Messina weighs adding an act to Messina Touring Group’s impressive stable of superstar artists, his eyes aren’t focused on the stage. Instead, he’s intently surveying the concert audience. “I watch eyes and lips: eyes, if they’re really focusing on the artists, and lips, if they’re singing along and if they’re smiling,” he says. “When I see that happening, that’s when I know I need to be involved. It’s rare that you see artists that can do that and [aren’t] just going through the motions. You know they bring this unique connection.”
Messina knows that feeling well; he remembers first experiencing it at just 7 years old, when his father took him to see Elvis Presley in his hometown of New Orleans. “I’ve never forgotten that energy in that room,” Messina says. “It was a feeling that I’ve never had before, and I’ve carried it until today. When artists and an audience connect with each other, it’s magical.”

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Seventy years later, Messina and his enviable roster have created plenty of magic together, too. The Messina Touring Group origin story began in 2001 with acts including his longtime client George Strait — and since then, each of the artists Messina exclusively promotes has been within one or two degrees of separation from the country legend (with the sole exception of The Lumineers). Taylor Swift, Kenny Chesney, Blake Shelton, Eric Church and Old Dominion all once opened for Strait; then Ed Sheeran and Shawn Mendes both opened for Swift.

Simply put, Messina says, without Strait “there wouldn’t be a Messina Touring Group.” But Messina’s own story started way earlier. His promoting career got off to a dubious start in New Orleans in 1972 when he sold out a Curtis Mayfield/B.B. King show — only to have the artists get stuck in Atlanta, unable to get to the gig. “I had 8,000 people trying to break the doors down to get their money back. The New Orleans riot squad had to come out,” he recalls. He learned a valuable lesson: “After I got over my depression, I had to go back into the ring. I got knocked down, but I didn’t get knocked out.”

After a tumultuous run in New Orleans, in 1975, Messina and his mentor and fellow promoter, Allen Becker, formed PACE Concerts in Houston. They introduced several new concepts into the live-event business, including touring multi-artist festivals such as the George Strait Country Festival and OzzFest, and were the first promoters to own outdoor sheds, starting with Nashville’s Starwood Amphitheater. Messina and Becker quickly realized they could reap the rewards of, as the late Becker used to say, the revenue from “popcorn, peanuts and parking” — and, in turn, greatly mitigate the financial risk of promoting concerts.

In 1997, Robert F.X. Sillerman bought PACE for $130 million as his SFX Entertainment consolidated the promotion business. In 2001, Messina launched Messina Touring Group, and in 2003, he partnered with AEG. His noncompete clause allowed him only to promote country acts, and he started with a passel that included Strait and Chesney, both of whom he still promotes. “Nobody else was paying attention to country acts back then,” Messina says. “What I did was take a little rock’n’roll mentality and brought it to Nashville; meaning I’m not going to do the same old same old.” He also gave each act its own dedicated team that they consistently work with from tour to tour.

On the fall day that Billboard speaks with the voluble Messina, now 77 and a father of six, he is at his desk in Austin. (Messina Touring Group’s 35 employees — 70% of whom are women — are spread between its Austin and Nashville offices.) “This is the time of the year where I’m busiest because I’m prepping for next year and the year after,” he says.

Still, he’s able to take a moment to look back. Last year was his company’s most successful yet, he says, with 2024 coming in second. Swift doesn’t report her concert totals to Billboard, but Billboard estimates her 2023 shows for The Eras Tour grossed $906.1 million (the tour will end Dec. 8). In 2024, Chesney completed his highest-grossing outing yet, according to Billboard Boxscore, with $159.5 million for the Sun Goes Down Tour, which ended in August. And Strait remains big business: His June 15 concert at Texas A&M’s Kyle Field set the all-time attendance record for a ticketed concert in the United States with 110,905 ticket-buying fans. “Everything’s clicking and so, you know, we’re happy,” Messina says.

But for Billboard’s 2024 Touring Executive of the Year, an artist’s potential career arc can’t be reduced to the success of any one tour.

“Louie isn’t a tour promoter. He’s an artist promoter… He’s a champion of not just the current tour he’s involved in with you, but your whole career,” says Church, who has worked with Messina for 12 years. “Louie always said to me, ‘You think your dreams are big, but you’ll never out-dream me.’ ”

Louis Messina

Jasmine Archie

Your father was a boxing promoter. Though you’ve said he didn’t influence you because your passion was music, what did you learn from him about taking risks?

I hate to say this because my dad’s passed away. He was a good man, but what I learned from him was what not to do. He was not a good businessperson. He did take me to see Elvis and exposed me to the excitement of what live music does. That’s what I’ve learned from my dad.

PACE pioneered the concept of touring artist festivals — multi-act events that would travel the country — but such stadium festivals are virtually gone now. Did local and regional festivals kill the touring artist festival?

I just ran out of talent. And the whole ego about “I’m not going to play in front of this guy… I need 110% billing… I need this. I need that” — it just wasn’t worth it. Then we started building amphitheaters and we made more money doing an amphitheater show than we did [promoting] stadium shows.

Two years into starting Messina Touring Group, you partnered with AEG. How does that relationship work?

I operate totally independent of AEG. Hell, a lot of times I’m competing with AEG over tours. They have their model, Live Nation has their model, and I have my model. My model is about careers, not tours. I always say I’m not in the rent-a-band business. I want to know what that artist’s vision is five and 10 years from now.

Legendary booking agent Wayne Forte unintentionally provided you with a light-bulb moment that changed your approach when you started Messina Touring Group. What did he say?

I was booking amphitheaters, and I referred to artists as inventory, and Wayne goes, “I’m sorry, Louis, did you just call artists inventory?” Literally, it stopped me in my tracks. I went, “I sure did.” At that moment, it totally reset my mind and where I was going in this business. I [wouldn’t] say I’d lost the passion, but I was a promoter that was just trying to sell popcorn and peanuts and parking. And I’m going, “This is not why I got in the business.” I got into the business because I love the passion of it. I changed my whole mentality at that point.

Most of your clients came from being opening acts for artists you were already promoting. Do you advise your acts on their openers?

With Kenny and George, I’m totally involved. Taylor always picks her opening acts. I’m involved with some and with others, I follow their lead. I believe there’s no such thing as overkill. Give the people their money’s worth. I’ve got George and Chris Stapleton and Little Big Town playing stadiums together and Zac Brown Band playing with Kenny. It’s magical.

The newest star in your orbit is Megan Moroney, who recently opened for Kenny Chesney even though you hadn’t seen her perform beforehand. Will she become your next client?

I’d love to work with her. I think she’s amazing. [Chesney’s manager] Clint [Higham] and I were talking about Kenny’s support and we brought up Megan Moroney. Kenny goes, “She’s only got one hit.” I go, “This album is so deep. Kenny, I’m telling you, this is going to work.” I’d never seen her perform, I just listened to her music and her songwriting. We put her on, and oh, my gosh, I’ve never seen Kenny so excited about an artist. He called me and he goes, “Louis, you were right. I was wrong.” But it didn’t take long for Kenny to recognize because Megan is such a natural star.

The production on Swift’s The Eras Tour is unlike anything that fans have seen. Has it changed what can be done onstage?

What Taylor has done is to me the best show I’ve ever seen. She amazes me night after night. She’s one of a kind. She’s always been like that. I’ve known her since she just turned 17… I always tell people, “You think you’re working? Go sit around Taylor for 15 minutes.” I remember when she was the first of three acts with Strait. She was the first one in the production office every day after visiting radio [stations], handwriting notes to people around the country. Ed’s the same way, Eric’s the same way, in their own way. None of the artists I work for is dialing anything in. They’re working their ass off.

The Ticketmaster site crashed when the Eras tickets went on sale, upsetting fans and leading to an antitrust suit against Live Nation and Ticketmaster. In hindsight, what could you have done differently?

When you have 15 million people trying to buy a million tickets, nothing could handle that. When we started adding shows, what [Swift’s management company] 13 and everybody decided to do was to stagger on-sales where instead of putting five shows up at once, we would put one show up at a time. Everybody’s blamed Ticketmaster, but I use this analogy: Imagine getting into a subway car in New York City. It holds 40 people, but 1,000 people are trying to get in that subway car. It just doesn’t work. They can’t get in. That’s what happened.

What’s the biggest change you’ve seen in negotiating artists’ fees over the last 10 years?

The biggest thing is [other promoters] playing with house money. These touring deals that some of my friends and competitors make, it’s ridiculous. The sales pitch [is] “What’s it going to take financially?” I don’t believe in that because if you’re tied to a check that somebody wrote to you, that means you have to play so many shows, your ticket price has to be this. You lose control of your own destiny. My trying to compete with a checkbook, that’s the hardest part I have because my sales pitch is “Let’s talk about the future. Let’s talk about your dreams.” Do what you’re supposed to do and the money will be there. If you chase the money, you’ll never get there.

Ed Sheeran has talked about trying to keep ticket prices low. Is there something other acts can learn from him?

No. This is one thing that’s wrong with artists that [want to price tickets too low]. Ed goes, “Louis, I want to go to bed at night knowing that this is the ticket price I wanted my fans to pay.” I go, “Ed, you’re beautiful for saying that, but here’s the problem: People are going to go to the secondary market and spend $700 on a ticket that you want to sell for $99… and you’re only going to get $99 of it.” I remember a long, long time ago working with George and his tickets were really reasonable and I did a printout of StubHub or whatever and said, “This is how much your tickets are being sold for right now.” And his eyes got big, and it was like a “Holy crap” moment for him. He had no idea.

Which acts are on your wish list?

I love Bruce Springsteen. I adore [Springsteen’s manager] Jon Landau and [tour manager] George Travis. They are all like family to me even though I don’t promote Bruce anymore these days because [Springsteen’s longtime agent] Barry Bell said I was too cheap, that I wouldn’t do the Bruce Springsteen deal. I don’t work at a discount price. My other fantasy [act] is Beyoncé. I adore her. Sometimes it’s cheaper to just buy a ticket than to get involved with the artists you love.

You spend a tremendous amount of time on the road. What’s your best travel tip?

My best travel tip I gave myself is I stopped drinking. This Christmas will be two years. I figured me and Jack Daniel’s had a good run together.

Any thoughts about retiring?

Seeing an artist go from an opening act to a stadium act and knowing that I had a little bit to do with it and walking into that sold-out stadium and seeing that energy… Wow! Why would I want to give that up? I’m the luckiest human being in the world.

Messina will receive Billboard’s inaugural Touring Titan honor at its Live Music Summit & Awards on Nov. 14.

This story appears in the Oct. 26, 2024, issue of Billboard.

On one of the most notable nights of Billboard Latin Music Week 2024, Peso Pluma presented the prestigious Executive of the Year award to George Prajin, his manager and partner, to whom he dedicated an emotional and moving speech. Prajin, founder of Prajin Parlay and co-founder/COO of Double P Records, has been instrumental in Peso Pluma’s successful career. And during his speech, the artist revealed the deep personal and professional relationship that unites them.

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After being introduced by Leila Cobo, Billboard’s content director for Latin/Español, the Mexican music superstar was moved to tears as he delivered his emotionally charged remarks during the private Latin Music Power Players 2024 event held in Miami Beach on Oct. 14. “You are the best person I have ever met in my life,” he said.

Peso highlighted Prajin’s tireless work, noting that he is a paternal figure in the artist’s life: “I told him yesterday coming into confidence, that I had, like, three dads in my life, and one of them is him. And you will always be, George. I love you like a father and you will always be that to me.”

“The talent and sacrifice that we put in is one thing, and all the doors that you have opened for us, and all the things that you have done so that we can have an opportunity to show ourselves as greats before other exponents of music and the industry, have been very important not only for me and for you as a person, but for an entire country, an entire generation,” he continued.

Billboard‘s Latin Power Players Executive of the Year award celebrates those leaders whose vision and strategies have left a significant mark on the music industry over the past year. In this case, Prajin has been recognized not only for his role in the artistic development of Peso Pluma, but also for his broader impact on Latin music. Under his leadership, Double P Records has been instrumental in consolidating new talent and creating innovative strategies to penetrate global markets, raising the profile of Mexican music.

Here is Peso Pluma’s full speech:

First, I want to thank you, George. I want to thank you for everything you’ve done for me, and not just for me, but for my family, for the whole band, for everything you’ve done for each and every one of us. The talent and sacrifice that we put in is one thing, and all the doors that you’ve opened for us, and all the things that you’ve done so that we can have an opportunity to show ourselves as greats to other exponents of music and the industry, have been very important not only for me and for you as a person, but for an entire country, an entire generation.

I just want to thank you for so much, for everything that you’ve given me. If it hadn’t been for you, I wouldn’t be where I am right now. If it hadn’t been for you, I wouldn’t have the things that I have now, and if it hadn’t been for you, many of the things that are happening to us together wouldn’t have happened. I want to let everyone here in this room know that George … I told him yesterday in confidence … it’s hard … I get nervous here with you, and I don’t get nervous when I’m in front of 20,000, 15,000 people. It’s hard not to have a broken voice when these things happen, but today is about you. Today I want to congratulate you for everything you’ve achieved in your career as a professional, not just in music, as a lawyer, as a person … you are a great human being.

You are the best person I’ve ever met in my path and in my life. You’ve helped me make the best financial, work and personal decisions. And I told him yesterday, in confidence, that I had, like, three dads in my life, and one of them is him, and you always will be, George. I love you like my father, and you always will be. Thank you very much, Leila, for giving me the space, and for giving me the time to be able to say these words. I’m not a person who navigates a script; I say what I feel and what comes from my heart at the moment. And I just want to say congratulations, George, and thank you. You are the f–king executive of the year.”

The first time George Prajin took Peso Pluma shopping for a music video, they didn’t see eye to eye. “I wanted him to go John Varvatos rock’n’roll, and he wanted to go to Burberry,” Prajin recalls. Considering that the video would also feature regional Mexican artist Luis R Conriquez for their 2022 collaboration, “Siempre Pendientes,” “I was like, ‘I don’t know about that,’ ” he adds. But, as Prajin proudly admits of the all-plaid ensemble (complete with bucket hat) that Peso insisted upon (and which perfectly contrasted with the gritty desert setting), “He was right — and after that I learned not to go against him.”
That implicit trust now goes both ways — and Prajin, 52, has earned it. As the son of Antonino Z. Prajin — who owned Prajin One Stop, a music retailer and distributor that sold to over 3,000 stores across the United States and Mexico and had more than 20 warehouses throughout Southern California in its 1980s and ’90s heyday — the music business has always been in his blood. “Some people do what they love. Some people are born into a trade. I got the best of both worlds,” he says, speaking in a green room at the Honda Center in Anaheim, Calif., hours before a recent Peso Pluma show there.

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After graduating from University of California, Los Angeles in the mid-’90s, Prajin founded the independent label Z Records, which scored early success with Jessie Morales (known as El Original de la Sierra), an Angeleno who loved West Coast rap and Mexican music and who ruled Billboard’s Top Latin Albums chart with his Homenaje a Chalino Sánchez in 2001. But when physical record sales plummeted, Prajin One Stop shuttered in the late 2000s — and so did Z Records. “It was hard to make money with music during that period of time,” he recalls. “And so, I got disillusioned. I got a little depressed — but I tried to stay very close to music.”

Prajin went on to earn a degree from Southwestern University School of Law, becoming a sports and entertainment attorney and establishing his own practice while producing music on the side — and retaining ownership of the Z Records catalog. But in 2008, thanks to his love of MMA (and friendship with fighter Tito Ortiz), he entered an entirely new world: the Ultimate Fighting Championship. Prajin spent the next decade-plus focused on representing UFC’s top talent as an agent and a manager, earning a reputation as a master negotiator. “It’s educating yourself on the deal and being two steps ahead — and knowing what you’re asking for is valid,” he says.

By 2019, Prajin — who had continued to do music business work even as he dove into the UFC world — and his practice were negotiating “massive deals” for record labels. At the same time, he noticed a catalog-driven uptick in Z Records’ revenue and, on the advice of his law partner, Anthony Lopez, reentered the industry, launching Prajin Parlay in 2021. “I was looking for something that had nothing to do with any of the clients I was representing, and I started going back into the ’90s,” he says. And so, with the new Prajin Parlay, he soon helped launch Época Pesada (a group of corrido giants who were then in their 40s) and revive the career of Lupillo Rivera.

Soon, Prajin was again focusing on music full time, and his first major signing (in partnership with Grand Records) was Mexican singer-songwriter (and future star) Junior H. But it was an early management signee who would define his storied career — and help him emerge as one of Latin music’s most powerful and admired executives.

When Prajin first met Peso Pluma (born Hassan Emilio Kabande Laija) in 2019, thanks to an introduction from his former client Morales, the then-unknown artist was walking around Prajin Parlay Studioz in Anaheim playing guitar. “I was really intrigued by him,” Prajin recalls with a far-off look in his eyes. Morales was trying to help the young artist find management to no avail; given that Prajin himself had just reentered the industry, he, too, initially passed.

Morales’ father, Herminio Morales, signed the future superstar, but soon became too ill to work. And so, by 2022, the offer was back on the table — and this time, Prajin said yes. (Herminio, who is healthy today, remains involved in Peso’s career.) “I [waited until I] felt like I could really put up my sleeves and do what I do best,” Prajin explains.

George Prajin photographed backstage at Intuit Dome in Inglewood, Calif., on Aug. 20, 2024.

Chris Polk

Apparently, that was developing a global groundbreaker who has repeatedly made Billboard chart history while helping to elevate música mexicana from “the genre that has always taken a back seat,” as Prajin puts it, to the forefront of the mainstream.

“I’m not going to take all the credit because [label] Rancho Humilde, Natanael Cano, Junior H and all these other artists brought something that first, second and third generations of Mexicans born in the United States were lacking,” Prajin says. “But Hassan took that road and connected it to the international highway.”

Prajin now admits that when he first met Peso he was a bit confused. “I couldn’t tell what type of artist he was,” he says. “I thought he was a rapper, or was he a rocker? [The last] thing I thought of was a corridos singer. When we first started talking, he told me he wanted to do reggaetón. He wanted to do everything.” (Prajin even had him record a Pink Floyd song “to see if he trusted me.”)

“I said, ‘I love that, that’s what I want, but I’ve been doing this for 20 years, and it’s tough,’ ” Prajin continues, noting how in the past he’d only had fleeting success with rappers recording over banda beats. But, critically, Peso didn’t want to blend anything; he wanted to own every clearly marked lane he explored.

Together, they made a plan “to focus on his core audience, regional Mexican, and really build that. And at the same time, reach out and get a feel of these other genres and take it from there.” And they’ve done just that. In 2022, Peso made his Hot Latin Songs debut with “El Belicón,” with Raúl Vega. The following year, he scored the most entries on the chart of any regional Mexican act — and his team-up with Eslabon Armado, “Ella Baila Sola,” became the first regional Mexican song to enter the top five on the Billboard Hot 100 (where Peso has now charted 31 songs).

Peso’s third album, 2023’s Génesis, scored the highest placement on the Billboard 200 for a música mexicana album ever, debuting at No. 3. This year’s Éxodo double album also debuted in the top five, and for its second half, Peso enlisted several nonregional heavy hitters including Cardi B, Quavo, Anitta and DJ Snake. In August, Peso scored one of his biggest features yet, replacing Bad Bunny on Ye and Ty Dolla $ign’s “Drunk,” off the new deluxe version of Vultures 2. (“He couldn’t believe it,” Prajin says, “because they’re so mysterious. They don’t even tell us until the song is released.”) Lately, Peso has been walking onstage to Black Sabbath; Prajin thinks he could do a rock album one day.

Their relationship has now expanded beyond just music to include Double P, Peso’s imprint through Prajin Parlay Records that launched in April 2023. (Prajin is the imprint’s co-founder and COO.) By December, Double P had signed a distribution deal with The Orchard, and in August, the label’s publishing division signed a global administration deal with Downtown.

Today, Double P’s roster boasts a tight-knit crew that shares talent — and Peso’s friendship. As CEO and head of A&R, Peso has strategically signed Mexican music acts Vega, Jasiel Nuñez, Tito Double P (Peso’s cousin and one of his co-writers) and Los Dareyes de la Sierra, among others.

“We’re building a team and going together, and that’s what I love about Hassan,” Prajin says. “Jasiel Nuñez was a friend. They made a deal — whoever makes it first is going to pull the other guy with him, and [Hassan] did that. He pulled him with him on tour. We’ve signed him. That’s their philosophy. We’re a real community.”

Plus, as Prajin says, having Peso as a partner helps him stay on top of his management game, too. “Because you really want to give the attention to Hassan, but then you don’t want to sign other artists and not give them the attention that they deserve… He’s always like, ‘Hey, make sure that everybody’s getting the attention that they need, too.’ ”

And as Prajin Parlay has proved over time, one rising tide can indeed lift all boats. In 2023, it finished atop the year-end Hot Latin Songs Publishers chart — Prajin proudly displays the trophy at his house next to his Grammy (honoring Génesis as best música mexicana album [including Tejano] at the 2024 awards). “One of the reasons why we won that publisher of the year award is [because of] Tito Double P,” Prajin says, crediting his songwriting savvy. “[He] then developed as an artist, and today, we released his first album.

“We’re providing those label services, and we’re doing it inclusive of the same management fee that any other manager would charge,” he continues. “A lot of people tell me that’s a crazy notion, but we’re not going to get rich or poor overnight.”

That same thought process led Prajin to restructure Peso’s five-year record and management deal just nine months in. Prajin had seen his early client Jessie Morales make a healthy living off music, only to end up “on hard luck,” and he never forgot it. “I always told myself, especially when I was practicing law, that if I had the chance to do this again, I would teach [artists] to not only be wary of how they spend their money, but to also build their own team. Have their own lawyer, have their own CPA. I want them to make sure that going forward, whatever they do in their lives, they’re going to make the right financial decisions. I fought hard for [Peso] to have his own [attorney in] Mexico. He has his own CPA. And then he has a person that audits the CPA.

“When I saw him making the kind of money that he was making… The artists should be the ones seeing the benefits, and that’s why we changed our deal,” Prajin continues. “I restructured it and made him a partner in Double P. It’s the right thing to do — and just one of the few times in life that something good turns into something great, because we’re killing it.”

Prajin, who is warm and attentive, says his father’s own “big heart” inspires him as an executive. “His kindness, his generosity, those are the things that have [helped me excel],” he says. “You could be a shark. But I don’t think those guys last too long. It’s all about networks. Right? I think a lot of the things that we accomplished were because I was able to pick up the phone and reach out to anyone. Everything comes full circle.”

And Prajin Parlay’s betting-inspired name tells its own full-circle story: Prajin has often said when something works, he doubles down. In the years to come, he says he’s “doubling down on everything” — beginning with Double P Records, saying the label is in the middle of completing a business transaction that will allow it to “really double down.”

“Double P Records and Prajin Parlay in five years are going to be a global brand,” he says, noting that in the next year or so he hopes to open offices and a recording studio in Madrid. He also has plans to grow the management roster and maybe even acquire other catalogs or companies. He’s also considering a sports division: “We’ve talked about it, yes,” Prajin says, adding that he and Peso are both fans of combat sports, and even share a boxing coach.

He admits that as a manager, what takes up most of his time each day is “trying to make everyone happy… I’m constantly trying to make sure everybody takes vacations, has their personal lives. You know, I’ve lived my life, I haven’t had any kids. I’ve devoted myself to my artists and to my athletes. And am I going to regret it down the road? I might. So I always tell people, ‘Think about yourself, too. This job isn’t your only focus.’ ”

Fortunately, Peso has been planning ahead for quite some time. The artist has long admired Jay-Z, and Prajin believes Peso is already following in the rapper’s footsteps to becoming a mogul himself. As for Prajin, he says his five-year plan looks a lot like an exit route, before laughing through a nervous smile: “No, I’m just kidding.”

He mentions how the other day, he and Peso were reminiscing when the artist told him, “You changed my life.”

“He changed my life as well,” Prajin says. “He’s allowed me to love music again, and also reach a lot of the goals I made for myself that I thought had passed.”

This story appears in the Sept. 28, 2024, issue of Billboard.

David Furnish felt a rush of endorphins wash over him. It was a warm June evening in 2023, and the surging crowd of over 120,000 had gathered to witness the first-ever Glastonbury Festival set — and, at least for the time being, the last public concert in the United Kingdom — by Elton John. That crush of concertgoers was screaming for Furnish’s star client — who also happens to be his husband.
“Even the concession stands in the back closed down so that they could watch the show,” Furnish recalls, still flabbergasted nearly a year later. “The crowd just filled in around the stands and along the entire north barrier. It was a sea of joy.”

The performance would break records for the annual festival: Along with that in-person crowd, John’s performance garnered 7.3 million overnight viewers on BBC One, making it the most-watched Glastonbury set in history. And if not for Furnish, it never would have happened.

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“Elton and I have been talking about it for years. He would say, ‘I just don’t know if I’m right for Glastonbury,’ ” Furnish tells Billboard over Zoom today as John chuckles next to him at their home in Windsor, just outside of London. “I was like, ‘Are you kidding me? You’ll go down really, really well.’ And sure enough, it was overwhelmingly wonderful on every level.”

While Furnish, 61, has been a part of John’s life for just over three decades — the couple began dating in 1993, entered a civil partnership in 2005 and officially tied the knot in 2014 — he has spent the last nine years working as the icon’s manager, bringing his years of experience in advertising to preserving John’s legacy, reestablishing him as a legendary singer and revitalizing his brand. That meant taking an aggressive approach to telling John’s life story through a tell-all memoir (Me) and blockbuster feature film (2019’s Rocketman), introducing his music to a younger audience through strategic partnerships and closing out his touring career with a record-setting farewell outing that was the highest-grossing trek by any artist prior to Taylor Swift’s The Eras Tour.

“I cannot think of anybody in the world who would have done a better job than David has over the last nine years,” John says. “This man has done the most incredible job with my career, and what’s more, he has helped me enjoy it even more than I thought I could.”

Jack Alexander

Born and raised in Toronto, Furnish didn’t imagine a future where he would be working behind the scenes for an entertainment legend. After graduating from high school, Furnish says he originally dreamed of becoming “a musical theater-type actor.” But on his family’s advice, he instead pursued a business degree at the University of Western Ontario, where he graduated in 1985. Recruited out of college by storied advertising firm Ogilvy & Mather, Furnish thrived, becoming the youngest director at the company by the time he was 30.

“At the end of the day, I’m more of a creative than a businessman. That’s just the dominant side of my brain,” he explains. “I chose advertising because it was the most creative business I felt I could get into.”

But after meeting John in 1993 at a dinner party hosted by a mutual friend (they began dating shortly thereafter), Furnish found himself in need of something a bit more flexible. Leaving advertising behind, he pursued a career in film, producing multiple movies, including 1999’s Women Talking Dirty and 2006’s It’s a Boy Girl Thing, through John’s own cinematic imprint, Rocket Pictures — where he also made his directorial debut with the singer’s 1997 tell-all documentary, Elton John: Tantrums & Tiaras.

During that time, Furnish noticed that his husband’s career needed further direction. “I was trained to understand how you start at the beginning of a journey and then figure out what steps to take with the audience to get them from point A to point B,” Furnish explains. “I also knew the most important thing for Elton was keeping his songs alive and relevant for the next generation. So the rest came rather naturally.”

Taking over as the star’s manager in 2015, Furnish devised a business plan to reinvigorate John’s career — an approach the singer points to as a marked improvement from his past management. “Before David started managing me, our relationship with the record company [Universal Music Group] was just my former manager saying, ‘Let’s go in there and ask them for more money.’ And that is a terrible attitude to have,” John says with a laugh. “Now I have the best relationship with my record company because [David] came in with a plan to get us in better shape.”

Elton John and David Furnish with party attendees (clockwise, from left) Michaela Jaé Rodriguez, Lucien Laviscount, Andrew Watt, Charlotte Lawrence and Brandi Carlile at the Elton John AIDS Foundation’s annual Academy Awards Viewing Party in March.

Michael Kovac/Getty Images

After sharing his plan with John, Furnish says he immediately sent the strategy to UMG CEO Lucian Grainge, aiming to show the label that “things were going to be different.” That open line of communication led to a groundbreaking deal between Rocket Entertainment and UMG in 2018, in which the two companies signed a global partnership spanning recorded music, publishing and licensing rights for the rest of John’s career.

Furnish explains that, with John’s label contract set to expire in 2018, it felt right to begin renegotiations with UMG as soon as he signed on. “To do any negotiation, you want to have the most robust environment, and you want to do it at the right time,” he says. “We didn’t go in and say, ‘Here’s the new plan, so we want a new deal.’ It was a simultaneous conversation, and we all walked away happy with the results.”

With negotiations at UMG squared away, Furnish set his sights on bolstering John’s reputation among younger audiences. The first step in that direction came with Apple Music. Meeting with co-creator Jimmy Iovine “back when it was still called Beats Music,” Furnish pitched him on John as an asset for what would become Elton John’s Rocket Hour, now one of Apple Music’s longest-running programs. “We just took what Elton naturally does in his everyday life — he listens to everything — and found a passionate vehicle for it,” he says. The strategy worked: Along with burnishing John’s reputation among young listeners, the show has also championed vibrant new talent like Lil Nas X, Rina Sawayama and, most recently, Chappell Roan.

Another cornerstone of Furnish’s plan came to fruition with the 2019 release of Rocketman, the award-winning musical biopic starring Taron Egerton and covering the early years of John’s career. The film scored John his second Academy Award win for best original song ­­— with longtime collaborator Bernie Taupin for “(I’m Gonna) Love Me Again” — and introduced John’s catalog to an eager, younger audience.

As John puts it, “Things really started to change with the film.” Its themes of “self-love, addiction, familial love and acceptance” helped make the living legend’s career more accessible for less-familiar viewers, Furnish says. In the years since Rocketman’s release, he reports, 58% of John’s streams have been generated by 18- to 35-year-olds.

Elton John (left) and David Furnish onstage at the Elton John AIDS Foundation’s annual Academy Awards Viewing Party in March.

Michael Kovac/Getty Images

With more youthful listeners hearing John’s music, he and Furnish ensured that he would keep their attention with a pair of hit remixes: 2021’s “Cold Heart (Pnau Remix),” featuring Dua Lipa, and 2022’s “Hold Me Closer,” featuring Britney Spears. The tracks returned John’s music to the Billboard Hot 100 for the first time in over 20 years, with both songs putting him in the chart’s top 10 for the first time since his 1997 No. 1, “Candle in the Wind 1997/Something About the Way You Look Tonight.”

The active effort to bolster John’s audience reflects the pair’s shared interest in holding on to his legendary catalog. While other legacy artists have sold off their song collections to companies like Primary Wave or Concord, Furnish and John remain steadfast in their desire to maintain control.

“To be the custodians of that legacy that Elton and Bernie built is more important to us than anything. Elton’s catalog is about as blue chip as I would want an investment to be,” Furnish says. “Look at the disruption that has happened with Hipgnosis [Songs Fund]; I can’t think of anything more worrying than selling your catalog to a group you liked and then suddenly, it’s in the hands of somebody else. That’s heartbreaking, especially after spending your life protecting it.”

With their two sons, Zachary (now 13) and Elijah (11), reaching school age, John and Furnish enacted the final component of their plan: ending the singer’s touring career. “It was never a question whether I wanted to stop, because I knew I needed to be with our boys. I had been on the road since I was 16, 17 years of age,” John says, sighing. “Of course, I’ve enjoyed it all, but you have to know when to quit. And I wanted to quit at the top.”

Starting in September 2018 and running through July 2023, John achieved his goal with the Farewell Yellow Brick Road tour. Across 330 shows spanning five continents, the trek grossed a whopping $939 million in ticket sales, according to Billboard Boxscore, becoming the first tour in history to surpass the $900 million mark.

That figure is a point of pride for both John and Furnish, especially considering all the work they had invested in making John’s departure as spectacular as possible. “Elton put the most extraordinary foundation in place at the beginning of his career, and I got such a greater sense of appreciation for how hard he worked throughout this tour,” Furnish says. “As a businessperson, I knew how to chart a path that could get him to where he deserves to be. When you put those together, it’s a winning combination.”

The tour also secured John a prestigious honor held by only 18 other creatives — an EGOT — thanks to an Emmy win for outstanding variety special (live) for his Elton John Live: Farewell From Dodger Stadium special on Disney+. “It was such an important moment for Elton professionally and for us as a family,” Furnish says of the November 2022 performance, John’s last in North America. “To have it honored that way, and preserved in time forever, is really beautiful.”

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Yet despite pulling together an unheard-of string of accolades in his husband’s career, Furnish also speaks with unparalleled passion about his work as chairman for the Elton John AIDS Foundation. Throughout his conversation with Billboard, he regularly mentions the organization’s work in Johannesburg, the southern United States and elsewhere to improve community access to standard HIV testing and treatment, reduce the stigma surrounding the spread of the virus and raise millions of dollars to help end the AIDS epidemic by 2030.

It’s important, Furnish points out, to translate the success of both his and John’s careers into actionable, meaningful change in the world. “You need the other side of life to keep your feet on the ground, to take the gifts that you’ve been given and the opportunities that you’ve been given and help other people,” he says. “We both work incredibly hard, but we also realize we’re incredibly lucky. We have an obligation to give back.”

With so many career-defining victories over the last decade, John says he feels privileged to share them with his companion — in no small part because their partnership is what helped make those victories happen. “The complete trust that we have in each other is a godsend,” he says. “Looking at this from a completely egotistical point of view, I’ve always been a big artist. But what David has done lifted me into the echelon of artists like The Rolling Stones, The Beatles, Paul McCartney. That’s how good he is.”

Furnish quickly interrupts to correct his husband: “No — that’s how good you are.”

This story will appear in the June 22, 2024, issue of Billboard.

It’s 9 p.m. on a Wednesday evening in Miami, and Ty Baisden is still taking care of business with an energy level that belies the hour.
“I’m a firm sleeper who gets my eight hours,” says Baisden, his Georgian drawl giving way to laughter. “But what I don’t do is the bulls–t. So subtract the bulls–t, and you’ve got a lot of time to work and a lot of time to rest.”

That philosophy has anchored Baisden since he broke into the business as a manager in 2008. During that time, the native Atlantan also closely observed successful creative/business partnerships including Disturbing Tha Peace Records with Ludacris and Chaka Zulu and Grand Hustle Records with T.I. and Jason Geter.

Given the tenuousness of most manager-artist relationships, Baisden wanted to apply that collaborative model to the right act. “I was like, ‘I’ve got to find an artist that will want to partner with me where they deal with all the creative and I deal with all the business. Then we can build a company together, and we’ll be protected because the company is our protection.’ ”

In 2014, he found an ideal ­artist-partner in Brent Faiyaz after discovering him on SoundCloud. “It wasn’t an easy thing,” Baisden recalls. “I had executives telling me, ‘Don’t partner with artists; that’s dumb.’ And I had artists thinking, ‘No, I’d rather do something with a major label.’ Brent was the first artist that really believed in the overall process of that kind of partnership.”

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Over the last nine years, the business alignment between Baisden’s firm COLTURE — an acronym that stands for Can Our Leverage Teach Us Real Equity — where he is head of ventures and innovation — and Faiyaz’s Lost Kids label has yielded several successes. Among them: Faiyaz’s 2020 EP, F–k the World, bowing at No. 20 on the Billboard 200, followed by his momentous No. 2 debut with second studio album Wasteland — against Bad Bunny’s multiweek No. 1 juggernaut Un Verano Sin Ti — in 2022.

Then in 2023, Faiyaz’s F*ck the World, It’s a Wasteland Tour grossed $5.3 million and sold 68,000 tickets over 18 shows, according to Billboard Boxscore. Separately, in 2023, he launched his own creative agency, ISO Supremacy, in partnership with UnitedMasters. (Baisden is not involved.) ISO joined forces with PULSE Records in an artist development joint venture, and in May struck gold with genre-melding R&B singer Tommy Richman, whose “Million Dollar Baby” has spent two weeks at No. 2 on the Billboard Hot 100.

Splitting his time between Atlanta and Miami with a 22-member staff, Baisden, 40, works alongside COLTURE co-founder and head of creative services Jayne Andrew and partner Paris “PK” Kirk. The three are also co-founders and equity partners in COLTURE Holdings, which houses the firm’s nonmusic-related businesses.

“I don’t manage artists,” Baisden says of the business he has built with Faiyaz. “The skin that I have in the game is seeing another Black man be successful in whatever they want to do.”

Devin Christopher

What COLTURE accomplishment stands out over the last 18 months?

Our company vertically integrated and built Brent’s [2023] tour from start to finish. Usually, management will hire out for everything to get done. I partnered with Wasserman Music’s Callender to route it and negotiate the deals. Meanwhile, I handled the entire budget. Jayne handled all the band details, creative direction and making sure Brent felt comfortable onstage while PK handled all the lifestyle and afterparty events. And we each split time going to the different [tour stops] and booking the buses, freight and travel.

That’s not the job of managers, but we’re not managers; we build businesses. To build a business, you’ve got to manage the budget so you can determine your margin. Brent’s tour profited because we controlled every single dollar that was spent. I just think that’s very loud. So many people go out on the road and don’t make money. The artist gets paid, but when it’s time to do your balance sheet, you come out in the red. Many times, when you have other people managing a big lift, you’re going to get blindly overcharged.

How does the COLTURE partnership with Faiyaz and Lost Kids work?

Christopher Brent Wood [Faiyaz’s birth name] and I are business partners. When Christopher turns into the artist Brent Faiyaz and I’m operating on the latter’s behalf, then my job title is manager, for which I get a percentage. That’s probably the best way I can put it. We’re 50/50 partners in Lost Kids, under which we have multiple businesses. That was basically our handshake to one another in the beginning. Those projects and his tours are the financial seeds for Brent and me to go out and make individual investments. Lost Kids gave Brent the opportunity to invest in ISO Supremacy with his high school friend Darren Xu, and now they’re having a huge success with Tommy Richman. Beyond music and publishing, our biggest investments under Lost Kids involve real estate in Atlanta and Dallas and more than 20 startup companies, including Athletic Greens, Therabody, Audio Shake and Seed. And the great thing is three of those four companies — Seed, Audio Shake and Athletic Greens — are led by women.

Lost Kids also sponsors annual initiatives on behalf of female executives and entrepreneurs.

We just finished our fourth annual Show You Off grant program, giving 12 women $10,000 grants each to run their own business or launch a new idea. One of the policies of the grant is to reward Black women that are from the DMV [Washington, D.C., Maryland and Virginia] area. This year was a heavy one with new ideas involving STEM companies, [artificial intelligence] technology, electric batteries, etc. Thus far, we’ve donated about half a million dollars or more to Black women-helmed businesses.

What additional clients and businesses are under the COLTURE umbrella?

On the producer side, we have Nascent, who’s just finishing his project, Don’t Grow Up Too Soon, that we’ll distribute independently; Jordan Waré and Dpat, who have both worked with Brent. We have a partnership with [podcast] Million Dollaz Worth of Game to help [former rapper/co-host Gillie Da Kid] build out a music division. We’re doing their artist N3wyrkla’s first rollout with Troy Carter’s Venice Music. We collaborate as well with [pop duo] Emotional Oranges on distribution and creative direction when needed. Then, in the same kind of partnership I have with Brent, there’s Canadian female artist Kalisway, who writes and produces funk and R&B. Lastly, we’re helping actor Malcolm Mays [Starz’s Raising Kanan] launch his music career to diversify his business.

What’s the biggest issue facing the independent community right now?

An indie company can put out a song and the song can blow up, but more than likely, the company doesn’t have sufficient infrastructure to make sure everybody’s paid fairly based on their contributions to the record that just changed their artist’s life. The artist and the label are going to get big checks, but the songwriters and producers are probably going to get paid a year or two later, depending on how savvy their manager is — if they even have a manager.

Where do you envision COLTURE three to five years from now?

We have a 10-year plan outlining that parent company COLTURE Holdings will be generating $100 million in revenue by 2030. That’s the goal. Over the next three years, we’re launching our full-fledged media department, including TV, film, podcasting and digital content. The sports division is developing, and we’re continuing our real estate operation. We’re basically building a community and a pipeline for disrupters who can either stay within our ecosystem or build their own businesses.

Additional reporting by Shira Brown.

This story originally appeared in the June 8, 2024, issue of Billboard.

In December 2021, when Michelle Jubelirer became Capitol Music Group chair/CEO — and Capitol’s first female chief executive in its 80-plus-year history — she didn’t take much time to dwell on her historic accomplishment: She had a flailing company to save.
“The challenges [I inherited] were plentiful,” Jubelirer admits. CMG faced a falling market share, staff turnover, pandemic challenges and an unwieldy artist roster. “The truth is,” she says, “a lot of change happened in a short period of time.”

Many believed Jubelirer, then CMG’s COO, was destined for Capitol’s top job the year prior. By that time, her résumé already included a stint at a white-shoe law firm, years in legal affairs at Sony and nearly a decade as an artist lawyer for acts like Nas, Pharrell Williams and Frank Ocean — plus almost a decade in Capitol’s top ranks. When her longtime mentor, Steve Barnett, stepped down as CMG chair/CEO at the end of 2020, Jubelirer seemed to some to be a natural choice to replace him. But Universal Music Group (UMG) chairman/CEO Lucian Grainge handed the role to Capitol Records president Jeff Vaughn instead. (In the shift, Jubelirer was elevated to CMG president/COO.) When Vaughn assumed his new role, the company was already on shaky ground; under his leadership, it continued to falter.

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After less than a year as CEO, Vaughn left the company, and Jubelirer was elevated to the post. With her guidance, the label group’s fortunes quickly started to change. At a time when minting new superstars is harder than ever, the company won a bidding war (alongside 10K Projects) in fall 2022 for Ice Spice, who would become the defining breakout star of 2023. It also topped the Billboard Hot 100 with queer anthem “Unholy” by Sam Smith and Kim Petras, worked with Universal Music Enterprises to bring back The Beatles with the artificial intelligence-powered single “Now and Then,” achieved TikTok virality with Doechii’s “Block Boy (What It Is)” (in a new partnership with Top Dawg Entertainment) and reinvigorated the art of the music video — which has declined in popularity in recent years — with Troye Sivan’s creative clips for “Rush,” “One of Your Girls” and “Got Me Started.”

Those successes didn’t insulate CMG from impact amid UMG’s widespread restructuring in 2024, though. On Feb. 1 ­— shortly after Jubelirer’s interview for this story — UMG revealed much of its plan: Its frontline label system would be split beneath one East Coast executive (Republic’s Monte Lipman) and one West Coast executive (Interscope’s John Janick), Grainge explained in a letter to staff. The restructure would have moved Jubelirer, who was reporting directly to Grainge, under Janick. Six days later, Jubelirer wrote a heartfelt message to her staff announcing her exit, effective immediately.

“When I joined Capitol, I made a stringent promise to myself,” Jubelirer said in a Feb. 2 speech at an Entertainment Law Initiative event in Los Angeles. “The day I stopped changing the record company more than it was changing me would be the day I would walk away.”

As she finalizes the details of her exit from UMG, Jubelirer declined to discuss her future plans — or Capitol’s. But whether she stays in the label business, goes into management or does something else entirely, her impact on Capitol and its artists is clear. “She’s the fiercest when it comes to protecting artists,” says Jody Gerson, chair/CEO of Universal Music Publishing Group (UMPG) and Jubelirer’s longtime friend. “She’s not afraid to fight for what she believes is right.”

“I’m so honored to have worked with such a great woman and boss like Michelle,” Ice Spice says. “She always believed in me and supported my vision from the very beginning. I’m so grateful for her and all that she has done.”

Jubelirer with her son, Stone.

Yuri Hasegawa

What are some of your biggest wins over the last two years?

First and foremost, I think the biggest win is the incredible team. And what we’ve been able to do in two short years, I think it’s the fastest turnaround of a record label. And quite frankly, we’ve been able to sign a diverse roster of artists and modernize the label while prioritizing artists and ensuring that each artist gets uniquely what they need.

How do you balance Capitol’s storied history and what you want it to represent today?

Given that it has been in existence for 80-plus years, it wasn’t lost on me that I was the first woman chair/CEO. And that’s not a great fact, let’s admit, for all women. But the reality is the grandeur of the company and its [previous] artists’ paths are not the focus. The focus is the new, fresh artists that we are breaking day in and day out.

How has your background at Capitol helped you as chair/CEO?

It’s kind of funny: I think I’ve been leading the company all along in my 11-plus years here. [When I became CEO], I knew all of our team, I knew all of the artists. That really helped. But first and foremost, the most educational piece for me was before I got to Capitol, when I was an attorney. In my heart of hearts — no matter what my title is or where I work — I am an artist advocate at my core. That’s who I am. That’s the thought I bring every single day to my job.

What was your first move as CEO to course-correct Capitol?

The three primary pillars I worked on were signing a diverse group of artists, ensuring that the company was reorganized in a way for artists to interact with labels in the way that fans interact with artists and ensuring that artists were prioritized in a way that was right for them specifically.

Capitol Records/10K Projects signee Ice Spice was one of 2023’s biggest breakout stars. What sets her apart?

There’s no question about it: She is the breakout artist of 2023. I don’t think anyone could argue otherwise. And getting into business with her [has been] incredibly exciting and motivating. Ice is a girl’s girl, and she surrounded herself with strong women and signed with strong women. I’m just one of them. She signed with [UMPG’s] Jody Gerson on the publishing side. She has made the right choices in her career every step of the way, from her look to her flow to her collaborations. She knows exactly who she is, and she’s unwavering about it.

What is the key to label success today? You’ve had new successes in the last year while many labels have struggled to break any artists.

Ultimately, everything is about the artist and the team of people. We have those both in spades. I mean, it was incredible to see the fact that we were the No. 1 TikTok label for 2023. Who would have thought that a year or two ago for Capitol Music Group?

Did you always dream of being a record-label CEO?

My dad died when I was 3 years old. I watched my mother struggle to figure out how to take care of our family. Music got me through all of the hard times. Unlike our artists, however, I had zero talent, and I knew it from a young age. (Laughs.) I wasn’t getting into music based on any talent that I had.

My father was a lawyer, and I knew that financially I needed a way to take care of myself. So I went to law school, graduated with a lot of debt and became a mergers and acquisitions lawyer at a big white-shoe law firm in Manhattan. If you know anything about me, you know that I am not the conservative type; I often wear a “F–k you” belt. I didn’t really fit in at the white-shoe law firm, but I had a plan to go into the music industry.

As soon as I paid off my loans, I got a job as a lawyer at Sony Music. I was there for two years, and I did not love being a cog. I had been in New York City for 10 years at that time and was ready to try Los Angeles. I was also dating a guy in Los Angeles, and that was part of the reason that I moved — as I tell you that, I see the feminism seeping outside of my body, but that’s true.

When I got to L.A., I called all the ­lawyers I had negotiated against who were artists’ attorneys and met Peter Paterno. I got a job working for him [at the firm now known as King Holmes Paterno & Soriano] and told him that for one year I would service his clients, and then I would have all my own clients after that.

While that may seem like bravado, that came to fruition. I became a partner there after three years and practiced law there for nine years, representing artists. Then I met Steve Barnett, who was co-head of Columbia Records at the time. We negotiated against each other in a deal for Odd Future and Tyler, The Creator. He said, “You pantsed me in that deal, you pantsed Columbia in that deal. If I ever go somewhere else, you’re going to be my first hire.” And it happened. I was his first hire [when he became CMG CEO].

Yuri Hasegawa

How did he convince you to move to the label side?

I always dreamed of running a record label from when I was 12 years old. I didn’t know if it would ever happen because, quite frankly, I absolutely love representing artists and the artists that I had. When Steve approached me, believe me, I put him through the wringer. I asked him every hard-hitting question I could as I decided whether I could still be myself and be an artist advocate within the system.

Ultimately, I chose to make the transition for two reasons. No. 1: I felt like now, more than ever, artists and record labels need to partner with each other. And you need an artist advocate within the label in order for an artist to feel truly comfortable and at home. No. 2: I felt like I could make a bigger change at a record label than I could make being an artist attorney.

In your career, have you faced adversity or discrimination that your male counterparts haven’t?

Since I entered the music industry as a lawyer, I’ve been afforded a shield that many women in the music industry don’t have. Because of that I have been protected from a lot — because, quite frankly, people are afraid of lawyers.

But the reality is, when I started as a lawyer, I didn’t have that shield. In one of my first annual reviews at [my first law firm], I was wearing a white shirt. I’m someone who always wears black, and the partner giving me my review took his water bottle [and] sprayed it on me. You can imagine what he could see. Then he said, “All right, we’re ready for your review now.” At the time, I folded my arms and just plodded on and let him give me his review. I did nothing about it. I beat myself up to this day that I did nothing about it because I’m sure he then did that to multiple women after me. Now I will not be quiet when things like that happen around me.

This story will appear in the March 2, 2024, issue of Billboard.

The first time Nelson Albareda promoted a show at the Madison Square Garden complex in New York — not at the arena proper, but at the 5,600-capacity theater beneath it — everyone told him, “You’re going to lose your ass.” Albareda, a Miami-born Cuban, had assembled what to him was a dream lineup: a 50th-anniversary celebration of groundbreaking salsa artist and Fania Records co-founder Johnny Pacheco, featuring Pacheco and the Fania All-Stars. Still, his detractors were right: Albareda lost $200,000 on the 2006 show.
But after the music ended, the promoter was still buzzing. At midnight, he took his parents, who had attended, to a nearby deli, where his father asked, “How are you laughing? You lost 200 grand!”

“Well, it’s part of the business,” Albareda told him. “We keep moving on.”

Seventeen years later, Albareda, now 47, stands by that take. “In this business, you lose money, and it’s not how quickly you fall but how quickly you come back,” he says.

That fearlessness has helped Albareda become one of today’s most successful music executives. After nearly two decades working at labels and in radio, marketing and concert promotion, including as the leader of his formidable company Eventus, Albareda founded Loud And Live in 2017. The forward-thinking outfit’s flywheel-style model combines independent concert promotion — in 2022, it ranked at No. 14 on Billboard Boxscore’s year-end promoters chart with $96.5 million grossed, propelled by major tours including arena runs by Camilo and Ricardo Arjona — with marketing, brand partnerships and a content development studio. Loud And Live’s breadth reflects Albareda’s own guiding ethos, which emphasizes a broader culture and how disparate revenue streams fit into it, rather than focusing on just one or two of those streams.

“I was very proud of my culture and my heritage, and I wanted to give back,” Albareda says. “I got into music because of culture and because of pride, not necessarily because of the business — even though I ended up being in the business.”

For Albareda, who grew up in Miami during a “golden age” for music in the city in the 1980s, running Loud And Live is a natural fit. As a kid, he would listen to any cassettes or CDs he could get his hands on — he cites Cuban salsa singer Willie Chirino as a childhood favorite and inspiration — and he fondly recalls attending the Calle Ocho festival, where he saw Gloria Estefan & Miami Sound Machine perform.

“I grew up in a moment where Miami defined different sounds within the music business and always wanted to be part of that, primarily because of culture and the heritage of my parents,” he says.

Albareda’s entrée into the industry, while circuitous, laid the foundation for his interdisciplinary career. As a Miami Dade College freshman, he scored a meeting with Bacardi executives and successfully pitched “a branded entertainment concept … mixing music and cigars and the whole lifestyle around a big band.” As the project of “creating a 1950s, 1960s tropical salsa band” commenced, the team enlisted Celia Cruz — and when executives from her label, RMM, got to know Albareda, they offered him a publicity job in-house. RMM was distributed by Universal, then affiliated with the Bronfman family, which owned beverage conglomerate Seagrams; Albareda shared office space with the spirits division and began consulting for the likes of Absolut and Chivas Regal. The experience was formative, and after leaving RMM, he logged time at advertising agency Sanchez and Levitan before landing in radio at Hispanic Broadcasting Corp., where he deployed his passions for music and marketing.

“I saw an opportunity to make money on everything but the radio,” Albareda says. “I started a team that would do events, concerts, festivals — and then we also would go to the brands and say, ‘Hey, you’re Procter & Gamble. How do I help you?’ ”

Albareda understood the deep bond between radio audiences, particularly Hispanic listeners, and their favorite stations — and how it could be harnessed to deliver returns to brand partners. “You listened to that morning show, and you trusted that morning show,” he says. “You trusted the conviction that those are your friends. You wake up every day with them; you drive home with them. That’s what I built: You had the relationship with the artists, you had the relationship with the brands, you have the relationship with the listeners.”

As the company underwent changes, culminating in its absorption into Univision, Albareda realized, “Hey, I can do this without radio. Let me go on my own and really focus on this.” His first, short-lived attempt, a company called Unipro Group, failed when the 26-year-old Albareda misjudged the viability of a Christmas event and lost $3 million. “It was a decisive moment in my life,” he says now. “You realize when you’re at the bottom, you don’t have that many friends.”

After regrouping, in early 2005, he founded Eventus, which would focus on marketing and brands — not just because he knew the area well, but because he now lacked the capital to put on events. Eventus’ first client was the Latin Recording Academy, then still relatively new and looking to grow its footprint. Albareda helped it do just that, particularly through the sponsorship-driven event property Latin Grammy Street Parties, which staged open-air festivals in major cities nationwide. Brands took notice.

“We became the go-to guys for corporate America to connect anything that was culture with brands, specifically in the multicultural market,” Albareda says. “Our core was Hispanic. One by one, we started growing, and we built a company that worked with 60 brands. McDonald’s, Walmart, Dr Pepper, Verizon … those were all clients of ours.”

From left: El Alfa, Nelson Albareda, and Silvestre Dangond photographed on September 5, 2023 at Loud And Live in Doral, Fla.

Melody Timothee

With 40% growth year over year, Eventus also had runway to enter concert promotion, and Albareda focused on the South Florida market. After selling Eventus, now one of America’s biggest multicultural marketing players, to Advantage Solutions in 2013, Albareda remained as CEO until 2016, when he struck out on his own (on May 20, Cuban Independence Day, he observes) with a noncompete clause and free time to boat, fish and develop the kernel of the idea that would become Loud And Live.

“We are marketers turned promoters — versus a lot of the entertainment companies out there, and a lot of the promoters out there want to become marketers,” Albareda says of launching his current company in 2017. Because he understood “what brands want,” he could facilitate the types of partnerships that help make tours profitable. But his decision to focus on touring at Loud And Live before branching out into agency work — effectively reversing his Eventus path — was also borne of necessity: His noncompete around live entertainment expired first.

“When we started, artists would pick up our calls because of brands, but they didn’t necessarily trust us with touring,” Albareda says. To build Loud And Live’s reputation, he deviated from the industry trend — “Everybody was going after urban,” he recalls — and decided to pursue “five or six iconic artists that we can make an impact [with] and that other artists look up to.” He began with Juan Luis Guerra and later added Arjona, Carlos Vives, Franco De Vita and Ricardo Montaner, who all then spread the gospel of Loud And Live. And once Albareda was able to reenter the agency space with Loud And Live, what the company could offer clients clarified.

“The businesses here are all synergistic,” he says. “The way that we treat artists, we are their partner when they’re touring and when they’re not touring. We’re not that promoter that signs a deal, puts a tour [on and says,] ‘See ya.’ ”

Loud And Live’s attentiveness to its clients runs “from the manager to the engineer all the way up to the manager to the artist,” Albareda explains, and while he’s emphatic that “in this business anybody can write a check; we can write a check,” it has helped the company compete with deeper-pocketed, more established competitors.

“They’ve bet a lot on me and will continue to do so,” says Colombian vallenato artist Silvestre Dangond, who will embark on his fifth Loud And Live-promoted tour in 2024. “We have a lot of love for each other. I feel like he’s not even my promoter because of the way he talks to me. He has created a team that’s a hybrid of who he is, with his personality, his positivity, good energy. He’s very decent and very human.”

Adds WK Entertainment founder/CEO Walter Kolm, who manages Dangond and other Loud And Live clients like Vives and Prince Royce: “Nelson is a promoter, but his advantage is that he also thinks like a manager. On top of being a hard worker and great at his job, Nelson is such a kind human, and [that] makes working with him the greatest pleasure.”

The pandemic interrupted Loud And Live’s growth, but now the company is firing on all cylinders. After orchestrating a partnership between McDonald’s and J Balvin in 2020, Loud And Live has continued connecting the restaurant chain with artists including Prince Royce, Nicky Jam and Manuel Turizo. The company’s brand portfolio now includes Pepsi, Walmart, Mattel and Michael Kors. When Becky G embarked on her first headlining tour on Sept. 14, she did it with Loud And Live as her promoter — and with a fresh Vita Coco partnership facilitated by the company. Other fall tours for the promoter include U.S. runs by Vives, El Alfa and Diego El Cigala.

With in-person concerts on pause during the COVID-19 lockdowns, Loud And Live was able to grow its content division more quickly than anticipated, and it won a Latin Grammy for its 2021 Juan Luis Guerra concert special. When Lionel Messi signed with Inter Miami CF, the soccer team (already a Loud And Live client) turned to Albareda to help roll out the superstar’s arrival — and Loud And Live assembled LaPresentaSíon, a concert featuring Camilo, Tiago PZK and more. (“All music artists look up to athletes; all athletes look up to artists,” Albareda says.)

And philanthropically, in keeping with his MO that his work place the culture, not business, first, Albareda announced a $1 million donation to the Latin Grammy Cultural Foundation late last year; the funds, to be disbursed over five years, will go toward college scholarships, grants and educational programs.

“Throughout his career, Nelson has been an avid supporter of the Latin Recording Academy and our sister organization, the Latin Grammy Cultural Foundation, donating time and resources to our events as well as engaging as an advocate to share our mission and vision with artists,” says Latin Recording Academy CEO Manuel Abud. “Among [his] greatest professional strengths are the intangible qualities that are from the heart, particularly his passion for Latin music.”

But despite Loud And Live’s success, Albareda still possesses the scrappy drive that fueled him at his Garden debut nearly 20 years ago. The father of three says he works 18-hour days, adding that his “aspiration is to be the leading Latin promoter and entertainment company in the world.” Immediately before the pandemic, Loud And Live partnered with Move Concerts, a major Latin American promoter that works across genres, to increase its presence in Central and South America, and Albareda is now eyeing expansion into Europe.

And his vision isn’t restricted to Latin music: In November, Thomas Rhett and Sam Hunt will headline the inaugural Country Bay Music Festival, Loud And Live’s first foray into the country market and an attempt to introduce a major country festival in Miami. “Country is a genre that is very similar in culture to Latin,” Albareda observes. “It’s a tight-knit community of family, core values, every song is a story — and we also know that Hispanics overindex in country music. Over 30% of country music fans in the U.S. today identify of Latino origin … My great-great-grandfather came here in 1876. Why is it that I can’t do country music?”

As he navigates a turbulent industry and the attendant pivots, Albareda returns to essential traits like perseverance, determination and trustworthiness. “We don’t sell widgets,” he says. “We sell relationships.”

Additional reporting by Griselda Flores.

This story will appear in the Sept. 23, 2023, issue of Billboard.

When tickets for Bad Bunny’s El Último Tour del Mundo arena tour went on presale in April 2021, his manager, Noah Assad, was cautiously optimistic.

“I thought we would do well, because it was post-pandemic and everyone wanted to go out, but we went on sale without really knowing — and we did it a year out for that very reason,” says Assad.

For Assad, “doing well” has become synonymous with breaking some sort of record. But even he wasn’t expecting Bad Bunny to have one of the most historic, record-setting runs for an artist in the history of the Billboard charts. El Último Tour del Mundo’s presale date became the top sales day for any tour on Ticketmaster since Beyoncé and Jay-Z’s On the Run II tour went on sale in 2018, and the run sold out 480,000 tickets in less than a week.

Four months after El Último Tour del Mundo wrapped in April 2022, Bad Bunny embarked on his World’s Hottest Tour stadium run, becoming the first artist to ever mount separate $100 million-plus tours in the same calendar year. Ultimately, his 81 concerts in 2022 grossed $434.9 million, the highest calendar-year total for an artist since Billboard Boxscore launched in the late 1980s. The tour broke local revenue records in 13 North American markets en route to becoming the biggest Latin tour ever.

Bad Bunny’s chart dominance made him Billboard’s top artist of the year, by the numbers, the first Latin act and the first artist who records in a language other than English to earn the distinction. His album Un Verano Sin Ti, released in May on Assad’s independent label, Rimas Entertainment, and distributed by The Orchard, became the first non-English set to ever top the year-end Billboard 200 Albums ranking and the first all-Spanish release nominated for album of the year at the Grammy Awards, one of Bad Bunny’s three nods.

“I was very proud about that one, especially because it was 100% a Spanish-language album,” says Assad. “It doesn’t have even a verse in English.”

On top of that, in April, Bad Bunny will become the first Latin act to headline Coachella. And, Assad, 32, is realizing some milestones of his own, including being named Billboard’s youngest-ever Executive of the Year and the first Latino to secure the honor.

His achievement underscores not only the growing worldwide popularity and profitability of Latin music, but also shines a light on what an upstart independent can do — regardless of genre or the backing of a legacy company — when armed with guts, hustle, deep musical knowledge, loyalty and the confidence to break rules and create new ones.

Bad Bunny is signed to Assad’s label, Rimas Entertainment, which originated in 2014 as a digital marketing and distribution company. It has evolved to become a 100-plus-person operation with distribution from The Orchard, with a roster ranging from veterans (Arcángel, Jowell & Randy) to promising newcomers (Mora, Eladio Carrión), many of whom are signed to 360 deals. Rimas ended 2022 at No. 7 on Billboard’s year-end Top Labels chart and at No. 1 on the year-end Top Latin Labels chart, with 23 charting albums by seven artists besides Bad Bunny.

Assad also launched RSM Publishing, which is administered by Universal Music Publishing Group and was No. 1 on Billboard’s year-end Hot Latin Songs Publishers list. And while Bad Bunny is his most visible management client, Assad also started managing Karol G 18 months ago with his new management firm, Habibi, with stellar results. Her 2022 $trip Love tour, promoted by AEG Presents, grossed $69.9 million with 410,000 tickets sold across 33 arena shows in North America — the highest-earning U.S tour ever by a female Latin act, according to Billboard Boxscore.

“Noah has an unmatched understanding of his artists,” says Jody Gerson, chairman/CEO of UMPG. “His instincts about how to market and promote them, as he has done so well with Bad Bunny and Karol G, are among the best I’ve ever seen in the business. As an executive, Noah is loyal, honest, innovative and smart, and these are just some of the many traits that make him a fantastic partner.”

Though only 32, Assad considers himself a “semi-vet. I may be ‘new’ to a lot of people, but I’ve been at this for 12 years,” he says with a laugh. A self-professed reggaetón nerd with long blonde hair that matches his laid-back surfer vibe, Assad — born to a Lebanese father and a mother from St. Croix — grew up in Puerto Rico, and since seventh grade has been “consumed with reggaetón culture.” By 16, he was promoting house parties, booking the likes of Farruko before he became a big name and cultivating relationships with already established acts like Plan B’s Chencho Corleone. “Chencho was the first established artist to simply say yes to me,” says Assad, a favor that has paid dividends for Corleone; “Me Porto Bonito,” his smash collaboration on Bad Bunny’s Un Verano Sin Ti, became the first all-Spanish song to top Billboard’s Streaming Songs chart. That full-circle moment highlights Assad’s reputation for cultivating relationships with contacts to whom he stays loyal. “We work with everybody; we are always coexisting,” he told Billboard last year. Witness his deals with opposing teams at The Orchard and Universal, while his top touring acts — Bad Bunny and Karol G — work with Live Nation and AEG, respectively.

“Noah is similar to Bad Bunny in that he’s also a unicorn,” says Henry Cárdenas, the veteran promoter and founder of CMN, which produced and promoted Bad Bunny’s last two tours, including the stadium tour in partnership with Live Nation. “The guy’s going to create an empire, and he’s a man of his word. I compare him to the old managers, where we closed business with a handshake, and he’s appreciative. Where I’m concerned, he has continued to take me into account, and it harks back to the fact that I worked with him from the very beginning.”

While Assad’s success feels very of the moment — in keeping with his young acts, the relatively recent mainstream success of reggaetón and Bad Bunny’s fondness for releasing music with little or no notice — he’s actually a planner; like his famous client, he takes a long view on success. It wasn’t always this way. As a young promoter, Assad recalls struggling mightily to make a buck (and often getting “hustled”) in what he half-jokingly refers to as “the reggaetón depression era” of 2009-2016, when the music was largely consumed for free and money came almost solely from live shows.

“YouTube was the outlet that turned it into a commercial business,” says Assad, who says he struck an early deal with the platform to monetize the millions of views the music generated for many independent artists and eventually for his own — including a 22-year-old who called himself Bad Bunny. “I didn’t have the privilege to work with an artist who was already established, but I was very fortunate to have Bunny trust me and work with me. Bunny makes me look good,” he says. Alongside his artist, Assad began thinking long term, and even when his actions seem improvised, they are anything but. Take the one-two punch of back-to-back tours with a hit album in between, conceived after ticket prices to Bad Bunny’s arena tour started soaring just after they went on sale in 2021.

“We started getting the heat, but we didn’t think of stadiums until the summer,” says Assad, pointing out that Bad Bunny already had plans to release a new album when the arena tour wrapped. By October, a plan had been made: arenas in February, an album in May and a stadium tour in June to be announced in January with a series of humorous videos featuring Bad Bunny’s girlfriend, Gabriela Berlingari, and Spanish actor Mario Casas. “There’s a lot of pivoting along the way, but we still follow the plan,” says Assad. “And everything we do has to make sense. If it doesn’t make sense, even if it’s beautiful, we pass.”

“Noah is singular in his sense of the moment, commitment to a vision and fearlessness,” says UTA agent Jbeau Lewis, who books Bad Bunny and Karol G. “Noah understands his artists, he always plays the long game, and he’s unafraid to say no.”

Bad Bunny has said repeatedly that he plans to take a break after Coachella, from both recording and touring. But for Assad, the work of growing his business never slows. Last year, in partnership with The Orchard, he launched Sonar, a label for developing acts that already has deals with over 50 artists from around the world, including non-Latin acts. Assad also began a strategic alliance with Live Nation to develop new businesses outside of touring, including Gekko, the restaurant Bad Bunny opened in Miami in August with hospitality entrepreneur David Grutman. Most recently, he announced the launch of Rimas Sports, a stand-alone management company (name notwithstanding, it is not a division of Rimas Entertainment) whose client list already includes the Toronto Blue Jays’ Santiago Espinal and Diego Cartaya, a top prospect for the Los Angeles Dodgers.

Assad says his biggest goal for 2023 has nothing to do with business, however. “I want to fly less, enjoy more and spend as much time as I can in Puerto Rico,” he says. “That’s my goal. People look at me and think that because of the hair I’m from Mississippi or something. But I’m just a kid from Carolina, Puerto Rico, who loves reggaetón.”

This story will appear in the Feb. 4, 2023, issue of Billboard.

As job applications go, Tim Hinshaw’s wasn’t quite traditional.

While angling for a position in the hip-hop & R&B division of Amazon Music in 2018, Hinshaw recruited a few old friends to record themselves hyping him up. “Oh, hey. This is Donald Glover/Childish Gambino saying you should probably hire Tim,” the multihyphenate star says, winking at the camera. Cut to Anderson .Paak: “I’m telling you, he’s the one. You need him on your squad.” “Tim is a good dude, and he knows what he’s doing!” Scarface adds before noting that he himself is an Amazon Prime member. The video closes with the late Mac Miller playing a white grand piano, then turning to the camera to implore: “Hire Tim. I know I would.”

Hinshaw edited the clips together, then passed the supercut to Amazon — an effort, he says, “to show the breadth of my relationships, from the current generation to the legends.” The promo worked: Within a few weeks, Hinshaw was hired as Amazon Music’s senior manager of hip-hop artist relations and within a year, he was promoted to head of hip-hop & R&B. But it was also an apt advertisement for the talents that would help Hinshaw succeed long term at the company. The close relationships and credibility he has within the artist community — developed over the course of 13 years working in management and artist relations roles — along with a penchant for innovation and a personality that Amazon Music vp Steve Boom calls “super smart, genuine and incredibly humble” have all allowed Hinshaw and the team he has built to elevate Amazon Music’s hip-hop & R&B division into a global leader in the genre.

“Tim has put Amazon Music into the conversation in the hip-hop and R&B community in a massive way,” says Boom, “and in a way, frankly speaking, we were not.”

“When I thought about the landscape, it was like, ‘Amazon is already in everybody’s homes,’ ” says Hinshaw of his initial strategy. “I knew if I could authentically bridge the gap between company and artist and tell that story to consumers in an authentic way, I could help Amazon be a major player in this entertainment space.”

Thanks to his efforts, in the past year hip-hop and R&B have become the leading genres for Amazon Music livestreams, with the platform’s three most-viewed livestream events featuring Kanye “Ye” West, Drake and Tyler, The Creator. “Tim’s trajectory is so amazing to watch,” says Tyler. “I love him so much.”

Tim Hinshaw photographed on October 27, 2022 at Harun Coffee in Los Angeles.

Kathryn Boyd Brolin

Last December, Drake and Ye’s #FreeLarryHoover benefit concert at the L.A. Memorial Coliseum streamed in 240 countries on Amazon Music’s Twitch channel and the Amazon Music app. Just weeks later, Amazon Music partnered with The Weeknd for a livestream event promoting his new album, Dawn FM, and the platform livestreamed J. Cole’s Dreamville festival in April.

Hinshaw has also been instrumental in securing talent for the just-launched Amazon Music Live. Airing after Thursday Night Football, the weekly live­stream program, which launched Oct. 27, is hosted by 2 Chainz and has already featured performances from Lil Baby, Megan Thee Stallion and Kane Brown. In late October, Hinshaw and his 12-person team — “a bunch of young, hungry Black and brown executives,” as he describes them — touched down in Paris to produce a livestream of the second of Kendrick Lamar’s two shows in the city on his current The Big Steppers Tour. That 65-date run is sponsored by Amazon Music’s flagship hip-hop and R&B Rotation playlists — an idea Hinshaw originated and oversaw. (Hinshaw also led the 2019 development and launch of Rotation itself, which encompasses the R&B Rotation and Rap Rotation brands.)

“For me to be on a business-class flight to Paris with arguably the world’s biggest hip-hop artist,” says Hinshaw, “it was like, ‘Wow, we’ve come a long way from Compton.’ ”

Tim Hinshaw (right) with Kendrick Lamar in October 2022 in Paris.

Greg Noire

Like Lamar, Hinshaw, 32, was raised in the South Los Angeles neighborhood where so many of hip-hop’s legends started out. With his father serving a 20-year prison sentence for nonviolent drug-trafficking charges while he was young, Hinshaw was raised by his mother. Once he was a teenager, she enrolled him 30 miles away at the tony Palisades High School, driving her son 60 miles round trip so he could experience life outside the three blocks in which he had grown up.

After graduation, Hinshaw nearly joined the U.S. Coast Guard, but was talked out of it by his brother, the singer-songwriter Prince Charlez, who encouraged him to pursue music instead. Hinshaw co-managed his brother to a joint-venture label deal with Island Def Jam before landing management jobs in the artist relations and music marketing divisions at Fender and Vans, respectively, and through them forging the relationships that have proved invaluable in his current role.

“I can’t tell you the number of meetings I’ve been to with Tim and an artist or manager where the level of respect and love they have for him is transparent,” says Boom. “It leads to very different, more productive and more collaborative meetings that benefit the artist and Amazon Music.”

In genres where authenticity is paramount, the trust Hinshaw has developed in the hip-hop and R&B community has also helped bridge the gap between a massive corporation and the artists it hopes to work with. Most crucial are honest conversations about “getting what we want out of said deal without making the artist feel like they’re a walking commercial,” says Hinshaw. “You’re not going to put a logo on Kendrick Lamar’s forehead.”

Tim Hinshaw photographed on October 27, 2022 at Harun Coffee in Los Angeles.

Kathryn Boyd Brolin

That straightforward approach has led to collaborations with A-list figures like H.E.R. and Kid Cudi; Summer Walker; Chance the Rapper; Tyler, The Creator; DJ Khaled; LeBron James and Mav Carter, co-founder/CEO of James’ entertainment company, SpringHill. But Hinshaw’s team’s cred also extends to emerging acts, which it supports with Rap Rotation. Since its 2019 launch, streams on the playlist have doubled — just one indication of overall demand for the genre exploding on Amazon Music since Hinshaw’s arrival. Global customers asked Alexa to play hip-hop and R&B tracks over a billion times in 2021 alone.

The ripple effect of Hinshaw’s work extends across Amazon Music. Boom calls his artist merchandise collaborations “instrumental” in the growth of fashion initiatives like The Showroom, a collection from Amazon Music and Hypebeast creative agency Hypemaker that paired rising artists like Flo Milli, Lucky Daye and Fousheé with rising streetwear designers. Philanthropy initiatives Hinshaw and his team have carried out — like sponsoring 21 Savage’s 2021 and 2022 back-to-school drives in Atlanta — build different kinds of bridges, Hinshaw says, “open[ing] doors for kids in communities like the one I grew up in.” And his team’s work with Prime Video through livestreams has, Boom adds, “allowed us to expand our ambitions as a company.”

Those successes are the product of 11-hour workdays that begin after Hinshaw and his wife drop off their two kids (Sadie, 5, and Tim Jr., 4) at school. If he’s not in back-to-back meetings, he’s cold-calling managers to follow leads about forthcoming projects he wants to get involved with — efforts Hinshaw says are still crucial in determining next steps for his already accomplished team.

As Hinshaw’s sphere of influence keeps expanding, however, its core remains the same as when he wrangled his superstar pals to help him land the job. He’s still in close and constant contact with artists and their teams (his email alert dings roughly 30 times during our interview), knowing that, as details can get lost in translation, the ability to get an artist or manager on the phone is essential to keep things in motion. And as always, he knows those relationships aren’t just about business: Hanging with artist friends for birthday parties and casual dinners, or just sending a text to check in, could be the key to making the next big project happen.

“Continuing our artist-first vision,” he says, “is always going to put us in the place we need to be.”

This story will appear in the Nov. 19, 2022, issue of Billboard.