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1. Tw o V C - A p p r o ve d F o r m a t s f o r
R a i s i n g I n s t i t u t i o n a l S e e d C a p i t a l
Startup Pitch Deck
T E M P L AT E S
with commentary from
the founding partners of

2. About
These are NextView’s series of tactical resources for entrepreneurs, built
specifically for seed-stage companies as part of NextView’s platform of startup
support. For more, visit ViewFromSeed.com
The leading seed-stage VC firm investing in internet and mobile startups on the
East Coast. We focus exclusively on seed, all in service of our mission: Help
founders give their companies the best possible start.
NextView was founded in 2010 by Lee Hower (PayPal, LinkedIn, Point Judith
Capital), David Beisel (About.com, Venrock) & Rob Go (eBay, Spark Capital).

3. These slides make pitch deck creation easier and more precise.
• While each company is different, we included key pieces you should use, along with our opinions on
what makes a great, investor-friendly pitch deck.
• You should use these templates directionally -- don’t simply copy/paste the entire resource.
This was built for early-stage startups raising seed capital.
• This is not intended for use by startups seeking Series A or later rounds, as you will need to include
different information and/or craft a different narrative to successfully reach these financial milestones.
David Beisel
Co-Founder & Partner
NextView Ventures
Throughout this resource, my
partners and I offer some light
commentary and opinions via these
sticky notes. You’ll find them along
the margins of a given slide.
 Some copy is packaged in [blue and
brackets] to be extra clear that it’s just
placeholder and should be updated.
How to Use This Resource

4. What Every Investor Wants Entrepreneurs to Know
Pitch Decks 101

5. Mistakes to Avoid
Don’t make the claim that you won’t need future funding after this round.
• This is somewhat common for entrepreneurs to say. But if the business is truly great, you’re better off
raising future capital so you can step on the gas.
• Additionally, taking venture capital implies you’re trying to maximize growth and returns, so in most
cases, you will actually want to raise additional capital. Claiming otherwise can hurt your credibility.
Don’t under- or over-prepare. Both are surprisingly common pitfalls.
• Many entrepreneurs fail to convey the basics (the who/what/why/how) early in the deck. Be sure you do
so you can have a more productive discussion afterwards. Be careful not to underprepare.
• Conversely, others will over-prepare, stuffing too much information into the deck and treating the
meeting like a one-way transaction. In reality, you want a conversation to secure that next meeting.
Always present your pitch with some kind of story arc.
• The second template will explain more details about why this is important, but suffice to say that many
failed pitches lack a compelling narrative and thus fall flat. Good pitches tell an authentic story.
Always send your deck as a PDF.
This avoids font and formatting issues.i

6. Goals to Keep in Mind
The goal of your first investor meeting is NOT to secure funding.
• Your very first goal is to secure the NEXT meeting. You want to get an investor excited and intrigued
enough to perform some due diligence and convey that excitement to his or her partners.
Play to your strengths and select the right pitch deck format for your situation.
• In this resource, you’ll find two different formats: (1) a short deck with a long, “kitchen sink” appendix and
(2) The Show, a story-driven format to be presented from start to finish.
• You should use the deck that best aligns with your style and the specifics of your pitch meeting.
Short Pitch + Long Appendix The Show
Characteristics:
• Critical info up front
• Exhaustive appendix
• Basic layout/design
• Coherent story format
• Highly visual
• Driven by emotions
Use Cases:
• First meetings (typically much
more conversational)
• For those less comfortable as
public speakers
• One-way, end-to-end
presenting to VCs
• Typically better for good
public speakers

7. A basic pitch deck outlining core
details up front. Refer to the
appendix as needed based
on the conversation.
Template 1:
Pitch + Kitchen Sink FAQs

8. E x a m p l e C o m p a n y
Confidential Investor Presentation
January 2014

9. Executive Summary
What We Do:
• ExampleCo is a [zero-jargon description of product] used
by [broad but addressable market] to [benefits].
• We are focused on the [$X billion target niche] market.
Current Status:
We are [company stage, e.g. pre-revenue, pre-launch, etc.].
Traction to date includes:
• (Month or Quarter 1): X key metric, Y key metric
• (Month or Quarter 2): X key metric, Y key metric
Currently Raising:
• [$X-Y million] seed round.
• Previously raised [$X million] from [investors].
Team Experience
Pilot Customers/Partners
Logos of Past Companies
& Top Schools
Logos or Other Proof of
Early Traction
2

10. Problem
[The succinct problem statement you aim to
address goes here. Use plain language – no jargon.]
[Customer Tries
Something]
[Here’s Their
Terrible Pain]
[Existing Solutions
Are Broken/Nonexistent]
Beisel
under & Partner
iew Ventures
your problem, as
e emotional arc to
ss immersed in it
der adding some
ts such as these.
3

11. Solution
Explanation of
Actions Taken
Explanation of
Actions Taken
Explanation of
Outcomes
1-2 Product Screens
[The succinct summary of the solution goes
here. This often sounds like your company
mission.]
• [List a few key benefits and features here.]
R
C
N
There’s noth
than getting
realizing th
what the pro
time for a sh
4

12. Go-To-Market
In ONE slide, convey one or more of the following:
1. Your unfair distribution advantage
– What’s the one thing that sets you apart when it comes to distribution?
2. Your initial customer/user acquisition strategy
– What channels are you thinking about? What data can you share based
on past tests? What tech integrations are you building?
3. Your initial marquee partners or customers, if applicable
– Who are your earliest “true believers” that will help you gain traction
and/or generate word-of-mouth? Who’s already in your camp that has a
recognizable brand, history of success, or enough confidence in your
company and product to partner or buy early on?
David Be
Co-Foun
NextView
This slide varies but
same: Show you’re
(or have data or an u
in) distribution. Th
overlooked in favor
5
What to Know to Create Yours

13. Go-To-Market
Total Addressable Market: [$XB industry]
Distribution Strategy: [Your unique advantage + channels you plan to test
Launch
[Dates]
Traction
[Dates]
Growth
[Dates]
Main
Focus:
Priority
Tasks:
Target
Results:
[X]
[X]
[X]
[X]
[X]
[X]
[Launch web & iOS app]
• [Improve signup flow
• Finalize user referral process
• Accepted to App Store
• Drive initial signups
• Measure DAU totals]
• [X initial users
• Convert X% of existing email list
• Understand DAU & optimize]
5

14. Traction to Date
• [Key Metric #1]
• [Key Metric #2]
• [Key Metric #3]
Seed-stag
there won
yet, but i
few data
proof you
6

15. Looking Forward
• We are seeking [$X].
• We aim to [major goals] in the next [timeframe].
Team
Building
Company
Progress
May June July Aug Sept Oct
Hire A, B, C] Hire X, Y, Z
Launch Goal Goal Goal
7

16. FAQs
R
C
N
This “kitche
great for yo
conversation
up a given sl
use, there

17. Team
Partner
ures
py here.
a general
y seasoned
esh POV?
p it brief.
Headshot Headshot
Name, Current Title Name, Current Title
Past Company
Logo
• Title or Relevant Function
• Impressive Achievement
Past Company
Logo
• Title or Relevant Function
• Impressive Achievement
Past Company
Logo
• Title or Relevant Function
• Impressive Achievement
Past Company
Logo
• Title or Relevant Function
• Impressive Achievement
9

18. Competition
Don’t kill
slide that
being over
to how yo
relevant tw
[Low Thing] [High Thing]
[High Thing]
[Low Thing]
Logo
Logo
Logo
Logo
Logo
We are stronger than the competition in [key differentiators].
We are threatened by the competition in [honest worries you have].
10

19. Use of Proceeds
Q1 Q2 Q3 Q4 YEAR Q1 Q2 Q3 Q4 YEAR
Projected
Headcount
Projected
Customers
Revenue
Salaries +
Overhead
Other
(Professional Fees,
Rent, Utilities,
Travel, etc.)
Cash Burn
Total Cash
Burn
• Build team of [X]
• [Biggest product milestone – e.g. launch beta in X months]
• Product/market fit and [X customers/users] in [X] months
Rob Go
Co-Founder & Partner
NextView Ventures
Be thoughtful about projecting burn
rate, since that’s how VCs think
about finances. And definitely don’t
try to project anything beyond two
years. It’s just not reasonable.
11

20. Marketing Deep Dive
Rob Go
Co-Founder
NextView V
If this isn’t based on actu
propose how you’re th
it. We live in a demand
world. The question t
how you’ll address
In ONE slide, convey how you’ll drive growth through one of the following :
1. Your actual marketing funnel and results to date
2. Your product’s built-in growth drivers (referrals, network effects, etc.)
3. Proposed tactics you plan to deploy over time
The Next 3 Slides Show
Examples
12
What to Know to Create Yours

21. Marketing Deep Dive Example 1 of 3
[Description of Total Target Market]
[Channel 1] [Channel 2] [Channel 3]
[Conversion Action 1]
(e.g. Lead, Free User, Trial, Demo, etc.)
[Conversion 2 or Retention]
(e.g. MQL, 1-7-30-Day Active Users,
Critical/Sticky Feature Usage, etc.)
Revenue
LTV
User Acquisition
Conversion
and/or Retention
Monetization
In
Progress/Su
cceeding
(Continue to
Optimize)
Launch or
Improve
(Starting
Soon)
Test/Validat
e
Hypotheses
(Starting
Later)
12

22. Marketing Deep Dive Example 2 of 3
User Network Effects/Product Virality
Context
Context
Context Context
Product
Feature
Product
Feature
12

23. Tactic
Tactic
Tactic
Marketing Deep Dive Example 3 of 3
#Customers
Time
Tactic
Tactic
Tactic
Tactic
[X]
Customers
Tactic
Tactic
Path to [X] Customers
12

24. Traction Deep Dive
• Data Point
• Data Point
• Data Pointsel
r & Partner
Ventures
approach to
-4 graphs that
pulse on your
’re tracking a
tant metrics.
13

25. [ExampleCo makes X easier and cheaper.]
[Save Time: ExampleCo does X for you]
.
[Save Money: X% more cost-effective on average.]
How Customers Use [ExampleCo]:
1. [X]
2. [Y]
3. [Z]
How It Works
14
You’d be
slides fai
product
and jargo
much, es

26. Product Screens
1
2
3
4
15

27. Product Roadmap
Bucket1Bucket2Bucket3
May June July Aug Sept Oct
Milestone Milestone
Milestone
Milestone
Milestone
Milestone
Milestone
Milestone
Milestone
Milestone
Milestone
Milestone
16

28. Customer Validation
Headshot
Headshot
Logo
Logo
“Quote.”
“Quote.”
Test Customer Logos
• Proof of concept data point
• Proof of concept data point
• Proof of concept data point
• Proof of concept data point
17

29. Financials/Budget
er
eed,
ve a
that
the
ess.
Revenue Q1 Q2 Q3 Q4 Year1 Q1 Q2 Q3 Q4 Year2
Item $X $X $X $X $X $X $X $X $X $X
Item $X $X $X $X $X $X $X $X $X $X
Total Revenue $X $X $X $X $X $X $X $X $X $X
Cost of goods sold
Item $X $X $X $X $X $X $X $X $X $X
Item $X $X $X $X $X $X $X $X $X $X
Total COGs $X $X $X $X $X $X $X $X $X $X
Gross Profit $X $X $X $X $X $X $X $X $X $X
Gross Margin X% X% X% X% X% X% X% X% X% X%
Expenses
Item $X $X $X $X $X $X $X $X $X $X
Item $X $X $X $X $X $X $X $X $X $X
Total Expenses $X $X $X $X $X $X $X $X $X $X
EBITDA ($X) ($X) ($X) ($X) ($X) ($X) ($X) ($X) ($X) ($X)
Other Income (Loss) ($X) ($X) ($X) ($X) ($X) ($X) ($X) ($X) ($X) ($X)
Net Income (Loss) ($X) ($X) ($X) ($X) ($X) ($X) ($X) ($X) ($X) ($X)
Be su
numbe
make
busines
best m
18

30. Unit Economics
(Showing [X] months trailing.)
Averages
Meetings/Events Booked X
Rental Rate $X
Utilization X%
Revenue for Venue $X
Commission % X%
Gross Revenue $X
Cost Channel/Partnerships Direct Acquisition
Cost-per-lead -- $X
Partner Commission $X --
Service Agent $X $X
Net Revenue $X $X
Margin % X% X%
Example: A Venue
Booking Service
[Provide context for a given item as needed]
19
Seed-stage
the history
economics.
you have a
comparable

31. Market Size/Trends
r
op-
ata,
ch.
of
gn.
er
ide,
irst,
List
the
rve.
[$XB ]
total market
opportunity
[$XB]
Go-to-
Market
Related Data Points
• Data point/statement (Source)
• Data point/statement (Source)
• Data point/statement (Source)
• Data point/statement (Source)
• Data point/statement (Source)
• Data point/statement (Source)
• Data point/statement (Source)
• Data point/statement (Source)
• Data point/statement (Source)
Lee Hower
Co-Founder & Partner
Check the slide notes below for
helpful links on each topic: the idea
of total addressable market (versus
just the total market), as well as top-
down and bottom-up analyses.
20

32. Exit Comparisons
Startup
Buyer
acq. by
[$X]
VC
VC
Startup
Buyer
acq. by
[$X]
VC
VC
Startup
Buyer
acq. by
[$X]
VC
VC
Public Co
[market cap]
Public Co
[market cap]
Public Co
[market cap]
• Startups in the [industry niche] space are acquisition targets for companies such
as [Examples], at valuations around [N] times price/sale.
21

33. Partners/Biz Dev
Logos of Early
Partners
Logos of Future
Potential Partners
Current Partners: Target Partners:
22

34. Monetization
If there are
flowchart is
exchange of
B2B, show
comes from.
[B2B SaaS Business Model]
[Sales Strategy: Free trial and bottom-up selling]
[Pricing: $X to $Y per user per month]
[Operating Margins: Over X%]
23
Example: B2B SaaS

35. Challenges/Risks
• [Challenge #1 – context]
• [Challenge #2 – context]
• [Challenge #3 – context]
Rob Go
Co-Founder & Partner
NextView Ventures
What keeps you up at night? Though
this may seem counterintuitive to
state so overtly, every startup has
challenges, and investors want to see
how you’re thinking about them.
24

36. Why Now?
Trend, Factor,
or Data Point
Trend, Factor,
or Data Point
Trend,
Factor,
or Data
Point
Trend,
Factor,
or Data
Point
icon
icon
iconicon
25

37. A visual, emotionally-driven deck
to craft and deliver a complete,
compelling story.
Template 2:
The Show

38. The Show is an alternative to the more traditional pitch deck style.
• The Show is perfect for entrepreneurs aiming to tell a compelling, start-to-finish story.
• Compared to the previous template, this deck should be presented in its entirety with minimal
interruption or tangential discussion.
• Depending on your personal presentation style and abilities, The Show can be great for group pitches.
Note the following “meta” approach to teaching you The Show.
• There’s no exact template for creating The Show, since it’s so specific to your own story. As a result,
we’ve created an example of this style pitch deck by pitching a fake product: The Show.
• Thus, the following slides will help you get a sense of the emotional feel of this style, and the copy itself
will overtly talk about it too, since that’s our “product.” (Meta, we know.)
What Is The Show?
Look for these call-out boxes to learn more about a particular slide.
These exist OUTSIDE the actual story arc (i.e. it’s our attempt at
stepping back to analyze a slide). They’re not part of the pitch.

39. Confidential Investor Presentation
January 2015
The ShowTell Your Seed-Stage Startup’s Story. Better.

40. Confidential Investor Presentation
January 2015
The Show
Remember: We’re about to present this template to you as if The Show is the startup being
pitched. Thus, the slides that follow will convey both the emotional style of this type of pitch
AND some tactical details of what you should include in your own version of The Show.
Tell Your Seed-Stage Startup’s Story. Better.

41. Confidential Investor Presentation
January 2015
The Show
(Still with us on the meta approach? Good. Now,
quite literally, on with The Show…)
Remember: We’re about to present this template to you as if The Show is the startup being
pitched. Thus, the slides that follow will convey both the emotional style of this type of pitch
AND some tactical details of what you should include in your own version of The Show.
Tell Your Seed-Stage Startup’s Story. Better.

42. is an investor pitch deck template
that guides an audience
through a compelling story
and helps entrepreneurs
more successfully
raise seed capital.
The Show
2

43. is an investor pitch deck template
that guides an audience
through a compelling story
and helps entrepreneurs
more successfully
raise seed capital.
The Show
As with any style pitch deck, you should articulate the basics of
WHAT you do up front. Founders fail to convey this surprisingly
often, which derails your pitch immediately. Don’t forget to
include this simple yet critical detail early in your own story.
2

44. What we’ve observed:
3

45. What we’ve observed:
After conveying the basics of WHAT you do, it’s now time to tell
the main story: WHY you exist. This is what makes The Show so
effective – it tells a compelling story, with you at the center.
3

46. What we’ve observed:
After conveying the basics of WHAT you do, it’s now time to tell
the main story: WHY you exist. This is what makes The Show so
effective – it tells a compelling story, with you at the center.
Note that all compelling stories, from nursery
rhymes to Shakespeare to your pitch, can break
down into THREE parts, which we’ll discuss…
3

47. What we’ve observed:
Web and mobile
entrepreneurship is in
vogue and growing
fast. As a result, more
entrepreneurs are
pitching more VCs.
4

48. What we’ve observed:
Web and mobile
entrepreneurship is in
vogue and growing
fast. As a result, more
entrepreneurs are
pitching more VCs.
Compelling Story, Part 1: A status quo. What is the state of things
historically or today? For a pitch, the status quo is the observation you’ve
made about the market that will inevitably lead to Part 2 of your story…
4

49. Problem
Unfortunately, many
startup pitches are
broken. They’re ineffective
and fail to convince VCs to
invest.
5

50. Problem
Unfortunately, many
startup pitches are
broken. They’re ineffective
and fail to convince VCs to
invest. Compelling Story, Part 2: Conflict. A problem is encountered by the “hero”
of your story. In your case, that’s your customer, NOT your company
5

51. Problem
Unfortunately, many
startup pitches are
broken. They’re ineffective
and fail to convince VCs to
invest.
But the status quo alone isn’t enough. It must lead to a problem. No problem,
no product. No product, no company. You want to really hammer home this
idea of the problem you solve, so we’ll dedicate a few more slides to just that…
5
Compelling Story, Part 2: Conflict. A problem is encountered by the “hero”
of your story. In your case, that’s your customer, NOT your company

52. Why do pitches fail?
During the seed-stage, many pitches exhibit
the same issue…
6

53. Problem
They lack a
compelling
story.
7

54. Problem
They lack a
compelling
story.This happens for one of two
reasons…
8

55. 1. Some pitches are
B A R R E N
9

56.  Not enough content.
10

57.  Not enough content.
 Not crystal clear on WHAT they do.
11

58.  Not enough content.
 Not crystal clear on WHAT they do.
 No overt ask for capital.
12

59.  Not enough content.
 Not crystal clear on WHAT they do.
 No overt ask for capital.
 No stated plan post-fundraise.
13

60.  Not enough content.
 Not crystal clear on WHAT they do.
 No overt ask for capital.
 No stated plan post-fundraise.
 Not clear why this is “inevitable.”
14

61.  Not enough content.
 Not crystal clear on WHAT they do.
 No overt ask for capital.
 No stated plan post-fundraise.
 Not clear why this is “inevitable.”
All of this only confuses and
frustrates investors.
15

62. 2. Some pitches are
C L U T T E R E D
16

63.  Too much copy.
17

64.  Too much copy.
 Too many details (vs. the KEY details)
18

65.  Too much copy.
 Too many details (vs. the KEY details)
 Not delivered as a compelling story.
19

66.  Too much copy.
 Too many details (vs. the KEY details)
 Not delivered as a compelling story.
These are hard to follow. The
story gets lost in all the
noise.
20

67.  Too much copy.
 Too many details (vs. the KEY details)
 Not delivered as a compelling story.
(As an aside, you should be picking up on the style of The Show by
now: short, clear statements, presented in a single, connected story.)
These are hard to follow. The
story gets lost in all the
noise.
20

68. Instead, the goal is
to convey 3 things:
21

69. Instead, the goal is
to convey 3 things:
1. This matters.
22

70. Instead, the goal is
to convey 3 things:
1. This matters.
1. We’re the
people to do
it.
23

71. Instead, the goal is
to convey 3 things:
1. This matters.
1. We’re the
people to do
it.
1. It’s already
happening.
24

72. Instead, the goal is
to convey 3 things:
1. This matters.
1. We’re the
people to do
it.
1. It’s already
happening.
The problem is truly
painful and the
opportunity is huge.
25

73. Instead, the goal is
to convey 3 things:
1. This matters.
1. We’re the
people to do
it.
1. It’s already
happening.
The problem is truly
painful and the
opportunity is huge.
Your team has the
talent and the unfair
advantages to win.
26

74. Instead, the goal is
to convey 3 things:
1. This matters.
1. We’re the
people to do
it.
1. It’s already
happening.
The problem is truly
painful and the
opportunity is huge.
Your team has the
talent and the unfair
advantages to win.
Early traction hints
at much bigger
success in the future.
27

75. Solution
Compelling
stories convey
exactly that.
28

76. The Showto help entrepreneurs easily create
the most compelling stories possible.
We’re building
29

77. The Show
We’re building
Compelling Story, Part 3: Resolution. You’ve laid out the status
quo of what’s happening, as well as the resulting problem. The
resolution to that problem comes next. It should lead neatly into an
“oh, by the way” moment...
29
to help entrepreneurs easily create
the most compelling stories possible.

78. The Show
We’re building
Compelling Story, Part 3: Resolution. You’ve laid out the status
quo of what’s happening, as well as the resulting problem. The
resolution to that problem comes next. It should lead neatly into an
“oh, by the way” moment...
Putting it all together: “We’ve observed X, which creates problem Y. The
solution is Z, and oh, by the way, that’s exactly what we’re creating.”
Investors want to believe you are the inevitable resolution to this story.
29
to help entrepreneurs easily create
the most compelling stories possible.

79. The Show
We’re building
Compelling Story, Part 3: Resolution. You’ve laid out the status
quo of what’s happening, as well as the resulting problem. The
resolution to that problem comes next. It should lead neatly into an
“oh, by the way” moment...
Next, outline why
you’re the best team
to provide it.
29
to help entrepreneurs easily create
the most compelling stories possible.
Putting it all together: “We’ve observed X, which creates problem Y. The
solution is Z, and oh, by the way, that’s exactly what we’re creating.”
Investors want to believe you are the inevitable resolution to this story.

80. What we realized by
testing The Show…
30

81. Why Stories Succeed
Stories target the head and the
gut.
Investors make decisions with
both.
1
31

82. Why Stories Succeed
1
You’ll want to speak to each point. For #1, we’d add this: “Investors make decisions using both of
these things. But unless you’re a world-class storyteller that can make plain slides come to life,
regular slides won’t cut it. The Show is more adept at targeting both the head (Is this a smart
business? Can it scale and make money?) and the gut (Am I excited about this? Does this feel huge?).
Stories target the head and the
gut.
Investors make decisions with
both.
31

83. Why Stories Succeed
1
Stories convey the WHY.
Young startups lack a history of
proof but have plenty of purpose.
2
Stories target the head and the
gut.
Investors make decisions with
both.
32

84. Why Stories Succeed
1
“This is the driving factor behind your pitch. If you’re launching to simply make money, most
investors won’t actually get excited. At NextView, for example, we look for ‘authentic’founders –
people who identify a problem and understand their why, their mission. When things get tough or
challenges arise, as they always do, these founders will run through walls to keep building their
businesses. The Show effectively conveys this sense of purpose and succeed-at-all-costs mentality.”
2
Stories target the head and the
gut.
Investors make decisions with
both.
Stories convey the WHY.
Young startups lack a history of
proof but have plenty of purpose.
32

85. Why Stories Succeed
1
2
Stories have high impact in little
time.
Maximize your short pitch
meetings.
3
Stories target the head and the
gut.
Investors make decisions with
both.
Stories convey the WHY.
Young startups lack a history of
proof but have plenty of purpose.
33

86. Why Stories Succeed
1
2
“Stories shed light on things two sides might have in common, like shared purpose or common
interests. Seed VCs invest in people much more than they invest in business plans and ideas. The
Show delivers a story that can quickly get investors excited about the opportunity. If structured
properly, The Show also doesn’t require a lot of time to reach that end result. This fits within the
constraints of a pitch meeting and allows for important follow-up questions after.”
Stories target the head and the
gut.
Investors make decisions with
both.
Stories have high impact in little
time.
Maximize your short pitch
meetings.
3
Stories convey the WHY.
Young startups lack a history of
proof but have plenty of purpose.

87. • Data Point/Proof
• Data Point/Proof
• Data Point/Proof
Early Results
34

88. • Data Point/Proof
• Data Point/Proof
• Data Point/Proof
Stories were the most
effective means for
generating a positive
response from investors.
Early Results
35

89. • Data Point/Proof
• Data Point/Proof
• Data Point/Proof
Stories were the most
effective means for
generating a positive
response from investors.
Early Results
Note that this slide should present just a few key data
points and perhaps a powerful statement, quote, or
conclusion. In addition to the short list of data points,
provide context verbally, e.g., “For comparison, Famous
Company A gets X results, making ours better by Y.”
35

90. for achieving traction and distribution
Our Unfair Advantage
36

91. Not only should the story in your pitch present your company as the
inevitable resolution, it should drive home the “unfair advantage” every
investor seeks in entrepreneurs when it comes to actually gaining traction.
It’s not just about building something worth using – it’s about growth.
for achieving traction and distribution
Our Unfair Advantage
36

92. Our Unfair Advantage
1
2
Our Advantage:
Context
Our Advantage:
Context
37

93. Our Unfair Advantage
1
Maybe you have an exclusive partnership with a big brand. Maybe your
team boasts a truly connected, all-star cast. Whatever the unfair advantage(s)
is/are for your company, articulate that loudly and proudly. These are the
factors that help investors see you will not only succeed in general but will
succeed early and often. (Note that this is mainly about distribution.)
Our Advantage:
Context
37
2
Our Advantage:
Context

94. Years 1-2:
$X Billion Market
Opportunity
38

95. Years 1-2:
$X Billion Market
Opportunity
Growth into
Larger $Y Billion
Market
38

96. Raise $N
Million in
Seed
18-Month Plan
38

97. Raise $N
Million in
Seed
Grow X
Part of
Business
18-Month Plan
39

98. Raise $N
Million in
Seed
Grow X
Part of
Business
Achieve Z
Key
Results
18-Month Plan
40

99. Raise $N
Million in
Seed
Grow X
Part of
Business
Achieve Z
Key
Results
Remember, you should be prepared to speak more to each point in your
pitch. Otherwise, it can feel like a gross oversimplification. For this slide, you
should demonstrate that you understand the key levers you need to pull to
gain traction and successfully reach your Series A round or other milestones.
18-Month Plan
40

100. David Beisel Jay Acunzo
Rob GoLee Hower
Our Team
deep expertise and decades of combined
experience in raising/investing seed capital
41

101. The Show
Our mission is to help entrepreneurs
everywhere tell better stories to succeed.
Contact: example@example.com
555-555-5555
ViewFromSeed.com
@NextViewVC

102. GET MORE RESOURCES,
ADVICE & INSIGHTS FOR
S E E D - S TA G E S TA RT U P S
• Visit ViewFromSeed.com
• Follow @NextViewVC