Pitch Deck key slides for your investor PD

10 Key slides for your
investor pitch deck

Tips for a perfect
pitch deck
02
• Does not try to answer all possible questions … Focus on ones
investors care about most
• Provides enough information to grab interest and leaves
investors wanting more
• Should be able to stand on its own, without presentation
• Is concise (~10 slides), visual and tells a compelling story

Key slides to include
in pitch deck
03
1. Executive Summary and Elevator Pitch
2. Momentum and Traction
3. Market Opportunity
4. Investment Thesis (Problem & Solution)
5. Competitive Landscape
6. Revenue Model
7. Marketing Plan and Growth Strategy
8. Management Team
9. Financials
10. Funding Requirements

E x a m p l e C o m p a n y
Confidential Investor Presentation
December 2015

Executive Summary
What We Do:
• Example Co solves [problem] by providing [advantage],
to help [target] accomplish [target’s goal]. We make
money by charging [customers] to get [benefit]
• 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
1

Momentum & Traction
• [Key Metric #1]
• [Key Metric #2]
• [Key Metric #3]
• Growth metrics are key at early stage
(e.g., # of customers/users, revenue, CAC
(customer acquisition costs), retention
rate, ARPU (average revenue per user)
• Highlight press, partnerships and customer
success stories and/or testimonials
2

Market Opportunity 3
Do research (cite sources) and
define:
• Size and scope of your
market (dollar size, your
place/niche)
• Relevant macro trends
impacting market opportunity
• Specific customer profile
• Market potential
Years 1-2 =
$XB market
Years 3-4 =
expansion
into $YB
market

Investment Thesis (The Problem and The
Solution)
The Problem
• The investor needs to understand the pain point you are trying to solve.
• Why is this important and how does it affect the end user?
• Consider using storytelling during your pitch if appropriate.
• Keep you explanation it punchy
• Use visuals and always keep in mind the point of view of the end user/customer.
The Solution
• Explain how is your product is going to improve the market and fix the problem.
• How does the world look after your solution is implemented? Is everyone happy?
• Don’t get too technical on this slide - keep it visual and to the point.
• Consider doing a quick demo if it makes sense, but make sure it’s not too long.
• Don’t get lost in the features and complexities, you will lose the investors.
• Mission: make them understand why your product solves the problem far better
than anything else on the market.

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]
4

Solution
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.]
4

Competition
[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].
5

Revenue Model
[B2B SaaS Business Model]
[Sales Strategy: Free
trial and bottom-up
selling]
[Pricing: $X to $Y per
user per month]
[Operating Margins:
Over X%]
Example: B2B SaaS
• Define how you make money
• Describe the pricing model?
• Don’t show too many different
revenue streams, focus on one or two
• Explain gross margin profile of your
business – focus on the most
profitable products and services
• Show revenue, # of customers and
conversion rates
• Describe life-time value of an average
customer (how many months, how
many dollars?)
• If your business has recurring
revenues show how the business
scales over time
6

Marketing & Growth Strategy
Total Addressable Market: [$XB market]
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]
7

Management Team
Headshot Headshot
Name, Current Title Name, Current Title
Past Company
Logo
• Title or Relevant Function
• Impressive Achievement
Past Company
Logo
Past Company
Logo
Past Company
Logo
8

Unit Economics & KPIs
(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%
• Include 3-5 years of financial projections
 P&L (monthly for year 1) and cash flow (monthly for
year 1)
 Show 2 years of historical financials (if you have them)
plus at least 3 years of projections
• Outline key planning assumptions KPIs in your
financial model
 Revenue forecast (show current sales pipeline, # of
customers you are expecting to close in each year,
pricing, customer conversion, etc.
 Highlight expected market penetration % in each year
of forecast
 Show details of your operating expense projections
(compensation, product development expenses, sales
& marketing costs, cost of customer acquisition,
hardware and software expenses, G&A expenses, etc.)
9

Financials/Budget
Revenue Q1 Q2 Q3 Q4 Year1 Q1 Q2 Q3 Q4 Year2
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
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
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)
9

Funding Requirements
• 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
10

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
10

19
About
Westover Strategic Advisors

www.westoverstrategy.com
Who we are
A boutique fractional hire and advisory
firm of senior, credentialed professionals
25+ years of experience as CFOs, Controllers,
Strategy/Marketing Consultants, Senior
HR and IT Professionals
Broad industry experience across all industries
– from VC backed, early stage start ups to
privately held family owned businesses and
large multi-national public companies
Connected team with strong network
of advisors and investors
20

What we do
FINANCE
•Financial planning
•Capital raising
•Accounting services
•Cost control programs
•Financial modelling
MARKETING
• Market research
• Product development
• Lead generation
• Customer engagement
(acquisition/retention)
HUMAN RESOURCES
• Talent acquisition
• Comp & benefit plans
• Performance management
• Executive coaching
SOCIAL RESPONSIBILITY
• Help clients become socially
responsible companies
• Strategy development for charitable giving
• Employee engagement programs
• Program implementation service
INFORMATION TECHNOLOGY
• IT strategy Development
• System Architecture/Integration/Outsourcing
• IT infrastructure/security Management
• M&A Due Diligence
• Requirements planning & project management
21
We help small to medium size companies
address business issues and accelerate growth

How we
can help
• Need an experienced advisor who
has demonstrated success addressing
similar issues, but can’t justify the
cost for full time hire?
• Need to fill a senior position
temporarily while you’re looking
to hire for a specific role?
• Getting pressure from investors
to build out your team?
• Need to connect with investor
community?
• Need specific functional experience
to lead special projects or complement
existing teams (e.g., preparing for
acquisition or a new product launch)?
• Need experienced staff to jump in
and lead an important project?
• Juggling day-to-day challenges and
need to free up in-house resources
to focus on core business?
• Looking for experienced, fresh
perspective and/or a business advisor,
if you’re stagnant or facing a critical
business decision?
Experienced fractional hires
(CFO, Controller, CMO, CHRO, CIO) Project-based, advisory consulting
22

Why use fractional
resources?
A fractional hire is often used if you can’t justify the costs for a full time, on-staff senior
executive, but you need that level of experience and expertise. This strategy is
particularly helpful for new and emerging companies, as well as established companies
with special projects – such as preparing for acquisition or a new product launch.
CMO
Chief Marketing
Officer
CFO
Chief Financial
Officer
CAO
Chief Accounting
Officer
CHRO
Chief Human
Resources Officer
23
CIO
Chief Information
Officer

Firms we have
worked with
24

Jillian Wood
877.816.8874, ext. 2
jillian@westoverstrategy.com
25
Joseph R. Herbert, Managing Director
877.816.8874, ext. 1
joe@westoverstrategy.com

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