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In the build up to the launch of the new Sonos Play and Sonos Era 100 SL speakers, I had the chance to speak to Sonos CEO Tom Conrad not just about these speakers, but about the many changes he’s made to the company since taking over in January 2025, and other changes happening in the industry at the moment.
Conrad has been a part of Sonos as a board member for eight years, and became the boss when former CEO Patrick Spence left following a disastrous app update in 2024 that changed the company’s perception drastically. It seems like an appropriate position for a man who had a tattoo of the Sonos Ace headphones on his arm even before he got this job.
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After our initial introductions, Conrad wasted no time in jumping into his pitch for the direction of the company, and how that informed the launch of these new products.
Tom Conrad: One of the first things that I said to the team when I took the job as CEO was that I think we really make just one product, which is a sound system for the home. Any individual device is just a way into the system or to deepen your attachment to it. The system of Sonos really is the product.
Now, of course, we sell speakers and soundbars and headphones and components. But what has always made Sonos special is that the experience gets better every time you add another room, a stereo pair, surround sound in the living room, music moving with you from the kitchen to a road trip — really a system where the whole is genuinely greater than the sum of the parts.
And I think that really sets Sonos apart from every other audio company on the planet. And so I think that’s the context to understand [Sonos Play]. We’re not launching a new speaker, but we’re really opening a new front door to the system.
13 years ago, Play:1 introduced millions of people to this idea. Actually we sold more than 10 million of them, and remarkably, nine out of 10 are still in use today.
And Play:1 didn’t just introduce an audience to whole-home audio, it really invented the category and defined what internet-connected home audio could be.
When we started this project [the Sonos Play], we asked a simple question: If we were designing the perfect fundamental building block for the Sonos system today, knowing everything we’ve learned over the last two decades, what would it look like?
And as an intentional callback to the speaker that started it all, we’re calling this new product Sonos Play.
And when you put Sonos Play next to the Play:1, you can see how much has changed. Play:1 was a mono single tweeter speaker with a midwoofer. Sonos Play is true stereo with dual tweeters, a dedicated midwoofer and, frankly, a soundstage that just absolutely fills the room.
The bass is deeper, the amplification architecture is three generations ahead of where we were with Play:1. It has automatic TruePlay that continuously adapts the sound to wherever the speaker happens to be sitting, and then there’s just all of the technological stuff that didn’t exist in 2013 — Wi Fi 6, microphone arrays for AI conversation.
Matt Bolton: I also feel like there’s a couple of design elements in the Play that look more like the Play:1 and the Sonos One than the Era 300. It’s got this bigger like white lip at the top and some elements of the slightly more old-school Sonos design aesthetic.
TC: That’s right, it is a callback in a bunch of ways. I mean, it looks really nice next to a 300, certainly from the same family.
As beautiful as the, as the Play:1 was in its day, and you still see them all over the world, we have moved dramatically beyond the design language of that product, from that era. So [the Play is] just aesthetically, it’s a great step forward.
The last exciting thing about Play is that while Play:1 was designed to sit kind of permanently on a shelf in your home, Sonos Play comes with a charging cradle and has a full-day battery in it.
So in addition to being the perfect speaker for your kitchen or for a stereo pair for your office, it’s also the best speaker for you to take with you, whether it’s into the backyard for a dinner party or to throw in your bag to take on vacation.
It’s beautifully between the audio characteristics of Sonos Roam and Sonos Move. it’s a pretty remarkable Goldilocks speaker, if I do say so myself. We’re really, really excited about it.
MB: I feel like the fact that you’re talking about fresh front door products is an indication in itself that, after 15 months of being quiet, you’ve had to go through some kind of reset. So can you you talk through what you guys have been changing internally?
TC: If you think about the history of the company, we had a decade under the stewardship of John McFarlane, the company’s founder. His vision was really all driven by the idea of filling every home with music on the backs of this emergent streaming moment, that he predicted so accurately.
But if you were to critique his decade, it might only be that we didn’t ship that much hardware — a couple of amplifiers, a controller, you know, the initial Play:5.
It wasn’t until Patrick became CEO, in our second decade, that the company really found its footing with respect to reliably shipping a couple of new products every single year. In fact, his stated goal for the company was to turn it into kind of a new product introduction machine. And, I mean, I’m the incredible beneficiary of that work!
But if you were to critique his chapter, I think the unintended consequence of that laser-like focus on new products was the company lost some of its connection to the idea that the product is actually Sonos. That the individual product launches are meant to extend the idea of what the system can be in a home and in the world.
The shift in my chapter, in some ways, is to marry the best of both of those worlds, to return to the idea that Sonos is a comprehensive system for audio in the home that you need in the same way that you need lighting and plumbing and Wi Fi; you need a sound system for your home. But to also build on our capability around new product introduction.
For my first year at the company, we had to pour so much of our energy into righting the ship with respect to the software platform that underpins all of the system experiences, that we purposefully paused our new hardware introductions to get back to par on that front.
And so it is an exciting moment to be able to say, OK, we’re back, and we’re launching new products again, and we’ll have more in the back half of the year, because, you know, I like to say that Sonos is a company that’s 100% software and 100% hardware, and so it’s nice to get the 100% back that’s hardware.
MB: It’s interesting you mentioned that moment, because with something like the Era 100 SL, it’s not like it requires a huge amount of new R&D to develop it, so it’s clearly a decision you’ve made to wait for this time to release it. So what is it about the stage you’ve reached with the platform or the other work you’ve been doing that made now the right time?
TC: Then you look at where we were when I came in the door, we were in the middle of trying to recover from our missteps in the spring of 2024 with the launch of the new app and software platform.
Candidly, the real story there is that we just changed too much too fast, and made a bunch of tactical errors along the way of rolling it out to our customers, and then paid a very dear price. As did our customers.
I’ve been a customer for nearly 20 years. I’ve been a partner to the company for 15 or something, going back to the integrations we did between Pandora and Sonos in my days building Pandora. I’ve been on the board for eight years. I love this company
And Sonos in my own home is a huge part of, you know, the daily delight and satisfaction and ambiance I enjoy when I’m at home. As much as anything, I took the job to fix the product and, and get the company back to a place where we’re just reliably delighting tens of millions of customers around the world again.
A lot of that was on the back of getting the software right. And so I wanted the company to be just laser focused on that return.
And with respect to the timing on Era 100 SL, our goal with Era 100 SL, frankly, was really to anchor the product line in an attainable price point for our customers. There’s a lot of work that went into Era 100 SL to get us to a point where we could offer it at this entry-level price point while not compromising on audio quality at all.
So while it might look like this is as simple as removing some microphones, there’s a comprehensive look at the cost of the product from top to bottom to get it to this new entry-level price.
MB: So there’s an amount of re-engineering inside to to help you get it there?
TC: That’s right.
MB: The other outcome of everything you guys have been through with the app is that it now means that any further updates you make to the app are automatically a huge deal, whether they deserve to be or not. Does that affect how you’re approaching it or how you communicate about it?
TC: I think that when you make software that people use every day, and it’s a big part of their life, it’s always a big deal when you make changes. It’s certainly true that there’s additional scrutiny on Sonos, but as a software creator, I’ve always felt a keen responsibility to move my audience along with the changes and updates that we’re making, in a really thoughtful and methodical way.
And so, as an example of that playing out at Sonos, you know, I’d say there were kind of three things that we had to improve upon after the disastrous launch in 2024. We had to fix performance and reliability — we had to restore baseline functionality that had been dropped from the product in its initial release. And we had to improve the user experience of the offering as well.
And it’s really the third thing that we’re only just now able to tackle 1773423633. If I’m candid about my assessment of the app, I think it’s peculiar. I think the company made a range of decisions about the user interface that are just not consistent with what you see in any other music streaming app, for example.
I mean: all kinds of strange swipe behaviors and a search affordance that floats above the screen in a kind of weirdly invisible way — cards upon cards upon cards as you navigate through the app, none of which is conventional.
So when we sit with our customers in their homes and observe them using the app, they get lost, they don’t know where they are. It’s not clear to them how to get to just basic functionality. There’s a funny kind of search blindness — the interface that we chose for search actually takes up more pixels on the screen than a typical search interface, but people don’t even see it. They’re like, ‘I can’t find search’ because it’s presented in such an unconventional way.
And so, we’re now at the place where we can update the app to return it to more conventional choices. But it is, as you point out, another set of changes for our customers.
We’re handling this opportunity in a really different way. I’ve been on Reddit, for example, describing the changes and asking our customers there to give us feedback back about their own experience learning to use Sonos and living with it every day. We will roll changes out to our beta channel and even there, our users will be able to opt into the experience.
And then when we take it to production, we’ll similarly have opt-in experiences and a gradual roll out and iteration. We’ve already learned a lot from the perspective of our customers on Reddit after my invitation to them [recently] to share their thoughts.
None of this is a surprising way to operate a scale consumer software product, but it’s certainly the set of best practices and, frankly, one of the missteps of the company in 2024 is that we didn’t more closely adhere to these norms.
MB: There was a real sense that your competitors could smell blood in the water in 2024, and they really went hard on their own products going for, going for the switchers. Do you think you can win back people who did switch to WiiM or other platforms? Or do you think it’s more about using these new “front door” products to go after an expanded market?
TC: Certainly, anyone that was frustrated with Sonos in the last couple of years, I hope will consider us again. When I wear my business hat, there was a cost of goodwill with our customers from this chapter, I think it really most impacted advocacy and repurchases. I don’t think it was a huge driver of people fully leaving Sonos and going to other platforms.
So my my hope is that all of the people who had a bad experience in 2024 are having good experiences today, and are starting to feel better about Sonos, and can be excited about a product like Sonos Play or Era 100 SL to extend their experience in their own home, or to evangelize it to their friends and family as something that they have to have in their homes.
I think that was the real cost, it was sort of a cost of advocacy and evangelism more than it was people switching to one of the the smaller players who purports to do the same kinds of things we do.
MB: You guys certainly were one of the most recognizable brands in tech — I mean, still are, no doubt — but that must have been a real eye-opening moment that momentum and past performance only takes you so far, right?
TC: Yeah, for sure. I mean, it certainly was a moment that changed my life.
In the aftermath of that, you just have to show up in people’s life with some humility and do the hard work of earning their trust back through great execution, great product, great software, great experiences, and never forget what you put people through.
MB: I believe you restructured the company. How is that changing how you’re working and helping to make improvements?
TC: When I came in in January of 2025, I quickly made a bunch of changes. I moved us from a business-unit orientation, where we had a home theater team, and a portables team, and a professional team, a headphones team — to a functional [organization], where we have a hardware organization and a software organization, and a product design organization.
And the benefit there is that it really allows you to get the company thinking about what we do as a system and not a collection of categories.
In the process of doing that, we also eliminated a bunch of management layers, which were standing in the way of execution. So yeah, we’re definitely functioning differently today than we were a year ago.
MB: How would you say that change in function manifested in designing and launching these two products?
TC: It allowed us to really think holistically about how the product fits into the lineup. I think under the old guard, a product like Play might have been principally conceptualized alongside the various other kinds of mid-tier portable speakers, and would have been scrutinized internally and marketed on [technical specs] around battery life and portability and so forth.
We’ve really focused on how we make this a really great part of the Sonos system — the ‘Goldilocks’ perfect speaker, if you like.
MB: It’s interesting you say that because I remember when the Move 2 came out, one of the things that occurred very quickly to me is that it has, if not the exact same speaker configuration, an extremely similar speaker configuration to the Era 100. Are you saying that with the Play, you’re just working on the Play, you’re not looking at what technology you have elsewhere that you can borrow?
TC: Well, no, in some ways the opposite, particularly as it relates to software. We’re thinking more fundamentally about: How does this fit into the overall offering? How does it make the the system of Sonos more comprehensive?
With Play, I really do think it’s kind of the ideal building block. I mean, when my friends and family ask me about Sonos, I’m going to start telling them they should put a Sonos Play in every room, or a stereo pair in their family room.
It’s a phenomenal-sounding speaker and just has so much utility relative to anything that we’ve ever done before
MB: We’ve talked a lot about the Sonos system in particular as it pertains to the music side. I wanted to ask about home theater as well, because we’re on the cusp of a major change in that sector with wireless connectivity, particularly from the TV to the soundbar. LG and Samsung are exploring proprietary options that lock out companies like Sonos, and push people to buy the same soundbar brand as their TV. Is this a trend you are concerned about?
TC: As you know, we’re by far the most successful player in home theater, and consistently taking more and more market share from the companies that you’re talking about
It’s a huge part of our business, and we’re the pioneer in wirelessly distributing audio around the family room, and we’ll have our own things to say about how that evolves in the coming quarters.
MB: What do you think of Dolby Atmos FlexConnect? Is that something you would support?
So FlexConnect is interesting. There are really three things that have to happen in a FlexConnect-style implementation. You’ve got to get the bits from the media to the speaker, whether that’s through the television or through the set-top box or through the soundbar, something has to get the bits into the air.
And then you have to position the speakers in the room, understand where they are and what their orientation is.
And then the last piece is that, understanding the speakers’ position and the bits from the device, you have to render the bits appropriately for that position and orientation.
Dolby has done a great job of telling the story of FlexConnect as encompassing all three dimensions, but the technology of FlexConnect is actually just that last bit. It’s taking the positional information [of the speakers] and the bits [from the media] once they’re on the speaker, and rendering it.
And, the other two dimensions — positioning, and the transmittal of the bits actually from the source to the speakers — is sort of left as an exercise for the student, which is why the LG solution is proprietary to LG and the TCL solution is proprietary to TCL.
And you can imagine that — even as much as Dolby wants to talk about the universal character of FlexConnect in the same way they talk about Atmos — the LGs and TCLs of the world might not be that motivated to create a system whereby you can mix and match speakers [from other brands] with their televisions.
I guess I could just say that we’re interested in that entire space, the entire domain of: How do you get the bits from the source to the speakers? How do you position the speakers in three-dimensional space? And how do you render? We’ll continue to work on our roadmap.
MB: The old Sonos was a really leaky ship when it came to product launches before your time. Is that something you want to change? I’ve got to say, I yearn for us to go back to the days when companies showed us tech six months, eight months, before it launched — to get a feel for how people responded to it. Could you imagine the company operating in that way?
TC: You know, the funny thing about the period where Sonos was sort of a leaky ship is that it was a period where the company, I think, was trying to be at its most secretive. In some ways, I think that Sonos culturally, internally, fashioned itself like a mini Apple, and really tried to hold its cards close to its vest.
As much as I’ve been a little evasive about some of the things you’ve asked about our roadmap, I’m conscious that we’re not Apple, and that I think we can talk a little bit more about where we’re going and the future that we see without being so concerned about the secrecy of it all.
I sort of love that since I’ve gotten here, the leaks have dried up from that standpoint, and I think it suggests that the people inside the company are feeling excited and proud of their work, and not wanting to see it out in the world in advance of when the company decides to reveal it.
Where my head is, is somewhere between where Apple sits and what you would like for us to do. So stay tuned, we should keep talking!
MB: I want to ask about the largely rumored but semi-confirmed set-top box and smart software that seemed to be developed in partnership with another company. Are you willing to talk about how far it got, or what your relationship to it was?
Without getting into specifics of that project, if it exists, I will say that part of what I had to do when I came in the door was to make some hard decisions about where we were going to focus. The company was, demonstrably, spread too thin, was trying to do too many things, and was struggling to execute with excellence across all of them.
So I tried to focus our energies on the programs that I thought that were most aligned with our differentiating power in the market. I remain really confident that the things that we chose to focus on are the things that are going to have the most impact on Sonos, in the near term.
MB: Given your background at Pandora, what do you think of music-streaming services today and how they integrate into the Sonos app? Do you, from the Sonos side, have any frustrations with them, and then personally what do you think?
TC: One of the things I’m really excited about in terms of our software roadmap is working more closely with our music service partners. All I really care about with with respect to listening to music on Sonos is getting the customer as quickly and seamlessly as possible to their outcome.
If that means AirPlay or Bluetooth or Spotify Connect or experiences inside of Spotify versus experiences inside of our app… I don’t care. I just want it to work every time, and have it be completely seamless. I feel like we have a better relationship with Apple, Amazon, Spotify than we have in years, and I’m really excited about the work we’re driving together.
I think the only thing I will say about the state of streaming music is that, you know, the iPod invented the core conventions of modern digital music, and then in 2004, Pandora and Last FM, I suppose, kind of invented the modern conventions around personalized streaming audio. And it’s been 20 years, and it’s surprising to me how little has changed in that experience.
We’ve gone from a world where you had access to just the CDs you bought to a world where you have access to hundreds of millions of songs in your pocket, and yet the user interface of it all is kind of just some hierarchical browsing, and then a fullscreen audio player with skip buttons and things.
I guess quietly, at night, I sort of imagine a future where there’s more innovation and [questioning] what does it mean to navigate the whole entire world of music with something that wasn’t designed for 1,000 songs in your pocket.
MB: Do you think that the physically small size of phone screens is holding us back in that regard?
TC: You know what I think is mostly holding us back in that regard? Apple is motivated by selling hardware, and Spotify is motivated by reducing licensing costs, and no one is motivated by: let’s make a great and innovative music discovery experience for the consumer.
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