月商6万ドル（$60K）のマーケティング分析プラットフォームをいかに構築したか
月商 $60,000 · 創業者1人 · 従業員6人 · Funchal, Portugal
Eugenii Kuznetsov（Founder, CATCH）· 創業 May 2024 · 記事掲載 February 16th, 2025 · catch.tech · 元の記事
2024年に創業し、最初の顧客は既存の代理店クライアント。その後の顧客はコールドアウトリーチ（見込み客への直接営業）で獲得した。顧客開発に注力し、フィードバックをもとに製品を改善。2025年2月の記事掲載時点での月商は最大6万ドル（約900万円）。開発費用は22万ドル（約3,300万円）で自己資金で賄った
売値の出典: 記事の本文（2025年2月時点）（2026-10-14 取得）
Hi, I’m Eugenii Kuznetsov, the Founder of CATCH and the Commercial Director at 2QL Corp agency. CATCH stands for Customer Activity Technology. In other words, it is a comprehensive advertising solution that provides in-depth analytics to enhance marketing campaign performance for online businesses and maximize their return on investment while complying with GDPR. At CATCH, we have achieved a 93% accuracy rate in audience segmentation, which is quite high, by combining multiple parameters with our proprietary bot filtering algorithms. Additionally, we assist websites in reducing bounce rates and attracting new audiences by leveraging Lookalike Segments. We deliver maximum value to clients such as e-commerce businesses boasting a monthly audience of 800,000+, travel firms reaching over 750,000 visitors a month, and software companies with more than 500,000 website visitors each month. The higher the traffic to a company's website, the quicker our system learns and delivers top-quality results. That said, any online business can benefit from CATCH. We currently work with clients across the USA, Europe, and APAC, earning anywhere from $5,000 to $60,000 a month per client on a Cost Per Sale (CPS) model. But we're working hard to improve on that.
Skills What skills did Eugenii Kuznetsov have that led to their success? proprietary-technology custom-platform
In my career, I’ve always been a performance-oriented marketer, measuring success not only by marketing KPIs such as page views and clicks but also by sales and overall business performance. I firmly believe that marketing and sales form an indivisible duo. One of them tests the waters, identifies potential customers and their triggers, while the other uses this information to secure sales. Identifying potential customers is an enduring challenge for marketers, requiring robust web analytics and effective bot traffic filtering. This became a fundamental issue for us as we explored our initial business ideas, which included launching our own Shopify alternative for affiliate marketing and a solution to attract look-a-like traffic. For each of these ideas, we lacked the analytics that would fully meet our needs. Although I’m not a coder myself, I have a solid understanding of the product development process, so I thought, why not create it ourselves? So we gathered a team of tech experts and built CATCH.
In the early days of our journey, back in 2020, we began to dabble in making concepts for some new side businesses within our agency. The market was a red ocean of similar technologies, so our initial goal was simply to replicate what was already out there. By 2023, we finally decided to start, so we hired a product manager and showed him the roadmap we had laid out. However, I was taken aback when he confidently claimed that the project was simple and could be completed in just three months. The solution looked deceptively simple, so we put that initial plan on hold. Then came the notable market downturns in 2024, so I thought: “It’s now or never!” We knew we would either go bankrupt or find a way to thrive. We chose lead generations as our business model, and by this moment it remains consistent. We do have plans for a comprehensive subscription-based web analytics product, but we currently rely on our proprietary analytics algorithms for lead generation. It took about five months from the project launch to achieve the first version release. However, CATCH is like the Sagrada Família, it is constantly being built upon and updated, making it difficult to pinpoint where one version ends and another begins. As for costs, the development of CATCH has already reached $220,000. We initially funded the startup ourselves without external investments. Another interesting fact is that CATCH is fully custom-made; we didn’t base our platform on any existing frameworks, which made the process longer and more expensive but allowed us to create an independent and fully functional product. The experience has been challenging yet rewarding, as we continually strive to improve our first version while navigating the complexities of the market.
Unlike the majority of startup founders who actively promote themselves from day one, I’ve chosen to remain quiet during the first few months. Instead, we prioritised customer development—listening to the real challenges businesses were facing, refining our product, and improving our messaging. Our first user was an existing client of our agency who trusted us to let us test the platform with the business. However, our first dollar came a bit later. This client was a warm lead, but all subsequent clients were acquired through cold outreach. Talking directly to potential customers, and learning about their pains and concerns proved to be the most effective way to improve our product. At some point, we realised that staying silent was holding us back. Without trust and recognition in the market, it was hard to scale. We decided to make a public launch around Black Friday. Given that CATCH didn’t exist in public, it was great to achieve some mention in industry media. While being a founder, I discovered one interesting thing: it is so much easier to make tough decisions when you’re working for yourself. In a corporate environment, it felt uncomfortable to let go of ineffective team members, especially if they weren’t your hires. But as a founder, I’ve learned to rely on data and results to guide my decisions. This data-first mindset has been crucial in my marketing career, and now we’ve put this focus on business performance as the essence of CATCH.
In today's startup landscape, it's skilled product and project managers who thrive, rather than brilliant engineers. These individuals, who can research the market, speak to the potential shareholders and hear their pains, and later make a clear roadmap - have more chances to raise capital effectively and play the long game. In CATCH we’ve always focused on engagement with the customers. We attend industry conferences, actively promoting our services and building relationships. Personalized outreach is another cornerstone of our sales model. While we aim to increase our visibility so potential customers come to us, we proactively identify businesses where we can add value, leveraging tools like LinkedIn, Hunter.io, and even simply Googling. For aspiring entrepreneurs, it is my biggest piece of advice is to start selling your product immediately. Without engaging with customers, understanding their pain points, improving your offering, and tailoring your approach, you’ll never generate revenue. A startup founder must be a salesperson, not a guru gazing down from a mountaintop.
One of the most valuable lessons I've learned is that if someone can thrive in Excel, they're likely to succeed in life. The key is to plan for the worst possible scenario and have a course of action ready for when things inevitably go wrong. I mapped out various scenarios, anticipating the possibility of no clients, a non-functional first version, or a total lack of visibility. Ironically, I failed to account for rapid growth. I wasn't confident that CATCH would succeed at once, so I didn't plan for significant growth within a short period. To our surprise, we onboarded three major clients in a month, and our infrastructure wasn't ready to handle that level of demand so quickly. I had assumed it was impossible, and that was my critical mistake—not accounting for all possible scenarios. In the end, what should have been a positive development turned into a challenge. So, always consider every possibility, even when you're facing the prospect of no profits but still need to pay salaries. My another insight was that always relying on data is a game changer. My technical background and previous marketing experience taught me that decisions should be driven by numbers. Every decision and action in your business should be geared toward directly or potentially generating revenue, whether it's a rebrand or a new partnership. There are plenty of key performance indicators in marketing, like traffic and audience growth, but they are relative and don't necessarily translate into dollars. If you go from one user engagement on the first day to three the next, you can claim 3x growth, but nothing has fundamentally changed. So don't fixate on trendy metrics; focus on the money and achieving business goals.
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