No Fine Print: The Competitive Advantage of Fair Deals

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Making deals is a big part of what we do. A lot of time and energy goes into negotiating the usual business terms like fees, deliverables, territory, length of agreement, exclusivity, and so on. These are all important. But the real sign of a successful deal is something you can’t find in the fine print: fairness.

After years of shaping deals that last – whether that’s full-service 360 agreements with strategic investment, SaaS partnerships, or inventive combinations in between – I’ve come to believe that the strongest ones have three things in common: empathy, honesty, and balance. These are the principles that guide how we sign and sustain deals for the long term.

Empathy: Know What the Other Side Actually Needs

Empathy starts with listening. Coming into a deal without a fixed agenda makes it easier to uncover what really matters to the other side. And when someone feels heard, you start building trust.

It’s important to open your ears to what’s said in the negotiation, but also to what’s underneath: where the pressure points are, what they think success looks like by the end of the engagement, and what’s keeping them up at night.

Every client or partner has their own vision. Understanding that vision is what allows you to craft a deal that truly works for both sides. That’s where empathy makes the difference.

Many of the unspoken concerns in a deal come down to visibility and support. A small indie label might worry they’ll become just another name on a distributor’s roster. A management team might fear losing creative control. These are real concerns and the best way to surface them is by building rapport. Beyond the commercial terms, most people want a partner they really know and can always reach out to. That’s why a partnership mindset is such an important part of making a deal that works.

Honesty: Be Clear About What You Can Deliver

We often talk about “transparency” in deal making, but I prefer the word honesty. Full transparency isn’t always possible or strategic. But honesty about what you can and can’t deliver is essential.

The worst-case scenario is when someone overpromises just to close a deal, only to underdeliver when it’s time to execute. Being upfront from the start helps prevent that, and makes sure the people tasked with delivering can actually do what was promised.

For example, I’ve had clients tell me, “Our current distributor guaranteed us playlist placement.” That kind of promise is rarely realistic. Instead, I’ll explain exactly how our DSP and marketing strategy teams can support their release, what access they’ll have, and what we can aim for together. It’s a more honest approach, and one that ultimately sets clearer expectations and leads to better outcomes.

Sometimes, honesty also means being clear about things like timelines, capacity, or regional limitations. And occasionally, it means recommending a different path altogether. Perhaps a client needs a different type of service, in this case pointing to a competitor if it’s truly a better fit isn’t disloyal, it’s ethical. And that builds trust that can lead to better opportunities for everyone down the line.

Honesty also extends to values. A deal might look good on paper, but if the partner’s values feel fundamentally misaligned with your own, that’s a red flag. I’ve turned down deals that could have compromised both company and personal values, and created difficult working conditions for the teams delivering on the ground. Walking away is sometimes the most honest, and strategic move.

Balance: Building Value on Both Sides

A fair deal is one that works for everyone, and that almost always requires compromise. Fees matter. But, equally, so does value. Sometimes the right answer isn’t to lower a rate, but to offer more work: deeper support, a new tool, or a clearer roadmap to growth.

That starts with being able to clearly outline the full value you’re providing. At FUGA, that might include revenue, but it often also includes product features (such as custom trends reporting), custom tech integrations (such as API or DDEX), and strategic marketing support (such as audience strategy and advertising) that helps clients grow in new directions. That’s what balance looks like: each side giving and gaining in a way that strengthens the long term relationship.

Why It Matters

Ethical deal making doesn’t just protect the partnership brought together by the deal, it strengthens the whole music industry. When deals are fair, and built with mutual growth in mind, artists, labels, and music companies are better positioned to succeed.

The music industry might be global, but it’s still close-knit. Reputation matters. Doing deals the right way makes for stronger partnerships and builds long-term trust in you as a dealmaker.

For anyone looking to explore this mindset further, I highly recommend Do Deal: Negotiate better. Find hidden value. Enrich relationships by Richard Hoare and Andrew Gummer. It’s a great practical guide to negotiating with integrity and creating lasting value.