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abundo | a new live experience

photography. Hannes Söderlund

Abundo is redefining what it means to experience culture by bringing people back to the thrill of live performances. Originating in Stockholm and now making waves across Germany, Abundo is a subscription-based platform that opens the doors to theatres, concerts, dance, and countless cultural events with just a few taps. Their innovative model combines cutting-edge technology with a deep respect for tradition, partnering with eight out of ten state-owned theaters and numerous global promoters to fill seats and revive live arts attendance.

Jacob Hvid, the CEO and Co-founder of Abundo, states, “Live experiences are one of the few things that can’t be digitalised and that’s what makes them priceless.” And with an eye on international expansion and the future of workplace wellbeing, Abundo’s goal is to keep culture vibrant and alive in our cities and lives.

Schön! chats with Hvid to discuss the work Abundo is doing to shape live experiences for every concert, theatre, and production attendee.

photography. Sabri Patzelt

You’ve been passionate about both technology and culture from an early age. Can you share a moment when you realized you could combine the two professionally?

Well, I think going back to where we started, I’ve always been at the intersection of working with a media company and building products and technology. But then I was at this musical, which I rarely go to, and it was half empty. I felt like, “This is something strange.” In this industry, it’s always like you’re defined by whether it’s a success, and success is if it’s fully booked. Which is strange compared to other industries like hotels or airplanes or even a store. You don’t go into a store and say, “Oh, it’s not sold out.”

I felt inspired by some of the most successful startups, like how Uber facilitates cars that aren’t used, and Airbnb with apartments. I felt like there should be a product to make this better balanced. I did some research and saw that the attendance rate is somewhere between 50% and 70% across different industries we work with, like performing arts, concerts, and movie theatres, which we define as an experience. I found a small website in Sweden that worked as a discount site, and that’s how I first came into this industry, combining my love for technology and product with the culture industry.

But I then found that, like everyone else, this industry in particular hates working with discounts. I met my co-founder, Oskar, who had an event discovery app he launched, and we sat together and said, “If you really want to change the behavior, then you need to do something fundamentally different. If you really want people to go out more frequently, and go out to things they wouldn’t have gone to, then you need to do something different.”

Virtually every culture of consumption has moved into the subscription model. So our idea — or our experiment — was to see if we could apply the subscription model to something as physical as live events. By doing that, we’d work with some of the success factors that changed how we consume other forms of culture, like personalization, which no one has really been able to do before. Normally, you buy a ticket and go. But with a subscription model, you get a quality data set, so we can really work on personalization.

Yeah, because maybe you see a poster somewhere and think, “Oh, there’s a great exhibition or theater or whatever,” and then you buy a ticket. But you don’t think, “Where do I go next?” Because it’s expensive to plan.

That’s what we always wanted to do — break down the barriers to actually go out by removing the traditional economic model, removing the price. Make it as easy as it is to watch the next episode of ‘White Lotus’ or whatever everyone’s talking about, and to book and go to an event. So, personalisation, remove the price, and just book in one tap. You can cancel if you can’t go, which we’re quite alone with in the industry. That also makes it easier for you to book and go out if you don’t want to fully commit yet. What we really want to do is challenge Netflix and the streaming services.

So that people go to social events again.

Yes, because what’s happened over the past decades is that screen-based culture consumption has exploded and the time we spend in front of screens is so much. We want to challenge that. Make it as easy to watch something live. 

In June, I’m going to try it out. I already said to my friends, “You’re going with me to the theater, you’re going with me everywhere.” You were saying they don’t want to work with discounts because it makes them look cheap. How is it that theatres or cultural houses don’t treat you like a second-class guest, when some seats are still left?

First of all, there are very few events that sell out. If Taylor Swift does a tour and it’s one date in Berlin, she sells out half a year before. But most musicians, artists, or theatres don’t. The average attendance rate is somewhere around 70%. If you go to a movie theatre in the middle of the day, you’re probably alone. Why are they using us? Well, we’re bringing new target groups because we make it so easy. We get people to go who wouldn’t otherwise go. The rest of the industry works with fans of an artist or a theatre production. We bring new people. Then, we create economic value; money they wouldn’t otherwise have. We increase profit per production and increase concession spend.

Also, return visits because if they like it, they’ll come back and maybe to places they’ve never been before.

You feel that wave of people coming in, and when the venue is full, it actually enhances the experience for the audience and especially for the artist. Sitting alone is a different vibe entirely.

photography. Gianmarco Bresadola

From Stockholm to Berlin and Hamburg, what were the biggest challenges and wins in expanding into new markets? How did you get the venues to be part of your business?

I’ll start with what surprised me. In Sweden and now in Germany too, I used to view the performing arts industry as very conservative; these are institutions that have been around for hundreds of years. And here we are, coming in with something fundamentally different. So I was surprised, in a good way, by the willingness to try new technology and innovation.

Now, we work with 8 out of 10 state-owned theatres, for example, and with global concert promoters. So the openness from the production side has been a big win.

Yeah, the venues you’re working with are phenomenal.

On the other hand, one challenge has been on the member side. It’s hard to explain and introduce something new to the market.

How did you decide which cities or cultural scenes were ready for a Abundo subscription?

When we decided to launch in Germany, we looked at all the macro data. But honestly, it often comes down to gut feeling. We believed the problem we solve is universal, so why not start with the biggest economy and biggest city in Europe: Berlin? Of course, we also look at things like cultural participation, venue density, and events per capita.

So Paris and London next?

Absolutely.

The platform adds new events constantly. How do you maintain quality and curation while scaling?

Quality is important. Every event gets approved. But we also want to be inclusive, open to all kinds of events. That’s part of our value proposition: the long tail, the weird stuff, the corners you might not otherwise find. We don’t discriminate. We embrace it all. The algorithm may push some events more, but we aim to give space to everything.

But does the app suggest events I might like? Could some events get lost if I don’t know I like them and the app doesn’t suggest them?

That’s a great question. Yes, it’s a challenge. It’s similar to Spotify’s problem. We aim to personalize, but also expose users to new things. On any given night, our members have access to 30 events. It’s a lot, but it’s not like Netflix where you can scroll endlessly. There’s less overload.

How quickly can I book? Say we meet at 6 p.m. and I want to book something for 8?

Totally. There’s a booking cutoff, usually about two hours before showtime.

Makes sense. Abundo is also being used as an employee benefit. How do you see culture playing a role in workplace wellbeing?

Talent retention is critical for companies. They need to keep their people happy, and experiences can help with that. Just like gym memberships, we can offer something for those who want more social and cultural engagement. We can be part of the mix.

With AI and immersive digital entertainment on the rise, what’s your vision for the future of live, in-person cultural experiences?

Live experiences are one of the few things that can’t truly be digitalised. The pandemic made this even clearer. Everyone thought livestreaming would take off, and we even tried it, but the value of real-life, in-person interaction proved irreplaceable.

Yeah, like hearing people scream and shout together. That collective energy.

Exactly. That won’t change. Tech can help in other ways, like discovery, access, and personalization, but the core of our product, the live experience, remains essential.

Are you seeing differences in how people engage with culture through your platform?

Definitely. We have people who attend 20 events a month, and others who go once every few months. Different age groups, interests, habits; it’s a wide spectrum.

Can people connect in the app? Can I book together with someone?

Yes. That’s already possible. But we’re putting more effort into building out the social and community features, like booking seats together or discovering a friend is going too.

photography. Christoph Brech

What kind of company culture are you trying to build at Abundo? How do you keep innovation alive?

We really believe that innovation can come from anyone. It’s about fostering a culture where every idea counts. We want to be the kind of place where someone can casually share an idea and then actually go build it. That’s the startup advantage.

How do you personally stay creatively inspired with everything going on?

Honestly, a lot comes from the work itself: solving problems every day forces you to be creative. I also read a lot, listen to podcasts, and just try to stay curious. Curiosity is key.

Looking ahead, what’s one big goal that still excites you, and one challenge you’re eager to tackle?

Right now, Abundo is a city-based subscription. I’d love to see it become international. So when you land in a new city, you open your phone and check Abundo to see what’s going on, just like you’d open Uber for a ride. Imagine: you land, open Uber, then open Abundo to book an event.

And what’s the big challenge you’d love to solve?

I want Abundo to be part of reversing the decline in performing arts attendance. Music is doing okay, especially at big concerts, but a lot of other cultural sectors have stagnated. If we can help bring younger generations back to the theatre and to smaller, more experimental shows, that would be amazing.

photography. Klaus Frahm

Learn more about Abundo at abundolive.de.

portrait image. Abundo, photographed by Hannes Söderlund.
interview. Raoul Keil