Latest news with #Dolly:ATrueOriginalMusical
Yahoo
6 days ago
- Business
- Yahoo
ADA President Cat Kreidich Leaving Warner Music
Cat Kreidich, president of Warner Music Group's music distribution arm ADA, is leaving the company, she confirmed in an internal memo to staff on Tuesday. Kreidich leaves after four years at the helm at ADA. WMG hasn't provided any details on Kreidich's successor. In a note to staff, WMG CEO Robert Kyncl said the company would have an update on ADA's leadership this week. In Kreidich's memo, reviewed by The Hollywood Reporter, she said that 'while I'm not ready to announce my next chapter, I look forward to sharing those plans when appropriate.' More from The Hollywood Reporter Universal Music Group Increasing Efforts on Music AI Patents 'Dolly: A True Original Musical' Preview Shows Are Now Playing in Nashville: Where to Get Sold-Out Tickets Online Mariah Carey Confirms Release Date For 16th Album 'Here For it All' 'While organizational change is a constant in our industry, I believe the foundation we've established will continue to serve independent artists effectively,' Kreidich wrote in her memo. 'We built an exceptional global team and expanded our global release volume, revitalized our brand identity, and developed a digital platform specifically designed for independent artists and labels within the Warner supply chain. We made strategic acquisitions like RSDL, which Warner will go on to use to help fuel their entire recorded music business.' Prior to ADA, Kreidich was an executive at The Orchard, Sony Music Group's distribution arm. During her tenure as ADA president, she'd closed distribution deals with Three Six Zero Recordings and Rostrum Records, as well as Kesha's famed distribution deal as the pop star decided to go independent. 'When I returned four years ago as an executive from The Orchard and Sony, I brought a vision to recapture that pioneering spirit and transform ADA to better compete in an increasingly crowded landscape of innovative music technology companies,' Kreidich wrote Tuesday. 'We didn't aspire to be the biggest distribution company, but rather the most valuable — valuable to our artist and label partners by offering expert guidance and measurable results, and valuable to Warner Music Group by helping build its ecosystem and reputation for supporting independent artists.' Kreidich's departure comes as distribution companies have become an area of increased attention across the industry. Back in December, Universal Music Group's Virgin Music Group announced a deal to acquire Downtown Music Group Holdings, the parent company to music distributors FUGA and CD Baby. (That deal is currently facing regulatory scrutiny from EU authorities, Reuters reported.) Concord, meanwhile, closed on a deal for indie distributor Stem back in March. Kreidich's departure is just the latest notable shift at WMG; earlier this month, Kyncl had announced a $300 million cost-saving initiative which included a $170 million cut through headcount reduction. 'Cat is a class act,' Kyncl wrote in his note Tuesday. 'A bold thinker and decisive leader, she's always focused on what's best for the indie community – its artists, its labels, and its spirit. Under her leadership, ADA has grown its relationships across the creative ecosystem, expanded its global reach, and strengthened its team and tech. She's helped guide us through some major shifts, staying agile, and delivering results.' Read Kreidich's memo below: To the ADA Team, I wanted you to hear this news directly from me: After four transformative years proving that Warner Music Group and ADA can truly be the best home for independent artists and labels, I have made the decision to leave the company. While organizational change is a constant in our industry, I believe the foundation we've established will continue to serve independent artists effectively. We built an exceptional global team and expanded our global release volume, revitalized our brand identity, and developed a digital platform specifically designed for independent artists and labels within the Warner supply chain. We made strategic acquisitions like RSDL, which Warner will go on to use to help fuel their entire recorded music business. This journey represents my second chapter with ADA. My first began during the early years of digital transformation, when I transitioned from a music tech startup. Having completed one of the first of its kind 'New Media' degrees at Emerson College, I was drawn to the possibilities of digital disruption and the independent music scene. When I came across ADA in the '00s, it was supporting breaking independent acts at an unprecedented scale, pioneering new approaches while music was being democratized globally through emerging digital platforms like iTunes, eMusic, and mobile entertainment. When I returned four years ago as an executive from The Orchard and Sony, I brought a vision to recapture that pioneering spirit and transform ADA to better compete in an increasingly crowded landscape of innovative music technology companies. We didn't aspire to be the biggest distribution company, but rather the most valuable—valuable to our artist and label partners by offering expert guidance and measurable results, and valuable to Warner Music Group by helping build its ecosystem and reputation for supporting independent artists. We believed that Warner Music Group and ADA were better together, each strengthening the other's capabilities and reach, and I think we've proven that out. As the company begins its next chapter, WMG is committed to continuing to expand the depth and range of ADA's services. To the ADA labels and artists who keep the heart of this industry beating: thank you for your dedication, creativity, and passion. I've been inspired by your relentless drive and your vision. You champion creativity, and prove that independence doesn't mean going it alone—it means doing it your way. You are shaping the future of music, and I remain passionate about the independent music community and will continue to champion its growing importance. While I'm not ready to announce my next chapter, I look forward to sharing those plans when appropriate — it will be consistent with the work I have been grateful to do for the last 20 years as an indie advocate. With gratitude and appreciation, CAT Best of The Hollywood Reporter How the Warner Brothers Got Their Film Business Started Meet the World Builders: Hollywood's Top Physical Production Executives of 2023 Men in Blazers, Hollywood's Favorite Soccer Podcast, Aims for a Global Empire Solve the daily Crossword
Yahoo
6 days ago
- Entertainment
- Yahoo
Black Sabbath Mourn Death of Ozzy Osbourne: 'Lost Our Brother'
Black Sabbath co-founders Tony Iommi, Geezer Butler and Bill Ward have posted tributes to their bandmate Ozzy Osbourne Tuesday, hours after the Prince of Darkness died at age 76. 'I just can't believe it! My dear dear friend Ozzy has passed away only weeks after our show at Villa Park,' Iommi wrote on X on Tuesday. 'It's just such heartbreaking news that I can't really find the words, there won't ever be another like him. Geezer, Bill and myself have lost our brother. My thoughts go out to Sharon and all the Osbourne family. Rest in peace Oz.' More from The Hollywood Reporter 'Dolly: A True Original Musical' Preview Shows Are Now Playing in Nashville: Where to Get Sold-Out Tickets Online Mariah Carey Confirms Release Date For 16th Album 'Here For it All' Bruce Springsteen Joins Zach Bryan for Surprise Appearance at New Jersey Concert As Butler wrote in an Instagram post of his own: 'Goodbye dear friend- thanks for all those years- we had some great fun. 4 kids from Aston- who'd have thought, eh? So glad we got to do it one last time, back in Aston. Love you.' Where will I find you now? In the memories, our unspoken embraces, our missed phone calls, no, you're forever in my heart,' Ward wrote on X. 'Deepest condolences to Sharon and all family members. RIP. Sincere regrets to all the fans. Never goodbye. Thank you forever.' Iommi, Butler and Ward co-founded Black Sabbath with Osbourne in the late '60s, with the foursome becoming one of the most influential bands of all time as a a driving force in the development of heavy metal. They were inducted into the Rock & Roll Hall of Fame together in 2006. Black Sabbath itself posted a brief tribute online as well, writing 'Ozzy Forever' alongside a picture of Osbourne sitting on his throne. Osbourne's death has the music industry in mourning over the loss of one of its most titanic figures. Among those posting tributes Tuesday have been Elton John, Duran Duran, Jack White and Billy Idol among others. 'He was a dear friend and a huge trailblazer who secured his place in the pantheon of rock gods – a true legend,' John wrote. Best of The Hollywood Reporter From 'Party in the U.S.A.' to 'Born in the U.S.A.': 20 of America's Most Patriotic (and Un-Patriotic) Musical Offerings Most Anticipated Concert Tours of 2025: Beyoncé, Billie Eilish, Kendrick Lamar & SZA, Sabrina Carpenter and More Hollywood's Most Notable Deaths of 2025
USA Today
18-07-2025
- Entertainment
- USA Today
Dollywood is 40 years old, and Dolly Parton says it's time to visit
PIGEON FORGE, Tenn. — Nine-to-five would probably be a vacation for Dolly Parton. The living legend is always juggling multiple projects. 'And why not?' Parton told USA TODAY. 'I've lived this life, and I'm going to keep living it as long as I can, and I'm going to make hay while the sun shines.' Her new musical 'Dolly: A True Original Musical' debuts in Nashville on Friday. That's also where she's featured in a special Country Music Hall of Fame exhibit through September. This winter, she'll return to Las Vegas for her first run of shows there in more than 30 years. And all year long, her namesake theme park, which she co-owns with Herschend, is celebrating its 40th anniversary. Parton spoke to USA TODAY about Dollywood and other matters close to her heart earlier this park season. This interview has been edited for length and clarity. QUESTION: You dreamed of opening a theme park. What was your vision? Dolly Parton: When I first started getting successful, I used to think if I ever made it as big as I hoped to, then I (would) want to have my own theme park. I was just dreaming of having a wonderful place for people to come, have a good time, having all kinds of things to enjoy and providing jobs for my family and the kin folks around here and the good neighbors. And sure enough, we've got all that now. Of course we opened 40 years ago. It took a little while to get it all in the works, but it's more than I even imagined that it could be. When you have a dream, you gotta dream big, so I'm always dreaming big, but sometimes your dreams really take on a life of their own, and that's the way that it is with Dollywood. This is a wonderful part of the country to be in. We get a lot of tourists. I can't take credit for the Great Smoky Mountains National Park. They were drawing people for many years before we came – another reason that I knew this would be a good place to have a business like Dollywood. A lot of great people have worked really hard to make it what it is. And here we are 40 years later and it's just bigger and better every year. Dollywood's original dream team: They came for the summer and stayed 40 years What would you want folks around the country to know about Dollywood? DP: I want them to know they should get here and do whatever you gotta do to get here cause once you've been here, you're going to love it. Almost everybody that's been here, they always come back. Our slogan is (creating) memories worth repeating and love every moment. And we've had different slogans through the years like that, but I really think people just make beautiful memories here because there's something for every age group in the family. Even the teenagers can get their jollies, as they say, on the roller coasters and a lot of the things we have. Grandparents can love all the shopping, all the arts and crafts and the old mill and the glass blowing and so many wonderful things that couples can enjoy and the kids can enjoy, so they can meet up at one point or another during the day. You can bring the whole family and there's something for everybody to enjoy without being in each other's face all day. You've also got Splash Country and these world-class resorts and your dinner theater opportunities. You could have a whole week's vacation. DP: I am very proud of the businesses that we have over on the parkway. We have the Pirates Voyage. We have the Stampede and we have the Comedy Barn. We have so many things, like the Hatfields and McCoys and all the fun things (outside) the park. But here in the (resort) we have, as you mentioned, Splash Country; people love that. We open early in May, and we go through until September when the weather starts to cool off. We just have something for everybody in this whole area. Plus, not to be selfish with just my own, but there's so many great businesses around here, so many great things for people to see. This, to me, is sincerely one of the greatest places that anyone could visit. This part of the country, right here in Pigeon Forge, Sevierville and Gatlinburg, and in this general area, there's just so much. You're the Dreamer in Chief here. Can you tell us a little bit about that? DP: Well, we all get together and we kind of brainstorm, thinking about how well we've done with certain things and how much better this did than that and what we don't need to do again. And then we think, 'Oh, we need to really expand on this idea.' And so out of the great people that have great minds, we come up with great things. Sometimes I'll come up with an idea and it's not always great, but they'll take that and we can incorporate that into something else in the park. For instance, the restaurants, we even theme a lot of our meals based on things that I've talked about, about my own childhood, like stone soup ... My mom used to make that. We all felt special because we thought that stone made it twice as good as what it was, only because of Mama's stories and she was a good cook. But we try to have little things that really connect people to me as much as we possibly can, stories that I've told, songs that I've written, memories that I've had, talking about the people in the community. We try to have little links to kind of connect that chain that goes all the way through any and all the businesses that we have. Over the past 40 years, you've done so much through the park. What are you most proud of? DP: Well, I'm proud of all of it. I'm proud of the whole idea that it was a big dream and it came true. That's a lot to be proud of. I'm proud of all the things we have, but I'm extremely proud of the Imagination Library, which is our Dollywood Foundation, and we do a lot of giving. We do a lot of things through that, and the Imagination Library is one of the things I'm proudest of anything I've done, even outside the park, just my whole career in general. That's a very warm, loving, emotional thing for me to think that I'm the book lady and that I've done something for the little kids, because being from a big family, I have a special love for children. There are eight kids younger than me in my family. I have a sister and two older brothers, but there's just something about young kids. They're the future. They're the ones that's going to be going on after us, and so I think if you can give them a head start, a little chance of any kind in their early years and their most impressionable years, that's a good thing. A lot of theme parks try to make you feel like you're in one place or another, but Dollywood really showcases the Smokies. What was the intention behind that? DP: Well, we wanted to try to keep as much of the Smoky Mountains and all the nature that we can. It always breaks your heart when you're going to have to build something. You have to cut down a tree or bushes or uproot this or that. But we've tried very hard to work around as much nature as we can rather than just mowing it down and just scooting it off a mountain somewhere or off a bank. We try to work around nature, and we try to keep as much as we can. We have all the beautiful flowers all over the park. I think it's one of the prettiest parks ever. You'd have to agree, right? I mean, when you walk around, there's trees and bushes and flowers everywhere, and we love that. So, we want to keep as much of the Smokies and that attitude and that feeling, because I'm a mountain girl and I think people know all that and they would expect that of me as well. Mountain people are also very important to you. For those who haven't been here, how would you describe the warmth and hospitality of the people? DP: There's just something about Southern people in general – they call that the Southern hospitality – but there's something even more than that about mountain people, people that are in the hills 'cause most of them grew up hard, so they have an appreciation and understanding of all people. There's just a warmth and a depth and a knowing in mountain people, I think. And they welcome you because most of them are from big families. Most of them take their own kinfolk in like that, so it's just almost like everybody's a friend, everybody's a family member. I know myself, when I do shows, I look out at my audience. I can see somebody I know in every person out there. Somebody reminds me of Uncle So-and-so. That looks just like my sister Stella. Oh, that person looks like Uncle Fred, so I kind of feel that warmth and I play to those people, so I'm always home wherever I'm at. And I think people go away from here, when they've been here, they think, 'Wow, that's just like we're having to leave some kin folks that we really like. Can't wait to go back next summer and spend our summer vacation out on the farm with the Partons and the Owenses.' So many people want to connect with you, and they have some other ways to do so around the country coming up DP: Come and be part of it and enjoy it. I'm very proud of my life story as a musical. We're going to open that in Nashville. We're actually doing previews in July and August. Then we go to New York, and we'll be opening on Broadway sometime next year, along with the (Nashville) hotel. I'm very excited about that and my museum (exhibit). And I have a new book coming out called 'Star of the Show.' It's about my life on stage and on the road, and so there's this whole lot of stuff going on. As much as I can do while I'm living, I'm going to try to get it done.
Business Journals
01-07-2025
- Business
- Business Journals
An entrepreneurial mindset: The essential business skill for Nashville's future workforce
In any rapidly evolving business landscape, entrepreneurship is often exclusively associated with business ownership and startup culture. While this is an important part of a thriving ecosystem, there's much to learn from the entrepreneurial mindset—characterized by innovation, adaptability and strategic risk-taking—that applies to all sectors and roles. This mindset represents a fundamental approach to problem-solving that drives growth within established organizations and prepares our workforce for future challenges that don't yet exist. As Nashville continues its economic transformation—becoming a hub for health care innovation, technology and creativity/entertainment, alongside our traditional industries — our greatest competitive advantage will be a workforce that combines deep expertise with entrepreneurial agility. The question facing business and educational leaders is how we can infuse entrepreneurial thinking across our entire talent pipeline. An entrepreneurial mindset is increasingly vital for professionals across all industries and at all levels of organizations. Whether leading teams in a health setting, developing digital strategies in manufacturing, managing projects in our expanding entertainment ecosystem or creating solutions for our growing tech sector, employees who approach challenges with creativity, resilience and initiative deliver outsized value. Developing entrepreneurial leaders for Nashville's future Educational institutions and businesses must collaborate to cultivate this mindset throughout our city's talent pipeline. Effective workforce development today requires more than technical training and character development—it demands experiences that develop adaptability, creative problem-solving and purpose-driven innovation. At Belmont, initiatives like Dolly U, which puts students in courses and fellowships with the creative teams behind the upcoming "Dolly: A True Original Musical," exemplify this approach. Similarly, our business incubator programs connect students directly with local entrepreneurs and established business leaders, creating mentoring relationships that bridge academic learning with real-world application. What makes these approaches effective is their emphasis on applied learning—participants go beyond studying entrepreneurship theory; they practice it through real-world challenges that require innovative thinking. This experiential model has proven far more effective than traditional classroom instruction for developing adaptive capabilities that drive success in today's changing business environments. These initiatives reflect the conviction that entrepreneurial thinking transcends traditional business education—it's a fundamental mindset that enhances student preparedness across all fields of study. By intentionally designing learning environments that mirror Nashville's interdisciplinary business ecosystem, we're preparing graduates who can navigate and lead in contexts where health care, entertainment, technology and education increasingly converge and collaborate. Nashville's opportunity: Becoming a model for entrepreneurial leadership Nashville stands at a pivotal moment in its economic development. With our strong reputation as a health care hub, ever expanding entertainment industry and emerging technology ecosystem, we have the opportunity to define what entrepreneurial leadership looks like. By intentionally forming professionals who combine innovation with integrity, technical expertise with ethical decision-making and creative vision with community mindfulness, our city can become a national model for how entrepreneurial thinking drives economic growth while strengthening social fabric. Business leaders can foster this mindset within their organizations by: Creating dedicated innovation spaces: Establishing physical environments specifically designed for creative collaboration and experimentation Establishing physical environments specifically designed for creative collaboration and experimentation Implementing cross-functional projects: Assembling diverse teams that bring different perspectives and skill sets together to tackle business challenges from multiple angles Assembling diverse teams that bring different perspectives and skill sets together to tackle business challenges from multiple angles Modeling curiosity: Demonstrating continuous learning and intellectual humility from leadership positions through public engagement with new ideas Demonstrating continuous learning and intellectual humility from leadership positions through public engagement with new ideas Developing micro-credentials: Creating focused learning opportunities that allow employees to develop and hone specific entrepreneurial skills Creating focused learning opportunities that allow employees to develop and hone specific entrepreneurial skills Building community partnerships: Collaborating with educational institutions and industry peers to create innovation ecosystems that benefit the broader community Collaborating with educational institutions and industry peers to create innovation ecosystems that benefit the broader community Rewarding intrapreneurship: Recognizing and celebrating team members who identify opportunities and propose solutions within existing organizational structures Recognizing and celebrating team members who identify opportunities and propose solutions within existing organizational structures Emphasizing character development: Reinforcing how strong moral character enables sustainable innovation through formal training and mentoring programs Nashville's distinctive culture positions us to excel in both economic opportunity and meaningful purpose if we nurture these entrepreneurial capabilities across our educational and business institutions. Character as the foundation for innovation While innovation drives progress, character drives it in productive directions. Entrepreneurial leaders making the most significant impact combine technical knowledge and creative thinking with strong ethical foundations. They understand that sustainable innovation requires trust, and trust requires character. In a business environment where technology can be quickly replicated, an organization's character becomes its most defensible competitive advantage. True entrepreneurial thinking is about creating sustainable value through integrity, purpose and service. When innovation is grounded in character, it builds rather than erodes trust, creating solutions that benefit communities and strengthen social fabric while also delivering business results. At Belmont, we've made character development a centerpiece of our institutional strategy, recognizing that the most successful entrepreneurs combine innovation with integrity. I'm grateful for the example that has been set by our city's business culture—which has long valued relationships and community impact alongside financial success. The entrepreneurial mindset represents both a path for individual career success and a collective approach that will continue to shape Nashville's future. By cultivating these skills across our educational institutions and businesses, we strengthen our city's capacity to thrive amid rapid change while ensuring growth benefits our broader community. Entrepreneurial and higher education thought leader Greg Jones, Ph.D., is the president of Belmont University in Nashville, Tennessee. Jones is passionate about reshaping cultures within and across organizations and has coined the term 'traditioned innovation' to capture how he reframes complex challenges to seize significant opportunities.
