What Artist Managers Actually Do

Audience: Artist Managers | Read time: 12 min | Last updated: January 2026

The artist manager functions as the CEO of an artist's business. They coordinate between all team members, set strategic direction, negotiate deals, and handle the constant stream of decisions and problems that define a music career. Understanding the full scope of this role helps both managers and artists build effective working relationships.
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This guide explains what managers actually do, how compensation structures work, when artists need management, and how to evaluate potential management relationships.

The manager is responsible for the overall strategic direction and operational coordination of an artist's career. They are not booking agents, publicists, or assistants, though they coordinate with all of these functions. A former Interscope executive described the role as "president of operations for the artist," emphasizing that the manager serves as the central point of coordination for everything business-related.
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An artist's career involves multiple parties with different functions: label executives, booking agents, entertainment lawyers, publicists, business managers, marketing teams, producers, and more. The manager coordinates between all of these relationships, ensuring that everyone works toward aligned goals and that decisions across different areas support the overall strategy.
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This coordination function becomes increasingly important as careers grow more complex. At early stages, an artist might handle most functions themselves. As opportunities multiply and stakes increase, the coordination burden grows beyond what any artist can manage while maintaining their creative focus.

Manager responsibilities divide into strategic and operational categories:

Strategic functions involve defining direction and making high-stakes decisions: career trajectory planning, opportunity evaluation, deal negotiation, team building, and relationship development with labels, publishers, and other industry partners.

Operational functions involve day-to-day execution: communication management, problem solving, scheduling coordination, and ensuring that plans translate into action across all areas of the business.

Most managers handle both strategic and operational work, though the balance shifts as careers develop. Early-stage management involves significant operational load. As teams expand, managers delegate more operational tasks to focus on strategic direction.

Short-term and long-term goal setting establishes the framework for all other decisions. A manager helps define what success looks like for a specific artist and works backward to identify the steps required to get there. These goals should be specific, measurable, and tied to realistic timelines.

Release strategy development involves decisions about timing, sequencing, and marketing approach for new music. When should singles drop? How should they be spaced? What marketing resources should support each release? How does the release calendar coordinate with touring and other activities?

Opportunity evaluation is one of the most important strategic functions. Artists face constant choices: deal offers, collaboration requests, media opportunities, brand partnerships, touring options, and more. The manager evaluates which opportunities align with career trajectory and which would be distractions or missteps.

Deal negotiation places the manager as primary negotiator for major agreements. While entertainment lawyers handle legal review and contract drafting, managers typically lead the business negotiation with labels, publishers, booking agents, brand partners, and other counterparties.

Contract oversight ensures that all agreements serve the artist's interests. This requires understanding standard industry terms, recognizing unfavorable provisions, and knowing when to push back or walk away.

Financial coordination involves working with business managers on budgets, investments, cash flow planning, and financial decision-making. The manager does not typically handle bookkeeping or tax preparation, but they need to understand the artist's financial position and ensure that business decisions account for financial realities.

Team assembly means identifying, vetting, and bringing on other professionals as the career requires them: booking agents, publicists, entertainment lawyers, business managers, social media managers, tour managers, and others.

Relationship management across the team ensures that everyone understands their role, has the information they need, and works toward aligned objectives. This includes managing conflicts between team members and making decisions when different parties have competing recommendations.

Quality control means holding team members accountable for results and making changes when performance falls short. The manager evaluates whether each team member continues to serve the artist's needs and makes recommendations about changes.

Communication management absorbs significant time. The manager serves as primary point of contact for most business communications, filtering what reaches the artist and handling routine matters independently.

Problem solving addresses the constant stream of issues that arise: scheduling conflicts, contractual disputes, team conflicts, unexpected challenges, and opportunities that require rapid decision-making.

Opportunity creation involves proactive relationship building and networking to create new possibilities. This includes developing industry relationships, identifying potential collaborators, and positioning the artist for opportunities that may not exist yet.

Standard management commissions range from 15-20% of gross income. The rate typically reflects the manager's experience level, the artist's career stage, and the scope of services provided.

New and emerging artists typically pay 15-20%, with managers taking on more risk in exchange for higher potential upside if the artist succeeds.

Established artists with proven revenue may negotiate rates of 15-25%, with higher rates justified by more comprehensive services or exclusive attention.

Superstar level artists sometimes negotiate rates of 10-15%, reflecting their negotiating leverage and the volume of income involved.

The commission base matters as much as the percentage. "Gross income" typically includes all music-related revenue: recording royalties, publishing income, touring revenue, merchandise sales, sync licensing fees, brand partnership income, and other music-related earnings.

Standard exclusions vary by contract but often include: recording costs (the expense of making the album), touring expenses (costs of putting on shows), taxes, and sometimes publishing income if the manager did not secure the publishing deal.

Commission on different income types may have different rates. Some contracts specify lower commission rates on certain income streams, particularly touring income where margins are already thin.

Term length for management contracts typically runs 1-3 years initially, with option periods that allow extension if both parties want to continue. Shorter initial terms protect artists from long commitments to unproven relationships.

Post-term commission provisions specify what happens after the management relationship ends. Managers typically continue to receive commission on deals they originated during the term, but at reducing rates over time. Standard sunset clauses reduce commission over 12-18 months until it reaches zero.

Key person clause ensures that if you signed with a specific manager, that person remains involved in managing you. If they leave their company or become unavailable, you have the right to terminate the agreement.

Performance benchmarks establish specific goals and timelines. If the manager fails to meet these benchmarks, the artist may have grounds to terminate or renegotiate.

Termination provisions specify conditions under which either party can end the relationship. Typical provisions include notice periods, cure periods for addressing problems, and definitions of what constitutes grounds for termination.

Understanding the distinction between manager and other roles prevents confusion and ensures each team member focuses on their proper function.

The booking agent focuses specifically on live performance: booking shows and tours, negotiating performance fees, managing venue and festival relationships, and coordinating tour logistics and routing.

The manager oversees overall career strategy, of which live performance is one component. The manager sets the strategic framework (when to tour, what markets to target, how touring fits into release strategy) while the booking agent executes within that framework.

Typical booking agent commission runs 10-15% of performance fees, separate from management commission.

The business manager handles financial operations: tax planning and compliance, investment management, cash flow management, corporate structure, royalty auditing, and retirement planning.

The manager makes business decisions and sets direction, while the business manager implements the financial infrastructure and provides financial data to inform decisions.

The independence factor is crucial. The business manager serves as a check on both artist and manager, providing objective financial oversight. Many industry professionals recommend that the business manager report to the artist directly, not through the manager.

Business manager compensation typically runs 5% of gross income, though arrangements vary. Fixed retainers and hybrid models have become more common.

The entertainment lawyer handles legal matters: contract review and drafting, intellectual property protection, business formation, dispute resolution, and litigation.

The manager leads business negotiations, while the lawyer reviews the legal terms and protects the artist's legal interests.

Typical lawyer compensation involves hourly billing ($300-600 per hour) for specific projects, monthly retainers ($1,000-5,000) for ongoing access, or capped fee arrangements for major deals.

The publicist handles media relations: press outreach, interview coordination, narrative development, crisis communications, and media training.

The manager sets the overall communication strategy and brand positioning, while the publicist executes media-specific tactics within that framework.

Not every artist needs management. At early stages, the cost of management (15-20% of income) may exceed the value received. Artists should evaluate specific indicators of management readiness:

Consistent monthly income from music of $2,000 or more suggests that the business has grown beyond hobby scale. At this level, 15-20% commission represents meaningful compensation that could attract capable managers.

Regular performance opportunities requiring coordination indicate that the operational load is growing beyond what an artist can handle alone.

Multiple revenue streams needing professional oversight suggest complexity that benefits from dedicated management attention.

Industry opportunities beyond your network indicate that relationships and access have become limiting factors. A manager with established industry relationships can open doors that remain closed to the artist alone.

Time constraints preventing business development represent the clearest sign of management readiness. When business tasks consume time that should go to creative work, the cost of not having management exceeds the commission cost.

Income too low to interest qualified managers creates a mismatch. If your income cannot provide meaningful commission, you may attract managers who are either inexperienced or who have too many clients to give you adequate attention.

Unclear about what help you need suggests that the problem may not be management-related. Defining specific challenges helps determine whether management is the right solution.

Hoping a manager will "break" your career represents a common misconception. Managers can accelerate and optimize careers that are already showing momentum. They cannot create momentum from nothing.

Track record with artists at your stage matters more than track record with established acts. A manager who has developed artists from early stages demonstrates the skills relevant to your situation. A manager who only works with established artists may not know how to build from your current position.

Genre experience and industry connections should align with your career goals. A manager deeply connected in country music may not serve an electronic artist effectively, regardless of their overall success.

Roster size and attention capacity determines how much focus you will receive. A manager with 15 clients cannot provide the same attention as one with 5 clients. Ask specifically about how many artists they manage and how they allocate time.

Shared vision for career development requires explicit conversation. Where do you want to be in 3 years? In 5 years? Does the manager's vision align with yours? Do they have a realistic plan for getting there?

Communication style and availability significantly impact the working relationship. Some artists want daily check-ins; others prefer weekly updates. Mismatched communication expectations create friction.

Reference checks with current and former clients provide invaluable insight. Ask about communication style, responsiveness, results achieved, and whether they would work with the manager again.

Verify industry relationships through discrete inquiry. Does the manager actually have the connections they claim? Are those relationships current and productive?

Assess financial stability and business practices to ensure the manager operates professionally. Have they been involved in any disputes or lawsuits? Do they have proper business infrastructure?

Review their proposed strategy for your career. Can they articulate specific steps they would take? Does their plan reflect realistic understanding of your current position?

Promises that sound too good to be true usually are. Experienced managers speak in probabilities and contingencies, not guarantees.

Poor communication during the courtship process predicts poor communication during the working relationship. If they are slow to respond or unclear in communication before you sign, that will not improve afterward.

Conflicts of interest with competing artists can limit opportunities available to you. If the manager handles artists competing for the same opportunities, ask how they manage those conflicts.

Unclear or evasive about contract terms suggests either inexperience or intent to include unfavorable provisions. Reputable managers discuss terms openly and explain their standard contracts.

Commission on songwriting income without publishing involvement is a red flag clause. If the manager did not secure your publishing deal or provide publishing-related services, commission on publishing income is not standard.

Standard management commission ranges from 15-20% of gross income. The specific rate depends on the manager's experience, the artist's career stage, and the scope of services provided. Some contracts include different rates for different income types or escalating rates tied to income milestones.

Yes. Management contracts are negotiable, though your leverage depends on your career position. Artists with demonstrated momentum and multiple interested managers have more negotiating power. Key points to negotiate include: commission rate, term length, sunset provisions, exclusions from commission base, performance benchmarks, and termination conditions.

Evaluate against specific, measurable outcomes: Are the goals you set together being achieved? Is your income growing? Are you getting opportunities you would not have access to otherwise? Is communication clear and consistent? Do you feel informed about your business? If you are not seeing progress on agreed objectives over reasonable timeframes, the relationship may not be working.

Document your current situation: streaming metrics, social following, email list size, revenue sources and amounts, geographic audience distribution, and growth trajectory. Identify specific challenges where you need help. Clear documentation helps potential managers understand where they can add value and helps you evaluate whether they are the right fit.

Some artists have co-managers or divide responsibilities between a day-to-day manager and a strategic advisor. This can work but requires very clear role definitions to avoid confusion and conflict. Most artists have a single primary manager who coordinates all other team members.

Before pursuing management, document what you need help with. Create a clear picture of your current challenges, where you want to go, and what specific capabilities you need in a manager. This documentation helps potential managers understand where they can add value and helps you evaluate whether each candidate is the right fit.

Use AndR to document your streaming trajectory, geographic concentration, engagement metrics, and conversion rates. This data package demonstrates your current position objectively and gives potential managers the information they need to develop realistic strategies for your career.

Music Managers Forum (MMF) Industry Resources. The MMF provides guidance on management standards, contract terms, and professional development for artist managers. Available at themmf.net.

Future of Music Coalition Artist Revenue Research. FMC research examines income patterns and team structures across different artist career stages.

International Music Managers Forum (IMMF) Standards. The IMMF publishes international standards and best practices for artist management relationships.

Music Business Worldwide Management Coverage. MBW tracks management deals, trends, and industry developments affecting artist-manager relationships.

This article is part of the AndR knowledge base. For tools to document your career metrics and prepare for management conversations, connect your accounts in the AndR platform.