Trinifold Management

A Message from Lord Pickles and Lord Blunkett, followed by Trinifold Management's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from Trinifold Management is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett
Pickles signature Rt Hon The Lord Eric Pickles

www.trinifold.co.uk

BEST PRACTICE REPRESENTATIVE 2019
THE PARLIAMENTARY REVIEW
Highlighting best practice
44 | LONDON HOTEL GROUP
consequent turnover, as well as guest
loyalty and marketing through word
ofmouth.
Secondly, I am never overambitious.
I fund as much as possible from
cashflow, reducing reliance on loans.
Thirdly, I build friendships and mutual
trust with close experienced advisers
and funders, earning their respect, so
that my business is their business. I am
blessed with infinite energy and an
innovative spirit. When first starting
in 1969, I sent a brochure to every
overseas British embassy and high
commission so that potential visitors
could know that there was basic but
clean accommodation available for £5
per night at a time when there was a
desperate shortage – as tourism then
was orientated much more around
wealthy clientele – so that I was able to
capture a market.
Putting clients at the centre
My commitment to the customer is
demonstrated by a couple of stories.
One was where I saw an elderly couple
waiting to check in and personally
escorted them, carrying their bags,
to the room. In return I was given
a £5 tip, but I said I was the owner
and returned the tip. Another was
when a couple with three young
children couldn’t find accommodation
anywhere in London during the
Christmas period, so I moved beds into
the hotel dining room and let them
stay for free.
I am pleased that determination and
aptitude, elbow grease, and respect
and care for guests are hallmarks that
others have recognised in me. I am
always aware of my origins and act
as a dynamic individual who expects
the same from others in the business.
I was also lucky enough to have a
strong partnership with my wife of 55
years, which ended only recently with
her untimely death. We did everything
together, and she was an essential
support and inspiration in both my
business and my personal life. Finally,
I have consistently been elected as
president of the Non-Resident Indians
Association and host the annual
awards for achievement, which bring
Indians distinguished in the fields
of medicine, science, academia and
engineering from all over the world to
the House of Lords.
My ambition is
to ensure that
London can
always provide
affordable but
good-quality
hotel
accommodation
The Best Western
London Queens Crystal
Palace Hotel
45TRINIFOLD MANAGEMENT |
DIGITAL, CULTURE, MEDIA & SPORT
Managing Director
Robert Rosenberg (far left),
with The Who and Bill
Curbishley (far right)
UB40 feat. Ali Campbell
& Astro
Founded in 1974 by William Curbishley, Trinifold Management
has been based in Camden Town since 1996 following a
move from its initial base in Soho. Primarily a management
company for musicians, having worked with notable artists
including The Who, Jimmy Page, Robert Plant, Judas Priest and
UB40 among others, it has also branched out into publishing
and production. Managing Director Robert Rosenberg tells
The Parliamentary Review
about the current state of the music
industry and the future of many of Trinifold’s clients.
Despite managing some of the most popular artists in the world, publishing
in the music sector and producing feature films and documentaries, Trinifold
Management has always operated as a dynamic, small business. This included a
staff team of around eight people and a roster of artists to whom we dedicate a
significant amount of time and effort. Whether famous or unknown, we guarantee
that each artist we partner with is given the quality service that they deserve. This
model has always worked for us and our clients, and in 2008 we became part of
the Universal Music Group of companies.
Managing the success and progression of our artists
The successful management of music artists involves organising every aspect of
their careers. This includes tasks such as booking and organising tours, negotiating
record, publishing and merchandising deals, overseeing all ongoing aspects of
these deals and responding to all their day-to-day issues. Each artist is different
in terms of what they expect or need from their manager, so our staff have to
FACTS ABOUT
TRINIFOLD MANAGEMENT
»Managing Director:
RobertRosenberg
»Founded in 1974
»Based in Camden
»Services: Artist management
and film and TV production
»No. of employees: 8
Trinifold Management
THE PARLIAMENTARY REVIEW
Highlighting best practice
THE PARLIAMENTARY REVIEW
Highlighting best practice
46 | TRINIFOLD MANAGEMENT
be very adaptable. Our job is literally
24 hours a day, especially when you
consider that a lot of our work involves
artists in the USA, but our staff are
always willing to give everything for
ourclients.
We have always focused on artists who
can play live and on music that we like
– regardless of whether it is in fashion
at a particular time. It is instead our
belief that for a manager to do their
job properly they have to be passionate
about the artist and their music. We
have always signed and invested in
young upcoming artists, some of
whom have gone on to be successful
and some who have not, but they have
always been people whom we believe
in artistically and personally.
The changing face of the
music industry
The challenges our company faces
are very different from those of
most companies in that the general
economic climate does not usually
impact our work. People always seem
to want entertainment and it could
even be argued that in bad economic
times they need it more. What has
been and still is a challenge, however,
is the huge change we have seen
in the music industry over the past
tenyears.
Today, we look at an industry in which
it is very difficult for older artists to
sell records in a physical format. The
record stores of previous generations
have largely disappeared, and more
and more people are consuming music
online. Within a few years the CD will
have disappeared and almost all of the
music that is consumed will be through
online streaming platforms.
As yet, the older demographic has not
adapted fully to streaming, so the older
artists are noticing that their traditional
sources of income from album sales
are going down and not being
replaced by income from downloading
and streaming. We are confident in
the belief, however, that streaming
represents a huge opportunity for our
clients in the medium to long term as
Judas Priest
It is our belief
that for a
manager to
do their job
properly they
have to be
passionate
about the
artist and their
music
47TRINIFOLD MANAGEMENT |
DIGITAL, CULTURE, MEDIA & SPORT
older people adapt. If this is the case,
we are certain that the older artists for
whom the past ten years have been
a struggle, will see their income rise
to levels that are possibly higher than
during their peak.
Rediscovering classics
Rock music has sadly become
increasingly difficult for listeners to
access on the radio, and the result has
been that a lot of young people are
unaware of great bands such as The
Who, Led Zeppelin and Pink Floyd.
Streaming provides listeners with the
opportunity to find music for themselves
though, without first hearing it on
radio or TV. As a result, we have
noticed an upturn in interest from
younger people who are discovering
these bands for the first time, often
by accessing playlists that are linked to
the modern artists that they like.
Our focus has always been on live
music, and if someone had said 30
years ago that our clients would still
be touring today and be as popular
as ever, we would not have believed
it. This is very much the case though,
and we find ourselves entering another
year of extensive touring in 2019. As
a company, we are looking to the
near future when our clients may no
longer wish to tour, and we are using
our experience and the tremendous
interest that remains in the music
of the 1960s, 1970s and 1980s to
develop feature films, TV series and a
stage musical.
As we are now part of the Universal
Music Group, we have taken the
opportunity to work with Sir Lucian
Grainge and his team. This has been
tremendously helpful for us when
looking at our plans for the future
and how we want to progress our
clients’ interests. We look forward with
optimism as the present remains an
incredibly exciting and dynamic time
for the music industry.
If someone had
said 30 years
ago that our
clients would
still be touring
today and be
as popular as
ever, we would
not have
believed it
The Who in concert
BEST PRACTICE REPRESENTATIVE 2019
THE PARLIAMENTARY REVIEW
Highlighting best practice
46 | TRINIFOLD MANAGEMENT
be very adaptable. Our job is literally
24 hours a day, especially when you
consider that a lot of our work involves
artists in the USA, but our staff are
always willing to give everything for
ourclients.
We have always focused on artists who
can play live and on music that we like
– regardless of whether it is in fashion
at a particular time. It is instead our
belief that for a manager to do their
job properly they have to be passionate
about the artist and their music. We
have always signed and invested in
young upcoming artists, some of
whom have gone on to be successful
and some who have not, but they have
always been people whom we believe
in artistically and personally.
The changing face of the
music industry
The challenges our company faces
are very different from those of
most companies in that the general
economic climate does not usually
impact our work. People always seem
to want entertainment and it could
even be argued that in bad economic
times they need it more. What has
been and still is a challenge, however,
is the huge change we have seen
in the music industry over the past
tenyears.
Today, we look at an industry in which
it is very difficult for older artists to
sell records in a physical format. The
record stores of previous generations
have largely disappeared, and more
and more people are consuming music
online. Within a few years the CD will
have disappeared and almost all of the
music that is consumed will be through
online streaming platforms.
As yet, the older demographic has not
adapted fully to streaming, so the older
artists are noticing that their traditional
sources of income from album sales
are going down and not being
replaced by income from downloading
and streaming. We are confident in
the belief, however, that streaming
represents a huge opportunity for our
clients in the medium to long term as
Judas Priest
It is our belief
that for a
manager to
do their job
properly they
have to be
passionate
about the
artist and their
music
47TRINIFOLD MANAGEMENT |
DIGITAL, CULTURE, MEDIA & SPORT
older people adapt. If this is the case,
we are certain that the older artists for
whom the past ten years have been
a struggle, will see their income rise
to levels that are possibly higher than
during their peak.
Rediscovering classics
Rock music has sadly become
increasingly difficult for listeners to
access on the radio, and the result has
been that a lot of young people are
unaware of great bands such as The
Who, Led Zeppelin and Pink Floyd.
Streaming provides listeners with the
opportunity to find music for themselves
though, without first hearing it on
radio or TV. As a result, we have
noticed an upturn in interest from
younger people who are discovering
these bands for the first time, often
by accessing playlists that are linked to
the modern artists that they like.
Our focus has always been on live
music, and if someone had said 30
years ago that our clients would still
be touring today and be as popular
as ever, we would not have believed
it. This is very much the case though,
and we find ourselves entering another
year of extensive touring in 2019. As
a company, we are looking to the
near future when our clients may no
longer wish to tour, and we are using
our experience and the tremendous
interest that remains in the music
of the 1960s, 1970s and 1980s to
develop feature films, TV series and a
stage musical.
As we are now part of the Universal
Music Group, we have taken the
opportunity to work with Sir Lucian
Grainge and his team. This has been
tremendously helpful for us when
looking at our plans for the future
and how we want to progress our
clients’ interests. We look forward with
optimism as the present remains an
incredibly exciting and dynamic time
for the music industry.
If someone had
said 30 years
ago that our
clients would
still be touring
today and be
as popular as
ever, we would
not have
believed it
The Who in concert

www.trinifold.co.uk

This article was sponsored by Trinifold Management. The Parliamentary Review is wholly funded by the representatives who write for it. The publication in which this article originally appeared contained the following foreword from Rt Hon Michael Gove.

Rt Hon Michael Gove's Foreword For The Parliamentary Review

By Rt Hon Michael Gove

This year's Parliamentary Review comes at a momentous time for parliament, as we collectively determine the destiny of the United Kingdom. 

On October 31, the UK will leave the European Union. The successful implementation of this process is this government's number-one priority.

Three years after a historic referendum vote, we will deliver on the decisive mandate from the British people. Trust in our democracy depends on it. Until that final hour, we will work determinedly and diligently to negotiate a deal, one that abolishes the backstop and upholds the warm and close relationship we share with our friends, allies and neighbours in the EU. But in the event that the EU refuses to meet us at the table, we must be prepared to leave without a deal.

As the Chancellor of the Duchy of Lancaster, it is my job to lead on this government's approach, should that scenario happen. Preparing for Brexit is my department's driving mission. But while I am leading this turbocharged effort, the whole of government is committed to this endeavour.

Ministers across Whitehall are working together to ensure that every possibility is considered, every plan is scrutinised and every provision is made. A daily drumbeat of meetings means that we are holding departments accountable, so that preparations are completed on time.

The chancellor has confirmed that all necessary funding will be made available. And we have mobilised thecivil service, assigning 15,000 of our most talented civil servants to manage our exit from the EU.

We will make sure that on November 1, there is as little disruption to national life as possible. Our trade relationships will continue to thrive, thanks to agreements with countries around the world worth £70 billion. Our country will remain secure, thanks to nearly 1,000 new officers posted at our borders. And the 3.2 million EU nationals now living and working among us can remain confident, with absolute certainty, of their right to remain in the UK.

Above all, our goal is to be transparent. Soon, we will launch a public information campaign so that citizens, communities and businesses are ready and reassured about what will happen in the event of “no deal”.

In my first few weeks in this role, I have travelled to ports and tarmacs, borders and bridges, all across the UK –from the seaside of Dover to the rolling green hills of County Armagh. I have heard from business owners and border officials, farmers and hauliers. They are ready to put an end to uncertainty. And they are ready to embrace the opportunities ahead.

Our departure from the EU will be a once in a lifetime chance to chart a new course for the United Kingdom. Preparing for that new course will be a herculean effort. But this country has made astounding efforts before. We can do it again.
Rt Hon Michael Gove
Chancellor of the Duchy of Lancaster