layoffs
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During an October earnings call, Universal Music Group CFO Boyd Muir told investors the company was conducting “a careful review” of its costs. In the world of public company statements, that was a hint that UMG expected to make cuts to its workforce of roughly 10,000 — specifically hundreds of jobs in the first quarter of the year, as Bloomberg later revealed.
UMG has plenty of company. Until late last year, the music business had mostly escaped the job-cutting that ravaged industries that depend more on advertising in 2022 and 2023. That was still the best of times for the industry, which had found double-digit revenue growth in streaming. Since 2020, 10 music companies have gone public to take advantage of investors’ enthusiasm for music, including labels and publishers (UMG, Warner Music Group, HYBE, Reservoir Media, Believe, Round Hill Music Royalty Fund), streaming services (Deezer, Anghami, Cloud Music) and live-entertainment firms (a spinoff of MSG Entertainment).
That changed during 2023. In March, WMG’s new CEO, Robert Kyncl, a former YouTube executive, laid off around 270 people — 4% of the company’s workforce — to focus more on technology initiatives and “new skills for artist and songwriter development,” as he wrote in a memo to staff at the time. Downtown Music Holdings — owner of CD Baby, FUGA, Songtrust and more — also thinned its payroll in May. BMG laid off about 30 people in October. Digital music companies fared even worse in 2023: Spotify cut about 23% of its workforce in two rounds of layoffs, TIDAL cut 10%, SoundCloud cut 8%, and Bandcamp chopped half its head count after being acquired by Songtradr.
But UMG? The company’s revenue in the first nine months of 2023 was up 9.4% on a constant currency basis, 6.8% as reported due to foreign currency fluctuations. More than two years after spinning off from former corporate parent Vivendi, UMG is a profitable, hit-making machine that controlled 29.4% of the U.S. recorded-music market in 2023, easily besting Sony Music’s 18.9% and WMG’s 15.6%. It has Taylor Swift, Morgan Wallen, Drake and many other big stars. Perhaps understandably, there has been talk that other labels could follow, with cuts of one size or another.
UMG’s decision may be the most dramatic example of just how profoundly the music business is changing — and how quickly. Lean is the new black. Bloat, or anything that evokes it, is out. The old ways of finding, developing and marketing artists no longer work the way they used to. How big a radio promotion department does a label need — how many radio promotion departments does its parent company need — at a time when radio no longer plays as important a part in breaking hits? Social media and data analysis might matter just as much. So could developing markets that once didn’t account for much revenue.
UMG’s next focus, chairman/CEO Lucian Grainge wrote in a memo to staff in early January, will be “creating the blueprint for the labels of the future” by building the technology to do more work in-house, expanding in developing markets and finding ways to better monetize superfans. That requires moving resources away from the “legacy business,” Muir said in the October earnings call, to “benefit from all of the opportunities that we see ahead.” What that will mean for how UMG reshuffles its organizational chart remains to be seen, but it is already building an artist services business with Virgin Music Group and making aggressive moves in developing markets with investments in TM Ventures in India and Chabaka in the United Arab Emirates.
Other music companies are also reassessing their priorities. BMG’s staffing changes were spurred by new CEO Thomas Coesfeld as a response to an international marketing structure that didn’t meet expectations and duplicated the efforts of local teams, he wrote in a memo to staff.
“Businesses are repositioning themselves slightly to become more competitive,” Downtown Music president Peter van Rijn says. “One must always be mindful to not get complacent,” he adds, noting that his company needed to stay nimble enough to respond to the marketplace. “What you do see, in general, is the music industry is maturing. The digital growth is still there, but it’s slowing down.”
The world is changing, too. Along with the major labels, companies like Believe and Reservoir Media are investing in Africa, the Middle East, Southeast Asia and other regions where music revenue is growing. And both new companies and the established majors are expanding their artist services businesses to court creators who can now choose from among an increasing number of alternatives to a traditional major-label deal. Sony acquired the artist services company AWAL in 2022, UMG is building up Virgin, and WMG’s Kyncl wrote in an early-January memo that he wants to augment services to the “middle class of artists” and scale up the company’s publishing administration business.
Public companies in the music industry face pressure from investors to constantly improve their bottom lines, especially as streaming growth levels off. “Two-and-a-half years ago, we started making cuts because we knew the market was no longer about just growth,” says Rob Ellin, CEO of music streaming company LiveOne, which is cutting up to 100 staffers in a restructuring. “You had to be profitable.”
The growth-over-profits era finally ended at Spotify, too. When the streaming giant announced it would cut 17% of its global workforce in December, CEO Daniel Ek explained that costs were too high, efficiency was too low and too few people “contribut[ed] to opportunities with real impact.” Cutting roughly 1,500 jobs and seeking a replacement for CFO Paul Vogel, Ek wrote in an open letter, were necessary to become “relentlessly resourceful.”
Record labels and music publishers have better margins than Spotify, which will rarely turn a profit — but investors also expect more of them. In the first half of 2021, UMG — then a subsidiary of Vivendi — had a margin of 21.5% in earnings before interest, taxes, depreciation and amortization and told investors in August it expected to reach the “mid-20s” soon. Two years later, revenue had increased 34% but its EBITDA margin was almost unchanged at 21.5% (or 14.9% after deducting 345 million euros of noncash, share-based compensation for senior management). With layoffs can come better margins. Restructuring saved Warner $19 million in the fiscal year ended Sept. 30, and Barclays analysts estimated UMG’s layoffs could save the company $70 million annually.
To those who remember the crisis caused by the death of the CD, this talk of restructuring might have a familiar ring. As piracy ravaged the music business, the majors scaled back their physical distribution businesses, sold their CD pressing plants and retooled for a digital world. That’s why Grainge reminded investors that UMG is no stranger to managing disruption. “We’ve got decades of experience in executing cost-cutting programs in the various cycles of the industry, right back to the piracy days,” he said during the October earnings call. And currently, “we’re seeing a change in the business.”
The layoffs plaguing the tech sector have hit YouTube. The streaming video platform will cut about 100 roles as part of a restructuring of its content teams. YouTube chief business officer Mary Ellen Coe announced the changes in a memo Wednesday, and a spokesperson for the platform confirmed them to The Hollywood Reporter. TubeFilter first reported the restructuring. As […]
Condé Nast announced on Wednesday (Jan. 17) that it is laying off staff at the music publication Pitchfork and that the website will be absorbed by another Condé title, the men’s magazine GQ.
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Anna Wintour, Condé Nast’s chief content officer, said in an email to staff that “we are evolving our Pitchfork team structure by bringing the team into the GQ organization. This decision was made after a careful evaluation of Pitchfork‘s performance and what we believe is the best path forward for the brand so that our coverage of music can continue to thrive with the company.”
According to the memo, Puja Patel will no longer be editor in chief after the changes; she’s been in the role since 2018.
“With these organizational changes, some of our Pitchfork colleagues will be leaving the company today,” Wintour added. “I want to thank Puja for her leadership of the title over the last five years.”
Wintour’s email to staff — first reported by Semafor — did not say how many employees were terminated. When asked about the extent of the layoffs, a Condé Nast representative pointed Billboard back to Wintour’s memo.
“After nearly 8 [years], mass layoffs got me,” longtime editor Jill Mapes tweeted. “Glad we could spend that time trying to make it a less dude-ish place just for GQ to end up at the helm.”
“It’s official: I was laid off from Pitchfork today, along with what appears to be half the staff,” Matthew Ismael Ruiz wrote. “While on parental leave.”
Like the tech and music industries, media has been ravaged by layoffs over the past 15 months. Axios reported last June that there were more than 17,000 cuts across media in the first five months of 2023, “the highest year-to-date [total] on record.”
Roger Lynch, the CEO of Condé Nast, told staff in November that the company planned to cut 270 employees, or around 5% of staff. “We are prioritizing cost reductions through real estate/office space savings (for example, we are already in the process of bringing our teams in the UK together in one space), closing open roles and re-phasing certain long-term projects across the business,” he wrote.
“However, these efforts alone won’t be enough to ensure we can continue to make the investments needed to grow our business profitably,” Lynch added. “We’ve also had to make the difficult decision to implement reductions among our dedicated teams.”
Pitchfork was founded in 1996 and grew to become one of the leading voice in indie music coverage. Condé Nast acquired it in 2015.
As Universal Music Group chairman/CEO Lucian Grainge forecast in an October earnings call, saying that the company would need to “cut to grow,” UMG is expected to begin laying off employees as soon as this quarter.
Bloomberg first reported the news Friday morning (Jan. 12) that in the next few months hundreds of jobs will be cut from the company that has around 10,000 staffers worldwide.
A spokesperson for UMG declined to confirm the number or the timetable, but in a statement said, “We continue to position UMG to accelerate its leadership in music’s most promising growth areas and drive its transformation to capitalize on them. Over the past several years, we have been investing in future growth—building our ecommerce and D2C operations, expanding geographically, and leveraging new technologies. While we maintain our industry-leading investments in A&R and artist development, we are creating efficiencies in other areas of the business so we can remain nimble and responsive to the dynamic market, while realizing the benefits of our scale.”
In his New Year’s memo to the company, Grainge hinted at changes, writing the company will “further evolve our organizational structure.”
Despite the cuts, Grainge has promised further growth. In his same memo, he noted UMG’s global growth in the past year, including the restructuring and expansion of distribution company Virgin Music Group into such areas as the Middle East, Africa, India and China.
That is a plan that Grainge said promises to continue: “We will keep growing our presence around the world by doing just what we do in more established music markets: signing and developing local artists; providing local labels and entrepreneurs with global promotion, distribution, and a full suite of artist services; and acquiring local labels, catalogs and artist services businesses.”
The news comes while the U.S. recorded music industry continues to grow, despite the potential for streaming saturation and growing challenges from artificial intelligence. U.S. music consumption grew 12.6% in 2023 to 1.1 billion units (measured as album sales plus track equivalent albums and streaming equivalent albums), according to a year-end report issued by Luminate on Wednesday. With that double-digit gain, the U.S. market had its biggest one-year gain since consumption grew 15% in 2019.
UMG remains the leader in U.S. market share, bolstered by artists like Taylor Swift, Morgan Wallen, Post Malone and Olivia Rodrigo. For 2023, its record label market share was 35.84%, up 33.57% from 2022.
Warner Music Group already experienced layoffs, cutting roughly 4% of its staff last year.
Google has laid off hundreds of employees working on its hardware, voice assistance and engineering teams as part of cost-cutting measures.
The cuts come as Google looks towards “responsibly investing in our company’s biggest priorities and the significant opportunities ahead,” the company said in a statement.
“Some teams are continuing to make these kinds of organizational changes, which include some role eliminations globally,” it said.
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Google earlier said it was eliminating a few hundred roles, with most of the impact on its augmented reality hardware team.
The cuts follow pledges by executives of Google and its parent company Alphabet to reduce costs. A year ago, Google said it would lay off 12,000 employees or around 6% of its workforce.
In a post on X — previously known as Twitter — the Alphabet Workers Union described the job cuts as “another round of needless layoffs.”
“Our members and teammates work hard every day to build great products for our users, and the company cannot continue to fire our coworkers while making billions every quarter,” the union wrote. “We won’t stop fighting until our jobs are safe!”
Google is not the only technology company cutting back. In the past year, Meta — the parent company of Facebook — has slashed more than 20,000 jobs to reassure investors. Meta’s stock price gained about 178% in 2023.
Spotify said in December that it was axing 17% of its global workforce, the music streaming service’s third round of layoffs in 2023 as it moved to slash costs and improve its profitability.
Earlier this week, Amazon laid off hundreds of employees in its Prime Video and studios units. It also will lay off about 500 employees who work on its livestreaming platform Twitch.
Amazon has cut thousands of jobs after a hiring surge during the pandemic. In March, Amazon announced that it planned to lay off 9,000 employees, on top of 18,000 employees it said that it would lay off in January 2023.
Google is currently locked in a fierce rivalry with Microsoft as both firms strive to lead in the artificial intelligence domain.
Microsoft has stepped up its artificial intelligence offerings to rival Google’s. In September, Microsoft introduced a Copilot feature that incorporates artificial intelligence into products like search engine Bing, browser Edge as well as Windows for its corporate customers.
SCP Merchandising, an Illinois-based merch company used by artists including Mitski, Father John Misty and Carly Rae Jepsen, has shut down, according to a member of SCP leadership still on-site after the company laid off its staff over the weekend.
Based on accounts from multiple former SCP employees on LinkedIn, the company’s employees were abruptly laid off on Sunday evening (Dec. 17). The source tells Billboard that the company will most likely file for bankruptcy and that there is no process yet for clients to retrieve their merchandise, but that those with outstanding balances will not be able to do so until they pay those off with SCP or a potential bankruptcy trustee. They add that priority will be given to clients who have no balance due as well as those who are arranging for payment of unpaid bills.
The source notes that the company plans to send out an email Tuesday (Dec. 19) to clients who do not owe money to figure out pickup or shipping arrangements for their inventory; clients with outstanding balances must first make a payment and then reach out to SCP once that’s been done in order to coordinate receiving their stock. The source says those who still owe “should know that they are in debt to SCP” as the company has been sending past-due statements.
The source adds that after Thursday (Dec. 21), retrieving inventory may be slower for clients as SCP only has bank approval for payroll through that day, “and even so we don’t have enough for the entire job.” They continue: “After that, a court-approved trustee will replace company employees and that’s only one person and I’m not sure what their take on inventory will be. There’s a few different paths it could go. It’s just all very speculative.”
Meanwhile, artists’ online stores that ran through SCP have been taken down entirely, including Mitski, Father John Misty, Alec Benjamin, Dashboard Confessional, Louis the Child and Chappell Roan. One source in artist management says they haven’t heard from anyone at SCP yet and are trying to figure out how to collect their remaining merchandise. According to that source, they initially began working with SCP because the rates were significantly cheaper than their competitors: The company took 15% of net sales compared to around 20% of gross that, the source says, many others take.
Launched in 2013 by owner Stephen Hopkins, SCP bills itself on its website as a “full-service creative collaborator” for artists and brands. Other current and former artist clients include Billie Eilish, Freddie Gibbs, Tanya Tucker, Manchester Ochestra and Wiz Khalifa; the record label Loma Vista Recordings; and the festival Bittersweet Daze.
According to Hopkins’ LinkedIn profile, he also serves as co-founder/CEO of Web3 company Dropolis and co-founded 3E Love, a company that makes clothing for people with disabilities.
Additional reporting by Colin Stutz.
Spotify shares jumped 7.5% on Monday (Dec. 4) following news the company will lay off 17% of its global workforce. CEO Daniel Ek called the layoffs a “crucial step” in a wider effort to be “relentlessly resourceful.” The layoffs amount to roughly 1,500 staffers based on the company’s recent disclosure of having 9,241 full-time employees. […]
Team,
Over the last two years, we’ve put significant emphasis on building Spotify into a truly great and sustainable business – one designed to achieve our goal of being the world’s leading audio company and one that will consistently drive profitability and growth into the future. While we’ve made worthy strides, as I’ve shared many times, we still have work to do. Economic growth has slowed dramatically and capital has become more expensive. Spotify is not an exception to these realities.
This brings me to a decision that will mean a significant step change for our company. To align Spotify with our future goals and ensure we are right-sized for the challenges ahead, I have made the difficult decision to reduce our total headcount by approximately 17% across the company. I recognize this will impact a number of individuals who have made valuable contributions. To be blunt, many smart, talented and hard-working people will be departing us.
For those leaving, we’re a better company because of your dedication and hard work. Thank you for sharing your talents with us. I hope you know that your contributions have impacted more than half a billion people and millions of artists, creators, and authors around the world in profound ways.
I realize that for many, a reduction of this size will feel surprisingly large given the recent positive earnings report and our performance. We debated making smaller reductions throughout 2024 and 2025. Yet, considering the gap between our financial goal state and our current operational costs, I decided that a substantial action to rightsize our costs was the best option to accomplish our objectives. While I am convinced this is the right action for our company, I also understand it will be incredibly painful for our team.
To understand this decision, I think it is important to assess Spotify with a clear, objective lens. In 2020 and 2021, we took advantage of the opportunity presented by lower-cost capital and invested significantly in team expansion, content enhancement, marketing, and new verticals. These investments generally worked, contributing to Spotify’s increased output and the platform’s robust growth this past year. However, we now find ourselves in a very different environment. And despite our efforts to reduce costs this past year, our cost structure for where we need to be is still too big.
When we look back on 2022 and 2023, it has truly been impressive what we have accomplished. But, at the same time, the reality is much of this output was linked to having more resources. By most metrics, we were more productive but less efficient. We need to be both. While we have done some work to mitigate this challenge and become more efficient in 2023, we still have a ways to go before we are both productive and efficient. Today, we still have too many people dedicated to supporting work and even doing work around the work rather than contributing to opportunities with real impact. More people need to be focused on delivering for our key stakeholders – creators and consumers. In two words, we have to become relentlessly resourceful.
I know you will all be anxious to hear the next steps about how this process will work. If you are an impacted employee, you will receive a calendar invite within the next two hours from HR for a one-on-one conversation. These meetings will take place before the end of the day on Tuesday, and while Katarina will provide more detail on all of the specifics, please know the following will apply to all of these bandmates:
Severance pay: We will start with a baseline for all employees, with the average employee receiving approximately five months of severance. This will be calculated based on local notice period requirements and employee tenure.
PTO: All accrued and unused vacation will be paid out to any departing employee.
Healthcare: We will continue to cover healthcare for employees during their severance period.
Immigration support: For employees whose immigration status is connected with their employment, HRBPs are working with each impacted individual in concert with our mobility team.
Career Support: All employees will be eligible for outplacement services for two months.
For the team that will remain at Spotify, I know this decision will be difficult for many. Please know we are focused on treating our impacted colleagues with the respect and compassion they deserve.
Looking Ahead
The decision to reduce our team size is a hard but crucial step towards forging a stronger, more efficient Spotify for the future. But it also highlights that we need to change how we work. In Spotify’s early days, our success was hard won. We had limited resources and had to make the most of every asset. Our ingenuity and creativity were what set us apart. As we’ve grown, we’ve moved too far away from this core principle of resourcefulness.
The Spotify of tomorrow must be defined by being relentlessly resourceful in the ways we operate, innovate, and tackle problems. This kind of resourcefulness transcends the basic definition – it’s about preparing for our next phase, where being lean is not just an option but a necessity.
Embracing this leaner structure will also allow us to invest our profits more strategically back into the business. With a more targeted approach, every investment and initiative becomes more impactful, offering greater opportunities for success. This is not a step back; it’s a strategic reorientation. We’re still committed to investing and making bold bets, but now, with a more focused approach, ensuring Spotify’s continued profitability and ability to innovate. Lean doesn’t mean small ambitions; it means smarter, more impactful paths to achieve them.
Today is a difficult but important day for the company. To be very clear, my commitment to our mission and belief in our ability to achieve it has never been stronger. I hope you will join me on Wednesday for Unplugged to discuss how we move forward together. A reduction of this size will make it necessary to change the way we work, and we will share much more about what this will mean in the days and weeks ahead. Just as 2023 marked a new chapter for us, so will 2024 as we build an even stronger Spotify.
– Daniel
Amazon started cutting jobs in the company’s music division this week, according to Reuters.
“We have been closely monitoring our organizational needs and prioritizing what matters most to customers and the long-term health of our businesses,” an Amazon spokesperson told Billboard in a statement. “Some roles have been eliminated on the Amazon Music team. We will continue to invest in Amazon Music, and spend our resources on the products and services that matter most to customers, creators, and artists.”
The rep did not provide any information on the extent of the cuts.
The latest wave of cuts adds to a brutal period for tech — and a rough one for the music industry. In the last 18-ish months, the tech behemoths, from Google to Meta to X (formerly Twitter) to Microsoft, have all laid off tens of thousands of workers.
Amazon has also gone through waves of big cuts already, first eliminating 18,000 jobs, and then cutting another 9,000. “The overriding tenet of our annual planning this year was to be leaner while doing so in a way that enables us to still invest robustly in the key long-term customer experiences that we believe can meaningfully improve customers’ lives and Amazon as a whole,” Amazon CEO Andy Jassy told employees in March.
In July, the site layoffs.fyi, which tracks the tech industry, estimated that more than 386,000 tech workers had been fired around the world since the beginning of 2022.
In music, Downtown Music Holdings, Warner Music Group, Spotify, Motown Records, Soundcloud, BMI, and more have laid off employees. (Downtown and SoundCloud have both done two rounds of cuts.) The language music executives have used in their layoff announcements has echoed messages from the tech world, often relying on buzzwords — think “efficiency” and “evolution” — and emphasizing the importance of “future success” as if that suddenly became an organizational priority.
It’s widely believed around the music industry that there are more layoffs to come.
BMG terminated about 40 employees on Thursday (Oct. 27), sources within the company tell Billboard. The layoffs cut effectively the entirety of its film/TV, theatrical, and international marketing department for recordings as well as its Modern Recordings label, according to sources and an internal memo obtained by Billboard. It took place on the day of the New York office’s annual Halloween party, says a source.
The eliminations include company leaders like Fred Casimir (executive vp, global repertoire) and Jason Hradil (senior vp, global repertoire) and affected employees in its Berlin, New York, and Los Angeles offices. A source within the company fears there are more layoffs to come and believes the layoffs may be a result of the company hiring the consulting firm McKinsey & Company in recent months.
After employees were notified they were being laid off, the company hosted a call with the U.S. recorded music team — including those who were let go — according to a source within the company.
“Everyone at BMG says it feels like a venture capital firm now and not a record label,” laments an employee. “Things got dark real fast, and it bums me out watching a lot of amazing people lose their jobs right before the holidays.”
In a video call hosted by CEO Thomas Coesfeld, the leader explained that the restructuring was part of the implementation of its new strategy, BMG Next, according to an internal memo shared with Billboard. “The international marketing team was set up five years ago in response to the needs of the company at the time,” he said to senior managers. “Our talented team has done a great job, driving international campaigns for artists including Lenny Kravitz, Kylie Minogue, and Louis Tomlinson, but unfortunately on a business level, expectations from this novel structure were not met and it created duplication of functions with local teams. The clear business decision is to instead give artists a single contact point with their local repertoire teams.”
A BMG spokesperson declined to comment beyond providing the memo.
In the last year, BMG — which represents talent like Jelly Roll, Halsey and Lainey Wilson as well as certain rights to the catalogs of Tina Turner, Peter Frampton, Mötley Crüe, and more — has made a number of significant business changes. In January, its longstanding chief executive Hartwig Masuch announced he would retire and would be succeeded by then-CFO Coesfeld, effective Jan. 1, 2024. On April 18, BMG claimed it would be the first music company to fully integrate its catalog and frontline music operations. On May 17, Masuch announced he would accelerate Coesfeld’s transition to CEO to July 1 instead.
In September, BMG announced it was winding down its agreement with Warner Music Group’s ADA and would be taking over direct management of its 80-billion-stream digital distribution later this year. (Digital revenues contributed 70% of BMG’s overall revenues in 2022.) Last week, BMG also announced it would be partnering with UMG’s commercial services division for the distribution of its physical recorded music. Coesfeld described the deal as the first project of a burgeoning “alliance” between the two music companies.