Pitch Deck Templates For Seed Capital - NextView Ventures

Startup Pitch
Deck
TEMPLATES
Tw o V C - A p p r o v e d F o r m a t s f o r
Raising Institutional Seed Capital
with commentary from
the founding partners of
About
These are NextViews series of tactical resources for entrepreneurs,

built specifically for seed-stage companies as part of NextViews
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).
How to Use This Resource

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 -- dont 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.
Throughout this resource, my
partners and I offer some light
commentary and opinions via these
sticky notes. Youll find them along
the margins of a given slide.
David Beisel
Co-Founder & Partner
NextView Ventures
Some copy is packaged in [blue and

brackets] to be extra clear that its just
placeholder and should be updated.
Pitch Decks 101

What Every Investor Wants Entrepreneurs to
Know
Mistakes to Avoid
Dont make the claim that you wont need future funding after this round.
This is somewhat common for entrepreneurs to say. But if the business is truly great,
youre better off raising future capital so you can step on the gas.
Additionally, taking venture capital implies youre trying to maximize growth and returns,
so in most cases, you will actually want to raise additional capital. Claiming otherwise can
hurt your credibility.
Dont 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
Always send your deck as a PDF.
an authentic story.
This avoids font and formatting issues.
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, youll 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.
Short Pitch + Long
The of
Show
You should use the deck that best alignsAppendix
with your style and the specifics
your pitch
meeting.
Critical info up front
Coherent story format
Exhaustive appendix
Highly visual
Characteristics:
Basic layout/design
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
Template 1:
Pitch + Kitchen Sink FAQs
A basic pitch deck outlining

c o re
d e t a i l s u p f ro n t . Re f e r t o t h e
appendix as needed based
on the conversation.
Example Company
Confidential Investor Presentation

January 2014
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.
Team Experience
Logos of Past
Companies & Top
Schools
Current Status:
We are [company stage, e.g. pre-revenue, prelaunch, 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
Pilot Customers/Partners
Logos or Other Proof of

Early Traction
Currently Raising:
[$X-Y million] seed round.

Previously raised [$X million] from [investors].
Problem
[The succinct problem statement you aim
to address goes here. Use plain language
no jargon.]
your problem, as
emotional arc to
s immersed in it
adding some
such as these.
[Customer Tries
Something]
[Heres Their
Terrible Pain]
[Existing Solutions
Are Broken/Nonexistent]
Beisel
under & Partner
View Ventures
Solution
[The succinct summary of the solution

goes here. This often sounds like your
company mission.]
[List a few key benefits and features here.]
1-2 Product Screens
Explanation of
Actions Taken
Explanation of
Actions Taken
Theres noth
than getting
realizing the
what the pro
time for a sh
Explanation of
Outcomes
Go-To-Market
What to Know to Create Yours
This slide varies but t

same: Show youre th
(or have data or an un
in) distribution. This
overlooked in favor o
In ONE slide, convey one or more of the following:

1. Your unfair distribution advantage
Whats 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? Whos 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 B
Co-Foun
NextView
Go-To-Market
Total Addressable Market: [$XB industry]
Distribution Strategy: [Your unique advantage + channels you plan
to test
Launch
[Dates]
Traction
[Dates]
Growth
[Dates]
[Launch web & iOS app]
[X]
[X]
Priority
Tasks:
[Improve signup flow

Finalize user referral process
Accepted to App Store
Drive initial signups
Measure DAU totals]
[X]
[X]
Target
Results:
[X initial users
Convert X% of existing email list
Understand DAU & optimize]
[X]
[X]
Main
Focus:
Traction to Date
[Key Metric #1]

[Key Metric #2]
[Key Metric #3]
Seed-stage
there won
yet, but it
few data p
proof you
Looking Forward
We are seeking [$X].
We aim to [major goals] in the next [timeframe].
Company
Progress
Team
Building
Hire A, B, C]
Launc
h
Develop
Product
May
Hire X, Y, Z
Goal
Initial App
Optimization
June
Goal
[X]
July
Goal
[X]
Aug
Sept
Oct
This kitchen
great for you
conversation
up a given sl
use, theres n
FAQs
Team
.
general
seasoned
h POV?
it brief.
Headsho
t
Headsho
t
Name, Current Title
Name, Current Title
Partner
tures
Past Company
Logo
Title or Relevant Function

Impressive Achievement
Past Company
Logo

Past Company
Logo

Past Company
Logo

Competition
[Low Thing]
[High Thing]
[High Thing]
Logo
Logo
Logo
[Low Thing]
Logo
Logo
Dont kill y
slide that w
being over
to how you
relevant tw
We are stronger than the competition in [key differentiators].

We are threatened by the competition in [honest worries you have].
10
Use of Proceeds
Build team of [X]

[Biggest product milestone e.g. launch beta in X
months]
Product/market fit and [X customers/users] in [X] months
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
Be thoughtful about projecting burn

rate, since thats how VCs think
about finances. And definitely dont
try to project anything beyond two
years. Its just not reasonable.
Rob Go
NextView Ventures
11
Marketing Deep Dive

What to Know to Create Yours
In ONE slide, convey how youll drive growth through one of the
following :
1. Your actual marketing funnel and results to date
2. Your products built-in growth drivers (referrals, network
effects, etc.)
3. Proposed tactics you plan to deploy over time
The Next 3 Slides Show

Examples
If this isnt based on actu

propose how youre thin
it. We live in a demand-c
world. The question to a
how youll address that i
Rob Go
Co-Founder
NextView V
12
Marketing Deep Dive
Example 1 of 3
[Description of Total Target Market]

User Acquisition
[Channel 1]
[Channel 2]
[Channel 3]
In
Progress/S
ucceeding
(Continue
to
Optimize)
[Conversion Action 1]
Conversion
and/or
Retention
(e.g. Lead, Free User, Trial, Demo, etc.)
[Conversion 2 or
Retention]
Launch or
Improve
(Starting
Soon)
(e.g. MQL, 1-7-30-Day Active Users,

Critical/Sticky Feature Usage, etc.)
Revenue
Monetization
LTV
Test/Valida
te
Hypothese
s
(Starting
Later)
12
Marketing Deep Dive
Example 2 of 3
User Network Effects/Product

Virality
Context
Context
Product
Feature
Context
Context
Product
Feature
12
Marketing Deep Dive
Example 3 of 3
Path to [X] Customers

[X]
Customer
s
Tactic
# Customers
Tactic
Tactic
Tactic
Tactic
Tactic
Tactic
Tactic
Tactic
Time
12
pproach to
4 graphs that
pulse on your
e tracking a
metrics.
sel
er & Partner
Ventures
Traction Deep Dive

Data Point
Data Point
Data Point
13
How It Works
[ExampleCo makes X easier and
cheaper.]
[Save Time: ExampleCo does X for you]
.
[Save Money: X% more cost-effective on average.]
Youd be
slides fai
product w
and jargo
much, es
How Customers Use [ExampleCo]:

1. [X]
2. [Y]
3. [Z]
14
Product Screens
3
2
15
Bucket 3
Bucket 2
Bucket 1
Product Roadmap
Milestone
Milestone
Milestone
Milestone
Milestone
Milestone
Milestone
Milestone
Milestone
Milestone
Milestone
May
June
July
Milestone
Aug
Sept
Oct
16
Customer Validation
Headsho
t
Quote.
Test Customer Logos
Logo
Headsho
t
Logo
Quote.
Proof
Proof
Proof
Proof
of
of
of
of
concept
concept
concept
concept
data
data
data
data
point
point
point
point
17
he
ss.
er
Financials/Budget
Revenue
Year2
Item
Item
Total Revenue
Cost of goods sold
Item
Item
Total COGs
Gross Profit
Gross Margin
X%
X%
Expenses
Item
Item
Total Expenses
Q1
Q2
Q3
Year1
Q4
Q1
Q2
Q3
$X
$X
$X
$X
$X
$X
$X
$X
$X
$X
$X
$X
$X
$X
$X
$X
$X
$X
$X
$X
$X
$X
$X
$X
$X
$X
$X
$X
$X
$X
$X
$X
$X
$X
$X
$X $X
X%
X%
$X
X%
$X
$X
$X
$X
$X
$X
$X
$X
$X
$X
$X
$X
$X
$X
$X
$X
$X
$X
$X
$X
$X
$X
$X
$X
$X
$X
$X
$X
$X
$X
$X
X%
$X
X%
$X
$X
$X
$X
$X
$X
$X
$X
$X
$X
$X
$X
$X
Q4
$X
$X
$X
$X
X%
X%
$X
X%
$X
$X
$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)
Be sure
and you
mistake
project
growth
18
Unit Economics
Seed-stage
the history t
economics.
you have an
comparable
Example: A Venue
Booking Service
(Showing [X] months trailing.)

Averages
Meetings/Events Booked
Rental Rate
Utilization
Revenue for Venue
Commission %
Gross Revenue
X [Provide context for a given item as needed]

$X
X%
$X
X%
$X
Cost
Channel/Partnerships
Acquisition
Cost-per-lead
-Partner Commission
$X
Service Agent
$X
Net Revenue
$X
Margin %
X%
Direct
$X
-$X
$X
X%
19
Market Size/Trends
e,
rst,
t
he
er
,
.
[$XB ]
total market
opportunity
Go-toMarke
t
Related Data Points
Data
Data
Data
Data
Data
Data
Data
Data
Data
point/statement
point/statement
point/statement
point/statement
point/statement
point/statement
point/statement
point/statement
point/statement
[$XB]
(Source)
(Source)
(Source)
(Source)
(Source)
Check the slide notes below for
(Source) helpful links on each topic: the idea
(Source) of total addressable market (versus
the total market), as well as top(Source) just
down and bottom-up analyses.
(Source)
Lee Hower
20
Exit Comparisons
Startu
p
Startu
p
Startu
p
Public Co
acq. by
acq. by
acq. by
[market cap]
Buyer
Buyer
Buyer
Public Co
[$X]
[$X]
[$X]
[market cap]
VC
VC
VC
Public Co
VC
VC
VC
[market cap]
Startups in the [industry niche] space are acquisition targets for

companies such as [Examples], at valuations around [N] times
price/sale.
21
Partners/Biz Dev
Current Partners:
Target Partners:
Logos of Early
Partners
Logos of Future
Potential Partners
22
Monetization
Example: B2B SaaS
[B2B SaaS Business Model]

[Sales Strategy: Free trial and bottom-up
selling]
[Pricing: $X to $Y per user per month]
If there are m
flowchart is
exchange of
B2B, show o
comes from.
[Operating Margins: Over X%]
23
Challenges/Risks
[Challenge #1 context]
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 youre thinking about them.
Rob Go
NextView Ventures
24
Why Now?
Trend, Factor,
or Data Point
Trend,
Factor,
or
Data
Point
icon
icon
icon
icon
Trend,
Factor,
or
Data
Point
Trend, Factor,
or Data Point
25
Template 2:
The Show
A v i s u a l , e m o t i o n a l l y- d r i v e n
deck
t o c r a ft a n d d e l i v e r a c o m p l e t e ,
c o m p e l l i n g s t o r y.
What Is The Show?

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.
Theres no exact template for creating The Show, since its so specific to your own story. As
a result, weve 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 thats our product. (Meta, we know.)
Look for these call-out boxes to learn more about a particular slide.
These exist OUTSIDE the actual story arc (i.e. its our attempt at
stepping back to analyze a slide). Theyre not part of the pitch.
The Show
Tell Your Seed-Stage Startups Story. Better.

January 2015
Remember: Were 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.
The Show

January 2015
Remember: Were 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.
(Still with us on the meta approach? Good. Now,
quite literally, on with The Show)
The Show

January 2015
The Show
is an investor pitch deck
template
that guides an audience
through a compelling story
and helps entrepreneurs
more successfully
raise seed capital.
The Show
is an investor pitch deck
template
that guides an audience
through a compelling story
and helps entrepreneurs
more successfully
raise seed capital.
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. Dont forget to
include this simple yet critical detail early in your own story.
What weve observed:
What weve observed:

After conveying the basics of WHAT you do, its 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.
What weve observed:

After conveying the basics of WHAT you do, its 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 well discuss
What weve observed:

Web and mobile
entrepreneurship
is in vogue and
growing fast. As a
result, more
entrepreneurs are
pitching more VCs.
What weve 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 youve
made about the market that will inevitably lead to Part 2 of your story
Problem
Unfortunately, many
startup pitches are
broken. Theyre
ineffective and fail to
convince VCs to
invest.
5
Problem
Unfortunately, many
startup pitches are
broken. Theyre
convince VCs to
invest.
Compelling Story, Part 2: Conflict. A problem is encountered by the hero

of your story. In your case, thats your customer, NOT your company
Problem
Unfortunately, many
startup pitches are
broken. Theyre
convince VCs to
invest.
Compelling Story, Part 2: Conflict. A problem is encountered by the hero

of your story. In your case, thats your customer, NOT your company
But the status quo alone isnt 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 well dedicate a few more slides to just that
Why do pitches fail?

During the seed-stage, many pitches
exhibit the same issue
Problem
They lack a
compelling
story.
7
Problem
They lack a
compelling
story.
This happens for one of two

reasons
1. Some pitches are

BARREN
Not enough content.
10
Not enough content.

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

No overt ask for capital.
12
Not enough content.

No stated plan post-fundraise.
13
Not enough content.

Not clear why this is inevitable.
14
Not enough content.

Not clear why this is inevitable.
All of this only confuses

and frustrates investors.
15
2. Some pitches are

CLUTTERED
16
Too much copy.
17
Too much copy.

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

Not delivered as a compelling story.
19
Too much copy.

These are hard to follow.

The story gets lost in all
the noise.
20
Too much copy.

These are hard to follow.

The story gets lost in all
the noise.
(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.)
20
Instead, the goal is

to convey 3 things:
21

to convey 3 things:
1.This
matters.
22

to convey 3 things:
1.This
matters.
2.Were the
people to
do it.
23

to convey 3 things:
1.This
matters.
2.Were the
people to
do it.
3.Its already
happening.
24

to convey 3 things:
1.This
matters.
The problem is truly

painful and the
opportunity is huge.
2.Were the
people to
do it.
3.Its already
happening.
25

to convey 3 things:
1.This
matters.
2.Were the
people to
do it.
3.Its already
happening.

painful and the
Your team has the

talent and the unfair
advantages to win.
26

to convey 3 things:
1.This
matters.
2.Were the
people to
do it.
3.Its already
happening.

painful and the
Your team has the

talent and the unfair
advantages to win.
Early traction hints

at much bigger
success in the future.
27
Solution
Compelling
stories
convey
exactly that.
28
Were building
The Show
to help entrepreneurs easily create

the most compelling stories possible.
29
Compelling Story, Part 3: Resolution. Youve laid out the status

quo of whats 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...
Were building
The Show

29

Putting it all together: Weve observed X, which creates problem Y. The
solution is Z, and oh, by the way, thats exactly what were creating.
Investors want to believe you are the inevitable resolution to this story.
Were building
The Show

29

Putting it all together: Weve observed X, which creates problem Y. The
solution is Z, and oh, by the way, thats exactly what were creating.
Investors want to believe you are the inevitable resolution to this story.
Next, outline why

youre the best team
to provide it.
Were building
The Show

29
What we realized by
testing The Show
30
Why Stories Succeed
Stories target the head and

the gut.
Investors make decisions
with both.
31
Why Stories Succeed

1
the gut.
Investors make decisions
Youll want to speak to each point. For #1, wed add this: Investors make decisions using both of
these things. with
But unless youre
a world-class storyteller that can make plain slides come to life,
both.
regular slides wont 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?).
31
Why Stories Succeed
1
2

the gut.
Investors
makethe
decisions
Stories convey
WHY.
with
both.
Young
startups lack a
history of proof but have
plenty of purpose.
32
Why Stories Succeed

1
the gut.
Investors
makethe
decisions
Stories convey
WHY.
2
with
both.
Young
startups lack a
plenty of purpose.
This is the driving factor behind your pitch. If youre launching to simply make money, most
investors wont 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.
32
Why Stories Succeed
1
2
3

the gut.
Investors
makethe
decisions
Stories convey
WHY.
with
both.
Young
startups lack a
plenty
purpose.
Storiesof
have
high impact in
little time.
Maximize your short pitch
meetings.
33
Why Stories Succeed
1
2
3

the gut.
Investors
makethe
decisions
Stories convey
WHY.
with
both.
Young
startups lack a
plenty
purpose.
Storiesof
have
high impact in
little time.
short
pitch
Stories shedMaximize
light on things two sides mightyour
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 deliversmeetings.
a story that can quickly get investors excited about the opportunity. If structured
properly, The Show also doesnt 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.
Early Results
Data Point/Proof
Data Point/Proof
Data Point/Proof
34
Early Results
Data Point/Proof
Data Point/Proof
Data Point/Proof
Stories were the most
effective means for
generating a positive
response from investors.
35
Early Results
Note that this slide should present just a few key data
Data Point/Proof
points and perhaps a powerful statement, quote, or
conclusion. In addition to the short list of data points,
Data Point/Proof
provide context verbally, e.g., For comparison, Famous
Company A gets X results, making ours better by Y.
Data Point/Proof
Stories were the most

effective means for
generating a positive
response from investors.
35
Our
Unfair
Advantage
for achieving traction and distribution
36
Our
Unfair
Advantage
for achieving traction and distribution
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.
Its not just about building something worth using its about growth.
36
Our Unfair Advantage
Our Advantage:
Context
Our Advantage:
Context
37
Our Unfair Advantage
Our Advantage:
Context
Our Advantage:
Context
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.)
37
Opportunity
Years 1-2:
$X Billion Market
38
Opportunity
Growth into
Larger $Y
Years 1-2:
Billion Market
$X Billion Market
38
18-Month Plan
Raise $N
Million in
Seed
38
18-Month Plan
Raise $N
Million in
Seed
Grow X
Part of
Business
39
18-Month Plan
Raise $N
Million in
Seed
Achieve
Z Key
Results
Grow X
Part of
Business
40
18-Month Plan
Raise $N
Million in
Seed
Achieve
Z Key
Results
Grow X
Part of
Business
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.
40
Our
Team
deep expertise and decades of
combined experience in
raising/investing seed capital
Lee Hower
Rob Go
David Beisel
Jay Acunzo
41
Our mission is to help entrepreneurs

everywhere tell better stories to succeed.
The Show
Contact: [email protected]
555-555-5555
ViewFromSeed.com
@NextViewVC
GET M ORE RESOURC ES,

ADV IC E & INSIGHT S F OR
SEE D-STAGE STARTU PS
V i s i t V i e w Fr o m S e e d . c o m
Fo l l ow @ N ex t V i e w VC

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What are the two main pitch deck formats discussed?

What are the two main pitch deck formats discussed?

What are some common mistakes to avoid when pitching?

What are some common mistakes to avoid when pitching?

Startup Pitch

These are NextViews series of tactical resources for entrepreneurs,

The leading seed-stage VC firm investing in internet and mobile

How to Use This Resource

This was built for early-stage startups raising seed capital.

Some copy is packaged in [blue and

Pitch Decks 101

Dont under- or over-prepare. Both are surprisingly common pitfalls.

Always present your pitch with some kind of story arc.

This avoids font and formatting issues.

Goals to Keep in Mind

First meetings (typically

Pitch + Kitchen Sink FAQs

A basic pitch deck outlining

Confidential Investor Presentation

ExampleCo is a [zero-jargon description of

Logos or Other Proof of

[$X-Y million] seed round.

[The succinct summary of the solution

1-2 Product Screens

This slide varies but t

In ONE slide, convey one or more of the following:

[Launch web & iOS app]

[Improve signup flow

[Key Metric #1]

Name, Current Title

Name, Current Title

Title or Relevant Function

Title or Relevant Function

Title or Relevant Function

Title or Relevant Function

We are stronger than the competition in [key differentiators].

Build team of [X]

Be thoughtful about projecting burn

Marketing Deep Dive

The Next 3 Slides Show

If this isnt based on actu

Marketing Deep Dive

[Description of Total Target Market]

(e.g. Lead, Free User, Trial, Demo, etc.)

(e.g. MQL, 1-7-30-Day Active Users,

Marketing Deep Dive

User Network Effects/Product

Marketing Deep Dive

Path to [X] Customers

Traction Deep Dive

How Customers Use [ExampleCo]:

Test Customer Logos

(Showing [X] months trailing.)

X [Provide context for a given item as needed]

Startups in the [industry niche] space are acquisition targets for

Example: B2B SaaS

[B2B SaaS Business Model]

[Operating Margins: Over X%]