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Principles to follow in building a deck

Start by writing down the titles of all your slides in a row in one document

This should make clear sense as a story as you read it

One message per slide, break up the slides if you need to

Ask yourself, if there are multiple messages, are all of them necessary?

One of the most critical aspects of building a compelling deck is remembering the “why” behind each slide. Investors will not spend a lot of time poring over each slide in detail; they are looking for clear and succinct messages that tell your story. The deck is a canvas for presenting your strategy, and every slide should answer a fundamental question: Why should the investor care about this particular point?

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Guidance slide - delete once deck is complete

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Mission of your company: what you do, and the vision

Example taglines:

Amazon. Everything you need, delivered to your door.
SpaceX. Making space travel accessible to everyone.
Uber. Your personal driver at the tap of a button.
CRISPR Therapeutics. Editing genes to cure diseases

Name of your Company

Template - give it your best shot

Further guidance in speaker notes

This slide represents the initial impression your company makes on potential investors, and it should be crafted carefully to immediately communicate your mission. Your tagline is more than just a slogan; it's the key message that defines your business in the simplest terms. The goal is to encapsulate the purpose of your company in a memorable and impactful way. Boil down your message to its essence.

When crafting the tagline, think about how you want others to describe your company. A strong tagline will convey not only what you do but why it matters. For instance, if your company focuses on using innovative technologies to solve a pressing issue, make sure the tagline reflects both the innovation and the problem-solving aspect. It's also important to ensure the tagline is accessible; avoid industry jargon that might alienate those outside your immediate field. This opening slide sets the tone for the rest of the deck, so ensure it is sharp, focused, and aligned with your overall narrative

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Summary | One liner of what your company does

Instructions:

This slide explains what you do in one line

Include:

What is the core problem you’re solving?
Who are your customers and why?
How are you going to solve it for them? / Your secret sauce

Note: This slide forms the foundation of your deck, if people understand and are excited by this you’ve won half the battle.

Resources:

Brief explainer of how to create a one-liner:

Link to sandbox video on one-liners

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Further guidance in speaker notes

Template - give it your best shot

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Summary | Who is in your team?

Resources:

A reminder of what are the two main kinds of building a science company:

Link to sandbox video on teams

Instructions:

Summary of why you are the superstars to crack this problem for the market. This slide is already showing you have made progress in tackling this market, by having the right people:

Who is in the core team?
Why are you the right people?

Are you skills necessary?
Are they complementary?
Are they sufficient?

Do you have relevant advisors?

Note, only Founders and advisory board on this slide

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Problem | What is the problem you are trying to solve?

Resources:

There are 5 short (approx. 8 min) videos that cover the basics of identifying the problem and customer for science based companies. You can find them here:

Link to video series on problems and markets

Instructions:

Clearly describe the problem you have identified, explaining why it’s a problem.

State the problem you are addressing

Focus on 1-2 maximum
State it from the customer perspective

Why is this a problem today?
What is pain of your target customer?

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Further guidance in speaker notes

Template - give it your best shot

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Problem | How are customers addressing the problem?

Resources:

There are 5 short (approx. 8 min) videos that cover the basics of identifying the problem and customer for science based companies. You can find them here:

Link to video series on problems and markets

Instructions:

This slide expands on the current solutions today.

What have your customers tried to do to solve the problem today?
Are there multiple problems that need to be solved addressed by different solutions?

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Problem | Why are current solutions are insufficient?

Resources:

There are 5 short (approx. 8 min) videos that cover the basics of identifying the problem and customer for science based companies. You can find them here:

Link to video series on problems and markets

Instructions:

This slide summarises why there is a gap in the market.

What is the core problem that is still unsolved?
How have current solutions failed to address it.

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Further guidance in speaker notes

Template - give it your best shot

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Solution | How are you solving this problem?

Instructions:

An overview of your solution to this problem

How do you solve this problem?
How does it work (input /output)?
What is the secret sauce?

Provide use cases, early experiment results, demo if applicable

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Solution | How does your solution address existing gaps?

Resources:

There are 5 short (approx. 8 min) videos that cover the basics of identifying the problem and customer for science based companies. You can find them here:

Link to video series on problems and markets

Instructions:

Link your solution clearly back to the gaps in the market already discussed

How are you now addressing the gaps from previous solutions?
How have you improved the life of the customer beyond what they could do already?
What is the longer term impact on their lives?

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Market | How many customers do you expect to have?

Resources:

There are 5 short (approx. 8 min) videos that cover the basics of identifying the problem and customer for science based companies. You can find them here:

Link to video series on problems and markets

Instructions:

This is an overview of the market, what sort of market are you looking at?

What is your market and how big is it?
Who are your target, early customers who will buy your solution?
How big can the market become if you address parallel use cases?

Note: Another key slide. If the market is not big enough or you don’t seem to have a clear way to capture it, there’s no point in investing.

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Further guidance in speaker notes

Template - give it your best shot

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Market | Who are your competitors / what is their offer?

Resources:

There are 5 short (approx. 8 min) videos that cover the basics of identifying the problem and customer for science based companies. You can find them here:

Link to video series on problems and markets�

Instructions:

Specifically looking at the solutions of other competitors.

Who are your main competitors?
What is their solution? If you were to create a one-liner for their companies what would it be?

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Further guidance in speaker notes

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Market | How is your solution / approach different?

Resources:

There are 5 short (approx. 8 min) videos that cover the basics of identifying the problem and customer for science based companies. You can find them here:

Link to video series on problems and markets

Instructions:

Tell the audience why your solution is different and better than what’s out there.

What do you address the problem that others don’t
Why will you be able to dominate the market?

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Template - give it your best shot

Further guidance in speaker notes

Then, explain what makes your solution better. This could be a unique technology, a better user experience, stronger customer relationships, or a more scalable business model. The key is to focus on how you solve the problem better than anyone else and why this will allow you to dominate the market.

Show that your customers will choose you over the competition because of specific benefits that they can’t get elsewhere.��The product slide should provide a clear overview of what your company is building, its key features, and how it works. It’s important to balance between giving enough detail to show the strength of your product while keeping the explanation simple enough that non-technical investors can grasp it. This slide is not about overwhelming your audience with technical specifications; rather, it’s about conveying the value and utility of your product.

Start with the product architecture—the essential components that make your product work. Explain the core features and functionality that differentiate your product from others. This is where you can touch on any unique technologies, user experiences, or design aspects that make your product stand out. Make sure to explain how a user would engage with your product, whether it's through a platform, device, or software.

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Market | Why is now the right time for your solution?

Instructions:

Provide the audience with a sense of urgency and timing, why is now, not the past, and not the future, the exact right time for you?

Point to historical and recent trends that make your solution possible now
Talk about the net impact you’ll bring to the world through your solution

Resources:

There are 5 short (approx. 8 min) videos that cover the basics of identifying the problem and customer for science based companies. You can find them here:

Link to video series on problems and markets

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Template - give it your best shot

Further guidance in speaker notes

Timing is everything in the world of startups, and this slide is where you explain why now is the right moment for your company to succeed. You must provide investors with a clear understanding of the external factors—trends, technologies, and societal shifts—that make your solution viable today. Investors want to know why your solution is possible now when it may not have been possible before.

A key part of this explanation involves pointing to historical trends and recent developments that have converged to make this the right time for your solution to enter the market. For instance, you might cite advancements in technology, shifts in consumer behavior, changes in regulations, or increased market demand. These trends serve as proof points that your company is positioned to capitalize on the moment.

It’s also essential to tie this back to the net impact of your solution. What broader societal or economic changes will your solution bring about? How will it benefit your stakeholders—whether they are customers, investors, or the world at large? This slide is not just about market timing but about creating a compelling narrative of why your company will have a transformative impact if it succeeds.

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Market | What is your business model and go-to-market?

Resources:

There are 5 short (approx. 8 min) videos that cover the basics of identifying the problem and customer for science based companies. You can find them here:

Link to video series on problems and markets

Instructions:

Provide the audience with a clear logical path from now to when you will be commercially viable:

How will you make money? (unit price, subscription, platform fees etc etc)
Clearly state your go-to-market plan

Which market are you prioritizing and why?
Who is your first customer in that market?
Who is your final customer? (if different)
How will you acquire them in your particular industry and market?

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Template - give it your best shot

Further guidance in speaker notes

Begin by describing your business model—how you plan to make money. Whether it’s through subscription fees, licensing, ad revenue, or other models, be specific about the primary revenue streams for your business. Investors need to see that you have a viable path to profitability, even if you’re not there yet.

Next, explain who your target customers are and what use cases will drive early adoption. Investors want to know exactly who you’re selling to and why these customers will buy from you. Be as specific as possible—describe the demographics, industries, or geographic areas you’ll target first. This shows that you have thought through your customer acquisition strategy and aren’t relying on broad generalizations.

Then, detail your channels for reaching customers. Will you rely on direct sales, partnerships, digital marketing, or another approach? If you already have traction or partnerships in place, highlight these as proof points. Investors will also want to know which geographies you’ll focus on first and why. This is especially important for companies with global ambitions, as your go-to-market strategy will likely differ by region.

Finally, tie your go-to-market plan to your scalability. Show how the strategy you’ve outlined can grow with your company as you expand into new markets or increase your customer base. This helps investors understand the long-term potential of your approach.

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Validation | What is your development road map?

Instructions:

Provide a visual timeline of progress for your audience that shows two things 1) that you’ve done a lot of work; and 2) you have a clear path ahead to achieve what you’ve just told us:

What stage is your product in?

Key product milestones (R&D)
IP protection (if relevant)
Development roadmap

What have you done in market engagement?

Customer engagement (LOIs, paid pilots, interviews etc)
What is in the future for market engagement and staying close to your key stakeholders?

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Template - give it your best shot

Further guidance in speaker notes

The traction slide is where you demonstrate the progress you’ve made so far. Investors need to see that you’ve already accomplished key milestones that de-risk the investment. Traction is often the deciding factor for many investors, as it shows your ability to execute.

You should also outline your product roadmap. Investors want to know what milestones you plan to hit over the next 12, 18, 36, and 60 months. This roadmap should include key inflection points—such as beta launches, full product launches, or feature updates—that will signal progress. Use this opportunity to show that you have a clear plan for how the product will evolve and scale over time.��It’s also important to mention any intellectual property (IP) you’ve secured or plan to secure. IP can be a strong competitive advantage and demonstrates that your technology or product design is protected from competitors. If applicable, briefly discuss your strategy for maintaining and expanding your IP portfolio.

Start by listing your key product, financial, and R&D milestones to date. Have you built a working prototype? Secured letters of intent (LOIs) or paid pilots? Raised initial funding? Launched a beta version of your product? Any concrete accomplishments should be highlighted here.

Investors are particularly interested in market traction—how many customers or users do you currently have? If you’re still in the pilot or testing phase, mention the number of customers or partners in your pipeline. Show that there is demand for your solution, even if it’s not yet fully commercialized.

Don’t forget to include user feedback if available. Net Promoter Scores (NPS), testimonials, or early customer feedback can be powerful indicators of product-market fit. If you’ve received external validation from industry partners or advisors, mention that as well.

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Vision | What is your longer term vision?

Instructions:

If you succeed completely, what is the ultimate form of your company and vision? what will you achieve?

What industry will you change forever (if any)?
How will you change lives?
What other services or products do you see offering (if relevant)?

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Template - give it your best shot

Further guidance in speaker notes

This slide provides an opportunity to broaden the conversation and show the larger vision for your company. While much of your deck focuses on the specific problem you’re solving and your immediate market, this slide allows you to paint a picture of your long-term goals and potential impact. Investors are not just looking for a good idea—they want to see that you have a vision for how your company can grow and create lasting value.

Start by reinforcing your company’s mission and explaining how it fits into a larger context. What is the ultimate impact you hope to achieve? Whether it’s transforming an industry, addressing a major global issue, or creating new economic opportunities, this slide should focus on the broader implications of your work.

Investors want to know that your company has scalability and long-term potential beyond the initial product or market. This is where you can discuss how your solution might evolve over time or expand into new markets. For example, if you are developing a technology that could be applied to different industries, mention this here. Show that your company is not just a single product or service but has the potential to become a platform or industry leader.

It’s also important to frame your company’s vision within the context of market trends and future needs. Highlight how your company is positioned to take advantage of macro trends, such as technological advancements, demographic shifts, or regulatory changes. This forward-thinking approach demonstrates that you’re not just solving today’s problem, but are also preparing for the challenges and opportunities of tomorrow.

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The ask | What do you need to move forward?

Instructions:

What do you need from the audience (usually investors).

Financials

How much are you looking to raise?
How will you spend that money?
What will that unlock for you in terms of milestones?
Any other financial support you will need to unlock these milestones other than what the audience will offer you?

Do you need any other type of support from the audience beyond cash?

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Template - give it your best shot

Further guidance in speaker notes

The final slide of the main deck is your ask—how much money you are looking to raise and what you will do with it. This slide needs to be clear and direct. Investors want to know exactly how much capital you need and how it will be allocated to achieve the next set of milestones.

Your ask should be aligned with your product roadmap and go-to-market strategy. Provide a breakdown of how the funds will be used, such as for product development, hiring, marketing, or operations. This shows that you have a clear plan for how to deploy the capital effectively. Be specific about the major milestones you aim to achieve with the funding, whether it’s launching a new product, expanding into a new market, or reaching a certain number of customers.

It’s also important to mention any additional non-financial support you need to reach these milestones, such as advisory help, partnerships, or grant funding. This demonstrates that you’re thinking holistically about what it will take to succeed, beyond just capital.

Finally, investors will want to know how long the funding will last and when you plan to raise your next round. Typically, you should raise enough to give yourself a runway of 18–24 months. This not only provides the time needed to hit significant milestones but also builds in a buffer in case market conditions change or it takes longer than expected to raise additional capital.

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Contact details and / or photos and names

Thank you!

Template - to be filled

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Appendix | [Up to 5 slides that you are ok not showing]

Instructions:

Additional detail to answer questions, but are not necessary. Examples:

Links to research, demos about the science
Any detailed slides about the core science that do not fit the core deck
Potential risks
Tech Stack/ architecture/ product design/ IP
Detailed use case scenarios
Pilot study, experiment results
Detailed financial model
etc.

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Further guidance in speaker notes

The appendix is where you can include any additional details or supporting material that didn’t fit into the main presentation but may be important for more in-depth discussions. The appendix is often used to provide additional data, technical details, financial models, or research links. You can think of this section as a repository for deeper insights that you may not want to cover in the first meeting but can refer to if an investor wants more information.

For example, if your solution involves complex technology, you might include a slide that goes into more detail about how it works, accompanied by diagrams or schematics. If your go-to-market strategy involves partnerships, you might include more information on potential or existing partners. It’s also a good place to include any risks, use case scenarios, or pilot study results that provide additional context.

Remember, the appendix should only be used when necessary—don’t overload it with information that distracts from the core message of your deck. Use it to support key points and answer potential questions, but always return to the narrative that drives the main deck.