they were so important in giving people the knowledge to build a business, beyond the low-level street hustles.
Mo: I Imagine that was an influence when you were asked in 1991 to write the Commercial music degree at the University of Westminster. How did that opportunity come about?
Keith: The course had already run for a year, but was taught by people from Harrow business school, who didn't really know the music business! They invited me to rewrite the course, and I taught there for 16 years. It was important to me, because for years what I heard about the lack of Black people working in the industry was 'If there were people who were qualified, then we might be able to employ them.
However, until then there wasn't anywhere to earn those qualifications. At Westminster we had a high percentage of minority students, which enabled me to give these kids the tools to succeed, and many of them did. And it wasn't just about the Black students - the white students were being taught by a Black lecturer, which helps to reshape people's perspectives about Black people holding senior roles.
Mo: Your desire to share your knowledge with the next generation has continued at home. You have two sons in the business, as well as your niece and nephew. What's been the biggest change in the challenges they face compared to the '80s?
Keith: I'd say they were teaching me! We're in a new business now, and it's 'adapt or die', so it's important that I learn from their experiences. My son Hamish in particular, as he's working for September Management (Adele, Rick Rubin, London Grammar) at the very top level.
The biggest change is that management now is central to everything. When I started it was the record company, managers are the ones that generate the heat, from social media to brand partnerships. They are the ones that really build careers. Record companies have always brought the finance, but the managers drive the industry now.
'I wanted to encourage people across the industry to really think about what they're doing, and I've been impressed by how willing most have been to embrace it. It's the first time in all these years that I've been properly optimistic that things are going to change.'
Mo: After the recent Blackout Tuesday campaign, you wrote an open letter imploring the industry to use this as a step to tangible change, citing your experiences of the lack of opportunities in senior management for Black people. As someone who has been part of countless projects that has sought to redress this balance, such as MusicTank, and the Equality and Diversity Taskforce, what needs to happen to make the movement a real turning point?
Keith: That was another example of being taught by my children. They suggested writing something, but initially it felt self-serving-like I was using an important cause to get a leg up. They said 'Dad you're nearly 70, you've been in the business 40 years - it would be weird if anyone thought you were trying to get a leg up now!'
That changed my perspective, and made me think 'If not me, then who?' I wanted to encourage people across the industry to really think about what they're doing, and I've been impressed by how willing most have been to embrace it. It's the first time in all these years that I've been properly optimistic that things are going to change.
This piece was guest edited by Ben Wynter.