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The Ultimate
Startup Pitch Deck
from a VC perspective | Eliott Harfouche
The Funding options
Venture Capital is one option. There are numerous other sources so make sure you evaluate the pros
and cons of each source
Family & Friends Debit & Credit
card/lines
GrantsYour customers Crowdfunding
Venture Capital
The seed is the setup round (s) where a startup venture approaches an angel or a VC firm
for funding their product/ MVP or Idea
The Seed Stage
Series A, B, C+
$2.5M - $10M+
Institutional Seed
$500K - $1.5M+
Accelerator
$20K-$150K
Angel
$25K-$250K
In scope Out scope
SET ROUND SIZE
1
2
1
3
Runway : Raise enough capital to give yourself 18 months. Keep in mind it
will likely take 3-6 months to raise a Series A
Dilution : Every time you raise a round, try to sell no more than 10-25 % of the company
Target : Set a modest raise amount. It’s always better to nail your target, say you’re
“oversubscribed” an then increase the size of round depending on investor interest and
terms/dilution
“
The “best”
Investor Pitch
deck outline
Pitch Deck outline
◉ Cover slide
◉ Elevator pitch
◉ Market Problem & current solutions
◉ Your Solution
◉ Team (if really impressive, potentially move slide after “elevator pitch” slide”
◉ Board member & advisors ( optional, or combine w/team slide)
◉ Traction & Awards
◉ Market fit/ competition
◉ Competitive Advantages
◉ Revenue Model : Key revenue streams & Business Model
◉ Expense model : Key expenses, time Efforts & strategy
◉ Financial projections
◉ Exit strategy (optional)
◉ The Ask : Capital raise & use of funds
◉ Closing slide : Questions ? Contact details
Potential Appendix slides
◉ VC Favorite slide : Life-time Values of Customer (LTV) vs. Cost to acquire Customer (CAC)
◉ Timeline : History, milestones & prior Investment rounds ( if any )
◉ Detailed value proposition to clients / users/ partners
◉ Additional screen shots from demo
◉ Average revenue per user or customer ( ARPU)
◉ Pipeline of potential clients, % likelihood of closing, revenue potential from pipeline
◉ Churn rate by cohort analysis
◉ Detailed financial breakdown
◉ Breakeven analysis : # client/ $ revenue
◉ Partnership agreements / structures
◉ List of competitors capital raises & Investors
◉ Capital structure : Ownership of founders & current investors
◉ Cash runway ( # of months @ burn rate $)
Slide One
Cover Slide
Logo / Name of Compay
Cover Slide
Purpose of presentation
Investor Presentation
Date: Optional
Make sure if you put one, the
date should always be updated
Other potential
Additions
Logos of accelerator, awards,
publications featuring company,
slogan
Elevator Pitch slide
Service/ product
What is the service
or product?
Problem
Wat’s the core problem
(describe pain) or need
that you’re solving?
Vision
What’s your big
vision?
Create a brief one liner that describes :
Market Problem/ Current Solutions
What’s the problem or unmet
need you’re solving?
◉ Clearly show the pain of the problem or
convey the strong need that is currently
unfulfilled. Don’t just say it!
◉ You can’t create demand (usually only
market leaders can)
Current Solutions=
Current Problems
Biggest competition – status quo,
changing customers behavior, even
if old systems are inferior, they exist
everywhere, you don’t
Solve your client’s
number- one
problem
Not their 4th or 6th problem
Market opportunity
Total Addressable
Market
What’s your real target market
size? The sub=sector of the
general market? Size it: name it
in units/ and or revenue with
growth rate
Target Client & key
characteristics
Enterprises vs Consumers,
demographic target vs type of
business( small vs large) example
of your ideal clients
Current demands
& unique needs
Describe any important
market evolutions and
why we’re now at an
inflection point
Logo / Name of Company
Traction / Performance /
Awards
Purpose of presentation
Investor Presentation
Date: Optional
Make sure if you put one, the date is
updated
Other potential Additions
Logos of accelerator, awards,
publications featuring company,
slogan
Core Team
The founders and co-founders
Team
Relevant Experiences
Successes ( Exits)
Failures ( Good war stories)
Education
Leadership Experience
At least one of the core team should
demonstrate a previous leadership
experience
Do’s & Don’t
◉ Do Put photos of the team
◉ Don’t write sentences
◉ Do 1-3 Bullet per person, or 1 key
bullet per person
Market Fit/ Competition
◉Show how you fit into the Market Landscape
◉Direct Competitors Vs . Indirect Competitors
• How much capital raised? Which investors ? Revenues? Key stats ?
• Why won’t indirect become direct if they see what you’re doing works ?
◉Your Biggest competitor is the STATUS QUO ! Why will customers switch
to you ?
◉Are you changing customer behavior ?
◉Types of diagram/ Charts :
• Market Landscape : X/ Y axis charts or Venn Diagrams ( easy to understand )
• Feature list comparison ( often weaker looking, more confusing, takes longer time to understand)
“Pitch why you are 10X better not just 3X better ( Peter Thiel )”
Market Landscape ( Example
1 )
Quality
Economical
Your
Logo
Co. C
Co. D
Co. A
Co. B
Quality
HighLow
Expensive Discounted
Economical
Your
Logo
Co. A
Co. B Co. C
Co. D
Put your company’s logo on the right corner
Industry
Segment3
Industry
Segment2
YourLogo
Indirect
Competitor
Logos
Indirect
Competitor
Logos
Industry Segment1
Indirect
Competitor
Logos
Indirect
Competitor
Logos
Industry Segment4
Direct
Competitor
Logos
Direct
Competitor
Logos
Direct
Logos
Direct
Competitor Competitor
Competitor
Logos
Competitor
Logos
Market Landscape ( Example 2 )
Feature a Comparison List
Company Feature 1 Feature 2 Feature 3 Feature 4 Feature 5 Feature 6 Feature 7 Total
Your Company 7
Competi torA 4
Competi torB 4
Competi torC 3
Competi torD 2
Competi torE 2
Indirect Competitor A 2
Indirect Competitor B 3
Indirect Competitor C 3
Indirect Competitor D 3
Indirect Competitor E 3
This often makes you look 2x- 3x better, so maybe only have as an appendix slide
Current Competitive advantages
Are they relative ? Absolute ? How sustainable are
they ?
Competitor’s competitive advantages / weaknesses ?
Competitive Advantage
Patents
List all your pending/acquired patents with the
reason behind them
Key relationship/ Partnership
State any relationship that is strategic to your
business : client, supplier, horizontal partner…
Barriers to Entry
Money, time, expertise, relationships, patents..
Revenue Model
◉State the Key revenue streams. How you make money
◉Pricing : Is if flat fee or % ? Why that rate
◉Recurring Revenue frequency
◉If there’s a big difference between gross vs net revenue, state why !
◉High volume vs low volume business
◉Expected conversion rate
◉Expected ARPU ( Average revenue per user ) ?
◉Life time Value of Customers ( LTV ) ?
◉Extras : apply multiples if possible, show basic math with examples
VC Favorite
Show your LTV / CAC multiple (
higher the better) and explain how
you plan to increase LTV and
decrease CAC overtime.
Number of Years projected
◉ Early-mid stage: 1-2 years historical, 3-5 year
projections
◉ Seed stage : show 6-year projections
Financial Projections
Target Market size vs acquired
clients
◉ Show total # potential clients in target market per year.
Show growing market size
◉ # of free users vs # of Revenue generating users
◉ Show total # clients per year and % market penetration
VC hack : show sanity in growth & penetration
over the years. Be conservative rather than
aggressive !
High Level financials
◉ Main line items : Revenue, COGS, gross
profit, OPEX, EBITDA
◉ Optional : Break out key revenue streams,
Gross vs Net. Revenue
Financial Projections (
Example )
Year 1(Actual) Year 2(Est) Year 3(Est) Year 4(Est) Year 5(Est)
Target Market 14,000,000 14,140,000 14,281,400 14,424,000 14,568,456
Total Users 47,542 180,000 450,000 850,000 1,300,000
Paying Customers, AfterChurn 3,450 15,500 37,000 64000 125,000
% MarketPenetration 0.02% 0.11% 0.26% 0.44% 0.86%
Gross Revenue $ 800,000 $ 4,000,000 $ 12,000,000 $ 25,000,000 $ 50,000,000
Net Revenue $ 720,000 $ 3,400,000 $ 10,200,000 $ 21,250,000 $ 42,500,000
% Net Revenue 90% 85% 85% 85% 85%
COGS $ 1,070,000 $ 2,900,000 $ 7,700,000 $ 13,750,000 $ 25,500,000
Gross Profit $ (350,000) $ 500,000 $ 2,500,000 $ 7,500,000 $ 17,000,000
Gross Margin -49% 15% 25% 35% 40%
Operating Expenses $ 1,500,000 $3,000,000 $ 4,000,000 $ 6,000,000 $ 10,000,000
EBITDA $ (1,850,000) $(2,500,000) $ (1,500,000) $ 1,500,000 $ 7,000,000
EBITDA Margin -257% -74% -15% 7% 16%
Potential Appendix slides
◉ Acquisition: Most likely exit option for companies
• Name potential companies (any unique relationships with them?)
• Name types / categories of companies that could acquire you
• Why would they acquire you, how do you fit into their strategy?
• Why won’t they try to build it themselves?
◉ Trade sale/ Financial Buyer : Will the company generate excess cash flow
that could make it attractive to financial buyers to generate a return? Often
buys for lower multiples ( not as high exits)
◉ IPO : The least likely exit for a company, but a possibility. Note that almost
80% of VC exits are via acquisition, and only 20% IPO
Capital Raise & Uses of Funds
◉ The ask : How much Capital are you looking for?
◉Capital Raise
• Stage/ Size (eg. : Seed round: 500K CHF, Series A : 2M-3M CHF
• Investment terms
• Preferred Equity ( convertible into common) @ XCHF Pre-money valuation
• Convertible note @ XCHF Valuation Cap, Y% discount into next round, Z% interest
rate
• Investors in round: Previous investors? New investors? Founders? Strategic angels ?
• How long will new round last ? ( runway)
• Prior Investment rounds : Size? Investors? Valuation? Key terms ?
◉ Use of Funds
• Sales & Marketing( commercial) , hire high profile( key) employees, Founders salaries(
should never be very high- it’s a deal breaker)
• File patents, further develop technology
st
Closing slide
The logo (Big & in the middle) link to website
Any questions ?
Contact info : Name / email/ phone
Words of Wisdom
There are no right number of
slides
However, if you plan to have many
slide, its better to do short vs long
version
Be 10x Better better
Because as the Founder of
PayPal said once: being 2-3x
better isn’t good enough
Focus on your #1 Customer
Again and again, don’t focus on
the 10th problem, it means there
no critical need for that
There are lots of great ideas
But only few can execute them
Biggest competition to
raising
Companies with equally great (
or better ideas, but more
traction) which one would you
pick?
Best Opportunity
A big growing market, with a
big problem, and an elegant
solution, where you can
achieve LTV > CAC
Design Tips*
Make it legible. – Make it simple. – Make it obvious!
*Credits to: Kevin Hale from Y Combinator
https://blog.ycombinator.com/how-to-design-a-better-pitch-deck/
Design Tips
Here’s how you do that:
Use large type.
Bold text.
A simple font.
With good contrast from the background.
Make it legible. – Make it simple. – Make it obvious.
Design Tips
Legible slides are ones that even old people sitting in the back row with bad eyesight can read. Here’s
how you do that:
•Use large type.
•Bold text.
•A simple font.
•With good contrast from the background.
Design Tips
Simplicity
Let’s talk about simple slides.
Simple ideas are easy to understand.
Do not crowd your slides with multiple ideas.
A simple slide, expresses one idea.
Design Tips
Obvious slides are ones that can be
understood at a glance
Avoid distractions in your slides. I
mean information distractions :
Too much text.
Excessive explanations and caveats.
Excessive branding per slide.
Photos with no titles or captions.
Animations.
Transitions.
Memes.
Subtle humor / Accidental humor.
Example of how DropBox Works
All that information takes time to comprehend
Design Tips
F*cking Screenshots
Screenshots are almost always
illegible, complex, and non-obvious.
They break all 3 rules!
So, If you’re trying to show what you
do, try the most simplified version of
it. A bulleted list of steps is Kevin’s
favorites techniques
Can you understand any of those images immediately? Nay.
About me
◉ My career path has taken me toward the Venture space with domain expertise in
emerging technology start-ups. My focus at Polytech Ventures is on assisting
portfolio companies in Strategy related decisions generating growth, monetization
and scale.
◉ Most often I dedicate my time focusing on helping founders & great entrepreneurs
achieve their full potential and build the next-gen product and services that will help
our societies shift to new business models with today's disruptive technologies.
---------------------------------------------------
Thanks!If you liked this pres. You can follow me on Linkedin, Twitter and Medium.
I usually write about Venture Capital, SaaS, Marketplace, metrics, monetization, and
growth.
If you have any comment please feel free to reach out to
eharfouche@polytechventures.ch
@eliottxharf
https://www.linkedin.com/in/eliottharfouche/
@summitgva

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How to Create the Perfect Startup Pitch Deck

  • 1. The Ultimate Startup Pitch Deck from a VC perspective | Eliott Harfouche
  • 2. The Funding options Venture Capital is one option. There are numerous other sources so make sure you evaluate the pros and cons of each source Family & Friends Debit & Credit card/lines GrantsYour customers Crowdfunding Venture Capital
  • 3. The seed is the setup round (s) where a startup venture approaches an angel or a VC firm for funding their product/ MVP or Idea The Seed Stage Series A, B, C+ $2.5M - $10M+ Institutional Seed $500K - $1.5M+ Accelerator $20K-$150K Angel $25K-$250K In scope Out scope
  • 4. SET ROUND SIZE 1 2 1 3 Runway : Raise enough capital to give yourself 18 months. Keep in mind it will likely take 3-6 months to raise a Series A Dilution : Every time you raise a round, try to sell no more than 10-25 % of the company Target : Set a modest raise amount. It’s always better to nail your target, say you’re “oversubscribed” an then increase the size of round depending on investor interest and terms/dilution
  • 6. Pitch Deck outline ◉ Cover slide ◉ Elevator pitch ◉ Market Problem & current solutions ◉ Your Solution ◉ Team (if really impressive, potentially move slide after “elevator pitch” slide” ◉ Board member & advisors ( optional, or combine w/team slide) ◉ Traction & Awards ◉ Market fit/ competition ◉ Competitive Advantages ◉ Revenue Model : Key revenue streams & Business Model ◉ Expense model : Key expenses, time Efforts & strategy ◉ Financial projections ◉ Exit strategy (optional) ◉ The Ask : Capital raise & use of funds ◉ Closing slide : Questions ? Contact details
  • 7. Potential Appendix slides ◉ VC Favorite slide : Life-time Values of Customer (LTV) vs. Cost to acquire Customer (CAC) ◉ Timeline : History, milestones & prior Investment rounds ( if any ) ◉ Detailed value proposition to clients / users/ partners ◉ Additional screen shots from demo ◉ Average revenue per user or customer ( ARPU) ◉ Pipeline of potential clients, % likelihood of closing, revenue potential from pipeline ◉ Churn rate by cohort analysis ◉ Detailed financial breakdown ◉ Breakeven analysis : # client/ $ revenue ◉ Partnership agreements / structures ◉ List of competitors capital raises & Investors ◉ Capital structure : Ownership of founders & current investors ◉ Cash runway ( # of months @ burn rate $)
  • 9. Logo / Name of Compay Cover Slide Purpose of presentation Investor Presentation Date: Optional Make sure if you put one, the date should always be updated Other potential Additions Logos of accelerator, awards, publications featuring company, slogan
  • 10. Elevator Pitch slide Service/ product What is the service or product? Problem Wat’s the core problem (describe pain) or need that you’re solving? Vision What’s your big vision? Create a brief one liner that describes :
  • 11. Market Problem/ Current Solutions What’s the problem or unmet need you’re solving? ◉ Clearly show the pain of the problem or convey the strong need that is currently unfulfilled. Don’t just say it! ◉ You can’t create demand (usually only market leaders can) Current Solutions= Current Problems Biggest competition – status quo, changing customers behavior, even if old systems are inferior, they exist everywhere, you don’t Solve your client’s number- one problem Not their 4th or 6th problem
  • 12. Market opportunity Total Addressable Market What’s your real target market size? The sub=sector of the general market? Size it: name it in units/ and or revenue with growth rate Target Client & key characteristics Enterprises vs Consumers, demographic target vs type of business( small vs large) example of your ideal clients Current demands & unique needs Describe any important market evolutions and why we’re now at an inflection point
  • 13. Logo / Name of Company Traction / Performance / Awards Purpose of presentation Investor Presentation Date: Optional Make sure if you put one, the date is updated Other potential Additions Logos of accelerator, awards, publications featuring company, slogan
  • 14. Core Team The founders and co-founders Team Relevant Experiences Successes ( Exits) Failures ( Good war stories) Education Leadership Experience At least one of the core team should demonstrate a previous leadership experience Do’s & Don’t ◉ Do Put photos of the team ◉ Don’t write sentences ◉ Do 1-3 Bullet per person, or 1 key bullet per person
  • 15. Market Fit/ Competition ◉Show how you fit into the Market Landscape ◉Direct Competitors Vs . Indirect Competitors • How much capital raised? Which investors ? Revenues? Key stats ? • Why won’t indirect become direct if they see what you’re doing works ? ◉Your Biggest competitor is the STATUS QUO ! Why will customers switch to you ? ◉Are you changing customer behavior ? ◉Types of diagram/ Charts : • Market Landscape : X/ Y axis charts or Venn Diagrams ( easy to understand ) • Feature list comparison ( often weaker looking, more confusing, takes longer time to understand) “Pitch why you are 10X better not just 3X better ( Peter Thiel )”
  • 16. Market Landscape ( Example 1 ) Quality Economical Your Logo Co. C Co. D Co. A Co. B Quality HighLow Expensive Discounted Economical Your Logo Co. A Co. B Co. C Co. D Put your company’s logo on the right corner
  • 18. Feature a Comparison List Company Feature 1 Feature 2 Feature 3 Feature 4 Feature 5 Feature 6 Feature 7 Total Your Company 7 Competi torA 4 Competi torB 4 Competi torC 3 Competi torD 2 Competi torE 2 Indirect Competitor A 2 Indirect Competitor B 3 Indirect Competitor C 3 Indirect Competitor D 3 Indirect Competitor E 3 This often makes you look 2x- 3x better, so maybe only have as an appendix slide
  • 19. Current Competitive advantages Are they relative ? Absolute ? How sustainable are they ? Competitor’s competitive advantages / weaknesses ? Competitive Advantage Patents List all your pending/acquired patents with the reason behind them Key relationship/ Partnership State any relationship that is strategic to your business : client, supplier, horizontal partner… Barriers to Entry Money, time, expertise, relationships, patents..
  • 20. Revenue Model ◉State the Key revenue streams. How you make money ◉Pricing : Is if flat fee or % ? Why that rate ◉Recurring Revenue frequency ◉If there’s a big difference between gross vs net revenue, state why ! ◉High volume vs low volume business ◉Expected conversion rate ◉Expected ARPU ( Average revenue per user ) ? ◉Life time Value of Customers ( LTV ) ? ◉Extras : apply multiples if possible, show basic math with examples
  • 21. VC Favorite Show your LTV / CAC multiple ( higher the better) and explain how you plan to increase LTV and decrease CAC overtime.
  • 22. Number of Years projected ◉ Early-mid stage: 1-2 years historical, 3-5 year projections ◉ Seed stage : show 6-year projections Financial Projections Target Market size vs acquired clients ◉ Show total # potential clients in target market per year. Show growing market size ◉ # of free users vs # of Revenue generating users ◉ Show total # clients per year and % market penetration VC hack : show sanity in growth & penetration over the years. Be conservative rather than aggressive ! High Level financials ◉ Main line items : Revenue, COGS, gross profit, OPEX, EBITDA ◉ Optional : Break out key revenue streams, Gross vs Net. Revenue
  • 23. Financial Projections ( Example ) Year 1(Actual) Year 2(Est) Year 3(Est) Year 4(Est) Year 5(Est) Target Market 14,000,000 14,140,000 14,281,400 14,424,000 14,568,456 Total Users 47,542 180,000 450,000 850,000 1,300,000 Paying Customers, AfterChurn 3,450 15,500 37,000 64000 125,000 % MarketPenetration 0.02% 0.11% 0.26% 0.44% 0.86% Gross Revenue $ 800,000 $ 4,000,000 $ 12,000,000 $ 25,000,000 $ 50,000,000 Net Revenue $ 720,000 $ 3,400,000 $ 10,200,000 $ 21,250,000 $ 42,500,000 % Net Revenue 90% 85% 85% 85% 85% COGS $ 1,070,000 $ 2,900,000 $ 7,700,000 $ 13,750,000 $ 25,500,000 Gross Profit $ (350,000) $ 500,000 $ 2,500,000 $ 7,500,000 $ 17,000,000 Gross Margin -49% 15% 25% 35% 40% Operating Expenses $ 1,500,000 $3,000,000 $ 4,000,000 $ 6,000,000 $ 10,000,000 EBITDA $ (1,850,000) $(2,500,000) $ (1,500,000) $ 1,500,000 $ 7,000,000 EBITDA Margin -257% -74% -15% 7% 16%
  • 24. Potential Appendix slides ◉ Acquisition: Most likely exit option for companies • Name potential companies (any unique relationships with them?) • Name types / categories of companies that could acquire you • Why would they acquire you, how do you fit into their strategy? • Why won’t they try to build it themselves? ◉ Trade sale/ Financial Buyer : Will the company generate excess cash flow that could make it attractive to financial buyers to generate a return? Often buys for lower multiples ( not as high exits) ◉ IPO : The least likely exit for a company, but a possibility. Note that almost 80% of VC exits are via acquisition, and only 20% IPO
  • 25. Capital Raise & Uses of Funds ◉ The ask : How much Capital are you looking for? ◉Capital Raise • Stage/ Size (eg. : Seed round: 500K CHF, Series A : 2M-3M CHF • Investment terms • Preferred Equity ( convertible into common) @ XCHF Pre-money valuation • Convertible note @ XCHF Valuation Cap, Y% discount into next round, Z% interest rate • Investors in round: Previous investors? New investors? Founders? Strategic angels ? • How long will new round last ? ( runway) • Prior Investment rounds : Size? Investors? Valuation? Key terms ? ◉ Use of Funds • Sales & Marketing( commercial) , hire high profile( key) employees, Founders salaries( should never be very high- it’s a deal breaker) • File patents, further develop technology st
  • 26. Closing slide The logo (Big & in the middle) link to website Any questions ? Contact info : Name / email/ phone
  • 27. Words of Wisdom There are no right number of slides However, if you plan to have many slide, its better to do short vs long version Be 10x Better better Because as the Founder of PayPal said once: being 2-3x better isn’t good enough Focus on your #1 Customer Again and again, don’t focus on the 10th problem, it means there no critical need for that There are lots of great ideas But only few can execute them Biggest competition to raising Companies with equally great ( or better ideas, but more traction) which one would you pick? Best Opportunity A big growing market, with a big problem, and an elegant solution, where you can achieve LTV > CAC
  • 28. Design Tips* Make it legible. – Make it simple. – Make it obvious! *Credits to: Kevin Hale from Y Combinator https://blog.ycombinator.com/how-to-design-a-better-pitch-deck/
  • 29. Design Tips Here’s how you do that: Use large type. Bold text. A simple font. With good contrast from the background. Make it legible. – Make it simple. – Make it obvious.
  • 30. Design Tips Legible slides are ones that even old people sitting in the back row with bad eyesight can read. Here’s how you do that: •Use large type. •Bold text. •A simple font. •With good contrast from the background.
  • 31. Design Tips Simplicity Let’s talk about simple slides. Simple ideas are easy to understand. Do not crowd your slides with multiple ideas. A simple slide, expresses one idea.
  • 32. Design Tips Obvious slides are ones that can be understood at a glance Avoid distractions in your slides. I mean information distractions : Too much text. Excessive explanations and caveats. Excessive branding per slide. Photos with no titles or captions. Animations. Transitions. Memes. Subtle humor / Accidental humor. Example of how DropBox Works All that information takes time to comprehend
  • 33. Design Tips F*cking Screenshots Screenshots are almost always illegible, complex, and non-obvious. They break all 3 rules! So, If you’re trying to show what you do, try the most simplified version of it. A bulleted list of steps is Kevin’s favorites techniques Can you understand any of those images immediately? Nay.
  • 34. About me ◉ My career path has taken me toward the Venture space with domain expertise in emerging technology start-ups. My focus at Polytech Ventures is on assisting portfolio companies in Strategy related decisions generating growth, monetization and scale. ◉ Most often I dedicate my time focusing on helping founders & great entrepreneurs achieve their full potential and build the next-gen product and services that will help our societies shift to new business models with today's disruptive technologies. ---------------------------------------------------
  • 35. Thanks!If you liked this pres. You can follow me on Linkedin, Twitter and Medium. I usually write about Venture Capital, SaaS, Marketplace, metrics, monetization, and growth. If you have any comment please feel free to reach out to eharfouche@polytechventures.ch @eliottxharf https://www.linkedin.com/in/eliottharfouche/ @summitgva