In February 2009 I left a promising career in advertising to build a music company.
My vision, albeit partially formed, was to offer a new way of serving exciting independent artists by simultaneously growing their prowess and profile across touring, promotion and publishing.
We’d do business in unconventional ways, use technology wherever we could, and be guided by our moral compass in an industry that has a reputation for its cut-throat nature. A sense of opportunity collided with youthful exuberance, naivety and a dash of idealism.
And so I swapped sleek studio space in the front end of Clerkenwell for a cold cluttered cupboard in the back end of Shoreditch. Reality hit pretty quickly.
- The office was dank and uninspiring.
- The toilets had the aura of a B-list horror movie set.
- Our kettle was the very cheapest that Argos had in stock and needed a piece of cutlery levered under the switch in order to function.
- The entertainment budget for a prospective client stretched to a couple of pints of average quality lager and possibly a Turkish takeaway.
- We had no senior staff with their black book of contacts and tricks of the trade.
- None of our team had operated in their role before and were all learning on the fly.
- Hardly any of the main festival promoters would return our calls or emails.
- Investors wouldn’t touch us (“you mean none of your clients have signed contracts?”).
- The heating didn’t work, except in summer.
I was running the place, frantically trying to lay down enough track ahead of us to stop the train crashing into the side of the mountain.
Along the way we lost pitches, clients, staff, focus and VAT returns.
To quote Ben Horowitz, I was deep in the struggle.
The Struggle is when you wonder why you started the company in the first place.
The Struggle is when people ask you why you don’t quit and you don’t know the answer.
The Struggle is when your employees think you are lying and you think they may be right.
But despite the pain the company was alive, and despite all the setbacks were we still just about winning more than we were losing.
One Friday night in early 2011, something changed.
On face value it wasn’t much, just another date in the diary for some of the acts we represented. For me, however, it represented something far more.
One of the venues we’d worked most closely with since the very beginning of our burgeoning business had booked 17 of our artists to play across the venue on the same night.
We represented almost the entire lineup.
We’d never had anything like it happen before.
This venue had built a long-standing reputation for quality — whether it was the booming sound system, striking graphic design or talent programming that seamlessly blended big names with newcomers. It was great to have any client booked there, let alone 17 of them.
But that night it wasn’t about which of our agents had booked the acts. It wasn’t about the revenue it generated for our clients or us either (as much as we needed it at that point).
It was about the team who ran this venue recognising there was something about us and the talent we’d aimed to represent, nurture and develop, often from the very ground floor of their careers.
In my mind, this seemingly trivial milestone validated everything we’d been doing up to that point and helped pushed me on to keep going when we were deep in the struggle.
A few years later and I’d managed to make a successful exit, with our alumni moving on to hold key roles at some of the industry’s leading companies. I now think often of that tough period — what I did wrong, how I would deal with it now, and what helped me get through it at the time.
This Friday night, fabric opens its doors again after what must be the biggest struggle in its 18 year history.
Just like many others I’m very pleased to see its return.
Without it a whole cohort of creators, entrepreneurs, collectives and organisations may not have kept persevering through the struggle, or even have got started at all.