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Thomas Coesfeld

BMG CEO Thomas Coesfeld says taking his company’s digital distribution in-house and operational changes — two initiatives launched during his first year at the helm — are paying off.
The Berlin-based music company reported on Wednesday (Aug. 28) that it generated 459 million euros ($491.7 million) in revenue in the first half of 2024, marking an 11.1% increase from the year-ago period thanks to strong growth in digital income streams. Digital revenue, which contributed nearly 70% of BMG’s overall revenue for the period, rose 20.3% in the first half 2024 compared to 2023, as BMG exited a contract with Warner Music Group (WMG) and moved oversight of its digital distribution business in-house.

“This move is paying off,” Coesfeld tells Billboard of taking control of BMG’s 80-billion stream digital business. BMG now has greater insight into its streaming data, which enables it to provide “better marketing insights, more timely campaigning and iterations of that campaign [and] better tools around fandom” to its artists, who include Jelly Roll, Kylie Minogue and Mustard, Coesfeld says. Also, BMG saves money not paying fees to WMG’s ADA.

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“One or two years ago we had this plan, we said this is what will happen,” Coesfeld adds. “And [these earnings] show it works.”

BMG’s first-half organic revenues grew by 12.5% while operating earnings before interest, taxes, depreciation and amortization (EBITDA) — a closely watched measure of growth — rose by 35.5% to 122 million euros ($130.7 million). EBITDA margin was 26.5%, up from 21.7% in the first six months of 2023. BMG’s catalogs again underpinned that margin figure, as the company acquired 10 catalogs during the first half of the year. Details of those deals were not disclosed.

The close of the first six months of 2024 coincided with the end of Coesfeld’s first year as CEO. After taking the reins of BMG from longtime CEO Hartwig Masuch on July 1, 2023, Coesfeld has set a tone that communicates BMG is open to change, even if it means taking advantage of artificial intelligence and collaboration with historic rivals.

“We figured only if we anticipate trends a little earlier do we have a chance to win in this very competitive market,” Coesfeld says. “We are looking at a fundamentally attractive market that is growing. It is driven by tech and if we adopt it and don’t fight it there is huge opportunity for BMG and artists.”

One example of this approach is BMG’s partnership with a generative AI lab at Munich’s Technical University, through which they have successfully launched a pilot program that uses gen-AI to market BMG’s deep catalog. Students at the lab generated short videos that have proven to be more cost efficient and effective at getting the audience to engage with the music.

Last fall, BMG also began a structural reorganization that included letting go of around 40 employees. It was a “tough period… but a business necessity” and part of a broader strategy meant to help the company respond quickly to industry trends, Coesfeld says.

“The operational changes, which we enacted — digital distribution, better able to monetize our repertoire and catalogs and our reorg, which is complete, is making us way more agile and faster in delivering our service and making decisions,” he adds. “We are much more agile on a day-to-day.”

Indie music conglomerate BMG announced a “new structure” for its staff across the globe today (Nov. 30), one which new CEO Thomas Coesfeld says is part of “a strategy for future growth.”
The plan, which BMG executives communicated to staff today, is part of a strategy that Coesfeld calls “local where necessary, global where possible,” and will move BMG’s catalog, sales and marketing teams in its recorded music division into global roles, joining its investments, technology, rights and royalties functions, which already have a global purview. In local markets, artist relations and marketing campaign managers will be able to tap into those global teams for analytics, content creation and media planning and buying, the company said.

“We are changing the way we do things,” Coesfeld said in a statement. “We will combine creative intuition with data-driven insights to deliver the best service for our clients and customers.”

Additional changes outlined by the company include a new global catalog team based in Los Angeles; a “recalibration” of its presence in continental Europe in line with the new local-global emphasis, which will involve focusing on “functional centers of excellence within Europe,” as well as aggregation of budgets and expertise; a further acceleration of its investments in tech and its myBMG system for artists; and the clarification of roles and structures that the company says will make it “more accountable to its artist and songwriter clients.”

“Fifteen years after the emergence of streaming, music is going through another tectonic change,” Coesfeld said in a statement. “It is vital we now reengineer our business to make the most of that opportunity. BMG has challenged the conventions of the music industry ever since we began, bringing music publishing and recordings under one roof with a distinctive service-orientated and transparent approach. Now new ways of creating and consuming music and looming changes in streaming economics are challenging us to do even better for our clients.”

The new structure is the latest move that Coesfeld has made since taking over from longtime CEO Hartwig Masuch in July. The biggest change involved ending its distribution agreement with the Warner Music Group’s ADA and bringing its digital distribution in-house, while striking a deal with the Universal Music Group for its physical distribution. Then, last month, BMG laid off around 40 employees, which involved discontinuing its international marketing department for recordings, its television, film and theatrical departments and the shuttering of its Modern Recordings label, and saw executives like executive vp of global repertoire Fred Casimir and senior vp of global repertoire Jason Hradil leave the company.

The news means that “a number of existing positions will end,” the company tells Billboard, while Los Angeles will now become the primary hub for catalog. The company says that the approach aligns recordings with its existing strategy in its publishing division.

“This is a strategy for future growth,” Coesfeld added. “But in a business in which change is a constant, we ourselves need to change to grow further. Standing still is not an option if we want to deliver for our artist and songwriter clients.”

Thomas Coesfeld says that the next 10 years will be much different for BMG than the last 10.
Navigating the onslaught of generative artificial intelligence (AI), diverging streaming economic models and the slowdown in streaming revenue growth is among the challenges “that are keeping me up at night,” says the new CEO of the world’s fourth-largest music company, who sat down with Billboard for his first U.S. interview since succeeding Hartwig Masuch in July.

At 33, Coesfeld is the fresh young face of one of Europe’s oldest and most powerful media dynasties. His grandfather was Reinhard Mohn, a legendary CEO of BMG’s German parent company, Bertelsmann. Coesfeld’s predecessor also earned a spot in the media conglomerate’s corporate pantheon. Masuch reinvigorated BMG after serving as an adviser for the company’s uncoupling from Sony in 2007, building it into an entity that generated roughly 900 million euros ($947.7 million) annually. It’s now Coesfeld’s job to lead the company beyond the 1 billion euro mark ($1.1 billion) by 2024.

The Berlin-based executive spoke candidly about the challenge he faces being a relative newcomer to the music industry and the acumen he developed while overseeing BMG’s balance sheet since 2021 as the company’s CFO. Coesfeld received a baptism by fire as one of BMG’s chief negotiators for song catalog acquisitions during the market run-up in the early 2020s. From 2021 to 2023, he helped the company land 70 deals, including acquiring the catalogs of rock icons Mötley Crüe and Tina Turner, as well as those of Mick Fleetwood, Paul Simon, The Pointer Sisters, Peter Frampton and The Hollies.

A photo of Coesfeld’s grandfather, former Bertelsmann CEO Mohn, viewing the Manhattan skyline in 1954. Much like him, Coesfeld says he has a “strong fondness” for the United States.

Urban Zintel

Bertelsmann, flush with cash after its failed acquisition bid for Simon & Schuster, has promised to invest between 5 billion and 7 billion euros ($5.3 billion to $7.4 billion) across its companies through 2025 — an infusion that should help Coesfeld outpace BMG’s nearest competitors, Concord and HYBE, which are both on track to close $300 million to $500 million in company acquisitions this year. But competition doesn’t trouble Coesfeld. He is less combative and more collaborative than is typically found in the music industry.

“I’m convinced that the key challenge of the music industry is not fighting each other,” he says. “It’s not about conventional distinctions between segments, like frontline or catalog, or companies, like majors or indies. There are bigger challenges than that. What is needed is a more collaborative approach with business partners to face this more challenging environment.”

You’ve been in the CEO seat for just over 100 days. What is the five-year plan for BMG?

My predecessor was an entrepreneur who brought Bertelsmann back into the music space. He achieved a thing you don’t see that often, particularly in media. We are a very established company on a solid foundation. Now comes a new chapter. The next iteration of BMG will focus on better engaging with our artists, songwriters and business partners. I’m truly convinced we can only be effective if we are not focusing too much on ourselves — not building too much resources internally — but instead focusing on the value creation and service delivery for the artists and songwriters. Naturally, we will continue on our investment strategy.

What does BMG taking digital distribution in-house mean for the company’s future?

First, it allows us to significantly upgrade our services for artists. We get better in our marketing ability to advocate for the songs, campaign management, things like that. Second, we get better and direct access to the data feeds from the platforms. Artists care about that. The third point is it’s massively enhancing our service portfolio. This enables us to offer a bigger variety of deals for artists to allow them to choose what kind of service level they want. And then obviously, every intermediary takes fees. So this allows us to have a more sustainable business model, become more competitive and offer more competitive terms to our artists. And artists get the monies faster.

Another photo of Mohn.

Urban Zintel

How does integrating the frontline business and catalog help you achieve these goals?

What’s key on the recording side is marketing. What is new and increasingly important is understanding the [streaming] channels. You need expertise for each [digital service provider]. Spotify is really different from Apple. We’ve had a direct relationship with YouTube for the last eight months, and the results are phenomenal — not just from a topline perspective, which is the ultimate measure, but also in having access to data, providing improved service on marketing, trending and velocity to artists. If you look through the lens of marketing, frontline and catalog become more integrated because the skill that makes the difference is marketing and understanding the channel. Consumption is way more fragmented. Fans make their own choices. Music taste is the decisive factor.

What do you expect streaming growth to look like in the coming years?

Two trends are relevant: One is that the massive market growth for the future of streaming in Western markets will happen through price increases. The second is the majority of the volume growth will happen in the developing markets. The good news is that the market is still fundamentally growing — not at the same speed as in the past 10 years — but we still have a fundamentally attractive market.

We need to own distribution to fully understand the trends early on and to react faster, to market in more tailored ways. With lower growth, we need to be more precise in how we invest marketing dollars.

How would you describe your leadership style?

There is a German saying: “You always see each other twice in life.” The idea of this saying is you always have opportunities — from a power-play perspective, you’re in a better situation — but the more sustainable approach is to still treat everyone as partners. We are in it for the long run. This is, for me, a paradigm for how to act on a daily basis. I’m very grateful for the partnership we had [with ADA]. We tripled our revenue. We’ve learned a lot, and it was clear from the get-go that at some point in time we would leave. [Warner Music Group CEO] Robert [Kyncl] and I had very frank conversations about it.

The statuette, which was a gift from Coesfeld’s aunt, “represents ambition,” he says.

Urban Zintel

What opportunities do you see in the catalog market?

We have a well-oiled machine. We know how to assess catalog, pitch and discuss with artists and songwriters. Hartwig built a reputation. Artists and songwriters trust us. That’s a big opportunity from a positioning standpoint. Paired with a very committed parent company, which is willing to fund the further growth of this company, we see massive growth, and I remain very optimistic about the market fundamentals. There are a lot of things going on which may cause challenges — streaming economics, generative AI — but I see those as massive opportunities for the industry overall.

How have your previous executive roles at Bertelsmann shaped you, and how will they shape BMG?

This is my first CEO role. Now, I can’t blame the CEO any longer! I’m a firm believer from my own experience that the way you treat people, the way you interact in all types of relationships, is critically important to firm longevity and business success. If you take that and apply it to BMG, it’s even more important because our clients are a diverse set of characters. That’s why they have fans. They are not normal. They are not average. They are different. They are beyond that. Treating people with respect is critically important, and that sets Bertelsmann apart from other companies.

And in my CFO role, I had the privilege of being responsible for a catalog acquisition strategy. That helped me a lot in getting to know so many artists over the last two to three years. That introduced me quite well to this industry. Not having been around for decades in the music business was a challenge and, at times, still is.

A keyring that Coesfeld bought in New York when he was 12 and has carried with him since.

Urban Zintel

What is BMG’s view of the ongoing experiments with artist-centric and user-centric streaming payment models?

We are not the market maker there, which is important to understand our views. Overall, I welcome that we are having this discussion as an industry. What is on the table is a great step in the right direction. We are about to establish mechanisms to fight fraud, money laundering, things like that. Even more importantly, in light of gen AI, it is so easy to create music and to have artificial consumption of music.

How do you see this as a tool to address your concerns around generative AI?

If you don’t have mechanisms that make a distinction between human artistry and white noise, then something is wrong about the system. The streaming economics were designed 12 years ago. They are just not the appropriate models any longer. One thing I’d love to see more pronounced is trust in consumer choices — so a distinction between the superfan who is listening to just one artist and the more infrequent listener who is also paying $11 a month but listening to 50 streams a month.

What are the pitfalls and opportunities of generative AI?

I do see a fundamental threat to the ‘copyright-ability’ of human creativity. If regulators do not hold up, we will have a big issue. What keeps me optimistic is that fans don’t just care about the musical expression. It’s about the personality, the artist — especially for superfans.