CoganLearn SP 2022 02 09 FINAL FOR DISTRIBUTION.pdf

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ACE-SP Bootcamp
9 September2022
Spinout
Centre for Technology
and Development
ISO Certification
Information Security
Bronze Winner
Hybrid Learning
Award
Grant Recipient
Technology & Education
Commercialization Scheme
Winner
EduAward
Kaizen and INSEAD
2
Exclusive licensee of Patented Duke-NUS optimized learning methods

Agenda
1. Introductions
2. Pitch to Win
3. Qualities of a Successful Entrepreneur
3

1. Introductions
4

5
Introductions
5
Maurtin Lau
Founder’s
Financial Analyst
Intern
InteDashboard
Brian O'Dwyer
Founder
InteDashboard
Allen Yeo
Customer Success &
Account Director
InteDashboard

2. Pitch to Win
6

Agenda: Pitch to Win
Start Time End Time Duration Description
900 910 10 Introductions
910 940 30 Before pitch (3 minutes per pitch)
940 1000 20 FASTAPL presentation
1000 1010 10 Individual review
1010 1020 10 Team review
1020 1030 10 Clarifications
1030 1050 20 Optional Pitch Preparation or Break
1050 1120 20 After pitch (3 minutes per pitch)
1120 1130 10 Q&A

Objectives
At the end of this session, you should be able to:
1. Define the types of pitches used by entrepreneurs
2. Explain why pitching is important
3. Describe the elements that needs to go into a deck, what to
take note of tips and tricks to capturing your investors'
attention to your pitch deck/pitch using the FASTAPL
technique
8

Pitching defined
“Art and science of communicating key points to sell yourself or
your organization”
9

Pitch formats
Can vary widely
▪Length
▪Purpose
▪Format
10

Importance of pitching
11
XX
Short attention spans
You need help
11

FASTAPL overview slide
Format
Audience
Script
Timing
Advice
Practice
Learn
12

Format
▪ Startup pitches can vary in time and format.
▪ They can be anywhere between 15 seconds and 15 minutes
(which now feels like an eternity).
▪ The time for Q&A, if any, is another variable.
▪ Founders need five versions of their pitch.
13

Format: 5 Versions
1. Cocktail party one liner: answer to “What do you do”
2. Bullet point summary: used for email introductions
3. Short written pitch: designed to be read as an email
attachment
4. Short oral pitch: designed for three to five-minute oral
presentations to a large group
5. Long oral pitch with big appendix: designed for detailed
meetings with a small group
14

Format 1: Cocktail party one liner
15 Second Pitch
Delivered in less than 15 seconds and is less than 100 words. It should
describe:
• Your name
• What you do
• Your specialty
• Why you are great
• Your call to action
15

Format 2: Bullet pitch for email intros
Hi X,
It was good to connect through SWITCH and thanks for your interest in CognaLearn. Do you have time for a call this Friday or next Tuesday or
Wednesday?
Background bullets follow below, and a pitch deck is attached.
CognaLearn Online Team-Based Learning Platform
* Product: Our B2B SaaS online team-based platform, www.intedashboard.com, makes it easier for professors to deliver team quizzes, cases,
and 360-degree peer evaluations, with an NPS over 60.
* Customers: Over 100 paying including: Columbia, Duke, Imperial College and Ohio State; now serving 10% of US medical schools, 1 in 5 of
top 100 US universities.
* Financial: ARR >$XXX, grew >ZZZ% last year with founder led sales, >YY% gross margin.
* Team: 17 globally with Singapore headquarters.
* Capital: We are raising a $X million financing. The lead investor is Y. $Z closed already. Rolling close.
Thanks for your support!
Kind regards,
Brian
149 words
16

Format 3: Short Written Pitch (10 slides)
▪ Format: Designed to be READ (send as attachment with the five-point pitch)
▪ Objective: get the meeting
▪ Can be more detailed or wordy version of format 4 (Short Oral)
17

Format 4: Short Oral Pitch (~10 slides)
▪ Format: designed to be presented orally
▪ Objective: get the meeting
▪ Verbally pitch usually 3 to 5 minutes; 2 can happen but rare;
over 5 is a luxury
▪ Oftentimes in events alongside many other startups
18

Examples of slide outline
DocSend
1. Company purpose
2. Problem
3. Solution
4. Why now
5. Market size
6. Product
7. Team
8. Business Model
9. Competition
10. Financials
19
Source: Lessons From A Study of Perfect Pitch Decks: VCs Spend An Average of 3 Minutes, 44 Seconds On Them | TechCrunch, The Only 10 Slides You Need in Your Pitch - Guy Kawasaki,
https://articles.sequoiacap.com/writing-a-business-plan
Sequoia
1. Company purpose
2. Problem
3. Solution
4. Why now
5. Market potential
6. Competition / alternatives
7. Business Model
8. Team
9. Financials
10. Vision
Guy Kawasaki
1. Title / contact
2. Problem
3. Value proposition
4. Underlying product
5. Business model
6. Go-to-market plan
7. Competitive analysis
8. Team
9. Financial projections and
key metrics
10. Current status,
accomplishments
timeline and use of funds

Sequoia example
▪ Company purpose Start here: define your company in a single declarative sentence. This is harder than it looks. It’s
easy to get caught up listing features instead of communicating your mission.
▪ Problem Describe the pain of your customer. How is this addressed today and what are the shortcomings to current
solutions.
▪ Solution Explain your eureka moment. Why is your value prop unique and compelling? Why will it endure? And where
does it go from here?
▪ Why now? The best companies almost always have a clear why now? Nature hates a vacuum—so why hasn’t your
solution been built before now?
▪ Market potential Identify your customer and your market. Some of the best companies invent their own markets.
▪ Competition / alternatives Who are your direct and indirect competitors. Show that you have a plan to win.
▪ Business model How do you intend to thrive?
▪ Team Tell the story of your founders and key team members.
▪ Financials If you have any, please include.
▪ Vision If all goes well, what will you have built in five years?
20
Source: https://articles.sequoiacap.com/writing-a-business-plan

Format: Long Pitch (~10-20 slides
upfront with appendix as needed)
▪ Format: designed for detailed
meetings; usually one start-up
▪ Objective: make the
investment case
▪ Verbally pitch usually over 10
minutes by design
▪ Frequent interruptions
expected
▪ Large appendix to cover major
questions and data needed for
someone to write an
investment committee memo
21
Our example
▪ 25 slides main deck / 47 total
Cover / purpose
Problem 2x
Solution 5x
Results
Market Validation
Market Size
Competition
Business Model
Go-to-Market
Sales Metrics
Unit Economics
(GM/ CAC to LTV)
Past Milestones
Roadmap
ARR (historical and
projected)
Team
Stakeholders
Capital
Use of Proceeds
OKRs
Appendix
Financial summary
Revenue summary
Hiring
Founder Bio
Org chart
Employee NPS
Market Size detail 3x
ARR details 3x
Cases and more…

Audience
▪ Who are you pitching to? Is it an existing EdTech investor? A teacher? A
professor? A trainer?
▪ What else have they invested in like you?
▪ Will you be speaking in their native language or accent? It is always okay to ask
organizers who you will be pitching to so you can tailor your pitch.
▪ How many?
▪ One trick I would use was to look up on LinkedIn where pitch contest judges
went to university and see if they were a customer. One of the pitch contests
we won I specifically referenced Columbia University where I knew one of the
judges attended. In the Q&A, this judge seemed very interested and asked
about the use cases at his university.
22

Script
Timing is short in start-up pitches, so
you must make every word count. I
found the best way to do this is type
up a script with what I intend to say.
I have a separate paragraph for each
slide or section. I practice them,
time them, and refine them.
I do not read from the script (except
while practicing), I use it to refine
what I am going to say.
23

Time
▪ It is always painful to watch an otherwise effective pitch end abruptly due to
time constraints. Plan for the time. This is very fixable.
24

Advice
▪ A great way to get better is getting advice by people that have seen a lot of
pitches. I have learned a lot from many people including the folks at AWS
EdStart, LearnLaunch, and EduSpaze this way.
▪ Even now watching pitches it is easy to spot some obvious areas for
improvement from some newer founder pitches.
25

Practice
▪ Practice with a watch to make sure you can finish on time. I like to practice in
taxis. Pitches are so short than in a 15-minute taxi ride you can easily practice
several times. I do this the week before a pitch everywhere I go. It feels
awkward with the driver at first, but that makes you better by overcoming the
discomfort of pitching to strangers.
▪ For larger events, practice on-stage with the microphone, the lights, the clicker.
When you are waiting to go on you can practice while others are pitching. Use
the clock they are using and recite your pitch in your head.
26

Learn
It is unlikely your first pitch will be perfect, so you need to learn how to get better. Here’s three
techniques I use:
1. Write down investor questions immediately after the pitch. Use them to reflect and write out
your perfect answer like an investor FAQ document. You can also redesign the pitch to head off
this question in the future. I still remember early on we used to get questions about market
size before refining the pitch to address them (the late Reggie Bradford from Oracle taught us
that lesson).
2. Ask judges for feedback. A quick follow up like this “To help us improve could you share one
thing we did well and one thing we could do better” can provide insight.
3. Watch others: Check out recordings of pitch contests. The LearnLaunch one is
available here (mine starts at 51:11 if you are curious). You might be able to find some from
the ASU GSV Summit as well.
27

Login to InteDashboard
28
• We will use InteDashboard a team-based
learning system
• Please access this URL or scan this QR code
https://auth.intedashboard.com/express-sign-
in/23639785
Enter your name
• Once you enter, the screen will be blank.
• If you are existing InteDashboard user,
logout of your account first and then try
logging in by clicking the URL.

IRAT 1: Click ‘Start’ to start the IRAT
29

IRAT 2: Select your answer choice and click ‘Save
My Answer’

IRAT 3: Click Submit when finished
31

TRAT 1: form into teams and introduce yourself
to your team members
32

TRAT 2: Click the ‘Start’ to start the TRAT
33

TRAT 3: Assign a team reporter to respond on
behalf of the team
34

Continue to attempt
answers until you
arrive at the correct
answer.
TRAT 3: Agree on a common team answer and
have the team reporter respond for the team
35

TRAT 4: Click ‘+ Add Clarification’ to request
clarifications if needed
36

Applications
• Same teams as TRAT
• Enter Zoom team breakout rooms
• Complete the applications as a team (no immediate feedback at this
time; we will reveal and discuss in the plenary)
37

Application: Type in a free response
38

Summary
Format
Audience
Script
Timing
Advice
Practice
Learn
39

3. Qualities of Entrepreneurs
40

Agenda:
Qualities of a Successful Entrepreneur
Start Time End Time Duration Description
1130 1150 20 • Presentation
1150 1200 10 • Applied Case Activity
1200 1210 10 • Applied Case Discussion
1210 1220 10 • Q&A
1220 1230 10 • Feedback survey

Objectives
At the end of this session, you should be able to:
1. Define qualities of success entrepreneurs
2. Explain why an understanding qualities of successful
entrepreneurs is important
3. Describe how to create a list of qualities of successful
entrepreneurs
42

Definition:
Qualities of entrepreneurs
“a distinctive attribute or characteristic possessed by someone”
-Oxford Languages
43

List of positive qualities
Achiever
Adaptable
Ambitious
Balanced
Cheerful
Consistent
Cooperative
Courageous
Curious
Devoted
44
Exciting
Flexible
Focused
Forgiving
Generous
Genuine
Helpful
Insightful
Interesting
Inventive
Mediator
Meditative
Modest
Organized
Original
Outgoing
Particular
Patient
Perceptive
Personable
Pleasant
Positive
Practical
Proactive
Productive
Professional
Quality
Quick
Racy
Responsible
Sensible
Sensitive
Sincere
Skilled
Solid
Sporty
Thoughtful
Trustworthy
Understanding
Warm

List of negative qualities
Arrogant
Belligerent
Boastful
Boring
Bossy
Callous
Careless
Compulsive
Cowardly
Cruel
45
Cynical
Deceitful
Detached
Dishonest
Domineering
Foolish
Greedy
Gullible
Impolite
Inconsiderate
Inflexible
Intolerant
Irresponsible
Jealous
Lazy
Mean
Moody
Nasty
Nervous
Patronizing
Pessimistic
Pompous
Possessive
Quarrelsome
Resentful
Rude
Sarcastic
Selfish
Stupid
Tactless
Thoughtless
Truculent
Unkind
Unpredictable
Unreliable
Untrustworthy
Vague
Vain
Vengeful
Vulgar

Why it matters
▪ You learned a lot at your ACE SP bootcamp and are ready to take
your start-up to the next level…
▪ …but you need a co-founder and need to determine what the
qualities you should be looking for in your co-founder
46

Today’s approach: founder advice
Founder advice: Review the following advice (PCOASTR) given to
founders and assess what qualities are needed to implement
that advice.
47
▪ Pivot: to where the pain is greatest
▪ Cash: in most cases, start-ups fail by
running out of cash
▪ OKRs: use objectives and key results to
align, lead and manage
▪ Ask: 100 potential customers how
much they would pay for your solution
▪ Stages: from working product,
revenue product, sustainable business
model, initial scale and scale
▪ Team: comprised of complementary
skills
▪ Ride: the rollercoaster of
entrepreneurship while keeping your
personal and professional
relationships intact

PCOASTR: Pivot
The best founders…
“…find and pivot to where the pain is greatest (or to your first
dollar of revenue)”
48

PCOASTR: Cash
“…realize that in n=many, many cases start-ups fail because they
run out of cash and manage accordingly”
49

PCOASTR: Objectives and Key Results
(“OKRs”)
“…use objectives and key
results to drive 10x growth”
50

PCOASTR: Ask
“…ask 100 potential customers how much they would pay for their
solution with the lowest investment possible (e.g. before it is even
built or working fully)”
51

PCOASTR: Stages
“…can focus on executing at their current stage while
keeping in mind the big picture to progress from:
working product (validating product)
revenue generating product (validating need)
sustainable business model (validating business)
initial scale (validating scalability)
scale (validating scale and market leadership)”
52

PCOASTR: Team
“…build a team of complementary skills”
53

PCOASTR: Ride
“…ride the rollercoaster of entrepreneurship
while keeping their personal and professional
relationships intact”
54

Activity: co-founder qualities
55

Summary
Qualities for PCOASTR
56
▪ Pivot: to where the pain is greatest
▪ Cash: in most cases, start-ups fail by
running out of cash
▪ OKRs: use objectives and key results to
align, lead and manage
▪ Ask: 100 potential customers how
much they would pay for your solution
▪ Stages: from working product,
revenue product, sustainable business
model, initial scale and scale
▪ Team: comprised of complementary
skills
▪ Ride: the rollercoaster of
entrepreneurship while keeping your
personal and professional
relationships intact

CoganLearn SP 2022 02 09 FINAL FOR DISTRIBUTION.pdf

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