What is already clear?
The customer problem is recognisable, the product category is understandable and the founder has identified a specific group of potential buyers.
Free resource · Sample assessment
See How I Look at a Pitch
I look at a pitch from the other side of the table: what an investor understands, what they question, what they may doubt and what they still need to know before they can seriously consider the opportunity.
About this example
This is an illustrative composite based on common pitch problems. It is not presented as a client case study and contains no confidential client information. A paid Investor Readiness Review is broader, evidence based and specific to the founder’s actual business and material.
The pitch presented
A founder presents a business that helps smaller companies simplify a time consuming administrative process. The pitch describes a large market, several early customers and a plan to use investment to grow the team and accelerate sales.
On the surface, the opportunity sounds promising. The assessment begins by asking whether an investor has enough clarity and evidence to examine it seriously.
A sample of what I would look for
What remains difficult?
The pitch does not yet explain the product experience, who uses it, who approves the purchase or why the current approach is better than existing alternatives.
What would I expect to hear?
How were the first customers won? How long is the sales cycle? What does a customer pay? What evidence shows that customers continue using the product?
What important proof is missing?
The market claim is not connected to a realistic target segment. Customer demand is asserted, but conversion, retention and recurring revenue are not shown.
How does it make money?
Pricing is mentioned but the pitch does not show the relationship between price, customer acquisition, delivery cost and the route to sustainable growth.
What will the money enable?
The amount is stated, but the use of funds is described as activity rather than measurable progress, evidence or milestones.
Does the founder appear prepared?
The founder knows the product well but gives long answers, becomes less precise around the numbers and does not always answer the question that was asked.
What should change first?
Clarify the buyer and commercial model, replace broad claims with evidence and connect the investment ask to specific milestones before polishing slides or delivery.
Why this is more than slide feedback
A slide can be visually clear while the argument underneath it remains weak. I examine how the business, commercial logic, evidence, investment story and founder communication work together.
The purpose is not to make every pitch sound the same. It is to identify what an investor can understand and believe, what still needs proof and which changes deserve priority.
What this sample does not include
The complete paid Review examines the founder’s actual pitch, deck, website, commercial information, assumptions, risks, funding ask and communication. It produces a written assessment, priorities and a debrief. This sample shows the nature of the thinking, not the complete method.
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