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The Idea

In 2012, Daniel Katz was driving the A24 autostrada into Rome when he had the moment of clarity that would name a company. Katz had spent years inside the machinery of the film business, running the film finance group at Guggenheim Partners and learning exactly how modern movies got paid for. He had always wanted to go out on his own. He had always been a little afraid to. Somewhere on the motorway between Teramo and Rome, the fear lost.

He pulled in two collaborators: David Fenkel, co-founder and president of indie distributor Oscilloscope, and John Hodges, head of production at Big Beach. The three saw the same gap. The bold, director-led independent cinema of the 1990s had quietly disappeared, and the major studios had grown too risk-averse to bring it back. There was room for a company built on taste rather than formula, one that put the films and the filmmakers first and itself nowhere. This was the beginning of A24.

The Execution

The lesson?

The lesson? A24 never had the biggest budget or the deepest library. It had taste, and it worked out early that taste could be a distribution strategy. Roughly 95% of its marketing went into internet culture rather than billboards, and every release became something fans wanted to belong to. The films were the product. The brand was the moat. When Apple and Amazon came circling, A24 raised instead of selling, because the thing they wanted couldn't be bought off the shelf. Everyone else was selling films. A24 was building a brand, and that's what Google just paid to sit next to.