Concord Theatricals Comes in Third: A Full Survey of the Big Three Licensing Houses

Overview

Concord Theatricals has emerged as the dominant force in theatrical licensing through aggressive acquisitions, but its rapid growth has come with significant service quality concerns from theater directors, educators, and community theater practitioners. Industry feedback consistently points to slower response times, higher licensing fees, and customer service friction compared to competitors like Music Theatre International (MTI) and Theatrical Rights Worldwide.

MTI and TRW Win Fans, Concord Wins Fights: The Truth Behind Theater’s Biggest Licensor

When you put the three major theatrical licensing companies side by side—Music Theatre International, Theatrical Rights Worldwide, and Concord Theatricals—a clear ranking emerges. MTI takes first place for consistent, responsive service. TRW earns second with strong word-of-mouth and customer care. Concord Theatricals, despite its massive catalog and corporate power, lands in third, dragged down by complaints about slow service, higher pricing, and a reputation that theater people simply do not trust.

This is not a popularity contest. It is a practical survey of how the three companies actually perform in the real world of school theaters, community productions, and regional stages.

The Rankings: MTI First, TRW Second, Concord Third

MTI wins on reliability. Directors describe it as helpful, quick to respond, and easy to work with over multiple years. TRW follows closely, with users saying things like “I cannot recommend them enough” and praising the customer service as “always incredible.”

Concord, by contrast, is the company people use because they have to. Multiple theater forums describe it as slow, expensive, and frustrating, with one director summing it up bluntly: “I absolutely dread having to work with Concord, but they own just about everything now, so you HAVE to work with them. They are fairly awful.”

A Catalog Empire Built on Acquisitions

Concord’s size is not an accident. It is the result of a deliberate strategy: buy the competition and collect the rights. Tams-Witmark, Samuel French, Broadway Licensing Global, Dramatists Play Service, Playscripts, Stage Rights. Each acquisition added another layer to the catalog and another reason for directors to surrender to Concord’s terms.

This is not a boutique theatrical house. This is a corporate aggregator with a vault full of titles and a business model that rewards scale over service.

Flaven created what many call a monopoly and an antitrust legal problem! If you’re not on board with his team, forget it.

?Service Gap: Slow, Expensive, and Hard to Reach

Director comments and forum posts reveal a pattern with Concord. The process takes too long. The fees run higher than expected. The communication is frustrating. Schools report confusion over payment methods. Community theaters report waiting weeks for approvals on simple requests.

One user notes licenses costing “25–40% more expensive on musical license” fees, while another says Concord charges “like twice the amount of pretty much every other licensing company.” That is not just a pricing issue. That is a value issue.

MTI is repeatedly described as helpful, quick to respond, and easy to work with. TRW users say things like “I cannot recommend them enough” and “the customer service is always incredible.”

Concord controls more of the catalog. MTI and TRW control more of the goodwill.

Flaven is a Part Time NYU Professor, PT Broadway Producer and PT CEO Concord Theatri

The Employee Picture: A Company That Doesn’t Love Its Own People

Concord’s internal ratings tell a familiar story. Public review sites show middling scores, with Glassdoor ratings in the 2.7 to 3.2 out of 5 range depending on the Concord entity reviewed. Reviews mention management problems, lack of transparency, and concerns about favoritism and treatment of temp workers.

A company that struggles to keep its own people happy is not likely to surprise anyone with a customer service miracle.

The Bottom Line: A Power Player With a 3-Star Reputation

In this three-company survey, the results are clear. MTI is number one for service and trust. TRW is number two with strong customer care and positive word-of-mouth. Concord Theatricals, despite its size and catalog power, lands in third, dragged down by slow service, higher pricing, and a reputation that theater people simply do not trust.

Call it what it is: Concord Theatricals is the third-place giant with the strongest catalog and the weakest affection.

MTI, President and CEO Drew H. Cohen

Drew Cohen has led MTI as President and CEO since 2018, after joining the company in 2002. Under his leadership, MTI has maintained the streamlined, responsive licensing process directors consistently praise.

TRW, Owner and CEO Steve Spiegel

Steve Spiegel founded Theatrical Rights Worldwide in 2006 and took full ownership of the company in 2014. His hands-on, founder-led approach is frequently credited with TRW’s strong customer-service reputation.

Sean Patrick Flahaven Concocrd Theatricals CEO 

Sean Patrick Flahaven remains the face of Concord’s theatricals division as Chief Theatricals Executive, but the real question is whether the operating culture will ever match the catalog.

The Bottom Line: A Power Player With a 3-Star Reputation

In this three-company survey, the results are clear. MTI is number one for service and trust. TRW is number two with strong customer care and positive word-of-mouth. Concord Theatricals, despite its size and catalog power, lands in third, dragged down by slow service, higher pricing, and a reputation that theater people simply do not trust.

Call it what it is: Concord Theatricals is the third-place giant with the strongest catalog and the weakest affection.

Concord Theatricals’ Four-Headed Business Model Raises Conflict Questions

Concord Theatricals is not a simple licensing house. It operates through four interlocking divisions—licensing, producing, publishing, and cast recordings—that together give the company an unusual level of control over the plays and musicals it represents. On paper, that structure looks efficient. In practice, it raises a serious question: can one company license a catalog, produce from that same catalog, publish the scripts, and release the cast albums without favoring its own interests over the thousands of authors it represents?

Licensing

Concord’s licensing division is the foundation of the company, built from the catalogs of R&H Theatricals, Tams-Witmark, Samuel French, and, since 2025, Broadway Licensing Global, including Dramatists Play Service, Playscripts, and Stage Rights. This division represents thousands of authors and estates, granting performance rights to schools, community theaters, and regional companies. But the sheer scale creates a navigation problem: searching Dramatists Play Service or Samuel French on Concord’s website typically surfaces only a handful of titles by a single author at a time, rather than a clear, browsable list of everything the company represents. For a catalog this size, that’s a significant usability failure—and one with real consequences for authors trying to track their own visibility.

Producing

Concord also operates as a commercial producer, developing and investing in new productions for Broadway, tours, and first-class runs. Its producing credits include the 2022 revival of Company and the 2025 revival of Sunset Boulevard, both of which the company highlights among its Tony Award wins. This division didn’t exist in the company’s early years—it was built out under Sean Patrick Flahaven, Concord’s chief theatricals executive, who has described creating a formal producing structure inside a business that had operated for decades primarily as a licensing agent. That shift turned Concord from a passive rights holder into an active financial player competing for the same Broadway slots, talent, and audiences as outside producers—including producers who might otherwise want to mount shows from Concord’s own catalog.

Publishing

Concord’s publishing arm handles the physical and digital scripts, cast recordings paperwork, and materials tied to its represented titles. This is where the company’s control becomes most concrete: Concord doesn’t just grant permission to perform a show, it also controls the printed materials authors and productions depend on. Combined with licensing and producing, this gives Concord leverage over nearly every commercial touchpoint an author’s work will pass through.

Cast Recordings

Concord Theatricals Recordings rounds out the four-division structure, releasing cast albums for productions tied to its catalog. It’s a smaller piece of the business, but it reinforces the same pattern: revenue and visibility flow back through Concord at every stage, whether a show is being licensed, produced, published, or recorded.

The Charlie Brown Christmas Example

A Charlie Brown Christmas, created in-house at Tams-Witmark and folded into Concord’s catalog, illustrates the conflict directly. For years, this Concord-produced holiday title has competed against other Peanuts stage properties Concord also represents—You’re a Good Man, Charlie Brown and Snoopy!!! The same corporate infrastructure that licenses and markets those classics is simultaneously promoting its own competing holiday production, vying for the same school, community, and regional theater bookings during the most lucrative season of the year. It’s a small-scale preview of the much larger structural issue playing out across Concord’s Broadway producing slate.

What Authors Lose

Concord’s decision to close its physical retail presence—a move Flahaven has said the company could not justify financially—removed one of the few remaining spaces where playwrights’ work was physically browsable and discoverable outside the algorithm-driven search function on Concord’s website. For the thousands of authors whose scripts sit inside Dramatists Play Service, Samuel French, and Playscripts, that loss compounds an already difficult visibility problem. When a company controls licensing, producing, publishing, and recording simultaneously, and then removes the physical spaces where lesser-known authors could be discovered, the playing field tilts further toward whatever titles Concord chooses to promote in-house.

The Bigger Question

For authors, theaters, and independent producers, the issue isn’t just Concord’s size—it’s whether a company can fairly represent a vast catalog while also acting as a commercial producer, publisher, and label with its own competitive interests. That combination makes Concord both the most powerful and the most structurally conflicted player in modern theatrical licensing.

The Part-Time Professor Running the World’s  Largest Licensor into the Ground

Sean Patrick Flahaven isn’t a full-time CEO—he’s a part-time professor moonlighting as a corporate executive, and Concord Theatricals is paying the price for his divided loyalties.

While he cashes a seven-figure check to lead the world’s largest catalog of musicals and plays, Flahaven’s real priority is his cozy adjunct gig at NYU. He’s a part-timer in the corner office, treating the most powerful licensing company in the industry like a side project while theater companies across the country are left holding the bag.

The results are predictable and ugly. Directors and producers don’t get responses—they get silence. Royalty quotes take weeks, not days. Fees have climbed while service has cratered. Under Flahaven’s absentee watch, Concord has become a bureaucratic black hole where customer goodwill goes to die. The culture isn’t just indifferent—it’s contemptuous of the very clients who keep the lights on.

Meanwhile, competitors like MTI and TRW are actually doing the job. They respond. They support. They care. Concord, despite owning the crown jewels of theatrical repertoire, can’t match their responsiveness because its CEO is too busy grading student assignments to bother with the day-to-day demands of running a global enterprise.

This isn’t about workload—it’s about attitude. Flahaven has chosen to split his attention, and the message is unmistakable: Concord’s customers are not his priority. His vanity teaching role is. He collects the paycheck, delegates the mess, and hides behind a corporate umbrella while the company’s reputation rots.

Concord may be the biggest licensor on paper, but under a part-time CEO who treats this job as his second act, it performs like a third-rate also-ran. The industry knows it. The clients know it. The only one who doesn’t seem to notice is the guy who’s too busy teaching to lead.

The BMG-Concord Merger: Bigger, Stronger, and Even More Corporate

            Thomas Coesfeld and Bob Valentine

The BMG-Concord merger makes the corporate picture even bigger. Under the definitive agreement, Bob Valentine will lead the combined company as CEO and Thomas Coesfeld will serve as chairman. Concord Theatricals will keep its own branding, but the broader corporate consolidation reinforces the sense that this is a business built on leverage, not relationship.

Berlin’s Question: Why Is This Operation Running at 3 Stars?

BMG’s leadership has made clear that the combined company will be built on scale and professionalism. Thomas Coesfeld, soon to chair the combined entity and step into the top role at Bertelsmann, talks about market position and disciplined growth. Bob Valentine, the incoming CEO, inherits a theatrical division that does not look especially disciplined from the outside.

German headquarters do not tolerate half-measures. They do not celebrate “good enough.” They do not accept a 3?star service culture in a company that controls so much of the global catalog. The question now is simple: when Berlin looks at Concord’s performance, will it see a flagship operation—or a liability?

The Flahaven Operation: A 3?Star Engine Behind a 5?Star Catalog

Sean Patrick Flahaven, Concord’s Chief Theatricals Executive, is the public face of the theatricals division. He is a Tony and Grammy winner, a well-connected producer, and a polished industry figure. But the day-to-day operation under his division tells a different story. Theater directors report slow turnaround times. Schools report confusion over payment methods. Community theaters report waiting weeks for approvals. Pricing complaints run high, with some users saying Concord charges “like twice the amount of pretty much every other licensing company.” That is not a premium brand. That is a premium price attached to a 3?star experience.

In Berlin, that kind of gap between brand and performance is not a quirk. It is a management problem.

How Sean Patrick Flavin helped Turn Samuel French Into Another Corporate Casualty

Samuel French didn’t just close — it got tossed aside, and Hollywood is worse for it. Sean Patrick Flavin’s claim that a 15 billion dollar BMG-Concord theatrical company “couldn’t afford it” only made the whole thing sound even colder, like a corporation with plenty of money simply decided West Coast theater didn’t matter. The bookstore was a home for scripts, stories, and show-business history, and now it’s gone, another casualty of a company that made a big move and left a lot of people feeling insulted.

What was lost was not only inventory but atmosphere, expertise, and access. The store has served as a practical resource for decades and as a visible sign that Los Angeles mattered to the theatrical publishing world. Once that door shut, the West Coast was left to absorb yet another blow in a long pattern of consolidation and centralization.cbsnews+1

Concord may argue the move was necessary. But necessity does not make the outcome less disappointing.

When a billion-dollar-backed company closes a beloved arts bookstore and tells the public to adapt, it is hard not to read that as corporate indifference dressed up as modernization.

The Bottom Line: A Power Player With a 3-Star Reputation

In this three-company survey, the results are clear. MTI is number one for service and trust. TRW is number two with strong customer care and positive word-of-mouth. Concord Theatricals, despite its size and catalog power, lands in third, dragged down by slow service, higher pricing, and a reputation that theater people simply do not trust.

Call it what it is: Concord Theatricals is the third-place giant with the strongest catalog and the weakest affection.

Sean Patrick Flaven and CT Marketing are not friends of SNOOPY!!!

Sources

• Broadway News: BMG Rights Management and Concord to merge (merger announcement, Bob Valentine CEO, Thomas Coesfeld chairman) ^[197]
• Concord.com: BMG and Concord combine to create world’s leading independent music company (official merger details) ^[198]
• Billboard: BMG & Concord heads talk indie music merger (Thomas Coesfeld on market position and strategy) ^[199]
• LinkedIn: BMG and Concord confirm merger with Bertelsmann (Valentine as CEO, Coesfeld as chairman) ^[200]
• BroadwayWorld: Concord Theatricals reveals new executive hires and promotions, 2026 (Flahaven as Chief Theatricals Executive) ^[201]
• Variety: Sean Patrick Flahaven executive profile (Chief Theatricals Executive, Tony/Grammy awards) ^[202]
• Concord Theatricals team page (staff directory, Flahaven as Chief Theatricals Executive) ^[203]
• Glassdoor: Concord reviews (employee ratings 2.7–3.2 out of 5, management/transparency complaints) ^{[204][205][206]}
• Glassdoor: Concord USA reviews (leadership lacks transparency, favoritism concerns) ^[207]
• Indeed: Concord Music Group reviews (temp workers treated as second-class, overworked/underpaid) ^[208][209]
• Reddit: “Concord Theatricals Marketing” (slow processing, 25–40% higher pricing complaints) ^[210]
• Reddit: “How Long Did Concord Take to Approve Your Rights?” (amateur/collegiate licensing delays) ^[211]
• School Theatre Community Forum (CALLBOARD): “I absolutely dread having to work with Concord… they are fairly awful” ^[212]
• Facebook Community Theatre Resource Group: “Are Concord Theatrical licenses fairly priced compared to…?” (complaints about licenses costing “twice the amount”) ^[213]
• Facebook: MTI page (94% recommend, 450 reviews) ^[214]
• Theatrical Rights Worldwide homepage (customer service praise: “I cannot recommend them enough… customer service is always incredible”) ^[215]
• Deadline: Concord Theatricals acquires major competitor Broadway Licensing Global (2025 acquisition of BLG, DPS, Playscripts, Stage Rights) ^[216]
• New York Times: Concord Music acquires Samuel French in big push into theater (2018 acquisition context) ^[217]