This chapter combines theoretical insights and case study observations to synthesise what the experience of player-governed orchestras (PGOs) says about labour-managed firms. Orchestras constitute a unique type of enterprise. Those that opt to let their musicians control their firms reveal important insights into the operations of labour-management in specific, real-world contexts. The PGOs studied for this book have managed to sustain their governance models over long periods in part thanks to their pragmatic melding of democratic principles and the dynamics of labour demand and supply in professional orchestras. The chapter’s first main section looks at this balancing of forces in response to the question: who votes in a PGO? Various voting franchises are considered, their merits and weaknesses parsed, and the most sustainable models highlighted. The following sections spotlight the benefits that accrue to members of PGOs. The ability to influence artistic decisions and the possibility of creating greater job security and the primary incentives. The chapter’s final section homes in on one of the key relationships in any orchestra: that between the conductor and the musicians. PGO’s embody far-reaching realignment of authority in orchestras, retaining elements of vertical authority when it is advantageous while flattening hierarchies as far as possible.