Adding more information (description, tags, category) makes it easier for others to find your content. The score increases as you add each item.

1. 1
Pitch Deck: use this slide template to sumarize your
business
This pitch deck asks for more information than is typically on a pitch deck, but this additional information is
helpful in the early stages of the competition. You can format the your pitch deck as you wish but you must
include the information below.
Your submission is limited to 15 slides.
•Cover Slide
•Introduction/Elevator pitch
•The Market
•Market Problem/Current Solutions
•Your Solution
•Your Team
•Go to Market Strategy
•Competitive Landscape
•Competitive or Technological Advantages
•Milestones/ Company Timeline
•Business Model
•Revenue Projections
•Exit Strategy
•Raising Capital / Use of Proceeds
•Summary and Closing

2. [your company here]
Date
Purpose of the presentation
name & title of the presenter
Include a one line company slogan

3. 3
What is your vision and your ultimate solution for your customers?
The Introduction/Elevator Pitch
What is the business? Service? Product?
What is the core problem you are solving for the customer?
1
2
3
Your front slide is important in order to grab the attention of your audience as well as give
an introduction to your company. Briefly and succinctly cover:

4. 4
The Market
On this slide, you are setting up your market so that immediately after, you can discuss
the pain points and why your company can solve this! Demonstrate that you understand
the market and customer
Total Addressable Market
Potential Customers/Clients
What is the Overall Market?
• What is the size and definition of the market? Units? Revenue?
Is it growing? Are you entering an existing market or creating a
new one?
Define your Total Addressable Market
• What’s Your Target Market? How can the Overall market
divided? Geographic, Demographic, Behavioral, psychographic
• What are the attributes of each customer that makes them
unique, and how can you extrapolate on those features to define
a market segment?
Define your target customer and key characteristics
• Who has the problem you are trying to solve? Ex. Small vs. Large
businesses, independents vs. agencies, examples of ideal clients or
individuals
What are the current needs of your customer?

5. 5
• What is the Big Market Problem or Big Unmet Need?
• Are the current marketplace solutions solving the existing unmet need or problems? Are
they causing additional headaches?
• Clearly demonstrate the pain of the problem – how much pain and money is this costing the
customer?
• Convey the strong desire or need that is being unfilled.
This is where you define the customer’s problem and show that there are existing solutions
in the marketplace that are just not cutting it .
The market has either changed or the existing solutions do not fulfill or solve the big needs
or problems of the customers – this is the opportunity
Customer quotesIndustry reports and news articles
Market Problem / Current Solutions

6. 6
Your Solution
Describe your solution and convey its core value proposition to the client.
• Be brief and centered around the customer who has the identified problem.
• Discuss the benefits of the solution to the customer (and detailed technical info IF APPLICABLE) and how it
provides value based on the problem you’ve identified.
Present the solution. This is your value proposition and why your company can solve
this problem more elegantly, more effectively, less expensively or more quickly.
Demonstrate or illustrate your solution by bringing it to life
Convince people this is a “MUST HAVE” solution, not a “nice to have” solution
Live Demo Screen Shots Video Tell a Story
About a future
client or an
example of a
future client

7. 7
Your Team
Describe your current (and planned) management team and advisors
Why are you the right team to execute on this business plan? What is your particular
expertise and passion?
Team Members: current, planned
•Current team members
•Assess and acknowledge skill gaps & future needed hires
Accomplishments, Experience, Education
•Describe experience, education, and accomplishments that are
meaningful to the proposed venture
•Be realistic
Advisory Boards, Outside Directors
•Important to establish credibility and connections
•Actual contributions are needed - not just names only.

8. 8
Go To Market Strategy
Targeting
Marketing
Customer
Retention
Strategic
Partnerships/
Channel
• What segment will you target first and why?
• What does the sales cycle look like and how will you obtain your customers?
• What is your potential to leverage, scale, and grow quickly?
• Describe your marketing, communications and advertising strategy?
• What sort of time/energy/expenses do you need to expend to generate
revenue?
• How to keep clients and build recurring sales?
• Average cost to acquire a customer, average revenue per user/customer
• What is the lifetime value of a customer?
• Channels: How to reach / market to customers?
• Strategy: How to convert, acquire or close clients?
• Unique Strategic Relationships / Partnerships?
How will you launch the product and quickly gain momentum and market share?

9. 9
Competitive Landscape
List any direct competitors and
competing alternatives (including
the status quo).
•Do your research here. Who are
they? List them.
•How are you different? Describe it.
•What gives your company an
advantage? Make sure you highlight.
If possible, show the competitive
landscape graphically
•Depict any specific features that add
substantial value compared to your
competitors.
Feature 1 Feature 2 Feature n
Your Company     
Company 1  
Company 2  
Company n    
This is where you characterize your competition and who already is addressing this
problem in the marketplace. Make sure you are thorough in your research. For example,
don’t miss Apple, Google, or Microsoft as a competitor!

10. 10
Competitive or Technological Advantages
• What makes this solution effective,
unique, and/or defensible from
competitors?
• What are the competitor’s advantages
or weaknesses?
• What is your current competitive
advantage, and why is it robust and
scalable? Why does it translate into a
sustainable business model?
• What is your “Moat” or barrier to
entry (e.g. money, time, expertise, unfair
competitive advantage)? Is what you are
creating difficult to duplicate?
• Is there any IP protection? Do you
have any patents?
• Are there any key relationships or
partnerships you have?
On this page, describe how your solution works without revealing proprietary
information and in language a non-technical investor/advisor would understand.

11. 11
Milestones / Company Timeline
Develop a meaningful timeline for the stage of your company. You don’t need to cover every milestone, just the one for now and the next one plus
an estimate of how much you need to raise eventually to become self sufficient – cash flow break even.
Raising funds, whether by grant or from investors, is about meeting milestones that increase the value of the company. Each milestone should be
set, then reached, so that it is compelling enough to inspire the next round of money.
Milestones are important to trace company development as well as to signify
accomplishments to investors. Each milestone should be compelling enough for an
investor to know the company is progressing.
Q1 2014 Q2 2014 Q3 2014 Q4 2014 Q1 2015 Q2 2015 Q3 2015 Q4 2015
Proof of Concept
Prototype Developed and
Completed
Product Launch 1.0
Raise Angel Round of
Financing
1st
Customer
Cash Flow
Positive
Product Refinements
100 Customers!
Complete
Business Plan

12. 12
Business Model
Define your Revenue Model. Who will pay for the solution and how will you make money?
• What are the key revenue streams?
• Discuss the scalability of your business model. Is this high volume? Low volume? Does it lend itself to
rapid expansion?
• How many customers do you expect to capture and what is their buying decision cycle?
• Is there recurring revenue? What is the frequency?
• Show an example using basic revenue/math
Describe your pricing structure and how much you expect to generate in revenue from each customer.
• Discuss pricing - per unit, subscription, flat fee? % fee? transaction fee, advertising
Define your financial projections. Specify, fixed costs , variable costs and spell out financial projections.
• Is your new venture profitable, or, more likely, is it going to reach profitability in the near future?
• What are my initial costs to bring the product to market
• How much does it cost to run the business? Is there a big difference between gross revenue and net
revenue?
Describe how your company will make money solving the customer’s problem by
describing the key revenue streams and profit model.

13. 13
Revenue Projections
A simple table that identifies some of the key metrics of the business (revenue, net income,
customers, headcount etc.) and financial information with measurements of financial
progress (revenue, gross profit and net profit).
Some General Guidelines
# Years Projected:
• Startups: 6 year projections (accounts for ~1 year of getting
started)
• Early-mid stage: 1-2 year historical, 3-5 year projections
Target Market Size vs. Acquired Clients:
• Total # Clients in Target Market (Show each year with
growth)
• # Clients Acquired or Free Users vs. Revenue Generating
Users (shows conversion rate)
• % Penetrated (be realistic: growing from 0% to 1%-5%
penetration makes sense, 50%-100% is unreasonable)
High Level Financials:
• Revenue, Expenses, EBITDA, EBITDA Margin %
• Optional: Break out key revenue streams or Gross vs. Net
Revenue
• Optional: Break out key expenses (Ex. # Employees)
It’s important to see how much money the
company will need and how much it will make,
and how other key metrics line up with the
financials.
EBITDA is often used in place of Net Income
Revenue should be in line with your vision and be
realistic, yet optimistic.

14. 14
Exit Strategy
Acquisition: (Most likely exit option)
•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?
You need to think about what is ultimately going to happen to your company – will it be
acquired? Will it go public? Will it exist as a going concern?
Financial Buyer
• Will your company generate excess cash flow that could make it
attractive to financial buyers to generate a return?
IPO: The least likely exit for a company, but a possibility.
• Often not preferred to founders or investors compared to top two
choices, due to required holding period and volatility

15. 15
Raising Capital / Use of Proceeds
Capital Raise: Always try for 20% to 50% more than you think you will need. Be
transparent about what you need now.
• Stage / Size? Ex. Seed Round: up to $500K, Series A: $2-3M, what is the structure?
• Investment Terms and type: Ex: Pre-Money Valuation Expectations / Range, Discount into next round?,
Dividend / Interest Rate?, Equity or Convertible debt?
• Current Investors in Round: Founders, Key Angels, VCs
• Prior Investment Rounds: Size? Investors? Valuation? Key Terms?
• Monthly Burn Rate? / How long will new $ last (runway)?
Use of Proceeds: (Name It / $ Amount / % of Capital Raised)
• Sales & Marketing
• Hire key employees and founders salaries
• Build out / further develop technology
• Legal and accounting work e.g. file patents
• What is needed to achieve Milestones: 1st Client? Get to Breakeven? 3x Rev Growth?
What is the ask? Capital? Intros? The goal of the meeting? This can vary depending on
the stage of your company. BE CLEAR about what you are asking.
Things to remember: you will never move as quickly as you project, and you will have
multiple unanticipated stumbling blocks somewhere

16. 16
Summary & Closing
1
2
3
Your last slide is important to give a review of what you have presented and leave a lasting
impression of your company.
4
5
6

17. 17
[your company here]
Thank You
Include contact information
Any Questions?