Catch&Release raises $14M in Series A funding! Read our exclusive Q&A with Founder Analisa Goodin

On April 20, 2021, Catch&Release announced it raised $14M in Series A funding, led by San Francisco-based venture capital firm Accel.  This brings its total funding raised to just over $26M since its founding in 2014 by Analisa Goodin.

As an early investor in Catch&Release, we at GingerBread Capital were excited not only by the start-up’s potential to transform the way advertising gets made, but also by the vision and creativity of its founder, who took a less-traveled path to entrepreneurship. In 2019, we talked at length with Analisa about that first “lightbulb moment” that led her to launch her own creative consulting firm, and the next flash of inspiration that completely upended what she had started into something much, much bigger. Read on for our exclusive Q&A with Analisa.

But first, a bit of background about Catch&Release:

Catch&Release is a platform for curating and licensing visual content from the Internet for advertising, marketing and communications campaigns. The San Francisco-based company works with big companies like Apple, Google, and airbnb, along with ad agencies along with ad agencies including 72andSunny, Wieden+Kennedy and TBWA/Chiat/Day.

Catch&Release provides a first-to-market licensing platform for the creative production industry. Using Catch&Release, advertisers can work more efficiently, and save time and money, by tapping into the Internet’s unlimited supply of already existing, “found” content–photos, videos and graphics made by individual creators, from professional photographers and graphic artists to everyday people.  Catch&Release’s proprietary platform helps agencies license this work for commercial use and provides a marketplace for creatives to be fairly compensated for their work.

At the time we talked with Analisa, she had raised nearly $10 million in pre-A, post-seed venture capital. Pretty impressive for a small tech startup that began as a creative consultancy serving individual clients.

We wanted to know: What is it like to transform a successful but modest consulting business into a massively scalable product with a potential worldwide market?

That shift in orientation, from a service model to a product, was exciting, and dramatic, said Goodin. A visual artist by training, she likened Catch&Release’s trajectory to the “Powers of Ten™,” the classic 1977 short film by legendary designers Charles and Ray Eames. The film visualizes the micro and macro scale of the universe through a camera trick that begins with two people on a picnic blanket. As the camera pulls up and away, the picnickers get smaller and smaller until they’re just a speck on planet earth, which in turn becomes just a speck floating in the vastness of space. The camera then plunges back to earth and to the picnickers, zooming in closer and closer and closer until all we see are the atomic particles that make up a human cell.

It was this film that informed Goodin’s first project out of art school (she holds a master’s degree in visual and critical studies from the California College of the Arts). She was working as a researcher for a post-production agency in San Francisco and needed to find images to use in a tv commercial the agency was producing. After three days of searching on Google, she found a video snippet evoking that same Eames-ish micro-macro vastness. It was the perfect image, but could the agency use it?

That’s when she had the kind of ah-ha! moment that launches every entrepreneur’s  journey.

“My team had a whole laundry list of questions,” she wrote in a recent blog post about why she started her business. “Who shot this? Can we license this for the spot? How much do they want for it? Can we set the price?”

Here was her “ah-ha!”: She thought, “I have the opportunity to reverse-engineer an entire marketplace!”

Goodin started a creative consultancy, Visual Catch, which eventually morphed into a technology startup called Catch&Release, with a big mission: to make the Internet licensable.

Read on for our Q&A with Analisa.


“Adaptability is built into our culture.”

GingerSnaps: You’re an artist by training, and now a tech entrepreneur who comes from a creative, rather than a tech or business background. And this isn’t your first incarnation. You started as a creative consulting firm which you led for a number of years.

Analisa: Catch&Release was born out of the consultancy I started, with customers and a service I was already providing. I was already generating revenues. I was able to bootstrap the company for two-and-a-half years before raising outside capital, and it allowed me to hire key executives, like a seasoned COO, early on.

GingerSnaps: How did your business change when you refocused on building a product, a technology platform? What shift did you have to make?

To promote Pantene’s SHE, a search engine that combats gender bias, Townhouse created a powerful spot using authentic, archival footage featuring real women from around the world. Townhouse sourced most shots themselves and used Catch&Release to clear and license them.  Watch the video. Check out other Catch&Release client stories.

Analisa: The challenges are very real in transforming from services to a product company. The upside to starting with a services model is customer testing, being able to be inside our customers’ day to day, and learning their needs and pain points. That customer-centricity was a real benefit in developing our product. But it was a monumental shift in the way we generate revenues, from being paid by the hour for our time to being paid by the unit for our product. That shift reverberated throughout the entire ecosystem of the company and our customers. Everything changed, from our business model, pricing, and marketing, to how we talk to customers, how we sell to them, and how we hire. It was exciting but dramatic, too.

GingerSnaps: How so?

Analisa: There is a common theme among service-oriented startups. You optimize for the project at hand, and solve a customer’s challenge, and then move on to the next one. You’re geared toward the maximum return on that one interaction while ensuring your margin and satisfying customer interactions. It’s more like farming, where you’re tending a plot of land with seeds already planted and growing the business customer by customer. Shifting to product mode, now you’re ripping out plants, buying up more acreage…it’s a whole different sense of urgency.  We’re not just optimizing by project, but optimizing for an entire market. It’s like going from a micro view to a macro view.

GingerSnaps: How did your background in the arts prepare you for running a business?

Analisa: I’ve always had the entrepreneurial bug. As an artist, you’re tasking yourself with coming up with something from nothing. You’re building a body of work, and putting yourself out there. In art school, you’re always getting critiques and feedback, and having to defend your position while listening to that feedback, and not taking things too personally. Being an artist is a bit like being self-employed. You’re working for yourself and it’s up to you what you do and don’t do. I started a company because I was interested in building a team, creating something new, and recruiting people to do it. You can do that as an artist, but it’s all about the artist. I wanted it to be more than about me. I loved the sprint of the production world, being surrounded by so many talented people, buzzing around and collaborating and making stuff together.

“The early-stage investors we raised from are visionaries themselves. They’re taking risks just like the entrepreneur is, and they have to believe and support the vision.”

GingerSnaps: You mentioned your business was already pulling in revenues and making a profit when you started to seek outside capital. Why venture capital?

Analisa: You can’t go hyper-speed from a picnic blanket to the universe without investment capital. And we got to $3 million in revenue on services before seeking outside investment. I needed outside investors when I made the commitment to shift from a services model to a product and tech model. But our revenues, while good, were not that exciting to investors. I had to show that [our] revenue was not the sole indicator of the market opportunity. The future is servicing customers by technology. So it wasn’t apples to apples. They are completely different businesses. I was pitching a completely different model than what the business up to that point was. I had two hats on, and knew I had to paint a completely different picture of the future than what they saw in our revenue traction.

GingerSnaps: What was your process for raising capital? Did you have a network in place you could tap into?

Analisa: It was like following a trail of breadcrumbs. Especially for a first-time founder like me who never fundraised before. First, I asked, do I know any wealthy people? Maybe I know one? Who do they know? Then, it gets more targeted. One of my colleagues had a friend who worked at a tech startup. I didn’t know any other CEOs in tech. That wasn’t my network. I was an artist, a graduate in art theory. I had a broad network of museum curators, artists, art writers, that was my world. It started with meeting those tech people and asking them, how did you do it? Through those introductions and conversations, I started developing my pitch deck. My first one was 20 pages long, all tech, it was like a thesis. It was the most ridiculous pitch deck ever! But I got feedback on it, and made it better over time. Once I felt confident with my story and plan, I then road tested it with actual investors. I  looked to my network, to introduce me to ‘friendlies’ who could give me their perspective. I also met someone early on who came on as an advisor, and had experience fundraising. He educated me a lot about the sales process and the psychology involved. It’s the same in fundraising, it’s a process.

GingerSnaps: What lessons have you learned in pitching to potential investors?

Analisa: I had to adapt to the people I was meeting, and sometimes tone down my excitement about being able to present to them. My advisor pointed out that they should be excited to meet me, too. They should be selling themselves to you, too. It’s a dance. There’s a supply and demand component to entrepreneurs and VCs. I had some leverage in those conversations because I had the company and the vision. When I was pitching and taking a meeting, I’d prioritize those I had a good connection with. With GingerBread, for instance, I met [GingerBread Capital Partner] Ita Ekpoudom who came to an event we held in New York. It was a fabulous evening, over 75 people showed and it was a cool way to mutually vet each other. She was in the room with our customers, saw me present and she contributed to the quality of conversation and intellect in the room. After that night I thought, this is going to be a great fit for us.

GingerSnaps: We think so, too! Why is it important to have women investors in your cap table?

Analisa: Having women represented in every stage of this process — founders, executives, board members — is important. It’s important to have different perspectives at the table. People who come at challenges differently. It’s not to say that a group of men don’t bring a range of perspectives, but the more diversity you can have at the table, the stronger you’ll be.

“You have to be extremely persistent, and stay recklessly optimistic about the potential for your vision.”

GingerSnaps: What advice do you have for founders who want to raise investment capital?

Analisa: You have to be extremely persistent, and stay recklessly optimistic about the potential for your vision. Every lead is a lead, and you have to follow every one to the end. And you have to be a little lucky. Not everyone has the luxury of choice in fundraising because you have to raise the money in order to keep the business going. There were a few times I was close to taking money from people I knew I might regret later.

GingerSnaps: Can you share some pitch tips?

Analisa: There’s a great saying, ‘When you want money, ask for advice; when you want advice, ask for money.’ When you’re fundraising, start the process before you actually need the money. Get your pitch deck and position together, and then road test it. Because it takes longer than you think.

GingerSnaps: What are your ultimate goals for Catch&Release?

Analisa: We want to continue to build our product that makes the entire Internet licensable. And that people in the creative ecosystem are using Catch&Release as their main source for imagery and video. We want to be the platform that makes the transaction of that content possible, and makes an entire new economy possible for the creators of imagery and video.


Watch more advertising spots that used Cath&Release’s curation and licensing tools.

What’s behind the name? How the art of fly fishing inspired the naming of Catch&Release.