Odyssey Entertainment Group, founded in February 2021 in Tennessee by Nicole Kasper and Paige Kosinski, emerged from the intersection of music management and the creator economy. Both founders came up through the Nashville music scene; Nicole in artist management and agency work, Paige in marketing and digital strategy, where they learned the mechanics of developing creative careers. When the COVID pandemic stalled touring and live events, they saw how TikTok was transforming discovery for musicians and influencers alike.

Rather than return to the traditional music model, they decided to apply their artist-management experience to a new kind of client: the digital creator. 

“We were seeing so many influencers blowing up overnight without any support,” Nicole says. “With our skills in artist management, it couldn’t be that different.”

The company launched as a boutique, women-led firm focused on holistic creator development, combining brand strategy, audience growth, and long-term career planning. “We wanted to bring that 360-degree approach from music into the creator economy,” Paige explains.

Odyssey now employs 21 women and manages 67 exclusive creators spanning lifestyle, comedy, fashion, career, and parenthood. Growth came gradually. “In the beginning, we did side hustles before taking a paycheck from the company,” Paige says. “About 7 months in, we hired our first employee and, since then, we’ve expanded carefully.”

That intentional pace helped preserve the company’s personal touch. “We could have grown faster, but we didn’t want to lose that hands-on communication,” Nicole says. “One of the top complaints we hear from talent who’ve worked elsewhere is that they could never get a hold of their manager. That doesn’t happen here.”

Division of Roles and Leadership

Running a management company in the creator economy requires balancing between multiple parties: creators, brand partners, and the internal team. 

“You’re spinning plates,” Nicole says. “You want everyone to be happy, and that’s not always possible. So we focus on kindness, clarity, and transparency.”

Within the company, Nicole leads special projects and strategic development, overseeing non-brand initiatives such as product collaborations, book deals, or live tours. Recent projects include Hope Lavigne’s wedding dress collaboration with Jenny Yoo and Courtney Michelle’s nationwide “Girlwind” comedy tour, selling out in multiple cities. In 2026, one Odyssey creator is preparing to launch a wellness drink with a national wellness brand, while two of the company’s home décor talents are unveiling major product lines: a wallpaper collection with a leading retailer and a private-label line developed in partnership with a top licensing agency. 

Nicole also supports broader company growth through business development, tech buildouts, legal strategy, and music management.“We want to be a one-stop shop for our talent,” she says. “They shouldn’t have to go elsewhere to elevate their career.”

Paige manages marketing, accounting, and business development, acting as the bridge between Odyssey’s operations and its external relationships. “Accounting might not sound glamorous,” she notes, “but it’s what keeps everything sustainable. I also lead internal and external marketing, and bring in new business, such as agency partnerships, brand deals, and new talent signings.”

Their contrasting temperaments have proven complementary. “I’m more of a big-picture risk taker,” Nicole says. “Paige balances that with patience and pragmatism. She’s the one who says, ‘Let’s sleep on it.’”

From Side Hustle to Multi-Million-Dollar Operation

Four years after launch, Odyssey’s growth reflects both market demand and its founders’ discipline. According to Paige and Nicole, the firm has generated $33 million in sales, with 42% of revenue driven by outbound pitching, i.e., partnerships proactively secured by the team rather than inbound brand inquiries.

“That’s constant follow-ups, calls with agencies, and building relationships,” Nicole says. “We’re not just waiting for opportunities to come in.”

The founders note that the company’s client retention has also remained strong, aided by a commitment to full-service management and proactive communication. “We’ve had creators, like Becca Bastos and The Williams Fam, with us since the beginning,” Nicole notes. “We just celebrated four-year anniversaries with several of them.”

Defining an ‘Entertainment Group’

The name Odyssey was chosen for its symbolism. “It represents a journey with great fortune at the end,” Paige says. “That felt true to what we were building, learning through challenges and leaning on each other.”

Labeling the firm an “entertainment group” rather than an agency signaled broader ambitions. “Our initial idea was to always keep music as part of the company,” she says. “Now we’re supporting talent across all areas of entertainment, such as comedy, home chefs, TV projects; things we never imagined when we started.”

Nicole describes the firm’s philosophy as holistic creator management. “We create roadmaps with each client: where they want to be in five years, and what steps it will take to get there,” she says. “Many competitors focus on negotiating deals. We want to create long-lasting careers.”

What Odyssey Looks for in Talent

Odyssey’s roster spans macro and mid-tier creators, but follower count is not the deciding factor. 

“Engagement matters more than numbers,” Nicole says. “We want creators who treat this as a career, not a hobby. We can’t work harder than the talent we represent.”

During onboarding, Paige and Nicole personally meet new creators to assess their goals and alignment with Odyssey’s approach. “We ask: Do you understand your brand? What do you want people to take away from your content? Do you have a long-term vision?” Nicole explains. “We look for people who know what they stand for and where they want to go.”

Beyond work ethic, openness to feedback is a key differentiator. “The talent that grows fastest are the ones willing to try new things,” Paige says. “We’ve seen some creators get in their own way by being afraid to change. The ones who evolve with their audience succeed.”

How Creator Management Is Changing

Since Odyssey’s launch, the expectations of both creators and managers have changed. “A few years ago, many creators could rely on viral moments and brand deals,” Nicole says. “Now, they have to think like entrepreneurs. Brands want to see proof that creators can move product and build real businesses.”

The shift has made strategic guidance indispensable. “Creators need management that can help them navigate algorithm changes, analyze performance, and shape their positioning,” Paige adds. “It’s not just about sending emails. It’s about strategy and growth.”

The founders believe that much of the industry still undervalues that strategic component. “We don’t deserve 20% if we’re acting as admin assistants,” Nicole says. “Management should include strategy and pitching for new partnerships. This is someone’s livelihood. You’re managing their career, not just their inbox.”

Both agree that communication remains a defining challenge in the sector. “Creators are often lonely,” Paige observed. “They need to know someone’s guiding them. Having consistent, transparent systems in place is critical.”

Company Culture and Leadership

As a women-run firm, Odyssey’s internal culture is rooted in mentorship and inclusion. 

Both founders described their leadership journeys as ongoing learning experiences. “I started the company at 22,” Paige says. “Leading a team of 21 meant learning how to lead with confidence.”

Nicole’s perspective developed from earlier industry frustrations. “I only ever had one great boss, and they were all men,” she says. “I didn’t have female examples of leadership, so I had to figure it out by reading books, listening to podcasts, and asking, ‘How can I be the boss I wish I had?’”

Hiring has become a central factor in their growth strategy. “The first year, our team members were mostly fresh out of college,” Nicole says. “They were great, but bringing in people with more experience and relationships has been transformative.”

Recent hires include leadership in HR, PR, and talent direction, expanding Odyssey’s capacity to handle larger campaigns while maintaining its boutique focus.

What to Expect in 2026?

As Odyssey enters its fifth year, the company is preparing to launch a talent-facing app designed to streamline communication and workflow. “There’s great tech on the market, but nothing that’s truly creator-focused,” Nicole says. “Our goal is to make the talent experience more efficient and organized.”

A company retreat for both team and talent is also planned to mark the fifth anniversary. Beyond internal accomplishments, Odyssey expects to grow its team in the years ahead and expand into adjacent entertainment verticals through strategic partnerships.

Paige reveals that the next stage will focus on deepening services rather than expanding client volume. “We’re exploring partnerships with literary agents and entertainment managers in film and television,” she explains. “It’s about offering more full-service support.”

For both founders, Odyssey’s overarching goal is to stay true to the values on which it was built: integrity, partnership, and purpose-driven work. “We love feedback,” Nicole says. “We’re always trying to improve, expand, and do better for our creators and our team. Our core values at Odyssey are people over profit, legacy over likes, and purpose over popularity. That is what guides us always.”

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