BMG’S COLORFUL NEW CHAPTER: WE THINK YOU’LL FIND IT REFRESHING

“BMG has been through a significant transformation, and our refreshed brand reflects that journey,” company chief Thomas Coesfeld declared in announcing a new look for the brand.

The new colors and other visuals, it turns out, aren’t merely eye candy—they’re reflective of substantive changes signaling a new era for the storied firm. We asked Coesfeld and London-based President of Repertoire & Marketing, U.K., APAC & Europe Alistair Norbury (a key player in the rebranding, as was global consultancy Wolff Olins) some questions about the process and what it means. For some reason, they replied.

What’s the reason for this rebrand? What’s the “strategic evolution” touted in your communications?

Thomas Coesfeld: You can’t be new forever—BMG has grown and matured as a company, advancing its mission to redefine the music industry. From day one, we’ve been a forward-thinking, modern music company—now we’re building on that foundation with a focus on innovation, collaboration and creativity. By seamlessly integrating technology and artistry, we’re shaping the future of music and creating an environment where artists, songwriters and their work can thrive.

This rebrand isn’t just about a new look—it marks a strategic shift, aligning with our BMG Next vision and future direction. We are now an established, respected global force, committed to staying at the forefront of artist-centric innovation, transparency and service as the industry evolves.

Alistair Norbury: When I came to BMG about 10 years ago, it was the new player in town. Today, we're a global player in the publishing business, while the record side has developed rapidly since the acquisition of Broken Bow, which transformed our U.S. operation, with Jon Loba as president of recorded music in North America. Thomas’ arrival as CEO 18 months ago made us focus even more on our core businesses of publishing and recordings.

BMG is now established in most of the significant parts of the world. So we need our brand to speak to that. Another important thing to stress is that we are one of the few significant privately owned music companies. We feel that this new, more mature business needed a fresh identity.

How would you define the new BMG and how does it differ from what the company was before?

Coesfeld: Today’s BMG is a sharper, more agile company, doubling down on our strengths in music publishing and recorded music while ensuring we deliver the best possible experience for our clients. From championing our artists and songwriters’ stories to advocating for fairer remuneration, BMG was founded on the belief that music creators should be treated with fairness and transparency. When we launched, these principles were rare in the industry. Over time, others followed our lead—something we take pride in.

As the landscape has evolved and become more fragmented, artists and songwriters’ needs have also changed and grown more complex, and we’ve adapted to the new streaming reality by helping artists navigate shifting economics, connect more meaningfully with their audiences and leverage technology to maximize royalties and collections.

Is it harder to achieve those worthy goals in a short-attention-span climate in which TikTok can create instant hits, sometimes to the detriment of longer-term artist development?

Norbury: It can be, but the BMG model is to support artists from a career perspective and to adapt and to embrace whatever the technology. One of Thomas' big steps is for BMG to be more embracing of technology, data, and to be a more contemporary business. We are extremely good at taking our artists with us on these journeys into these new spaces, thanks in large part to executives like Celine Joshua, who’s our new EVP of global marketing. The physical business is still super-important, but we're embracing the new while delivering tangible, sustainable results for our writers, artists and our shareholders.

What makes the elements of this rebrand more than something, you should pardon the expression, symbolic?

Coesfeld: This rebrand is not just about aesthetics; it’s a statement of intent. It honors our rich history while still reflecting our commitment to improvement, embracing new opportunities and enhancing the way we serve our artists, songwriters and partners. We’re streamlining processes, leveraging technology in smarter ways and reinforcing our music creator-first approach in everything we do.

“Grow Boldly Together” is our new internal north star. It defines our ambition, the bold choices we make and our commitment to collaboration and long-term success. At the heart of this transformation is our vision: to create a world where music thrives and has an everlasting impact.

Norbury: I was fortunate to be part of the group of people involved with the rebrand, but it's important for you to know that the process didn't just involve BMG internal staff; we spoke to our songwriters, to our artists, to people in the music ecosystem. Key thought leaders internally and externally have helped shape where we're at.

What are the salient characteristics of the new music ecosystem? What is the role of a music company like BMG in that ecosystem?

Coesfeld: The music industry is more complex than ever, with income streams multiplying and GenAI posing new challenges for artists and songwriters. Navigating this landscape requires the right partner—one with the expertise to help them succeed in a rapidly evolving reality. That’s why we’ve built our business around a distinctive approach, embracing technology and prioritizing long-term career growth over short-term gains.

What are your thoughts on the role of distribution in the present marketplace?

Coesfeld: Artists have more choices than ever, with service options ranging from distribution-only deals to full-scale global support. We provide a flexible suite of offerings, empowering clients to choose what works best for them. The real challenge is standing out and capturing an audience’s attention. That’s why we continuously innovate, expanding our capabilities across recordings and publishing with differentiated services designed to help artists thrive in a dynamic industry.

Norbury: In the past, we always partnered on distribution. The change has been to take ownership and responsibility of our own destiny, particularly in digital. It’s hard for us to compete with labels on new signings if we are not in control of our digital distribution. So by leading us into direct relationships with DSPs, Thomas has given us a seat at the table.

With regard to physical, it made sense to shift our distribution to the biggest player out there, Universal. Our direct-to-consumer business is also very important to us, so we work with our clients on their platforms, helping them to optimize their physical sales offerings from their sites. We are also working much more closely with agents, promoters, managers and other parts of the industry who are equally focused on the super-fan relationship and experience.

How has A&R changed, and what new avenues are available for finding and developing talent?

Coesfeld: At its core, A&R is still about instinct—recognizing raw talent, understanding artistry and knowing when to take a chance. But now, data plays a crucial role in amplifying those instincts. Social media, streaming analytics and audience engagement metrics provide valuable insights, helping us make informed decisions. We believe in a strong combination of creative intuition and analytical insight. One can’t live without the other in today’s world.

How do you recharge? Rock-climbing? Yoga? Cooking?

Coesfeld: I believe in balance, and for me, that means making time for activities that help me stay sharp and focused. Whether it’s exercise, travel, an interesting podcast or time with family and friends, taking a step back is essential for gaining perspective and bringing fresh energy to the work we do.

Do you like our logo? It’s red on black.

Norbury: Sorry, what was that? Your question made me strangely drowsy.