FROM THE TOP EDWARD “BUD” COLE I FENDER
INTERVIEWED BY KATIE KAILUS
HOW DO YOU START YOUR DAY? Every morning starts before 5 a.m. That quiet before the world wakes up is something I protect fiercely. I spend my mornings exercising, getting sunlight on my face and sur- rounded by music. No phone, no emails. Just grounding myself. Then, I read for a bit and map out my day, not in a rigid, transactional way, but intentionally: What matters today? Where do I need to show up fully? But the part I’d never trade? Every single morning, I hug my family and take my daughter to school. That’s non-nego- tiable. It centers everything. I’m usually the first one in the office. There’s something I love about that — the stillness of a space before it fills with energy. It gives me a moment to set the tone before the day sets it for me. THE STILLNESS OF THE MORNING IS A SPECIAL THING. CONGRATULATIONS ON BEING NAMED THE NEW CEO OF FENDER. CAN YOU SHARE WITH READERS YOUR FENDER JOURNEY AND HOW YOU GOT TO THE CEO ROLE? It started with Asia Pacific — a region that, at the time, wasn’t front and center of Fender’s global strategy. And I think that’s part of what drew me in. There was so much white space, so much possibility and so much opportunity for impact. As president of APAC, I had the opportunity to genuine- ly build something, including launching Fender’s regional headquarters in Tokyo, establishing direct-to-dealer opera- tions in Australia that significantly improved efficiency and brand control, and expanding into mainland China and Korea with meaningful direct-to-consumer capability. We weren’t just selling guitars — we were building presence and building trust. One of the moments I’m most proud of is spearheading the world’s first Fender flagship retail experience in Hara - juku, Tokyo. If you know Harajuku, you understand what it means to put your flag in the ground there. It’s a statement. It says that we believe in this market, we believe in these players and we’re here to stay. And through all of it I grew into the kind of leader who could take on this role. Every step of that foundation and that journey of building markets, teams and longterm trust ultimately shaped my path to the CEO role. The role of president of APAC taught me that even when something doesn’t exist yet, you can build it — if you have creativity, courage, skill and discipline. That’s the gift of
leading in a region that wasn’t the primary strategic focus. You have to earn every inch. Japan was the anchor. And Japan is fascinating. It’s argu- ably the most influential country in the world when it comes to fashion and style. The sophistication of the retail environ- ment there, the depth of the relationship between Japanese players and Fender, the legacy of craftsmanship, it humbled me and pushed me to think bigger at the same time. From there, Australia, China and Korea — each market was its own masterclass in how to grow, how to tell the Fender story in a way that’s authentic to local culture, and how to bring the Fender Made in Japan offering to life with the history and innovation it deserves. What APAC really gave me was confidence. The con - fidence to walk into this CEO role and say, “Yes, we’re celebrating 80 incredible years, and I genuinely believe our best years are still ahead.” [We’re focusing on] more growth, more opportunity for the brand, for players and for expression. At the center is always the player and the guitar. Everything else is the eco- system that surrounds that act of expression. SPEAKING OF THAT 80-YEAR LEGACY, HOW DOES IT FEEL TO BE IN CHARGE OF CONTINUING IT? Incredible. Honestly, it’s beyond words. There’s a weight to it, and I mean that in the best possible way. I’ve been entrusted with something that is genuinely one of the most significant and meaningful brands in the world. Fender isn’t just an instrument company. It’s a language, a cul- tural ecosystem. When someone picks up a Fender guitar, they’re holding 80 years of history — every riff, every record, every performance, every artist who ever found their voice through this instrument. That responsibility is something I feel every single day. It keeps me sharp. It keeps me humble. Everything we cre- ate, everything we say, everything we do has to honor that truth: music matters, guitars matter and players matter. Fender has always been, and will continue to be, at the center of that story. WITH SO MANY BRANDS UNDER THE FMIC UMBRELLA, HOW DO YOU PLAN TO PRESERVE EACH BRAND’S DISTINCT IDENTITY WHILE STILL DRIVING COHESIONS AND GROWTH? My focus is on leading boldly and making sure Fender is unmistakably Fender today and for generations to come. What’s beautiful about the portfolio is that every brand
26 I MUSIC INC. I MAY 2026
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