Scott Borchetta Launches Management Division at Borchetta Entertainment Group, Signs Carly Pearce
Scott Borchetta has announced the launch of a management division within his newly restructured Borchetta Entertainment Group (BEG), signing country artist Carly Pearce as the division's first client. The launch follows Borchetta's exit from HYBE AMERICA last month and his reacquisition of Big Machine Records, which together form the foundation of BEG's integrated talent and label offering. Joining Borchetta in managing Pearce is Mike Blong, who had been working with Pearce at her previous management home, Starstruck Entertainment. The BEG management division will focus on artist development, touring strategy, brand partnerships, and career growth, working in close coordination with the relaunched Big Machine label team. Borchetta has described the management arm as an integrated offering designed to give artists aligned strategic support across both label and management functions under a unified leadership structure.
THE BREAKDOWN
Borchetta's move is the latest example of label and management functions converging at the executive level — and it creates direct conflict-of-interest pressure for independent managers and agents in the Nashville ecosystem. For agents and brand partnership managers working with country talent, BEG is now a one-stop shop for a segment of the market: you're dealing with a party that controls both the label's marketing budget and the management commission on the same client, which tightens deal flow toward the label's preferred partners. Carly Pearce is a multi-award-winning artist with strong brand partnership potential, and her placement as BEG's launch client signals Borchetta is targeting the upper tier of the Nashville market — not developing acts. Competing managers should expect BEG to actively recruit artists who are currently between management situations, especially those already inside the Big Machine distribution or publishing ecosystem. The integrated model also means touring and brand deal economics could be structured with cross-subsidies between label and management, raising the effective bar for what standalone managers can offer in a competing pitch for the same clients.
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