I just saw the numbers regarding what’s happening with Bad Bunny in Argentina, and it’s quite impressive. The guy arrived at River with three sold-out shows, and meanwhile, Bad Bunny’s fortune reached US$100 million. Less than a year ago, it was at US$50 million, so he doubled his wealth in less than 12 months. It’s a brutal acceleration.

What’s interesting is that this is no coincidence. The DTMF World Tour is the main machinery. In just 12 initial dates, it generated US$107 million. That’s almost US$11 million per night. Meanwhile, his streaming numbers are out of this world: over 100 million monthly listeners on Spotify, 52 million subscribers on YouTube. After the Super Bowl, his royalty earnings from streams increased by 40%. It’s a steady income stream fueling Bad Bunny’s fortune.

But what caught my attention the most is how he diversified. It’s not just music. He owns two mansions in Los Angeles worth US$17.7 million (one of which he bought from Ariana Grande), deals with Adidas, Apple, Corona, and Pepsi that provide steady income without relying on new releases. He’s also involved in sports teams and food businesses. It’s the model used by entertainment magnates.

Compared to others: Taylor Swift is in a different universe with US$1500 million, but Bad Bunny is close to Justin Bieber (US$200 million) and Dua Lipa (US$135 million). The key fact is that today, Bad Bunny earns more than Bieber and Lipa combined with his active tours and streaming.

And well, expenses are also on a different scale. I saw it at Aramburu in Recoleta, the only place in the country with two Michelin stars. A 12-course menu with pairing costs around $490,000 per person. Plus five armored trucks and enhanced security. When your brand is worth so much in the Spanish-speaking market, operational costs are also different.